SUMMER INTERNSHIP PROJECT REPORT

ON

FINANCIAL ANALYSIS OF SBI

SUBMITTED FOR PARTIAL FULFILMENT OF REQUIREMENT FOR THE AWARD OF

DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE

Ms. REVA VIG

SUBMITTED BY:-

PRATUL KARKI

ROLL NO:- 210199290058

DEV BHOOMI INSTITUTE OF TECHNOLOGY,

DEHRADUN

CHAKRATA ROAD , NAVGOAN , MANDUWALA, DEHRADUN ,UTTARAKHAND

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 Date: 18 August 2021

TO WHOM IT MAY CONCERN

This is to certify that Mr. Pratul Karki student of Dev Bhoomi Group Of Instiutions, Dehradun has
participated in the internship our Organization at Pithoragarh office from 02 July 2021 to 18 August 2021.

The scope of project was

“FINANCIAL ANALYSIS OF SBI”

We wish him/her all the best for future endeavor.

With Regards
FOR STATE BANK OF INDIA

MAHESH SINGH RAWAT

AREA:69 MOUNTAIN BRIGADE PITHORAGARH

ADDRESS: KASHNI P.O: BIN PITHORAGARH UTTRAKHAND

DISTRICT: PITHORAGARH; PINCODE:262501; CONTACT : 5964-228014; EMAIL : sbi.10591@sbi

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 PREFACE

This report has been prepared as part of my grand project, as a part of BBA. The report is prepared with the
view to include all the details regarding the project that I carried out.

The initial portion is the description and study of financial statement, its history and its current scenario.It was a
first experience for me as that I was exposed to the professional set-up and facing the market which was really a
great experience .State Bank Of India (SBI),with a 200 year history is the largest commercial bank in India.In
terms of assets ,deposits,profits,branches,customers and employees is largest bank.The government of india is
the single largest shareholder of this fortune 500 entity with 61.58% ownership. SBI is ranked 60th in the list of
top1000 banks in the world by the “THE BANKER” in July2012.

Thus, as you go ahead the report will reveal minute details of the work that I have done in my grand project.

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 DECLARATION

I hereby declare that this project work entitled“FINANCIAL ANALYSIS OF SBI”is my

work, carried out under the guidance of my faculty guide. This report neither full nor inpart has
ever been submitted foraward of anyother degree of either this university or any otheruniversity.

PRATUL KARKI

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 CERTIFICATE BY GUIDE

I have the pleasure in certifying thatPRATUL KARKIis a student of Dev BhoomiInstitute Of

Technology,Dehradun ,Uttrakhand.HisUniversity Roll No:- 210199290058

He has completed his project work Title as “FINANCIAL ANALYSIS OF SBI”.

I certify that this is his original effort & has not been copied from any other source. This project has also
not been submitted in any other University for the purpose of award of any Degree.

Thisprojectfulfilstherequirementofthecurriculumprescribedby DBIT, Dehradun, for the saidcourse.

I recommend this project work for evaluation & consideration for the award of Degree to the student.

Signature:

Name of the Guide : Ms. REVA VIG

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 TABLE OF CONTENT

TITLE PAGE.NO
Title Page 1
Certificate of Originality 2
Preface 3
Declaration 4
Certificate by guide 5
Table of content 6
Acknowledgement 7
Chapter 1: Introduction To Indian Banking System 8-23
Chapter 2: State Bank Of India and Literature Review 24-38
Chapter 3:Resarch Methodology 39-41
Chapter 4: Resarch Design 42
Chapter 5: Data Analysis(Graphs) 43-52
Limitations and Conclusion 53-54
Suggestion and Recommendation 55
Questionnaire 56
Biblography 57

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 LIST OF TABLES

TABLE NO. DESCRIPTION PAGE NO.

Table 1 Gross Profit Ratio 44

Table 2 Net Profit Ratio 45

Table 3 Return On Equity 46

Table 4 Working Capital Turnover Ratio 47

Table 5 Capital Turnover Ratio 48

Table 6 Fixed Asset Turnover Ratio 49

Table 7 Current Ratio 50

Table 8 Debt Equity Ratio 51

Table 9 Debt To Total Funds Ratio 52

Table 10 Equity To Total Funds Ratio 53

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 ACKNOWLEDGEMENT

This report has been made possible with the cooperation of many persons whom I
wish to express my gratitude and appreciation. I am very grateful to the people who
supported me to transform the report in the materialistic form. Ms. REVA VIG faculty of
management at DBIT Dehradun for her gratitude during my project and forgiving me full
co-operation and also valuable information and guidance, without which it would not be
possible for me to complete the manuscript.

I would also like to thank the librarian and staff members of DBIT, Dehradun for providing me
the required booksinthisfieldandmyfriendswhowerealwaystheretoassistmeatodd.

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 CHAPTER 1

INTRODUCTION TO INDIAN BANKING SYSTEM

1.1 HISTORY OF BANKING IN INDIA

Without a sound and effective banking system in India it cannot have a healthy economy. The
banking system of India should not only be hassle free but it should be able to meet new
challenges posed by the technology and any other external and internal factors.
For the past three decades India's banking system has several outstanding achievements to its
credit. The most striking is its extensive reach. It is no longer confined to only metropolitans or
cosmopolitans in India. In fact, Indian banking system has reached even to the remote corners of
the country. This is one of the main reasons of India's growth process. The government's regular
policy for Indian bank since 1969 has paid rich dividends with the nationalization of 14 major
private banks of India. Long time ago; an account holder had to wait for hours at the bank
counters for getting a draft or for withdrawing his own money. Today, he has a choice. Gone are
days when the most efficient bank transferred money from one branch to other in two days. Now
it is simple as instant messaging or dials a pizza. Money has become the order of the day.
The first bank in India, though conservative, was established in 1786. From 1786 till today, the
journey of Indian Banking System can be segregated into three distinct phases. They are as
mentioned below:

• Early phase from 1786 to 1969 of Indian Banks

• Nationalization of Indian Banks and up to 1991 prior to Indian banking sector Reforms.
• New phase of Indian Banking System with the advent of Indian Financial & Banking
Sector Reforms after 1991.

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PHASE I

The General Bank of India was set up in the year 1786. Next come Bank of Hindustan and
Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay
(1840) and Bank of Madras (1843) as independent units and called it Presidency Banks. These
three banks were amalgamated in 1920 and Imperial Bank of India was established which started
as private shareholders banks, mostly Europeans shareholders. In 1865 Allahabad Bank was
established and first time exclusively by Indians, Punjab National Bank Ltd. was set up in 1894
with headquarters at Lahore. Between 1906 and 1913, Bank of India, Central Bank of India,
Bank of Baroda, Canera Bank, Indian Bank and Bank of Mysore were set up. Reserve Bank of
India came in 1935During the first phase the growth was very slow and banks also experienced
periodic failures between 1913 and 1948. There were approximately 1100 banks, mostly small.
To streamline the functioning and activities of commercial banks, the Government of India came
up with The Banking Companies Act, 1949 which was later changed to Banking Regulation Act
1949 as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with
extensive powers for the supervision of banking in India .During those day’s public has lesser
confidence in the banks. As an aftermath deposit mobilization was slow. Abreast of it the savings
bank facility provided by the Postal department was comparatively safer. Moreover, funds were
largely given to traders.

Phase II

Government took major steps in this Indian Banking Sector Reform after independence. In 1955,
it nationalized Imperial Bank of India with extensive banking facilities on a large scale especially
in rural and semi-urban areas. It formed State Bank of India to act as the principal agent of RBI
and to handle banking transactions of the Union and State Governments all over the country
.Seven banks forming subsidiary of State Bank of India was nationalized in 1960 on 19th July,
1969, major process of nationalization was carried out. It was the effort of the then Prime
Minister of India,Mrs. India Gandhi major commercial banks in the country were nationalized
Second phase of nationalization Indian Banking Sector Reform was carried out in 1980 with
seven more banks. This step brought 80% of the banking segment in India under Government
ownership.

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The following are the steps taken by the Government of India to Regulate Banking:

• 1949: Enactment of Banking Regulation Act.

• 1955: Nationalization of State Bank of India.
• 1959: Nationalization of SBI subsidiaries.
• 1961: Insurance cover extended to deposits.
• 1969: Nationalization of 14 major banks.
• 1971: Creation of credit guarantee corporation.
• 1975: Creation of regional rural banks.
• 1980: Nationalization of seven banks with deposits over 200 cores.
After the nationalization of banks, the branches of the public sector bank India rose to
approximately 800% in deposits and advances took a huge jump by 11,000%.
Banking in the sunshine of Government ownership gave the public implicit faith and immense
confidence about the sustainability of these institutions

PHASE III
This phase has introduced many more products and facilities in the banking sector in its reforms
measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by his
name which worked for the liberalizations of banking practices. The country is flooded with
foreign banks and their ATM stations. Efforts are being put to give a satisfactory service to
customers. Phone banking and net banking is introduced. The entire system became more
convenient and swift. Importance than money the financial system of India has shown a great
deal of resilience. It is sheltered from any crisis triggered by any external macroeconomics shock
as other East Asian Countries suffered. This is all due to a flexible exchange rate regime, the
foreign reserves are high, the capital account is not yet fully convertible and banks.

1.2 Banking system in India

The Indian banking can be broadly categorized into nationalized (government owned), private
banks and specialized banking institutions. The Reserve Bank of India acts a centralized body
monitoring any discrepancies and shortcoming in the system. Since the nationalization of banks
in 1969, the public sector banks or the nationalized banks have acquired a place of prominence

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and has since then seen tremendous progress. The need to become highly customer focused has
forced the slow-moving public sector banks to adopt a fast track approach. The unleashing of
products and services through the net has galvanized players at all levels of the banking and
financial institutions market grid to look anew at their existing portfolio offering. Conservative
banking practices allowed Indian banks to be insulated partially from the Asian currency crisis.
Indian banks are now quoting al higher valuation when compared to banks in other Asian
countries (viz. Hong Kong, Singapore, Philippines etc.) that have major problems linked to huge
Non Performing Assets (NPAs) and payment defaults. Co-operative banks are nimble footed in
approach and armed with efficient branch networks focus primarily on the ‘high revenue’ niche
retail segments. The Indian banking has finally worked up to the competitive dynamics of the
‘new’ Indian market and is addressing the relevant issues to take on the multifarious challenges
of globalization. Banks that employ IT solutions are perceived to be ‘futuristic’ and proactive
players capable of meeting the multifarious requirements of the large customer’s base. Private
Banks have been fast on the uptake and are reorienting their strategies using the internet as a
medium The Internet has emerged as the new and challenging frontier of marketing with the
conventional physical world tenets being just as applicable like in any other marketing medium.
The Indian banking has come from a long way from being a sleepy business institution to a
highly proactive and dynamic entity. This transformation has been largely brought about by the
large dose of liberalization and economic reforms that allowed banks to explore new business
opportunities rather than generating revenues from conventional streams (i.e. borrowing and
lending). The banking in India is highly fragmented with 30 banking units contributing to almost
50% of deposits and 60% of advances. Indian nationalized banks (banks owned by the
government) continue to be the major lenders in the economy due to their sheer size and
penetrative networks which assures them high deposit mobilization. The Indian banking can be
broadly categorized into nationalized, private specialized banking institutions The Reserve Bank
of India act as a centralized body monitoring any discrepancies and shortcoming in the system.
It is the foremost monitoring body in the Indian financial sector. The nationalized banks (i.e.
government-owned banks) continue to dominate the Indian banking arena. Industry estimates
indicate that out of 274 commercial banks operating in India, 223 banks are in the public sector
and 51 are in the private sector. The private sector bank grid also includes 24 foreign banks that
have started their operations here. Under the ambit of the nationalized banks come the
specialized banking institutions. These co-operatives, rural banks focus on areas of agriculture,
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rural development etc., unlike commercial banks these co-operative banks do not lend on the
basis of a prime lending rate. They also have various tax sops because of their holding pattern
and lending structure and hence have lower overheads. This enables them to give a marginally
higher percentage on savings deposits. Many of these cooperative banks diversified into
specialized areas (catering to the vast retail audience) like car finance, housing loans, truck
finance etc. in order to keep pace with their public sector and private counterparts, the co-
operative banks too have invested heavily in information technology to offer high-end
computerized banking services.

TYPES OF BANKS

Central Bank
The Reserve Bank of India is the central Bank that is fully owned by the Government. It is
governed by a central board (headed by a Governor) appointed by the Central Government. It
issues guidelines for the functioning of all banks operating within the country.

Co-operative Sector
The co-operative sector is very much useful for rural people. The co-operative banking sector is
divided into the following categories.

a. State co-operative Banks

b. Central co-operative banks

c. Primary Agriculture Credit Societies

Development Banks/Financial Institutions

• IFCI

• IDBI

• ICICI

• IIBI

• SCICI Ltd.

• NABARD

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 • Export-Import Bank of India

• National Housing Bank

• Small Industries Development Bank of India

• North Eastern Development Finance Corporation

1.3 Private Sector Banks

Private Sector Banks

1. AXIS Bank

2. ICICI Bank

3. Federal Bank

4. ING Visas Bank

5. Axis Bank (formerly UTI Bank)

6. Yes Bank

7. Bank of Rajasthan

8. Bharat Overseas Bank

9. Catholic Syrian Bank

10. Centurion Bank of Punjab

11. City Union Bank

12. Development Credit Bank

13. Dhanalakshmi Bank

14. Ganesh Bank of Kurundwad

15. IndusInd Bank

16. Jammu & Kashmir Bank

17. Karnataka Bank Limited

18. KarurVysya Bank

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 19. Kotak Mahindra Bank

20. Lakshmi Vilas Bank

21. Nainital Bank

22. Ratnakar Bank

23. SBI Commercial and International Bank

24. South Indian Bank

25. Amazing Mercantile Bank

26. Punjab National Bank

27. Rupee Bank

28. Saraswat Bank

29. Tamilnad Mercantile Bank

30. Thane JanataSahakari Bank

31. Bassein Catholic Bank

MAJOR PLAYERS IN PRIVATE SECTOR BANKS

ICICI Bank :-ICICI Banking is commercial Banking arm of ICICI group. It received its
banking license from RBI on May 17 may 1994 and its branch was started in Madras in June
1994. ICICI Bank has a network of about 560 branches and extension counters and over 1,900
ATMs. ICICI Bank offers a wide range of banking products and financial services to corporate
and retail customers through wide variety of delivery channels and through its specialized
subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture
capital and asset management. ICICI Bank set up its international banking group in fiscal 2002 to
cater to cross border needs of clients and leverage on its domestic banking strengths to offer
product internationally. ICICI Bank’s equity shares are listed in India on the Stock Exchange,
Mumbai and the National Stock Exchange of India Limited and its American Depositary
Receipts are listed on New York Stock Exchange. It is the first bank to start Internet banking
service in India. In 1999, ICICI become the first Indian Company and the first bank or financial

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institution from non-Japan Asia to be listed on NYSE.

AXIS Bank :-AXIS Bank is headquartered in Mumbai Bank at present has an enviable network
of over 495 branches spread over 218 cities across India. All branches are linked on an online
real-time basis. Customers in over 120 locations are also serviced through Telephone Banking.
The Bank’s expansion plans take into account the need to have a presence in all major industrial
and commercial centers where its corporate customers are located as well as the need to build a
strong retail customer base for both deposits and loan products. Being a clearing/settlement bank
to various leading stock exchanges, the Bank has branches in the centers where the NSE/BSE has
a strong and active member base. The authorized capital of AXIS Bank is Rs.450 core (Rs.4.5
billion). The paid-up capital is Rs.309.9 core (Rs.3.09 billion). The AXISGroup holds 22.2% of
the bank’s equity and about 19.5% of the equity is held by the ADS Depository. The Bank has
made substantial efforts and investments in acquiring the best technology available
internationally, to build the infrastructure for a world class bank.

AXIS Bank :-Axis Bank is the third largest private sector bank in India. The Bank offers the
entire spectrum of financial services to customer segments covering Large and Mid-Corporates,
MSME, Agriculture and Retail Businesses.The Bank has a large footprint of 4,528 domestic
branches (including extension counters) with 12,044 ATMs & 5,433 cash recyclers spread across
the country as on 31st March, 2020. The overseas operations of the Bank are spread over eleven
international offices with branches at Singapore, Hong Kong, Dubai (at the DIFC), Colombo,
Shanghai and Gift City-IBU; representative offices at Dhaka, Dubai, Abu Dhabi, Sharjah and an
overseas subsidiary at London, UK. The international offices focus on corporate lending, trade
finance, syndication, investment banking and liability businesses. Axis Bank is one of the first
new generation private sector banks to have begun operations in 1994. The Bank was promoted
in 1993, jointly by Specified Undertaking of Unit Trust of India (SUUTI) (then known as Unit
Trust of India), Life Insurance Corporation of India (LIC), General Insurance Corporation of
India (GIC), National Insurance Company Ltd., The New India Assurance Company Ltd., The
Oriental Insurance Company Ltd. and United India Insurance Company Ltd. The share holding
of Unit Trust of India was subsequently transferred to SUUTI, an entity established in 2003.

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1.4 PUBLIC SECTOR BANKS

a. State Bank of India and its associate banks called the State Bank Group

b. 24 nationalized banks

c. Regional rural banks mainly sponsored by public sector banks

Public Sector Banks (Nationalized Banks)

1.State Bank of India (SBI)
2.State Bank of Bikaner & Jaipur
3.State Bank of Hyderabad
4.State Bank of Indore
5.State Bank of Mysore
6.State Bank of Patiala
7.State Bank of Saurashtra
8.State Bank of Travancore
9.Bank of India
10. Canara Bank
11. Central Bank of India
12. Corporation bank
13. Indian Bank
14. Indian overseas bank
15. Syndicate Bank
16.UCO Bank
17.Allahabad Bank
18.Andhra Bank
19.Bank of Baroda
20.Bank of Maharashtra
21.Dena Bank
22.Oriental Bank of Commerce
23. Punjab & Sind Bank
24. Union Bank of India

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Banking means accepting the deposits from the customers for lending to the needy and extending
the other services as to issue of dd etc. nowadays after introduction of private sector banks
the banks have become a profit centre and the functions become changed and now
banks are doing the insurance and mutual funds also. But nationalized banks are
still service oriented in extending loans for Education loan, and rural development
activities.

A Bank is an organization which lends money to the borrowers for a purposeful task, and
provides a facility to deposit and withdraw money when needed and charge for it.

BANKING CHANNELS:
Banks offer many different channels to access their banking and other services:

• ATM is a machine that dispenses cash and sometimes takes deposits without the need for
a human bank teller. Some ATMs provide additional services.
• A branch is a retail location.
• Call centre.
• Mobile banking is a method of using one's mobile phone to conduct banking transactions.
• Online banking is a term used for performing transactions, payments etc. over the
Internet.

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 CORPORATE TIE-UP:

National Insurance Company Limited

The Bank has signed a MOU with "National Insurance Company Limited" for Corporate Agency
Arrangement to provide non-life Insurance Services to Customers and General public along with
the Banking Services at a single window through various branches of the Bank.

Kotak Mahindra, Old Mutual Life Insurance Limited

We are pleased to inform you that Bank has entered into a Referral Agreement with Kotak
Mahindra, Old Mutual Life Insurance Limited. Under the agreement, the Bank will refer its
customers and prospective customers through its branches to the insurance company for
distribution and providing its life insurance products viz. Sukhi Jeewan and Eternal Life.

Hero
We are pleased to inform you that Bank has entered into an MOU with Hero Honda Motors for
financing Motor Cycles.

Tata Motors
We are pleased to inform you that Bank has entered into an MOU with Tata Motors for financing
Tata Vehicles.
.

AXIS,and ICICI Bank

The Bank has also corporate tie-up with AXIS, and ICICI Bank for remittance and collection
purposes.

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At present there are (27) Public Sector Banks, about (30) Private Sector Banks, (40) Foreign
Banks and (196) RRB’s, Urban Co-Operative Banks (52), State Co-Operative bank

(16), Nationalized Banks (19), State Bank of India Associates (8), there are about 68,000
branches that exist across country.

RBI as a Regulatory Body:

The central bank of the country is the Reserve Bank of India (RBI). It was established in April
1935 with a share capital of Rs. 5crores on the basis of the recommendations of the Hilton
Young Commission. The share capital was divided into shares of Rs. 100 each fully paid which
was entirely owned by private shareholders in the beginning. The Government held shares of
nominal value of Rs. 220,000. Reserve Bank of India was nationalized in the year 1949. The
Bank was constituted for the need of following:

➢ To regulate the issue of banknotes.

➢ To maintain reserves with a view to securing monetary stability.
➢ To operate the credit and currency system of the country to its advantage.
Functions of Reserve Bank of India:
The Reserve Bank of India Act of 1934 entrust all the important functions of a central
bank the Reserve Bank of India.
Bank of Issue:-

Under Section 22 of the Reserve Bank of India Act, the Bank has the sole right to issue bank
notes of all denominations. The distribution of one rupee notes and coins and small coins all over
the country is undertaken by the Reserve Bank as agent of the Government. The Reserve Bank
has a separate Issue Department which is entrusted with the issue of currency notes.

Banker to Government:-

The second important function of the Reserve Bank of India is to act as Government banker,
agent and adviser. The Reserve Bank is agent of Central Government and of all State
Governments in India.

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Bankers' Bank and Lender of the Last Resort:-

The Reserve Bank of India acts as the bankers' bank. According to the provisions of the Banking
Companies Act of 1949, every scheduled bank was required to maintain with the Reserve Bank a
cash balance equivalent to 5% of its demand liabilities and 2 per cent of its time liabilities in
India. By an amendment of 1962, the distinction between demand and time liabilities was
abolished and banks have been asked to keep cash reserves equal to 3 per cent of their aggregate
deposit liabilities. The minimum cash requirements can be changed by the Reserve Bank of
India.

The Scheduled banks can borrow from the Reserve Bank of India on the basis of eligible
securities or get financial accommodation in times of need or stringency by rediscounting bills of
exchange. Since commercial banks can always expect the Reserve Bank of India to come to their
help in times of banking crisis the Reserve Bank becomes not only the banker's bank but also the
lender of the last resort.

Controller of Credit:-

The Reserve Bank of India is the controller of credit i.e. it has the power to influence the volume
of credit created by banks in India. It can do so through changing the Bank rate or through open
market operations. According to the Banking Regulation Act of 1949, the Reserve Bank of India
can ask any particular bank or the whole banking system not to lend to particular groups or
persons on the basis of certain types of securities. Since 1956, selective controls of credit are
increasingly being used by the Reserve Bank. The Reserve Bank of India is armed with many
more powers to control the Indian money market. Every bank has to get a license from the
Reserve Bank of India to do banking business within India, the license can be cancelled by the
Reserve Bank of certain stipulated conditions are not fulfilled. Every bank will have to get the
permission of the Reserve Bank before it can open a new branch. Each scheduled bank must
send a weekly return to the Reserve Bank showing, in detail, its assets and liabilities. This power
of the Bank to call for information is also intended to give it effective control of the credit
system. The Reserve Bank has also the power to inspect the accounts of any commercial bank.

As supreme banking authority in the country, the Reserve Bank of India, therefore, has the
following powers:
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(a) It holds the cash reserves of all the scheduled banks.

(b) It controls the credit operations of banks through quantitative and qualitative controls.

(c) It controls the banking system through the system of licensing, inspection and calling for
information.

(d) It acts as the lender of the last resort by providing rediscount facilities to scheduled banks.

Supervisory functions:-

In addition to its traditional central banking functions, the Reserve bank has certain non-
monetary functions of the nature of supervision of banks and promotion of sound banking in
India. The Reserve Bank Act, 1934, and the Banking Regulation Act, 1949 have given the RBI
wide powers of supervision and control over commercial and co-operative banks, relating to
licensing and establishments, branch expansion, liquidity of their assets, management and
methods of working, amalgamation, reconstruction, and liquidation. The RBI is authorized to
carry out periodical inspections of the banks and to call for returns and necessary information
from them.

Promotional functions:-

With economic growth assuming a new urgency since Independence, the range of the Reserve
Bank's functions has steadily widened. The Bank now performs variety of developmental and
promotional functions, which, at one time, were regarded as outside the normal scope of central
banking. The Reserve Bank was asked to promote banking habit, extend banking facilities to
rural and semi-urban areas, and establish and promote new specialized Financing agencies.

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Classification of RBIs functions:-

The monetary functions also known as the central banking functions of the RBI are related to
control and regulation of money and credit, i.e., issue of currency, control of bank credit, control
of foreign exchange operations, banker to the Government and to the money market. Monetary
functions of the RBI are significant as they control and regulate the volume of money and credit
in the country.

Customer satisfaction refers to how satisfied customers are with the products or services they
receive from a particular agency. The level of satisfaction is determined not only by the quality
and type of customer experience but also by the customer’s expectations.

A customer may be defined as someone who

• has a direct relationship with, or is directly affected by your agency and

• Receives or relies on one or more of your agency’s services or products.
Customers in human services are commonly referred to as service users, consumers
or clients. They can be individuals or groups. An organization with a strong customer service
culture places the customer at the centre of service design, planning and service
delivery. Customer centric organizations will:
• Determine the customer’s expectations when they plan listen to the customer
as they design.
• Focus on the delivery of customer service activities value customer feedback when they
measure performance.

Why is it important?
There are a number of reasons why customer satisfaction is important in Banking Sector:
Meeting the needs of the customer is the underlying rationale for the
existence of community service organizations. Customers have a right to quality services that
deliver outcomes.

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 • Organizations that strive beyond minimum standards and exceed the expectations of their
customers are likely to be leaders in their sector.
• Customers are recognized as key partners in shaping service development and
assessing quality of service delivery.
The process for measuring customer satisfaction and obtaining feedback on organizational
performance are valuable tools for quality and continuous service improvement.

24 | P a g e
 CHAPTER - 2

2.1 Formation of SBI

The origin of the State Bank of India goes back to the first decade of the nineteenth century with
the establishment of the Bank of Calcutta in Calcutta on 2 June 1806.Three years later the bank
received its charter and was re-designed as the Bank of Bengal (2 January 1809). A unique
institution, it was the first joint-stock bank of British India sponsored by the Government of
Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed
the Bank of Bengal. These three banks remained at the apex of modern banking in India till their
amalgamation as the Imperial Bank of India on 27 January 1921. Primarily Anglo-Indian
creations, the three presidency banks came into existence either as a result of the compulsions of
imperial finance or by the felt needs of local European commerce and were not imposed from
outside in an arbitrary manner to modernize India's economy. Their evolution was, however,
shaped by ideas culled from similar developments in Europe and England, and was influenced by
changes occurring in the structure of both the local trading environment and those in the relations
of the Indian economy to the economy of Europe and the global economic framework.

The eight banking subsidiaries are:

1-State Bank of Bikaner and Jaipur (SBBJ)

2-State Bank of Hyderabad (SBH)

3-State Bank of India (SBI)

4-State Bank of Indore (SBIR)

5-State Bank of Mysore (SBM)

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6-State Bank of Patiala (SBP)

7-State Bank of Saurashtra (SBS)

8-State Bank of Travancore (SBT)

Shri Dinesh Kumar Khara, Chairman

Shri Dinesh Kumar Khara, Chairman Mr. Dinesh Kumar Khara is the Chairman of State Bank of
India. Prior to being appointed as Chairman of the Bank he was Managing Director (Global
Banking & Subsidiaries) of the Bank. In his role as MD (GB&S) he lead and steered the
International Banking Group, Corporate and Treasury operations of the Bank. He has been able
to guide and lead the subsidiaries wing of SBI thus ensuring successful pathway for the Non-
Banking Subsidiaries of the Bank viz. SBI Mutual Fund, SBI Life Insurance, SBI Credit Card.
As MD (Associates & Subsidiaries) Mr.Khara successfully accomplished merging SBI with its
five Associate Banks and BhartiyaMahila Bank. Additionally, he was also in charge of Risk, IT
& Compliance functions of the Bank. Prior to being appointed as Managing Director of State
Bank of India, Mr.Khara was the MD&CEO of SBI Funds Management Pvt. Limited (SBIMF).
Mr.Khara joined SBI as Probationary Officer in 1984 and has over 36 years of rich experience in
all facets of Banking. Mr. Dinesh Kumar Khara, 59 did his Masters in Business Administration
from FMS New Delhi and is a post-graduate in Commerce from Delhi School of Economics. He
is also a Certified Associate of Indian Institute of Bankers (CAIIB).
26 | P a g e
ShriChallaSreenivasuluSetty, Managing Director (Retail & Digital Banking)

ShriChallaSreenivasuluSetty has taken charge as Managing Director of State Bank of India, with
effect from 20th January 2020 and from 1st April 2020, he is looking after Retail & Digital
Banking. A Bachelor of Science in Agriculture and also, a Certified Associate of Indian Institute
of Bankers, he started his career with State Bank of India in 1988 as a Probationary Officer.
Across a career spanning over three decades, he has gained rich experience in Corporate Credit,
Retail banking and banking in developed markets. Prior to taking over charge as MD, ShriSetty
was heading the Stressed Asset Resolution Group of the Bank, in his capacity as Deputy
Managing Director, where he was responsible for resolving the stressed assets portfolio of the
Bank, acrossthe country, in different sectors such as Power, Infra, Auto, Telecom etc. ShriSetty
has held key assignments in State Bank of India including Chief General Manager and General
Manager in Corporate Accounts Group, Deputy General Manager in Commercial Branch, Indore
and VP & Head (syndications) in SBI, New York Branch.

27 | P a g e
ShriAshwani Bhatia, Managing Director (Corporate Banking & Global Markets)

Mr.Ashwani Bhatia is Managing Director of the Bank since August 2020. In his current role, he
looks after Corporate Banking & Global Markets verticals. Mr. Bhatia has experience of over
three and a half decades in the State Bank Group. Prior to his assignment as MD, Mr. Bhatia was
MD & CEO, SBI Funds Management Pvt Limited. Before joining SBI Funds Management
Private Limited, he was working as a Chief General Manager, Corporate Centre, where he
revamped credit structure and processes of the Bank. Some of his other positions in the Bank
include Chief General Manager- SME, General Manager (Heading retail operations of Haryana,
HP, Jammu & Kashmir, Punjab and Dehradun), and various others in Network Banking, Credit,
Investment Banking and Asset Management. He has spent more than a decade in the Bank's
treasury operations, holding position of DGM (Forex), DGM (Interest Rates), AGM& Chief
Dealer (Equities). Mr. Bhatia has also had a stint with SBI Capital Markets as President & COO.
He has also served as dealer at Tokyo in the Japan Operations of the Bank. Mr. Bhatia started his
career with us in 1985 as a Probationary Officer. He is a Graduate in Physics & Mathematics
from Dayalbagh University, Agra and is an MBA from Podar Institute of Management, Jaipur.

28 | P a g e
ShriSwaminathanJanakiraman, Managing Director
Mr.SwaminathanJanakiraman is the Managing Director (Risk, Compliance and Stressed Assets
Resolution Group) of State Bank of India (‘SBI’). Mr.Swaminathan, in a career spanning over 32
years with SBI, has held various assignments across Finance, Corporate and International
Banking, Trade Finance, Retail and Digital Banking and Branch Management. In his assignment
as MD (Risk, Compliance and SARG) he will be in charge of managing the risk profile of the
whole bank, active compliance to the necessary regulations and recovery and resolution in the
stressed asset book of the Bank. Prior to this as DMD Finance, he looked after Budgeting,
Capital Planning, Financial Reporting, Taxation, Audit, Economic Research, Investor Relations
and Secretarial Compliance. As Chief Digital Officer of SBI, he served as the head of Digital &
Transaction Banking verticals of the Bank. Prior to that, as a CGM, Mr.Swaminathan was the
head of the SBI’s Hyderabad Circle overseeing the Bank’s business in the State of Telangana,
handling a wide spectrum of Retail Banking under various customer segments, through its 1,150
branches. During his stint in SBI's International Banking Group, Mr Swaminathan served as
General Manager (FIG), Corporate Centre Mumbai, which handles SBI’s Correspondent banking
relationships including Institutional Sales, Trade Finance and Payments Products. As a DGM, he
was head of Global Trade Services, responsible for Trade Finance business and Trade Operations
of SBI’s overseas offices. He was also Head of Trade Finance at SBI’s Branch in New York. As
SBI’s nominee, he served on the Board of Bank of Bhutan, an SBI JV in Bhutan. As SBI's
nominee, Mr.Swaminathan was a Director on the boards of Yes Bank, NPCI, NPCI International
and Jio Payments Bank. Mr Swaminathan is currently the SBI’s nominee director and Chairman
of the Board of SBI Payments Services Pvt Ltd, an SBI Hitachi JV. He is a Certified Anti-Money
Laundering Specialist (CAMS) as well as Certified Documentary Credit Specialist (CDCS).
29 | P a g e
ShriAshwini Kumar Tewari, Managing Director

Ashwini Kumar Tewari is a career banker and started his career in SBI in the year 1991 as a
Probationary Officer. Presently, he is the Managing Director of State Bank of India handling the
portfolio of International Banking, Information Technology and Associates & Subsidiaries of the
Bank. Prior to becoming Managing Director at SBI, he served as Managing Director and CEO of
SBI Cards and Payment Services Ltd. He has been a part of State Bank of India, India’s oldest
and largest banking group, for almost three decades now and has handled several assignments for
the bank, across various locations in India and abroad. As MD & CEO of SBI Cards, he oversaw
key partnerships inked with GPay, PayTM, BPCL etc and steered the company through the
immediate aftermath of the Covid period. Earlier, he was the Country Head of the US Operations
of State Bank of India from April 2017 to July 2020. This included its offices in New York,
Chicago, Los Angeles, Washington DC and Sao Paulo (Brazil). Prior to that he was the Regional
Head and General Manager, East Asia, for SBI. Based in Hong Kong, he oversaw the business
development and control of State Bank of India, in Hong Kong, China, Japan, Korea and the
neighbouring region. Over the years, he held other leadership positions at State Bank of India,
including, the Deputy General Manager, (Operations & Information Systems), International
Banking Group, Mumbai, Head of SBI’s Cash Management, Regional Manager, Branch Head,
among others. An electrical engineer by degree, he is a Certified Associate of Indian Institute of
Bankers (CAIIB), Certified Financial Planner (CFP) and has done a Certificate Course in

30 | P a g e
Management from XLRI. He also served on the Board of International Institute of Bankers, New
York, and the Board of University of Washington Global Bankers Program. Philosophy based on
the principles of authenticity and bringing about meaningful change keeps him motivated in life.
Mr.Tewari is a keen reader, with special interest in Indian history, science fiction and literature.
An avid jogger and cricket enthusiast, when free Mr.Tewari loves listening to old melodies of
Kishore and Rafi.

Shri B. VenugopalShri

B. Venugopal, is a Director re-elected by the Shareholders u/s 19 (c) of the SBI Act w.e.f. 26th
June 2020 till 25th June 2023. He is a former Managing Director of the Life Insurance
Corporation of India (LIC), with a work experience of 36 years in LIC and 2 years in the
erstwhile State Bank of Travancore. A graduate of the University of Kerala in Commerce and
Cost Accounting, Venugopal has undergone extensive training in Business strategies, Project
Management, Finance, Marketing, Information Technology, etc., from the National Insurance
Academy - Pune, IIMs - Ahmedabad and Kolkata, the ISB - Hyderabad, Asian Institute of
Management - Manila and FALIA – Japan. During his career in LIC, he has gathered vast
experience in all areas of the institution’s working, including Marketing, Administration and
Information Technology, having worked, inter alia, as Executive Director (Information
Technology), Chief(IT/BPR), Regional Manager (E&OS), Chennai, and Senior Divisional
Manager in charge of Madurai and Coimbatore Divisions. Before taking charge as Managing
Director, he was the Zonal Manager-in-charge of the biggest of LIC’s 8 Zones – the Western
Zone, comprising the States of Goa, Gujarat and Maharashtra and accounting for almost 25% of
LIC’s Premium Income. Since LIC develops and maintains all its software in-house, he gained
extensive knowledge in Information Technology, having worked, initially, as a Programmer and

31 | P a g e
Systems Analyst and, subsequently, as the head of IT for 7 years. During his tenure as the Head
of IT, LIC won the NASSCOM award for the best user of IT amongst insurance companies in
India, on more than one occasion. Since 2009, Venugopal has represented LIC on the Boards of
Directors of various Institutions in India and abroad. He has also served on the Governing
Boards of the National Insurance Academy and the Insurance Institute of India as also as a
Trustee of the LIC of India Provident Fund and the LIC of India Golden Jubilee Foundation.
Currently he serves as an Independent Director on the Boards of the State Bank of India and
National Commodities and Derivatives Exchange Ltd (NCDEX).

CA Ketan S Vikamsey

ShriKetanVikamsey is a Director elected by the Shareholders u/s 19 (c) of the SBI Act w.e.f.
26th June 2020 till 25th June 2023. ShriVikamsey is a senior partner at KhimjiKunverji& Co
LLP, Chartered Accountants, a firm established in 1936, which is a member firm of HLB
International. He is Chairman of the HLB India Federation. He is Member of Banking, Finance
& Insurance Committee of Indian Merchants’ Chamber, Banking & Finance Committee, Capital
Markets Committee of Bombay Chamber of Commerce & Industry and member, RRC
Committee of the Chamber of Tax Consultants. He is a Speaker/ Chairman, at various seminars,
meetings, lectures held by various Regional Councils of ICAI, Branches & Study Circles of
ICAI, RBI, Comptroller & Auditor General of India (C&AG) and several other organisations. He
comes with immense experience in the areas of audit of large banks, manufacturing concerns,
Investment Banks, Insurance Companies and Mutual Funds.

32 | P a g e
Dr Ganesh Natarajan

Dr Ganesh Natarajan is a Director elected by the Shareholders u/s 19 (c) of the SBI Act w.e.f.
26th June 2020 till 25th June 2023. Dr Natarajan is Founder and Chairman of 5F World, a
platform for Global consulting and Investing in Digital Skills and Digital Transformation. He is
also Chairman of Pune City Connect and Social Venture Partners India. He has received the
Distinguished Alumnus Award of NITIE and IIT Bombay. Two case studies on his work have
been written and taught at ISB IIM Bengaluru and Harvard Business School.

ShriMrugankParanjape

ShriParanjape is a Director elected by the Shareholders u/s 19 (c) of the SBI Act w.e.f. 26th June
2020 till 25th June 2023. He is a Bachelor in Technology from the Indian Institute of
Technology Mumbai with a Post Graduate Diploma in Management from the Indian Institute of
Management Ahmedabad. He has more than 30 years of experience in Banking, Capital Markets,
Asset Management and Stock Broking covering varied functional and geographic areas. He is
currently the Managing Director & Chief Executive Officer of NCDEX e Markets Limited.
33 | P a g e
Earlier he was the Managing Director & Chief Executive Officer of Multi Commodity Exchange
of India Limited. Prior to that he held senior management positions at Deutsche Bank in
Singapore and India. He has previously worked with ICICI Prudential AMC, India Infoline, ING
Barings and Citibank amongst others.

Dr.PushpendraRai

Dr.PushpendraRai is a Director nominated by the Central Government u/s 19(d) of the SBI Act,
w.e.f. 28th January 2016, has about 38 years of professional experience in national and
international institutions. As a member of the Indian Administrative Service for more than 21
years, he was responsible for formulating policy; preparing the program and budget; determining
implementation strategies; monitoring implementation; and evaluating staff performance for a
diverse set of institutions like rural and industrial development agencies, power generation and
distribution departments, petroleum companies and intellectual property offices. He has also
worked as the National Project Director - UNDP/WIPO; Member, Governing Council, National
Institute of Design; Member Secretary, Foreign Investment Promotion Council; Executive
Director, National Renewal Fund; National Negotiator at WTO/WIPO; and Secretary General,
Quality Council of India. Subsequently, Dr.Rai worked at the World Intellectual Property
Organization, Geneva (UN), for 16 years, handling assignments like extending technical
cooperation, promoting the economic aspects of IP and asset creation; leading the Development
Agenda process; and heading the Regional Office for Asia Pacific at Singapore. Dr.Rai has a
Ph.D. from IIT, Delhi; postgraduate degrees from Harvard University and the University of
Lucknow and has lectured extensively in various parts of the world.

34 | P a g e
ShriSanjeevMaheshwari

ShriSanjeevMaheshwari is a Director nominated by the Central Government u/s 19 (d) of the

SBI Act, with effect from 20th December 2019 for a period of 3 years. ShriMaheshwari, a
Chartered Accountant and Insolvency Resolution Professional, has over 33 Years’ experience of
practice in the field of Audit, Taxation and Management Consultancy. He was a member of the
Central Council of Institute of Chartered Accountants of India for 9 years, and Chairman of
Accounting Standards Board of ICAI, for 3 years during which he was instrumental in
formulation of Ind AS. He has served on most of the technical committees as Chairman or
member at ICAI. He has also served as the member of Quality Review Board constituted by
Ministry of Corporate Affairs and been a member on several committees of South Asian
Federation of Accountants.

ShriDebasish Panda

ShriDebasish Panda is a Director, nominated by the Central Government, u/s 19 (e) of SBI Act
w.e.f. 24th January 2020 till further order. Shri Panda is Secretary, Dept of Financial Services,
35 | P a g e
Ministry of Finance, Government of India. ShriDebasish Panda is an officer of Indian
Administrative Service of 1987 batch of UP cadre and belongs to the State of Odisha. He joined
as Additional Secretary in the Department of Financial Services on 23.3.2018 and promoted as
Special Secretary on 13.12.2019. He is a Post Graduate in Physics, Developmental Management
and obtained M. Phil degree in Environmental Sciences. He has also undergone foreign training
in Public Administration from USA & Philippines. Joined the Government service in 1987, he
held several key posts in Government of Uttar Pradesh such as District Magistrates in Deoria,
Tehri, Uttarakashi& Ghaziabad Districts and Principal Secretary (Home & General Admn.). He
also served the Government of India in the capacity of Joint Secretary (Health & FW) and as Dy.
Director (Admn) in AIIMS. Before joining as Additional Secretary in the Department of
Financial Services, he was holding the dual charge of Resident Commissioner of UP in Delhi as
well as Chief Executive Officer, Greater, Noida Development Authority.

ShriChandanSinha

ShriChandanSinha is a Director, nominated by the Central Government on the recommendation

of the Reserve Bank, u/s 19(f) of SBI Act w.e.f. 28th September 2016 till further order.

36 | P a g e
LOGO AND SLOGAN:-

The logo of the State Bank of India is a blue circle with a small cut in the bottom that
depicts perfection and the small man the common man-being the center of the bank’s
business.The logo came from national institute of design (NID), Ahemdabad and it was inspired
by Kankaria Lake,Ahemdabad.

SLOGAN :- “PURE BANKING ,NOTHING ELSE”,WITH TOU, “ALL THE WAY”, “A

BANKOF THE COMMON MAN”, “THE NATION BANKS ON US”

37 | P a g e
PRODUCTS AND SERVICES PROVIDED BY SBI

• Savings Accounts
• Current Accounts
• Fixed Deposit

LOANS

• Personal Loans
• Home Loans
• Two Wheeler Loans
• New Car Loans
• Used Car Loans
• Overdraft against Car
• Express Loans
• Gold Loan
• Educational Loan
• Loan against Securities
• Loan against Property
• Loans against Rental Receivables

SWOT ANALYSIS:

STRENGTHS:

1. Brand Name: SBI Bank has earned a reputation in the market over the period of time
(Being the oldest bank in India tracing history back to 1806)

2. Market Leader: SBI is ranked at 380 in 2008 Fortune Global 500 list, and ranked 219
in 2008 Forbes Global 2000. With an asset base of $126 billion and its reach, it is a
regional banking behemoth.

3. Wide Distribution Network: Excellent penetration in the country with more than
10000 core branches and more than 5100 branches of associate banks (subsidiaries).

4. Diversified Portfolio: SBI Bank has all the products under its belt, which help it to
extend the relationship with existing customer. SBI Bank has umbrella of products to
offer their customers, if once customer has relationship with the bank. Some Products,

38 | P a g e
which SBI Bank is offering are: Retail Banking Business Banking Merchant
Establishment Services (EDC Machine) Personal loans & Car loans Insurance Housing
Loans Government Owned: Government owns 60% stake in SBI. This gives SBI an edge
over private banks in terms of customer security.

5. Low Transition Costs-SBI offers very low transition costs which attracts small
customers.

WEAKNESSES:

1. The existing hierarchical management structure of the bank, although strength in some
respects, is a barrier to change.

2.Though SBI cards are the 2nd largest player in the credit card industry, it has the
highest no performing assets (NPAs) in the industry, which stand out to be at 16.28 %
(Dec 2007).

3. Modernisation: SBI lags with respect to private players in terms of modernisation of

its processes, infrastructure, centralisation, etc.

OPPORTUNITIES:

1. Merger of associate banks with SBI: Merger of all the associate banks (like SBH,
SBM, etc) into SBI will create a mega bank which streamlines operations and unlocks
value.

2. Planning to add 2000 branches and 3000 ATMs in 2008-2009. This will further
increase its reach.

39 | P a g e
3. Increasing trade and business relations and a large number of expatriate populations
offers a great opportunity to expand on foreign soil.

THREATS:

1. Advent of MNC banks: Large numbers of MNC banks are mushrooming in the Indian
market due to the friendly policies adopted by the government. This can increase the
level of competition and prove a potential threat for the market share of SBI bank.

2. Consumer expectations have increased many folds in last few years and the bank has
not been responsive enough to meet them on time.

3. Private Banks have started venturing into the rural and semi-urban sector, which used
to be the bastion of the State Bank and other PSU banks

4. Employee Strike: There was an employee strike in the year 2006 which disrupted
SBI’s activities. This can be repeated in the future.

40 | P a g e
LITERATURE REVIEW:-

The bank sector in India has made remarkable pogress size the economic reforms in 1991.new
private sector banks have brought the necessary competition into the industry and spearheaded
the changes towards higher utilization of technology ,improved customer service and innovative
products .Customers are now becoming increasingly conscious of their rights and are demanding
more then ever before .The recent trends shows that most banks are shifting from a “product-
centeric model” to a “customer-centeric model” as customer satisfaction has become one of the
major determinants of business growth. In the context , prioritization of perferences and close
monitoring of customer satisfaction have become essential for banks , keeping these in mind, an
attempt has been made in the study to analyze the factors that are essential in influencing the
investment decision of the customers of the public sector banks. For this purpose , factor analysis
which is the most appropriate multivarite technique , has been used to identify the groups of
determinants. Factor analysis identifies common dimensions of factors from the observed
variables that link together the seemingly unreleated variables and provides insight into the
underlying structure of the data.

BOOK :-

I have referred Marketing Management book written by Kotler Philip. and service marketing
written by M.K.rampal.

Customer service is the provision of service to customers before, during and after a
purchase.According to Turban et.(2002), “Customer service is a series of activities designed to
enhance the level of custome satisfaction- that is , the feeling that a product or service has met
the customers expectation.

Customer satisfaction in the banking industry play a vital role to create a healthy business status
being service can be provided by well planned self service . In banking industry customer are
more directly linked with the banks perssonel for my kind of services or product . Therefore ,
banks should always focus on training its front desk staff to provide quality sevice knowing their
expectation and wants.

Customer satisfaction is an ambiguous and abstract concept and the actual manifestation of the
state of satisfaction will vary from person to person and service to service. The state of
satisfaction depends on a number of both psychological and physical variables which correlate
with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also
41 | P a g e
vary depending on other option the customer may have and other products against which the
customer can compare the organization’s services.

At the same time , several banking institutions are experiencing increasing level of retail
customer dissatisfaction.

Research suggests that customer dissatisfaction is still the major reason of bank customers switch
to other banks. This dissatisfaction could be because of a variety of reasons. Excellent service
quality is not an optional competitive stratergy which may , or may not be adopted to
differentiate one bank from another,today it is essential to corporate profitability and
survival.The connection between service quality and corporate profitability is now seen to
depend on high levels of customers satisfaction, the successful targeting of “quality” customers
and the retention of these customers.

42 | P a g e
 CHAPTER:-3

RESEARCH METHODOLOGY:

Methodology:

Research in common parlance refers to ‘search for knowledge’. Data had been collected by
primary and secondary methods. Research Methodology is a way to systematically solve the
research problem. It may be understood as a science of studying how research is done
scientifically. The study of research methodology gives the student the necessary training in
gathering material and arranging them.

According to Hudson Maxim, “All progress is born of inquiry. Doubt is often better than
overconfidence, for it leads to inquiry, and inquiry leads to invention”.

Research is an academic activity and as such the term should be used in technical sense.

Research Design:

A research design is a pattern or an outline of a research project’s working. It is a statement of

only the essential elements of a study, those that provide the basic guidelines for the details of
the project. It comprises a series of prior decision that taken together provide BACHELOR plans
for executing a research projects. A research design serves as a bridge between what has been
established i.e., the research objectives and what is to be done, in conduct of the study to relish
those objectives. If there were no research design, the research would have only foggy notions as
about what is to be done.

43 | P a g e
Objective:-

Any activity done without an objective in a mind cannot turn fruitful. An objective provides a
specific direction to an activity. Objectives may range from very general to very specific, but
they should be clear enough to point out with reasonable accuracy what researcher wants to
achieve through the study and how it will be helpful to the decision maker in solving the
problem.

The objective of my study is:-

1. To find out the financial performance of the organization for last 4 years through ratio
analysis.

2. To know the utilization of financial resources.

Data Collection:-

The task of data collection begins after a research problem has been defined and research design/
plan chalked out. While deciding about the method of data collection to be used for the study, the
researcher should keep in mind two types of data.

1. Secondary data

2. Primary data

My study is primarily based on secondary data.

Collection of secondary data:-

These are those data which have been already collected by someone else and which have
already been passed through the statistical process. When the researcher utilizes secondary data,
then he has to look into various sources from where they can obtain them. Secondary data may
either be published data or unpublished data.

44 | P a g e
Published data are available in: -

a) Various publications of the central, state and local govt.

b) Books magazines and newspapers

c) Reports and publications of various associations connected with Business and

industry, banks, stock exchanges.

d) Reports prepared by research scholars, universities, economist etc, in different field

Unpublished data are available from: -

Diaries, letters, unpublished biographies and autobiographies and also may be available with
scholars and research workers, trade associations, labour bureaus and other public/ private
individuals and organizations. Secondary data was collected through annual report 2018-2021.

45 | P a g e
 CHAPTER 4

RESEARCH DESIGN:--

Present study enquired and brought forward the results concerning the set objectives specified
before which relates to description of the state of affairs as a result it clearly states that it was a
DESCRIPTIVE STUDY, which included fact finding enquiries of different kinds.

SAMPLING DESIGN

Universe: - The universe was infinite in this study, since the population of Dehradun City is
uncertain.

Sampling Unit: -The sampling unit is an individual (non-staff member) who is having account
in SBI.

Sample Size: -The sample size for the study was 35 individuals, non-staff members of SBI,
Dehradun .

Sampling Procedure: - Due to the time and resource constraints the convenience sampling
technique was used. The individuals were selected according to convenience to fill the
questionnaires.

46 | P a g e
 CHAPTER 5

Gross Profit Ratio:

This ratio is also known as Gross Margin or Trading Ratio. Gross Profit Ratio includes
the difference between sales and direct costs.

Gross Profit
Gross Profit Ratio = X100
Net Sales

Table No 5.1.1 GROSS PROFIT RATIO

Years Gross Profit Net sales Ratio

(Rs.) (Rs.) (In %)

2018-2019 30289.71 90176.44 33.58

2019-2020 21971.03 108277.62 20.29

2020-2021 32347.63 118189.37 27.37

Chart Title
140000
120000
100000
80000
60000
40000
20000
0
2018- 2019- 2020-
2019 2020 2021

Gross Profit (Rs.) Net sales (Rs.) Ratio (In %)

INFERENCES:
The Gross Profit for the financial year 2018-2019 was recorded as per the ratio is 33.58%,
where as the years between 2019-2020 went through a change in the ratio of 20.29% and the
companies profit went upward in 2020-2021 with the ratio of 27.37%. Thus, it is showing the
steady growth in the company profile.

47 | P a g e
NET PROFIT RATIO:
It measures of management efficiency in operating the business successfully from the owner‟s
point of view. It indicates the return on shareholder's investment. Higher the ratio better is the
operational efficiency of business concern.

Net Profit after

Tax
Net Profit
Ratio = X 100
Net Sales

Table No 5.1.2 NET PROFIT RATIO

Years Net Profit Net sales Ratio

(Rs.) (Rs.) (In %)
2018-2019 21254.24 90176.44 23.56

2019-2020 15073.14 108277.62 13.92

2020-2021 22674.86 118189.37 19.18

Chart Title
140000
120000
100000
80000
60000
40000
20000
0
2018-2019 2019-2020 2020-2021

Net Profit (Rs.) Net sales (Rs.) Ratio (In %)

INFERENCES:

The Net Profit Ratio depicts that the company had a good profit in 2018-2019 where it
had a good yield profit. Comparing to the year 2019-2020 is 13.92%, the sales of the company
have a steady attitude and increase upwards to 19.18%. This indicates that there is an
improvement in the operational efficient of the business and it leads to the increase in the
profitability of the firm.
48 | P a g e
RETURN ON EQUITY OR RETURN ON NET WORTH

This ratio signifies the return on equity shareholders funds. The profit considered for computing
the ratio is taken after payment of preference dividend.

Net profit after interest and tax

Return on Equity = X 100
Shareholder fund

Table No 5.1.3 RETURN ON EQUITY

Years Net profit after Shareholder Ratio

interest and tax Fund (Rs.) (In %)
(Rs.)
2018-2019 21254.24 231280.81 9.18

2019-2020 15073.14 268538.97 5.61

2020-2021 22674.86 333318.07 6.80

Chart Title
350000
300000
250000
200000
150000
100000
50000
0
2018-2019 2019-2020 2020-
202021

Net profit after interest and tax Net profit after interest and tax (Rs.)
Shareholder Fund (Rs.) (Rs.) Ratio (In %) (Rs.)

INFERENCES:
Return on shareholder fund determines the profitability from the shareholders point of view.
From the above, it shows that in the year 2019-2020, the company shows 5.61% of ratio and it
has risen to 6.80%. This is a clear indication of overall operation is efficient.

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TURNOVER RATIO :

WORKING CAPITAL TURNOVER RATIO:

Working capital ratio measures the effective utilization of working capital. It also
measures the smooth running of business. The ratio establishes relationship between cost of sales
and working capital.
Sales
Working Capital Turnover Ratio =
Net Working Capital

Table No 5.1.4 WORKING CAPITAL TURNOVER RATIO

Years Sales Net Working Capital Ratio

(Rs.) (Rs.) (In Times)
2018-2019 90176.44 645733.44 0.13

2019-2020 108277.62 666319.18 0.16

2020-2021 118189.37 898497.54 0.13

Chart Title
1000000

800000

600000

400000

200000

0
2018- 2019- 2020-
2019 2020 2021

Sales (Rs.) Net Working Capital (Rs.) Ratio (In Times)

A higher ratio is the indication of lower investment of working capital and more profit. In
2018-2019, the sales of the company are low at 0.13 times but in the year 2019-2020, it gone
upward of sales to 0.16 times in the year 2020-2021.

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CAPITAL TURNOVER RATIO :

Managerial efficiency is also calculated by establishing the relationship between

cost of sales or sales with the amount of capital invested in the business.

Sales
Capital Turnover Ratio =
Capital Employed

Table No 5.1.5 CAPITAL TURNOVER RATIO

Years Net Sales Capital Employed Ratio

(Rs.) (Rs.) (In Times)
2018-2019 90176.44 536009.27 0.16

2019-2020 108277.62 533288.26 0.20

2020-2021 118189.37 720052.92 0.17

Chart Title
800000
700000
600000
500000
400000
300000
200000
100000
0
2018- 2019- 2020-
2019 2020 2021

Net Sales (Rs.) Capital Employed (Rs.) Ratio (In Times)

INFERENCES:

In the year 2018-2019, the sales‟ comparing to 2019-2020 it is increased to 0.20 times
and it shows that efficient methods are adopted to use the capital employed. In 2020-2021, which
compares to the year 2018-2019 it indicates higher ratio of 0.17 times. The capital of the
company has utilized efficiently comparing to 2018-2019.

51 | P a g e
FIXED ASSET TURNOVER RATIO

This ratio determines efficiency of utilization of fixed assets and profitability of a

business concern.
Sales
Fixed Asset Turnover Ratio =
Net Fixed asset

Table No 5.1.6 FIXED ASSET TURNOVER RATIO

Years Sales Fixed Asset Ratio

(Rs.) (Rs.) (In Times)

2018-2019 90176.44 17264.30 5.22

2019-2020 108277.62 20241.05 5.35

2020-2021 118189.37 23237.80 5.09

Chart Title
140000
120000
100000
80000
60000
40000
20000
0
2018-2019 2019-2020 2020-2021

Sales (Rs.) Fixed Asset (Rs.) Ratio (In Times)

INFERENCES:

Higher the ratio is more than the efficiency in utilization of Fixed Assets. Lower ratio
indicates the under utilization of fixed assets. From the above table it indicates in the year 2019-
2020, the sales have been increased comparing to the next year 2020-2021. And it‟s gradually
declining over the next year 2020-2021 for 5.09 times.
52 | P a g e
SOLVENCY OR FINANCIAL RATIOS:

CURRENT RATIO:
In order to measure the short-term liquidity or solvency of a concern, comparison of
current assets and current liabilities is inevitable. Current ratio indicates the ability of a concern
to meet its current obligations as and when they are due for payment.

Current asset
Current Ratio =
Current liabilities

Table No 5.1.7 CURRENT RATIO

Years Current Asset Current Liabilities Ratio

(Rs.) (Rs.) (In Times)
2018-2019 56187.53 53034.57 1.06

2019-2020 68876.04 50360.94 1.36

2020-2021 166489.36 55084.13 3.02

Chart Title
180000
160000
140000
120000
100000
80000
60000
40000
20000
0
2018- 2019- 2020-
2019 2020 2021

Current Asset (Rs.) Current Liabilities (Rs.) Ratio (In Times)

INFEREANCE :

A high current ratio is an assurance that the firm will have adequate funds to
pays current liabilities and other payment. During the year 2020-2021, the current ratio is 3.02
times and it is more when compared with previous year 2019-2020 is 1.36 times.

53 | P a g e
DEBT EQUITY RATIO :
The debt equity ratio is determined to ascertain the soundness of the long term
financial policies of the company and also to measures the relatives‟ proposition of outsider‟s
funds and shareholdersfunds investments in the company.

Total Long-term debt

Debt Equity Ratio =
Shareholders Funds

Table No 5.1.8 DEBT EQUITY RATIO

Years Long term debts Shareholders funds Ratio

(Rs.) (Rs.) (In Times)

2018-2019 431716.93 104292.34 4.13

2019-2020 418021.26 115267 3.62
2020-2021 588417.27 131635.65 4.47

Chart Title
700000
600000
500000
400000
300000
200000
100000
0
2018- 2019- 2020-
2019 2020 2021

Long term debts (Rs.) Shareholders funds (Rs.) Ratio (In Times)

INFERENCES:

From the above table, during the year 2018-2019 the debt equity ratio is 4.13 times and it is
decreased to 3.62 times then it shows the uptrend from the year 2020-2021 as 4.47 times.
Suggest that the debt from the company has increased over the years with increase in shareholder
funds as well.
54 | P a g e
DEBT TO TOTAL FUNDS RATIO :

This ratio gives same indication as the debt equity ratio as this is a variation of debt equity ratio.
This ratio is also known as solvency ratio. This ratio is the relationship between long term debts and total
long term funds.

Long Term Debts

Debt to Total Funds Ratio =
Total Funds

Table No 5.1.9 DEBT TO TOTAL FUNDS RATIO

Years Long Term Debts Total Funds Ratio

(Rs.) (Rs.) (In Times)
2018-2019 431716.93 712389.16 0.60
2019-2020 418021.26 742843.84 0.56
2020-2021 588417.27 981013.79 0.59

Chart Title
1200000
1000000
800000
600000
400000
200000
0
2018- 2019- 2020-
2019 2020 2021

Long Term Debts (Rs.) Total Funds (Rs.) Ratio (In Times)

INFERENCES:

During the year 2018-2019, the debt to total funds ratio is 0.60 times and it was decreased. And in 2020-
2021 again it had an increase in the company‟ssales comparing to previous year 2019-2020 is 0.56 times to
0.59 times in 2020-2021.

51 | P a g e
EQUITY TO TOTAL FUNDS:

Equity to total funds explains the relationship between equity and total funds.

Equity
Equity to Total Funds =
Total Funds

Table No 5.1.10 EQUITY TO TOTAL FUNDS

Years Equity Total Funds Ratio

(In Rs.) (In Rs.) (In Times)
2018-2019 104292.34 712389.16 0.14

2019-2020 115267.00 742843.84 0.15

2020-2021 131635.65 981013.79 0.13

Chart Title
1200000

1000000

800000

600000

400000

200000

0
2018-2019 2019-2020 2020-2021

Equity (In Rs.) Total Funds (In Rs.) Ratio (In Times)

INFERENCES:

In the year 2018-2019, the total funds was Rs.712389.16 (in lakhs) and it shows upward trend of
Rs.981013.79 (in lakhs) and during the year 2020-2021 comparing to the year 2019-2020 is Rs.742843.84
(in lakhs).

52 | P a g e
LIMITATIONS:

1. Sometimes respondents did not respond well to all the questions in the questionnaire.
2. Low cooperation from the bank executives make to struggle more, due to which we were forced to
restrict our sample size to 70.
3. Some biasness might have occurred in analysis. Because of lack of expert knowledge.
4. Best efforts were made to incorporate all-important variables in study, yet chances of some of
variables not appearing in study are not ruled out.
5. Frequent developments in this sector can be a major reason of limitation in the study
6. Biasness in views of respondents can’t be ruled out
Resistance to change sometimes affects view of respon

53 | P a g e
 CONCLUSION

After conducting research for Financial study of State bank of India we came to know different needs of
consumers, the irvaluable suggestions, and responses to the different questions. With this information we
can conclude that Customer satisfaction level of most respondents is higher for SBI which is provided by
survey.Higher satisfaction level of SBI banks.SBI provides goodservice facilities benefit for the customers
like ATM service Net banking facility ,location advantage, etc.

54 | P a g e
 SUGGESTIONS AND RECOMMENDATIONS

1. The customers from SBI have suggested that the bank should open one of its branches in industrial
area like focal point.
2. One of the most common suggestions was to lower down the minimum balance required in the
savings account.
3. Staff should be more co-operative to the customers.
4. Customers were not fully aware of the services and the various charges which they have to pay.
Therefore Banks should try to give some more information to its existing customers.

55 | P a g e
 QUESTIONNAIRE:-

NAME:-……………………………

GENDER:-

• MALE
• FEMALE
AGE:-

• <18
• 18-25
• 25-40
• 40-60
• 60 above
OCCUPATION:-

• Salaried
• Businessman
• Professional
• House wife
• Others
INCOME:-

• <10000
• 10000-25000
• 25000-40000
• 50000-60000
• 90000 above
…………………………………………………………………………………………………

1.What was the single most important reason that you choose SBI bank.

• I have traditional bank account with same bank

• The brand name of the bank
• The excellent service provided by this bank
• ATM service
• Net banking facility
• Location advantage
• Any other

…………………………………………………………………………………………………

56 | P a g e
 2.Which type of services you are taking from the SBI bank.

• Saving account
• Current account
• NRI account
• Fixed deposit
• Other
(…………………………)

…………………………………………………………………………………………………..

3.Since how many year you are dealing with SBI bank.

• 1 year
• 1 to 2 year
• 2 to 3 year
• 3 to 4 year
• 4 to 5 year
• More than 5 year
………………………………………………………………………………………………….

4.Does your bank have core banking facility for the customers

• Yes
• No
• Not Aware
…………………………………………………………………………………………………..

5.Which service satisfy you most.

• ATM
• Loan
• Early cheque clearance
• Net banking
• Phone banking
• Mobile banking
• Interest package
• Any other
(…………………………………………………)

……………………………………………………………………………………………….
57 | P a g e
 6.What is the main reason that you typically visit your branch.

(please choose the single most important reason)

• To make a deposit
• To get advice for investment option
• To enquiry about balance
• To withdraw cash
• Any other please specify
(………………………………………………)

………………………………………………………………………………………………….

7.If you are provided with better service by optional bank.Would you like to move to other

Bank.

• Yes
• No
Why??

………………………………………………………………………………………………..…………………
…………………………………………………………………………………..

8.Are you satisfied with your finanncial transactions with the bank?

• Very satisfied
• Satisfied
• Somewhat satisfied
• Dissatis fied
…………………………………………………………………………………………………..

58 | P a g e
 BIBLIOGRAPHY

Sodhi,A.K. and Waraich,S .(2016) .Fundamental Analysis of Selected Public and Private Sector Banks in
India. NMIMS Management Review,XXVIII,31-48.

Karri, H.K. et al. (2015).A Comparative Study on Financial Performance of Public Sector banks in India: An
Analysison CAMEL Model. Munich Personal RePEc Archive, Paper no. 62844.
OnlineAvailable https://mpra.ub.uni-muenchen.de/62844/

Goel,C.and Rekhi,C.B.(2013).Acomparative Study on the Performance of Selected Public Sector and Private
Sector Banks in India. Journal of Business Management & Social Sciences Research(JBM&SSR),2(7), 46-56.

Nagarkar,J.J.(2015).Analysis of Financial Performance of Banks in India. Annual Research Journal of

Symbiosis Centre for Management Studies ,Pune,3, 26-37.

Majumder,T.H.and Rahaman, M.M.(2016).ACAMEL Model Analysis of Selected Banks in Bangladesh.

International Journal of Business and Technopreneurship, 6(2), 233-266.

Mistry, D.S. and Savani,V. (2015). A Comparative Study of the Profitability Performance in the Banking
Sector:Evidence from Indian Private Sector Bank. XVI Annual Conference Proceedings,346-360.

Online Available at http://www.internationalconference.in/XVI_AIC/INDEX.HTM

Taqi, Mand Mustafa, M.S.M.(2018). Financial Analysis of Public and Private Sector Banks of India: A
Comparative Study of Punjab National Bank and AXIS Bank. International Academic Journal of Business
Management,5(1), 26-47.

Balaji, C. and Kumar, G.P. (2016). A ComparativeStudy on Financial Performance of Selected

Public & Private Sector Banks in India. Journal of Commerce and Trade, XI(2),89-96.

Annual reports of SBI from 2013-14 to 2018-21.Ω

59 | P a g e
QUATERLY RESULTSt (in Cr.)

PARTICULARS
SEP 2020 DEC 2020 MAR 2021 JUN 2021 SEP 2021

Interest Earned 66,814.11 66,734.50 65,101.64 65,564.43 69,481.49

Other Income 8,527.69 9,246.15 16,225.32 11,802.74 8,207.60

Interest Expended 38,632.61 37,914.56 38,034.64 37,926 38,297.59

Operating Expenses 20,249.43 20,732.93 23,592.17 20,466.35 21,312.42

Total Provisions 10,118.31 10,342.39 11,051.03 10,051.96 188.75

Profit Before Tax 6,341.45 6,990.77 8,649.12 8,922.86 10,471.94

Tax 1,767.29 1,794.55 2,198.37 2,418.86 2,845.37

Net Profit 4,574.16 5,196.22 6,450.75 6,504 7,626.57

Net NPA % 1.59 1.23 1.50 1.77 1.52

Gross NPA % 5.28 4.77 4.98 5.32 4.90

Return on Assets % 0.44 0.49 0.58 0.57 0.66

NPM % 6.85 7.79

60 | P a g e
BALANCE SHEET MAR 21 MAR 20 MAR 19 MAR 18 MAR 17
OF STATE BANK
OF INDIA (in Rs.
Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

EQUITIES AND
LIABILITIES

SHAREHOLDER'S
FUNDS

Equity Share Capital 892.46 892.46 892.46 892.46 797.35

TOTAL SHARE 892.46 892.46 892.46 892.46 797.35

CAPITAL

Revaluation Reserve 23,577.35 23,762.67 24,653.94 24,847.99 31,585.65

Reserves and Surplus 229,405.38 207,352.30 195,367.42 193,388.12 155,903.06

Total Reserves and 252,982.73 231,114.97 220,021.36 218,236.10 187,488.71

Surplus

TOTAL 253,875.19 232,007.43 220,913.82 219,128.56 188,286.06

SHAREHOLDERS
FUNDS

Deposits 3,681,277.08 3,241,620.73 2,911,386.01 2,706,343.29 2,044,751.39

Borrowings 417,297.70 314,655.65 403,017.12 362,142.07 317,693.66

Other Liabilities and 181,979.66 163,110.10 145,597.30 167,138.08 155,235.19

Provisions

TOTAL CAPITAL 4,534,429.63 3,951,393.92 3,680,914.25 3,454,752.00 2,705,966.30

AND LIABILITIES

ASSETS

Cash and Balances 213,201.54 166,735.78 176,932.42 150,397.18 127,997.62

with Reserve Bank
of India

61 | P a g e
Balances with Banks 129,837.17 84,361.23 45,557.69 41,501.46 43,974.03
Money at Call and
Short Notice

Investments 1,351,705.21 1,046,954.52 967,021.95 1,060,986.72 765,989.63

Advances 2,449,497.79 2,325,289.56 2,185,876.92 1,934,880.19 1,571,078.38

Fixed Assets 38,419.24 38,439.28 39,197.57 39,992.25 42,918.92

Other Assets 351,768.68 289,613.55 266,327.70 226,994.20 154,007.72

TOTAL ASSETS 4,534,429.63 3,951,393.92 3,680,914.25 3,454,752.00 2,705,966.30

OTHER
ADDITIONAL
INFORMATION

Number of Branches 22,219.00 22,141.00 22,010.00 22,414.00 17,170.00

Number of 245,652.00 249,448.00 257,252.00 264,041.00 209,567.00

Employees

Capital Adequacy 13.74 13.13 13.00 13.00 13.00

Ratios (%)

KEY
PERFORMANCE
INDICATORS

Tier 1 (%) 11.44 10.71 11.00 10.00 10.00

Tier 2 (%) 2.30 2.42 2.00 2.00 3.00

ASSETS
QUALITY

Gross NPA 126,389.00 149,091.85 172,753.60 223,427.46 112,342.99

Gross NPA (%) 5.00 6.00 8.00 11.00 7.00

Net NPA 36,809.72 51,871.30 658,947.40 110,854.70 58,277.38

Net NPA (%) 1.50 2.23 3.00 6.00 4.00

Net NPA To 2.00 2.00 3.00 6.00 4.00

62 | P a g e
Advances (%)

CONTINGENT
LIABILITIES,
COMMITMENTS

Bills for Collection 1,706,949.91 55,758.16 70,022.54 74,027.90 65,640.42

Contingent 1,706,949.91 1,214,994.61 1,116,081.46 1,162,020.69 1,046,440.93

Liabilities

PROFIT & LOSS ACCOUNT OF MAR 21 MAR 20 MAR 19 MAR 18 MAR 17

STATE BANK OF INDIA (in Rs.
Cr.)

12 mths 12 mths 12 mths 12 mths 12 mths

INCOME

Interest / Discount on Advances / 171,429.14 179,748.84 161,640.23 141,363.17 119,510.00

Bills

Income from Investments 79,808.09 68,204.72 74,406.16 70,337.62 48,205.31

Interest on Balance with RBI and 4,317.53 2,920.41 1,179.07 2,250.00 1,753.47
Other Inter-Bank funds

Others 9,595.87 6,449.63 5,643.19 6,548.53 6,049.46

TOTAL INTEREST EARNED 265,150.63 257,323.59 242,868.65 220,499.32 175,518.24

Other Income 43,496.37 45,221.48 36,774.89 44,600.69 35,460.93

TOTAL INCOME 308,647.01 302,545.07 279,643.54 265,100.00 210,979.17

EXPENDITURE

Interest Expended 154,440.63 159,238.77 154,519.78 145,645.60 113,658.50

Payments to and Provisions for 50,936.00 45,714.97 41,054.71 33,178.68 26,489.28

Employees

63 | P a g e
Depreciation 3,317.55 3,303.81 3,212.31 2,919.47 2,293.31

Operating Expenses (excludes 28,398.67 26,154.91 25,420.72 23,845.30 17,690.18

Employee Cost & Depreciation)

TOTAL OPERATING 82,652.22 75,173.69 69,687.74 59,943.45 46,472.77

EXPENSES

Provision Towards Income Tax 10,760.88 2,803.14 491.13 673.54 4,165.83

Provision Towards Deferred Tax -3,630.23 7,510.99 954.12 -9,654.33 337.78

Other Provisions and Contingencies 44,013.03 43,330.37 53,828.55 75,039.20 35,992.72

TOTAL PROVISIONS AND 51,143.68 53,644.50 54,573.80 66,058.41 40,363.79

CONTINGENCIES

TOTAL EXPENDITURE 288,236.54 288,056.96 278,781.31 271,647.46 200,495.07

NET PROFIT / LOSS FOR THE 20,410.47 14,488.11 862.23 -6,547.45 10,484.10
YEAR

NET PROFIT / LOSS AFTER EI 20,410.47 14,488.11 862.23 -6,547.45 10,484.10

& PRIOR YEAR ITEMS

Profit / Loss Brought Forward -10,498.30 -15,226.06 -15,078.57 0.32 0.32

TOTAL PROFIT / LOSS 9,912.17 -737.94 -14,216.34 -12,954.83 10,484.42

AVAILABLE FOR
APPROPRIATIONS

APPROPRIATIONS

Transfer To / From Statutory 6,123.14 4,346.43 258.67 0.00 3,145.23

Reserve

Transfer To / From Capital Reserve 1,465.12 3,985.84 379.21 3,288.88 1,493.39

Transfer To / From Revenue And 2,354.90 1,428.08 371.84 -1,165.14 3,430.55

Other Reserves

Dividend and Dividend Tax for The 0.00 0.00 0.00 0.00 0.00
Previous Year

Equity Share Dividend 3,569.84 0.00 0.00 0.00 2,108.56

64 | P a g e
Tax On Dividend 0.00 0.00 0.00 0.00 306.38

Balance Carried Over To Balance -3,600.84 -10,498.30 -15,226.06 -15,078.57 0.32

Sheet

TOTAL APPROPRIATIONS 9,912.17 -737.94 -14,216.34 -12,954.83 10,484.42

OTHER INFORMATION

EARNINGS PER SHARE

Basic EPS (Rs.) 22.87 16.23 0.97 -7.67 13.43

Diluted EPS (Rs.) 22.87 16.23 0.97 -7.67 13.43

DIVIDEND PERCENTAGE

Equity Dividend Rate (%) 400.00 0.00 0.00 0.00 260.00

65 | P a g e