Bank of Baroda
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Bank of Baroda is the third largest public sector bank in India. It was founded in 1908 and is headquartered in Baroda. As of fiscal year 2009, it had over 3,000 branches including 70 overseas, with total assets of Rs. 2.27 trillion and net profits of Rs. 2.22 trillion. The bank focuses on increasing retail credit, maintaining high asset quality ratios, and growing its total business while protecting asset quality. Going forward, it aims to achieve 20-22% total business growth by focusing on low-cost deposits and adding 2.5-3 million new customers annually.
Bank of Baroda
- 1. Submitted by –GautamGulati , KapilManwani , Rashmi Sharma , MohitMotwani , AnkithaSingavi
- 2. Bank Of BarodaThird largest Public Sector bank in India, after State Bank of India and Punjab National BankFounded in 1908
- 4. It has total of 3159 branches including 70 overseas
- 5. Has a total staff of 38063
- 6. CMD of BOB is M.D.MallayaMission StatementTo be a top ranking National Bank of International Standards committed to augmenting stake holders' value through concern, care and competence.
- 7. History1908: Maharaja SayajiraoGaekwad III set up Bank of Baroda (BOB).1910: established its first branch in Ahmedabad1953: established a branch in Mombasa and another in Kampala1959: acquired Hind Bank.1961: merged in New Citizen Bank of India. This merger helped it increase its branch network in Maharashtra1963: acquired Surat Banking Corporation in Surat, Gujarat.1964: acquired two banks, Umbergaon People’s Bank in southern Gujarat and Tamil Nadu Central Bank in Tamil Nadu state.1969: The Government of India nationalized 14 top banks, including BOB
- 8. History contd.1975: BOB acquired the majority shareholding and management control of Bareilly Corporation Bank (est. 1928) and Nainital Bank (est. in 1954), both in Uttar Pradesh1998:BOB also acquired Punjab Cooperative Bank in a rescue.1999: BOB merged in Bareilly Corporation Bank in another rescue. At the time, Bareilly had 64 branches, including four in Delhi.2007: In its centenary year, BOB's total business crossed 2.09 lakhcrores, its branches crossed 1000, and its global customer base 29 million people.2009: Bank of Baroda registered with the Reserve Bank of New Zealand, enabling it to trade as a bank in New Zealand
- 9. ServicesApart from the Loans, Deposits, Credit and Debit Cards, Bank of Baroda offers other services to make financial dealings easy and convenient.DematBaroda healthRemittances(baroda money express)Collection servicesECS(electronic clearing services)Government business(PPF , tax collection and savings bonds)
- 10. SubsidiariesDomesticBobcards ltd.BOB capital markets ltd.Nanital bank ltd.
- 11. SubsidiariesOverseas Bank of Baroda (Botswana) Ltd. Bank of Baroda (Kenya) Ltd. Bank of Baroda (Uganda) Ltd. Bank of Baroda (Guyana) Ltd. Bank of Baroda (UK) Ltd. Bank of Baroda (Tanzania) Ltd Bank of Baroda (Trinidad & Tobago) Ltd.Bank of Baroda (Ghana) Ltd.
- 12. Strategic initiative(2008-09)The Bank’s focus was optimise human resource management in a highly motivating work environment, rawing maximum mileage out of the available Information Technology and mbibing a full-fledged marketing culture to promote a sense of professionalism in approach and attitude.BOB completed Core Banking Solution (CBS) rollout in 1,922 domestic branches covering 94% of its business as at 31st March, 2009. The Bank launched several new IT products and services such as Phone Banking, Corporate Cash Management System, Payment Messaging Solution and Global Treasury.the Bank took many initiatives introducing new products both on assets and liability sides during 2008-09 such as Loan for Earnest Money Deposit, Baroda Additional Assured Advance to NRIs, Baroda BachatMitra etc.
- 13. In its role as a partner to the rural development, the Bank, besides meeting all its credit deployment targets, established four Baroda SwarojgarVikasSansthan during the year 2008-09 for imparting training to the unemployed youth and facilitating their gainful self-employment.It organised awareness programmes for SME borrowers to educate them about various products, services and precautionary steps to be taken in view of global financial crisis.
- 14. ASSETS
- 15. Total assets increased by 26.66% to Rs. 2.27 bnat year-end fiscal 2009 from Rs. 1.79 bnat year-end fiscal 2008.Total investments at year-end fiscal 2009 increased by 19.5% due toIncrease in investment in Govt securities and Debentures and Bonds in the fiscal year 2009.While there has been an decrease in investment in Shares and Other approved securities.
- 16. The Cash balances have increased from Rs 93697.23 mn in the fiscal year 2008 to Rs 10593.43 mn in the fiscal year 2009.The balances with RBI in Current Account has also increased .There has been an increase in deposit outside India in the form of Bank balances and Money at call from Rs 86020.43 mn in the fiscal year 2008 to Rs 120873.58 mn in the fiscal year 2009.
- 17. Increase in net advances by 34.9% to Rs. 1.43 bn at year-end fiscal 2009 from Rs. 1.067bn at year-end fiscal 2008 due to increase in advances inside and outside India.Non Performing Asset (NPA)Under the RBI guidelines, an asset is classified as non-performing if any amount of interest or principal remains overdue for more than 90 days, in respect of term loans. In respect of overdraft or cash credit, an asset is classified as non-performing if the account remains out of order for a period of 90 days and in respect of bills, if the account remains overdue for more than 90 days.
- 18. Based on the criteria stipulated by the RBI NPAs are classified into sub-standard, doubtful and loss assets.
- 20. LIABILITIES
- 21. CAPITAL
- 22. Reserves and Surplusincrease16.77%% Increase: 6.75%
- 25. RATIO ANALYSIS
- 27. ANALYSISBank’s Cost income ratio decreased to 45.89% from previous yrs 50.89% highlighting that banks costs are rising but its interest income are rising at a higher rate.There is a increase in return on asset depicting that assets were more efficiently employed in 08-09 when compared to 07-08.
- 29. ANALYSISThe Bank delivered a stellar performance in asset quality management in 2008-09 despite a severe industrial slowdown.Through well coordinated and sustained efforts, the Bank’s Global Gross NPA level was brought down from 0.47% to 0.31% in the course of one year.Not not only the Gross NPA and Net NPA were brought down in percentage terms but were also reduced in absolute terms to Rs 1,842.92 crore and Rs 451.15 crore as at end-March, 2009 from the opening portfolio of Rs 1,981.38 crore and Rs 493.55 crore respectively
- 30. PERFORMANCE HIGHLIGHTSTotal Business (Deposit+Advances) increased to Rs 3,36,383 crore reflecting a growth of 30.01%.Gross Profit and Net Profit were Rs 4,305.01 crore and Rs 2,227.20 crore respectively. Net Profit registered a growth of 55.2% over previous year.Retail Credit posted a modest growth of 16.3% constituting 17.8% of the Bank’s Gross Domestic Credit in FY09.Net Interest Margin (NIM) as per cent of interest earning assets was at the level of 2.91%.
- 31. Contd...Net Worth improved to Rs 11,387 crore registering a rise of 19.52%.Book Value improved from Rs 261.54 to Rs 312.61 on year.Business per Employee moved up from Rs 710 lacs to Rs 914 lacs on year.
- 32. V/SComparison between BOB n PNB
- 33. Comparison on the basis on Ratios
- 35. Deposits
- 36. Advances
- 37. THE ROAD AHEADDuring 2009-10, the Bank is targeting to achieve the total business growth of about 20.0% to 22.0%.Will focus on low-cost deposits, by prudent management of cost of resources and by making every possible effort to protect the asset quality with a firm control on the process of credit origination.It will place additional emphasis on business process reengineering to reduce transaction costs and will try to add at least 2.5 to 3.0 million quality customers during the year.During 2009-10, the emphasis would, inter alia, be on improving the share of Retail / SME / Agriculture in total business without any compromise on the asset quality.
- 38. Reorienting its systems and procedures towards customer convenience and enhanced customer satisfaction.Formulating and adhering to the best corporate governance practices.Focusing on a consistent and broad-based resource mobilization plan.Enlarging the base of retail customers by leveraging technology and taking newer technology based initiatives.