Environmental factor responsible for development of IDBI bank performance PLACE: BOKARO STEEL CITY STATE: JHARKHAND A SUMMER TRAINING REPORT SUBMITTED IN PARTIAL FULFILMENT FOR THE AWARD OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION 2007-2010 GUIDED BY: SUBMITTED BY:
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Environmental factor responsible for development of IDBI bank performance
PLACE: BOKARO STEEL CITY STATE: JHARKHAND
A SUMMER TRAINING REPORT
SUBMITTEDIN PARTIAL FULFILMENT FOR THE AWARD OF THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION 2007-2010
GUIDED BY: SUBMITTED BY:
Ms ANSHUL SHRIVASTAVA MR AVISHEKH SHARMA(HOD) MANAGEMENT DEPARTMENT
SUBMITTED TO
DEPARTMENT OF MANAGEMENT JAIN COLLEGE GWALIOR (AFFLIATED TO JIWAJI UNIVERSITY GWALIOR)
STUDENT DECLEARATION
I AVISHEKH SHARMA hereby declare that this Summer training report entitled,
Environmental factor responsible for development of IDBI bank performance” is
carried out by me at IDBI, BOKARO under the guidance of Mr ARUN
KUMAR for partial fulfillment for the award of the degree of, Bachelor of Business
Administration at Department of Management Jain College, Gwalior(M.P).
DATE :
PLACE :
AVISHEKH SHARMA
GUIDE CERTIFICATE
It is certified that the Summer training report entiteled Environmental factor
responsible for development of IDBI bank performance is submitted by Mr.
Avishekh Sharma for partial fulfillment for the award of the degreeof Bachelor of
Business Administration at Department of Management, Jain College,Gwalior(M.P).It
is a record of candidate’s own work carried out at IDBI BOKARO
(ARUN KUMAR) Area Trainee Manager(IDBI) BOKARO(JHARKHAND)
ACKNOWLEDGEMENTS
The completion of Summer training report entitled ‘Environmental factor responsible for development of IDBI bank performance’ give me an opportunity to convey my gratitude’s to all those who have helped me to complete this research work successfully and well within time.
I would like to express my deep sense of gratitude to ARUN KUMAR to give me an opportunity to do my project work at IDBI,BOKARO I am sincerely thanks to my guide for his ideas and suggestion during my project work which inspired me to put in best my efforts in the research work.
I would be failing in my duties if I do not express my overwhelming sense of gratitude to Mr. Manoj Jain ,Chairman, Mr. Sanjay Jain and Ms. Mayuri Chaudry, Director, Jain College, Gwalior(M.P).
I owe utmost thanks, Ms. Anshul Shrivastav H.O.D MGMT DEPT. Jain College, Gwalior(M.P). for their valuable suggestion and discussion made throught my research work.
In the last I would like to thank all individuals known or unknown who have helped me directly or indirectly during the research fellowship period.
I must say that all of those great people have done their social job, which I will also like to obilige others in from of similar or even better support throught my life.
Ms. Anshul Shrivastav Avishekh Sharma
INTRODUCTION OF PROJECT
The Indian Banking industry, which is governed by the Banking Regulation Act of India,
1949 can be broadly classified into two major categories, non-scheduled banks and
scheduled banks. Scheduled banks comprise commercial banks and the co-operative
banks. In terms of ownership, commercial banks can be further grouped into nationalized
banks, the State Bank of India and its group banks, regional rural banks and private sector
banks (the old/ new domestic and foreign). These banks have over 67,000 branches
spread across the country in every city and villages of all nook and corners of the land.
The first phase of financial reforms resulted in the nationalization of 14 major banks in
1969 and resulted in a shift from Class banking to Mass banking. This in turn resulted in
a significant growth in the geographical coverage of banks. Every bank had to earmark a
minimum percentage of their loan portfolio to sectors identified as “priority sectors”. The
manufacturing sector also grew during the 1970s in protected environs and the banking
sector was a critical source. The next wave of reforms saw the nationalization of 6 more
commercial banks in 1980. Since then the number of scheduled commercial banks
increased four-fold and the number of bank branches increased eight-fold. And that was
not the limit of growth.
After the second phase of financial sector reforms and liberalization of the sector in the
early nineties, the Public Sector Banks (PSB) s found it extremely difficult to compete
with the new private sector banks and the foreign banks. The new private sector banks
first made their appearance after the guidelines permitting them were issued in January
1993. Eight new private sector banks are presently in operation. These banks due to their
late start have access to state-of-the-art technology, which in turn helps them to save on
manpower costs.
During the year 2000, the State Bank Of India (SBI) and its 7 associates accounted for a
25 percent share in deposits and 28.1 percent share in credit. The 20 nationalized banks
accounted for 53.2 percent of the deposits and 47.5 percent of credit during the same
period. The share of foreign banks (numbering 42), regional rural banks and other
scheduled commercial banks accounted for 5.7 percent, 3.9 percent and 12.2 percent
respectively in deposits and 8.41 percent, 3.14 percent and 12.85 percent respectively in
credit during the year 2000.about the detail of the current scenario we will go through the
trends in modern economy of the country.
COMPANY PROFILE
Current Scenario:
The industry is currently in a transition phase. On the one hand, the PSBs, which are the
mainstay of the Indian Banking system are in the process of shedding their flab in terms
of excessive manpower, excessive non Performing Assets (Npas) and excessive
governmental equity, while on the other hand the private sector banks are consolidating
themselves through mergers and acquisitions.
PSBs, which currently account for more than 78 percent of total banking industry assets
are saddled with NPAs (a mind-boggling Rs 830 billion in 2000), falling revenues from
traditional sources, lack of modern technology and a massive workforce while the new
private sector banks are forging ahead and rewriting the traditional banking business
model by way of their
sheer innovation and service. The PSBs are of course currently working out challenging
strategies even as 20 percent of their massive employee strength has dwindled in the
wake of the successful Voluntary Retirement Schemes (VRS) schemes.
The private players however cannot match the PSB’s great reach, great size and access to
low cost deposits. Therefore one of the means for them to combat the PSBs has been
through the merger and acquisition (M& A) route. Over the last two years, the industry
has witnessed several such instances. For instance, HDFC Bank’s merger with Times
Bank Icici Bank’s acquisition of ITC Classic, Anagram Finance and Bank of Madurai.
Centurion Bank, Indusind Bank, Bank of Punjab, Vysya Bank are said to be on the
lookout. The UTI bank- Global Trust Bank merger however opened a pandora’s box and
brought about the realization that all was not well in the functioning of many of the
private sector banks.
Private sector Banks have pioneered internet banking, phone banking, anywhere banking,
mobile banking, debit cards, Automatic Teller Machines (ATMs) and combined various
other services and integrated them into the mainstream banking arena, while the PSBs are
still grappling with disgruntled employees in the aftermath of successful VRS schemes.
Also, following India’s commitment to the W To agreement in respect of the services
sector, foreign banks, including both new and the existing ones, have been permitted to
open up to 12 branches a year with effect from 1998-99 as against the earlier stipulation
of 8 branches.
Tasks of government diluting their equity from 51 percent to 33 percent in November
2000 has also opened up a new opportunity for the takeover of even the PSBs. The FDI
rules being more
rationalized in Q1FY02 may also pave the way for foreign banks taking the M& A route
to acquire willing Indian partners.
Meanwhile the economic and corporate sector slowdown has led to an increasing number
of banks focusing on the retail segment. Many of them are also entering the new vistas of
Insurance. Banks with their phenomenal reach and a regular interface with the retail
investor are the best placed to enter into the insurance sector. Banks in India have been
allowed to provide fee-based insurance services without risk participation, invest in an
insurance company for providing infrastructure and services support and set up of a
separate joint-venture insurance company with risk participation.
Aggregate Performance of the Banking Industry:
Aggregate deposits of scheduled commercial banks increased at a compounded annual
average growth rate (Cagr) of 17.8 percent during 1969-99, while bank credit expanded
at a Cagr of 16.3 percent per annum. Banks’ investments in government and other
approved securities recorded a Cagr of 18.8 percent per annum during the same period.
In FY01 the economic slowdown resulted in a Gross Domestic Product (GDP) growth of
only 6.0 percent as against the previous year’s 6.4 percent. The WPI Index (a measure of
inflation) increased by 7.1 percent as against 3.3 percent in FY00. Similarly, money
supply (M3) grew by around 16.2 percent as against 14.6 percent a year ago.
The growth in aggregate deposits of the scheduled commercial banks at 15.4 percent in
FY01 percent was lower than that of 19.3 percent in the previous year, while the growth
in credit by
SCBs slowed down to 15.6 percent in FY01 against 23 percent a year ago.
The industrial slowdown also affected the earnings of listed banks. The net profits of 20
listed banks dropped by 34.43 percent in the quarter ended March 2001. Net profits grew
by 40.75 percent in the first quarter of 2000-2001, but dropped to 4.56 percent in the
fourth quarter of 2000-2001.
On the Capital Adequacy Ratio (CAR) front while most banks managed to fulfill the
norms, it was a feat achieved with its own share of difficulties. The CAR, which at
present is 9.0 percent, is likely to be hiked to 12.0 percent by the year 2004 based on the
Basle Committee recommendations. Any bank that wishes to grow its assets needs to also
shore up its capital at the same time so that its capital as a percentage of the risk-weighted
assets is maintained at the stipulated rate. While the IPO route was a much-fancied one in
the early ‘90s, the current scenario doesn’t look too attractive for bank majors.
Consequently, banks have been forced to explore other avenues to shore up their capital
base. While some are wooing foreign partners to add to the capital others are employing
the M& A route. Many are also going in for right issues at prices considerably lower than
the market prices to woo the investors.
Interest Rate Scene
The two years, post the East Asian crises in 1997-98 saw a climb in the global interest
rates. It was only in the later half of FY01 that the US Fed cut interest rates. India has
however
remained more or less insulated. The past 2 years in our country was characterized by a
mounting intention of the Reserve Bank Of India (RBI) to steadily reduce interest rates
resulting in a narrowing differential between global and domestic rates.
The RBI has been affecting bank rate and CRR cuts at regular intervals to improve
liquidity and reduce rates. The only exception was in July 2000 when the RBI increased
the Cash Reserve Ratio (CRR) to stem the fall in the rupee against the dollar. The steady
fall in the interest rates resulted in squeezed margins for the banks in general.
VISION
To be a world class provider of financial security to individuals and corporates and to be
amongst the top three private sector life insurance companies in India
MISSION
To be the first preference of our customers by providing innovative, need based life
insurance and retirement solutions to individuals as well as corporates. These solutions
will be made available by well-trained professionals through a multi channel distribution
network and superior technology.
Our endeavour will be to provide constant value addition to customers throughout their
relationship with us, within the regulatory framework. We will provide career
development opportunities to our employees and the highest possible returns to our
shareholders
OBJECTIVE
Integrity
Commitment
Passion
Seamlessness
Speed
ORGANIZATIONAL STRUCTURE
Industrial development bank of India
The industrial development bank of India(IDBI) was established in 1964 by parliament as
wholly owned subsidiary of reserve bank of India. In 1976, the bank’s ownership was
transferred to the government of India. It was accorded the status of principal financial
institution for coordinating the working of institutions at national and state levels engaged
in financing, promoting, and developing industries.
IDBI has provided assistance to development related projects and contributed to building
up substantial capacities in all major industries in India. IDBI has directly or indirectly
assisted all companies that are presently reckoned as major corporates in the country. It
has played a dominant role in balanced industrial development.
IDBI set up the small industries development bank of India (SIDBI) as wholly owned
subsidiary to cater to specific the needs of the small-scale sector.
IDBI has engineered the development of capital market through helping in setting up of
the securities exchange board of India(SEBI), National stock exchange of India
limited(NSE), credit analysis and research limited(CARE), stock holding corporation of
India limited(SHCIL), investor services of India limited(ISIL), national securities
depository limited(NSDL), and clearing corporation of India limited(CCIL)
In 1992, IDBI accessed the domestic retail debt market for the first time by issuing
innovative bonds known as the deep discount bonds. These new bonds became highly
popular with the Indian investor.
In 1994, IDBI Act was amended to permit public ownership up to 49 per cent. In July
1995, it raised over Rs 20 billion in its first initial public (IPO) of equity, thereby
reducing the government stake to 72.14 per cent. In June 2000, a part of government
shareholding was converted to preference capital. This capital was redeemed in March
2001, which led to a reduction in government stake. The government stake currently is 51
per cent.
In august 2000, IDBI became the first all India financial institution to obtain ISO 9002:
1994 certification for its treasury operations. It also became the first organization in the
Indian financial sector to obtain ISO 9001:2000 certification for its forex services.
FINANCE DEPARTMENT
IDBI has played a pioneering role, particularly in the pre-reform era (1964-91),in catalyzing broad based industrial development in the country in keeping with its Government-ordained ‘development banking’ charter. In pursuance of this mandate, IDBI’s activities transcended the confines of pure long-term lending to industry and encompassed, among others, balanced industrial growth through development of backward areas, modernisation of specific industries, employment generation, entrepreneurship development along with support services for creating a deep and vibrant domestic capital market, including development of apposite institutional framework.
Narasimam committee recommends that IDBI should give up its direct financing functions and concentrate only in promotional and refinancing role. But this recommendation was rejected by the government. Latter RBI constituted a committee under the chairmanship of S.H.Khan to examine the concept of development financing in the changed global challenges. This committee is the first to recommend the concept of universal banking. The committee wanted to the development financial institution to diversify its activity. It recommended to harmonise the role of development financing and banking activities by getting away from the conventional distinction between commercial banking and developmental banking.
In September 2003, IDBI diversified its business domain further by acquiring the entire shareholding of Tata Finance Limited in Tata Home finance Ltd., signaling IDBI’s foray into the retail finance sector. The fully-owned housing finance subsidiary has since been renamed ‘IDBI Home finance Limited’. In view of the signal changes in the operating environment, following initiation of reforms since the early nineties, Government of India has decided to transform IDBI into a commercial bank without eschewing its secular development finance obligations. The migration to the new business model of commercial banking, with its gateway to low-cost current, savings bank deposits, would help overcome most of the limitations of the current business model of development finance while simultaneously enabling it to diversify its client/ asset base. Towards this end, the IDB (Transfer of Undertaking and Repeal) Act 2003 was passed by Parliament in December 2003. The Act provides for repeal of IDBI Act, corporatisation of IDBI (with majority Government holding; current share: 58.47%) and transformation into a commercial bank. The provisions of the Act have come into force from July 2, 2004 in terms of a Government Notification to this effect. The Notification facilitated formation, incorporation and registration of Industrial Development Bank of India Ltd. as a company under the Companies Act, 1956 and a deemed Banking Company under the Banking Regulation Act 1949 and helped in obtaining requisite regulatory and statutory clearances, including those from RBI. IDBI would commence banking business in accordance with the provisions of the new Act in addition to the business being transacted under IDBI Act, 1964 from October 1, 2004, the ‘Appointed Date’ notified by the Central Government. IDBI has firmed up the infrastructure, technology platform and reorientation of its human capital to achieve a smooth transition.
IDBI Bank, with which the parent IDBI was merged, was a vibrant new generation Bank. The Pvt Bank was the fastest growing banking company in India. The bank was pioneer in adapting to policy of first mover in tier 2 cities. The Bank also had the least NPA and the highest productivity per employee in the banking industry.
On July 29, 2004, the Board of Directors of IDBI and IDBI Bank accorded in principle approval to the merger of IDBI Bank with the Industrial Development Bank of India Ltd. to be formed incorporated under the Companies Act, 1956 pursuant to the IDB (Transfer of Undertaking and Repeal) Act, 2003 (53 of 2003), subject to the approval of shareholders and other regulatory and statutory approvals. A mutually gainful proposition with positive implications for all stakeholders and clients, the merger process is expected to be completed during the current financial year ending March 31, 2005.
HUMAN RESOURCE DEPARTMENT
The Human Resources department of IDBI had an induction manual on the intranet to initiate new employees into the organization. The manual had reams and reams of text running into hundreds of pages. The volume of information made it difficult for the user to assimilate company policies and operating procedures.
IDBI partnered with Indigo Consulting to transform a standard induction manual into a fun and lively user experience. The Indigo Consulting team developed a strategy and outlined the contours of a solution:
i) Reader-friendly - The solution required to be innovative in presenting text, text and more text.
ii) Holds the user's attention till the end - The proposed solution had to ensure that HR could track usage and the user completed reading the entire manual.
iii) Maintenance-friendly - The new induction manual required updating from time to time. The solution had to account for a content management system.
The Solution
To overcome the challenge of presenting lots of textual information in an interesting and user-friendly fashion, the idiom of motorcar rally was used. This creative concept was finalised over many others keeping in mind the young target audience, and their interests. Each department was presented as a metophor for a racing situation. For instance, the Finance department was a 'petrol pump' in the course of the Rally - where the driver (employee going through the module) stops to refuel. The importance of the function, along with its structure, was presented at the stop. For the legal department, the car drove towards a check post.
The solution offered the user the option to determine the type and order of sections to be accessed, while quizzes along the way ensured attention & assimilation. On completion of the quiz, the score was mailed to the department head. When the user completed the manual, a registration form with details of the user was submitted to generate an employee ID. This ensured that the entire course was completed. An elementary content management system was provided that enabled the client to update the manual.
The module was developed in Flash and XML. Flash Scripting made it possible to track user movement, his score and time spent in the various sections. XML was consciously chosen to overcome the 'complex future maintenance' trap that most Flash projects fall in to after initial development. 3-D graphics were used to set the context and recreate a specific environment.
MARKETING DEPARTMENT
Marketing involves a range of processes concerned with finding out what consumers want, and then providing it for them. This involves four key elements, which are referred to as the 4P's (the marketing mix ). A useful starting point therefore is to carry out market research to find out about customer requirements in relation to the 4Ps.
Market research
There are two main types of market research: Quantitative research involves collecting a lot of information by using techniques such as questionnaires and other forms of survey. Qualitative research involves working with smaller samples of consumers, often asking them to discuss products and services while researchers take notes about what they have to say. The marketing department will usually combine both forms of research.
The marketing department will seek to make sure that the company has a marketing focus in everything that it does. It will work very closely with production to make sure that new and existing product development is tied in closely with the needs and expectations of customers
IDBI Bank offer bulk filing of returns for its corporate salary account customers, under the Suvidha scheme offered by the income-tax department. This service will be offered jointly by IDBI Bank and Filemyreturns in six cities — Mumbai, New Delhi, Bangalore, Chennai, Ahmedabad and Pune.
The services are being offered with special discounts for IDBI Bank customers in the range of 25 per cent. Corporate customers will have an added advantage with help-desks and seminars with experts for personal counselling on tax planning. Filemyreturns will also provide advice and assistance in filling any tax-saving instruments and in application for PAN.
IDBI Bank head (retail banking) Ajay Bimbhat says: "This tie-up is in keeping with our pursuit to offer value-added services to our customers. This is a step towards fulfilling a gap between banking and non-banking services and we will now be able to provide our customers with the best of both services."
www.filemyreturns.com is India’s premier citizen-to-government (C2G) payroll and tax management services organisation that offers customers the advantage of convenient banking, online tax consultancy and facilitation in filing tax returns.
"We intend to bridge the gap between the government and citizens by acting as a catalyst that takes care of all the tax-related worries of a citizen at the same time assisting the government in transparent tax administration, says Filemyreturns managing director Prasad R.
"With the recent notification from CBDT allowing bulk filing of returns by salaried employees Filemyreturns is uniquely poised to offer these services to the corporates. Our endeavour is to bring the Aaykar Bhavan to the doorstep of the citizen and thereby helping the income-tax department to widen the tax base of salaried individuals and individuals coming under the one by six scheme," he adds.
The tie-up with IDBI Bank, he believes, "will help us to make the Suvidha scheme a success and assist the government in their endeavour to simplify the tax process. We are proud to be associated with IDBI Bank, whose mission is to become technology-led and service-driven company marketing financial services with integrity."