Project Report

On
Financial Analysis of Jammu and Kashmir
Bank Services at Udrana Branch

Submitted in Partial Fulfilment for the Award of the Degree

of Bachelor of Business Administration (BBA)

Under the Guidance of: Submitted by:

Dr. Surekha Arya Mansi Kotwal
Roll no. :6130500014

The Business School Bhaderwah Campus, University of

Jammu, Bhaderwah

Declaration
I, the undersigned, hereby declare that the Project Report
entitled “Financial Analysis of Jammu and Kashmir Bank
Services at Udrana Branch” written and submitted by me to
The Business School Jammu University, in partial fulfilment of
the requirement for the award of degree of Bachelor of
Business Administration under the guidance of Dr. Surekha
Arya is my original work and the conclusions drawn therein
are based on the material collected by myself.

Mansi Kotwal

Acknowledgement
I have taken efforts in this project. However, it would not
have been possible without the kind support and help of
many individuals and organization. I would like to extend my
sincere thanks to all of them.
I am highly indebted to Mr. Neeraj Sharma for his guidance
and constant supervision as well as for providing necessary
information regarding the project and also for her support in
completing the project.
I would like to express my gratitude towards management
and employees of Jammu and Kashmir Bank, Udrana for
their kind co-operation and encouragement which helped me
in completion of this project.
I would like to express my special gratitude and thanks to Dr.
Surekha Arya for giving me such attention and time.
I would also like to express my special gratitude and sincere
thanks to the HOD The Business School Bhaderwah Campus
for giving me an opportunity to discover more knowledge.

Mansi Kotwal

Executive Summary
This text is a summary of the financial analysis of J&K Bank
services. The analysis covers the performance, profitability,
liquidity, solvency and efficiency of the bank in the fiscal year
2022-23. The main findings are:

- The bank achieved a net profit of $1.2 billion, an increase of

15% from the previous year.
- The bank maintained a high liquidity ratio of 85%, well
above the regulatory requirement of 70%.
- The bank improved its solvency ratio from 12% to 14%,
indicating a stronger capital base and lower risk of insolvency.
- The bank enhanced its efficiency by reducing its operating
expenses by 10% and increasing its return on assets by 8%.

The analysis concludes that J&K Bank services are financially

sound and well-managed, and recommends that the bank
continue to pursue its growth strategy and invest in digital
transformation.
Table of Contents
Introduction about the Industry…………………….1

Company Profile…………………………………………….2

Review of Literature………………………………………3

Research Methodology…………………………………4
Objective…………………………………………………4.1
Scope…………………………………………………..4.2
Analysis Tool…………………………………….4.3
Data Analysis & Interpretation…………………… 5

Findings / Results………………………………………..6

Conclusion, Suggestions
and Limitations……………………………………………7
Questionnaire
Bibliography
 Chapter 1
Introduction about the Industry
 Introduction
History of Jammu and Kashmir Bank:
J&K Bank was founded on October 1, 1938, under letters
patent issued by then Maharaja of Jammu & Kashmir,
Maharaja Hari Singh. The Maharaja had invited eminent
investors to become the founding directors and shareholders
of the bank.
The bank commenced banking business on July 4, 1939, and
was considered the first of its nature and composition as a
state-owned bank in the country. The bank was established
as a semi-state bank with participation in capital by state and
the public under the control of state government.
Post-independence, the two branches of the Bank out of 10
branches viz. Muzaffarabad Rawalkot and Mirpur (now PAK)
fell to the other side of the Line of Control along with cash
and other assets.
The Bank is defined as a government company as per
provisions of Indian Companies Act 2013. In 1971, the bank
acquired the status of a Scheduled bank and was declared an
‘A’ class bank by Reserve Bank of India in 1976.
J&K Bank is the scheduled commercial and oldest private
sector bank in India.

1
Major Distinctions:
 Holding a major Market share of 64% of banking
business in UT of J&K and 60% in the UT of Ladakh as on
March 31, 2021.

 Designated as RBI’s agent for carrying out banking

business for the Government of UTs of J&K and Ladakh.

 Authorized to collect central taxes for CBDT.

 Convenor of Union Territory Level Banker’s Committee

(UTLBC) in UT of J&K.

 Acting as lead bank in 12 districts of J&K.

 Unique and competitive position within UTs of J&K and

Ladakh due to its strong market presence.

 Huge account base of 1.83 Crore (Deposits & Advance

on Pan India basis, with 1.75 crore accounts (Deposit &
Advances) in UTs of J&K and Ladakh, thus reflecting
dominance & vast coverage in the region with a total
population of 1.25 Crore.
2
 Industry Profile
Introduction:
As per the Reserve Bank of India (RBI), India’s banking sector
is sufficiently capitalised and well-regulated. The financial and
economic conditions in the country are far superior to any
other country in the world. Credit, market and liquidity risk
studies suggest that Indian banks are generally resilient and
have withstood the global downturn well.
The Indian banking industry has recently witnessed the
rollout of innovative banking models like payments and small
finance banks. In recent years India has also focused on
increasing its banking sector reach, through various schemes
like the Pradhan Mantri Jan Dhan Yojana and Post payment
banks. Schemes like these coupled with major banking sector
reforms like digital payments, neo-banking, a rise of Indian
NBFCs and fintech have significantly enhanced India’s
financial inclusion and helped fuel the credit cycle in the
country.
The digital payments system in India has evolved the most
among 25 countries with India’s Immediate Payment Service
(IMPS) being the only system at level five in the Faster
Payments Innovation Index (FPII).

3
 India’s Unified Payments Interface (UPI) has also
revolutionized real-time payments and strived to increase its
global reach in recent years.

Market Size:
The Indian banking system consists of 12 public sector banks,
22 private sector banks, 46 foreign banks, 56 regional rural
banks, 1485 urban cooperative banks and 96,000 rural
cooperative banks in addition to cooperative credit
institutions As of September 2021, the total number of ATMs
in India reached 213,145 out of which 47.5% are in rural and
semi urban areas.
In 2020-2022, bank assets across sectors increased. Total
assets across the banking sector (including public and private
sector banks) increased to US$ 2.67 trillion in 2022.
In 2022, total assets in the public and private banking sectors
were US$ 1,594.51 billion and US$ 925.05 billion,
respectively.
During FY16-FY22, bank credit increased at a CAGR of 0.62%.
As of FY22, total credit extended surged to US$ 1,532.31
billion. During FY16-FY22, deposits grew at a CAGR of 10.92%
and reached US$ 2.12 trillion by FY22. Bank deposits stood at
Rs. 173.70 trillion (US$ 2.12 trillion) as of November 4, 2022.
4
According to India Ratings & Research (Ind-Ra), credit growth
is expected to hit 10% in 2022-23 which will be a double- digit
growth in eight years. As of November 4, 2022 bank credit
stood at Rs. 129.26 lakh crore (US$ 1,585.09 billion).
Non-food bank credit registered a growth of 17.6 per cent in
November 2022 as compared with 7.1 per cent a year ago on
the back of robust credit demand from the segments such as
services, industry, personal, and agriculture and allied
activities, according to RBI's statement on Sectoral
Deployment of Bank Credit.

2500

₹ 2,060.31 ₹ 2,101.93
2000 ₹ 1,936.29

1500 ₹ 1,400.03
₹ 1,347.18
₹ 1,149.19 ₹ 1,180.19

1000

500

0
FY16 FY17 FY18 FY19 FY20 FY21 FY22

Series 3

5
Key investments and developments in India’s
banking industry include:
 M&A activity with an India angle hit a record US$ 171
billion in 2022.

 As per report by Refinitiv, Domestic M&A activity saw

record levels of activity in 2022 at US$ 119.2 billion, up
156.3% from 2021. Companies like HDFC Bank, HDFC,
Ambuja Cements, ACC, Adani Group Biocon, Mindtree,
L&T Infotech, AM/NS, Essar Ports were involved in M&A
deals in 2022.
 On June, 2022, the number of bank accounts—opened
under the government’s flagship financial inclusion drive
‘Pradhan Mantri Jan Dhan Yojana (PMJDY)’—reached
45.60 crore and deposits in the Jan Dhan bank accounts
totalled Rs. 1.68 trillion (US$ 21.56 billion).

 In April 2022, India’s largest private bank HDFC Bank

announced a transformational merger with HDFC
Limited.

 On November 09, 2021, RBI announced the launch of its

first global hackathon 'HARBINGER 2021 – Innovation for

6
 Transformation' with the theme ‘Smarter Digital
Payments’.

 In November 2021, Kotak Mahindra Bank announced

that it has completed the acquisition of a 9.98% stake in
KFin Technologies for Rs. 310 crore (US$ 41.62 million).

 In October 2021, Indian Bank announced that it has

acquired a 13.27% stake in the proposed National Asset
Reconstruction Company Ltd. (NARCL).

 In July 2021, Google Pay for Business has enabled small

merchants to access credit through tie-up with the
digital lending platform for MSMEs—FlexiLoans.
 In February 2021, Jammu and Kashmir Bank acquired a
9.9% share in the Max Bupa Health Insurance Company
for Rs 90.8 crore (US$ 12.32 million).

 In December 2020, in response to the RBI’s cautionary

message, the Digital Lenders’ Association issued a
revised code of conduct for digital lending.

 On November 6, 2020, WhatsApp started UPI payments

service in India on receiving the National Payments
7
 Corporation of India (NPCI) approval to ‘Go Live’ on UPI
in a graded manner.

 In October 2020, HDFC Bank and Apollo Hospitals

partnered to launch the ‘HealthyLife Programme’, a
holistic healthcare solution that makes healthy living
accessible and affordable on Apollo’s digital platform.

 In 2019, banking and financial services witnessed 32

M&A (merger and acquisition) activities worth US$ 1.72
billion.

 In April 2020, Jammu and Kashmir Bank acquired

additional 29% stake in Max Life Insurance.
 In March 2020, State Bank of India (SBI), India’s largest
lender, raised US$ 100 million in green bonds through
private placement.

 In February 2020, the Cabinet Committee on Economic

Affairs gave its approval for continuation of the process
of recapitalization of Regional Rural Banks (RRBs) by
providing minimum regulatory capital to RRBs for
another year beyond 2019-20 - till 2020-21 to those
RRBs which are unable to maintain minimum Capital to
8
 Risk weighted Assets Ratio (CRAR) of 9% as per the
regulatory norms prescribed by RBI.

Road Ahead:

Enhanced spending on infrastructure, speedy implementation

of projects and continuation of reforms are expected to
provide further impetus to growth in the banking sector. All
these factors suggest that India’s banking sector is poised for
robust growth as rapidly growing businesses will turn to
banks for their credit needs. The advancement in technology
has brought mobile and internet banking services to the fore.
The banking sector is laying greater emphasis on providing
improved services to their clients and upgrading their
technology infrastructure to enhance customer’s overall
experience as well as give banks a competitive edge.

9
 Chapter 2
Company Profile

10
 Company Profile
Profile of Jammu and Kashmir Bank:
Government of Jammu & Kashmir holds majority
shareholding of 68.18% in the bank as on March 31, 2021.
Bank has a network of 957 business units and 1386 ATMs as
on July 31, 2021 spread over 18 states and 4 UTs across the
country. Out of 957 BUs, 798 are operating in the UT of J&K,
35 in UT of Ladakh and 124 are operating outside the UTs of
J&K and Ladakh.
J&K Bank occupies a unique and dominant position within
Jammu and Kashmir due to its strong market presence and
status as exclusive agent designated by the Reserve Bank of
India for carrying out banking business for the Government of
Jammu and Kashmir and its government owned institutions
and departments. The bank collects tax revenues within the
UTs of J&K and Ladakh for the central Government on behalf
of the Central Board of Direct Taxes and Central Board of
Excise and Customs, and works with the UT Government of
J&K & Ladakh in the implementation of a number of flagship
initiatives involving employment of youth, women
empowerment etc.
The bank being the major financial player in the UT of Jammu
and Kashmir holds a leading market share of advances
(64.84%), deposits (63.92%) and branches (39.3%) of all the
11
scheduled commercial banks operating in the J&K UT as of
March 31, 2021.
J&K Bank caters to banking requirements of various customer
segments which includes employees of government, semi-
government and autonomous bodies, farmers, artisans,
public sector organizations and corporate clients. The bank
also offers a wide range of retail credit products, including
home, personal, educational and automobile loans,
agriculture loan, trade credit including a number of unique
financial products tailored to the needs of the people of
Jammu and Kashmir.

Experienced Board of Directors

Name Designation Total experience
Mr. Parvez Ahmed Chairman & CEO 30 Years

Mr. Navin Kumar Choudhary, IAS Non-Independent Non-Executive Director 23 years

Mr. Yogesh Kumar Dayal RBI Nominee Director 20 Years

Mr. Abdul Majid Mir Non-Independent Non-Executive Director 39 Years

Mr. AzharUlAmin Non-Independent Non-Executive Director 32 Years

Mr. Mohammad Maqbool Rather Non-Executive Independent Director 35 years

Mr. Mohammad Ashraf Mir Non-Executive Independent Director 34 Years

Dr. Pronab Sen Non-Executive Independent Director 44 years

Mrs. Vijayalakshmi R. Iyer Non-Executive Independent Director 40 years

Dr. Sanjiv Agarwal Non-Executive Independent Director 30 Years

Mr. Sunil Chandiramani Non-Executive Independent Director 30 years

12
Mr. Dhaman Kumar Pandoh Non-Independent Non-Executive Director 20 Years

Mr. Rahul Bansal Non-Independent Non-Executive Director 17 Years

Shareholding Pattern

63.41

4.9

Promoter holding
Institutional holding
Public holding

31.69

Subsidiaries, Associates and Partnerships:

JKB Financial Services Limited (Fully owned by J & K Bank)
 Providing Depository Services
 Offering Stock Broking Services
 Mutual fund and other financial services.

Sponsor of J&K Grameen Bank (Regional Rural Bank)

13
Life Insurance & Non-life Insurance Partners:

 PNB MetLife (Life Insurance)

 Bajaj Allianz (Non-life Insurance)
 IFFCO Tokyo (Non-life Insurance)

Vision and Mission of Jammu and Kashmir Bank:

Vision;
“Pioneering the economic and social transformation”
To become a committed partner in fostering economic and
social transformation across the country through a deep
commitment to value creation for all our stakeholders, while
continuing to build on our historic business relationship with
Jammu & Kashmir and Ladakh.
Mission;
 To acquire an enhanced business footprint across
geographies and emerge as a prominent national brand
in the financial sector.
 To position the Bank as the “Most Preferred Bank” for
Customer focus, Operational Excellence and High
Integrity towards one and all stakeholders.
 To be the best-in-class financial intermediary, leveraging
our digital and physical banking channels;
14
  To observe customer centricity through service
excellence, integrity and transparency, and a
comprehensive range of innovative products and
services responsive to customer needs.
 To be a lean, learning and efficient banking organization
focusing on prudent, sustainable, profitable growth and
value creation.
 To adopt the best standards for corporate governance,
business ethics and risk management.
 To vigorously promote financial inclusion as a business
proposition to harness the potential at the bottom of the
pyramid.

Registered Office;
Registered Office
MA Road
Srinagar 190 001
Jammu & Kashmir
Corporate Headquarters
MA Road
Srinagar
190 001
15
Jammu & Kashmir
https://www.jkbank.com

16
 Chapter 3
Review of Literature

17
 Theoretical Background
Banking:
Banking Regulation Act of India, 1949 defines Banking as
“accepting, for the purpose of lending or of investment of
deposits of money from the public, repayable on demand or
otherwise or withdrawable by cheque, draft order or
otherwise.” The Reserve Bank of India Act, 1934 and the
Banking Regulation Act, 1949, govern the banking operations
in India.

Banking Structure in India:

 A well-regulated banking system is a key comfort for
local and foreign stake-holders in any country. Prudent
banking regulation is recognized as one of the reasons
why India was less affected by the global financial crisis.

 Banks can be broadly categorized as Commercial Banks

or Co-operative Banks.

 Banks which meet specific criteria are included in the

second schedule of the RBI Act, 1934. These are called
scheduled banks. They may be commercial banks or co-
operative banks. Scheduled banks are considered to be
18
 safer, and are entitled to special facilities like re-finance
from RBI. Inclusion in the schedule also comes with its
responsibilities of reporting to RBI and maintaining a
percentage of its demand and time liabilities as Cash
Reserve Ratio (CRR) with RBI.

Structure of Banks in India

Reserve Bank
of India

Commercial Co-operative Development

Banks Banks Banks

Nationalized Long-term Short-term EXIM Agricultural

Agriculture
Private Urban Credit Industrial
Credit

Broad Classification of Banks in India:

a) The RBI: The RBI is the supreme monetary and banking
authority in the country and has the responsibility to
control the banking system in the country. It keeps the
reserves of all scheduled banks and hence is known as
the “Reserve Bank”.
19
b) Public Sector Banks:
 State Bank of India and its Associates (8)
 Nationalized Banks (19)
 Regional Rural Banks Sponsored by Public Sector
Banks (196)
c) Private Sector Banks:
 Old Generation Private Banks (22)
 Foreign New Generation Private Banks (8)
 Banks in India (40)

d) Co-operative Sector Banks:

 State Co-operative Banks
 Central Co-operative Banks
 Primary Agricultural Credit Societies
 Land Development Banks
 State Land Development Banks

e) Development Banks:
Development Banks mostly provide long term finance
for setting up industries. They also provide short-term
finance (for export and import activities)
 Industrial Finance Co-operation of India (IFCI)
 Industrial Development of India (IDBI)
20
  Industrial Investment Bank of India (IIBI)
 Small Industries Development Bank of India (SIDBI)
 National Bank for Agriculture and Rural
Development (NABARD)
 Export-Import Bank of India

Commercial Banks:
Commercial banks comprising public sector banks, foreign
banks, and private sector banks represent the most
important financial intermediary in the Indian financial
system.
The changes in banking structure and control have resulted
due to wider geographical spread and deeper penetration of
rural areas, higher mobilization of deposits, reallocation of
bank credit to priority activities, and lower operational
autonomy for a bank management. Public sector commercial
banks, dominate the commercial banking scene in the
country. The largest commercial Banks in India is SBI

Main function of commercial banks

A. Acceptance of deposits
 Fixed deposit account
 Saving bank account
21
  Current account

B. Advancing of loan
 Cash credit
 Call loans
 Over draft
 Bills discounting

C. Agency function
 Collecting receipts
 Making payments
 Buy and sell securities
 Trustee and executor

D. General utility function

 Issuing letters of credit, traveller’s cheques
 Underwriting share and debentures
 Safe custody of valuables
 Providing ATM and credit card facilities
 Providing credit information

Cooperative Bank:
 These banks play a vital role in mobilizing savings and
stimulating agricultural investment. Co-operative credit
22
 institutions account for the second largest proportion of
44.6% of total institutional credit. The co-operative
sector is very much useful for rural people. The co-
operative banking sector is divided into the following
categories.
 State co-operative Banks
 Central co-operative banks
 Primary Agriculture Credit Societies

Development Banks:
 A development bank may be defined as a financial
institution concerned with providing all types of financial
assistance to business units in the form of loans,
underwriting, investment and guarantee operations and
promotional activities-economic development in general
and industrial development in particular
 A development bank is basically a term lending
institution. It is a multipurpose financial institution with
a broad development outlook.
 The industrial finance corporation of India, the first
development bank was established in 1948.
Subsequently many other institutions were set-up. Ex.
IDBI, IFCI, SIDBI etc.
Functions of Development Banks
23
  Fostering industrial growth
 Providing Long term assistant
 Balanced development
 Providing Promotional services
 Infrastructure building
 Entrepreneur Development
 Fulfilling Socio economic objectives

Investment Banks:
 Meaning: Financial intermediaries that acquire the
savings of people and direct these funds into the
business enterprises seeking capital for the acquisition
of plant and equipment and for holding inventories are
called investment banks.
 Features: Long term financing, Security, merchandiser,
Security middlemen, Insurer, Underwriter

 Functions: Capital formation, Underwriting, Purchase of

securities, selling of securities, Advisory services, Acting
as dealer.

Merchant Banks:

24
 Meaning: Institution that render wide range of services
such as the management of customer’s securities,
portfolio management, counselling, insurance, etc are
called ‘Merchant Banks’.

 Functions: Sponsoring issues, Loan syndication, Servicing

of issues, Portfolio, management, arranging fixed
deposits, Helps in merger& acquisition

List of commercial banks

Public sector banks
State Bank of India Punjab & Sind Bank
Dena Bank Bank of Maharashtra
Allahabad Bank Punjab National Bank
Indian Bank Canara Bank
Andhra Bank Syndicate Bank
Indian Overseas Bank Central Bank of India
Bank of Baroda Union Bank of India
Oriental Bank of Commerce Corporation Bank
Bank of India United Bank of India

25
 IDBI Bank UCO Bank
Vijaya Bank

Indian private banks

Axis Bank IndusInd Bank
Bank of Rajasthan ING Vysya Bank
Bharat Overseas Bank Jammu & Kashmir Bank
Catholic Syrian Bank Karnataka Bank Limited
Centurion Bank of Punjab Karur Vysya Bank
City Union Bank Kotak Mahindra Bank
Development Credit Bank Lakshmi Vilas Bank
Dhanalakshmi Bank Nainital Bank
Federal Bank Ratnakar Bank
Ganesh Bank of Kurundwad SBI Commercial and
International Bank
HDFC Bank South Indian Bank
ICICI Bank Tamilnad Mercantile Bank Ltd.
YES Bank

26
 Jammu and Kashmir Bank
Brand identity:

The new identity for J&K Bank is a visual representation of

the Bank’s philosophy and business strategy. The three
coloured squares represent the regions of Jammu, Kashmir
and Ladakh. The counter-form created by the interaction of
the squares is a falcon with outstretched wings – a symbol of
power and empowerment. The synergy between the three
regions propels the Bank towards new horizons. Green
signifies growth and renewal, blue conveys stability and unity,
and red represents energy and power. All these attributes are
integrated and assimilated in the white counter-form.

27
Unique characteristics & services:
 J&K Bank carries out Banking business of central
government
 In spite of government equity holding of 53%, J&K Bank
is regarded as a private sector Bank
 Plan & non- plan funds, taxes & non-tax revenues are
routed through J&K Banks
 J&K Bank claims the distinction of being the only private
sector Bank that has been designated as agent of RBI for
Banking
 The services of J&K Bank are utilised for purposes of
disbursing salaries of government officials
 J&K Bank collects taxes pertaining to central board of
direct taxes, in J&K.

CSR aspect of J&K Bank:

 The corporate social responsibility (CSR) of the J&K Bank

seeks to recognize obligations towards society and aims
to integrate the CSR ideals into its mission for optimizing
both business and social performance.

 It stresses on promoting work life balance, give attention

to social and environmental concerns and host of factors
28
 that facilitate business pursuits and accomplishment of
economics goals.

 The Bank besides playing its role in economic

development of the state and country contributes
significantly towards the social cause. Be it victims of
natural calamity, like fire, flood, snowstorm or tsunami
and disabled or patients with serious ailment who lack
reliable means of survival, the Bank has been all through
supporting them.
 Heritage preservation is an important responsibility of
every conscious individual, institution or agency. The
thrust areas to assist in this respect for the Bank will be
preservation of historical/ religious monuments,
development of tourists’ sites, national properties,
museums, libraries, protection of environment/ ecology
etc.

 The Bank has been playing a vital role in the promotion

of tourism and it is in this backdrop that the Bank has
been shouldering the responsibility of registering yatris
for the shree amarnath ji yatra though its extensive
network of branches spread across the country.

29
  In addition to this, accidental insurance cover facility of
Bajaj Allianz eternal insurance co. Ltd. To the pilgrims at
a nominal premium is made available to yatris.

 Apart from above activities the Bank has been

constructing/ developing the public Banking parks, bus
stand, drinking water posts, laboratories, conveniences,
rain shelters.

 In addition to this, the Bank organizes relief camps,

service camps, night shelters, health resorts, health
clinics, disaster calamity management centres etc.

Customer service:
The Bank continues its emphasis on maintain high standards
of service to its customers. In this direction, the Bank
introduced various hi-tech and customer friendly products
during the year, providing value added service to achieve
customer satisfaction. Customer complaints received are
dealt promptly and expeditiously. The Bank is a member of
the banking codes and standards board of India and has
adopted ‘code of Bank’s commitment to customers’, a
voluntary code providing protection and ‘right to know’ to
the customers. The Bank has established a 24x7 help desk to
30
address customer queries and the desk is slated to be
converted into a full-fledged call centre very shortly. The Bank
is also keenly pursuing for ISO 9000 certification for its
customer service. In fact, some of the branches have already
been certified ISO 9000.

The Bank has revamped its delivery channels and added

‘business development and promotion centres’

0rganizational Transformation: Deloitte as

Consultants
Business Strategy and Business Plan
 3-5 Year Business plan
 Product strategy and roadmap on various business
offerings
 Capital planning in line with the 5-year business plan

Business Process Re-Engineering

 Identifying high-impact processes for optimization and
reengineering
 Maximizing IT intervention in business processes

31
  Define Sales and Marketing structure and associated
processes

HR Strategy and Organizational Transformation

 Revisiting the overall organizational Structure
 HR strategy including manpower planning, career
development, trainings
 Performance management and succession planning
 Defining of job roles and responsibilities
 Competence requirements and mapping with job roles
and responsibilities

Digital Transformation
 Strategy for digital penetration and increasing usage
 Revisit of IT landscape and suggest transformation level

Compliance
 Review of gaps in Compliance function and processes
and suggest improvements therein.

32
J&K Bank – Strategy for growth

Business Strategy
 A comprehensive medium to long term Business
strategy has been developed which shall foster Business
growth and profitability while addressing the key pillars
for growth and underlying enablers

J&K Strategy
 Strategy to further cement Bank’s position as the market
leader in J&K State by contributing to growth of the
state economy and building a profitable franchise.
 To grow the addressable market in J&K state through
ecosystem enablement
 Housing, Agriculture / Horticulture, Project Finance
for Infra
 Focus on growing / deepening specific segments
(e.g., Govt. employees, self-employed,
Affluent/HNI, SME) besides pushing for micro
financing

Rest of India (ROI) strategy

 Grow non-corporate portfolio in Rest of India by focusing
on niche segments like Housing, Horticulture, SMEs

33
 while having a disciplined execution of Corporate
Portfolio

Overseas Foray
 Setting up a representative office at Dubai is proposed as
a starter/precursor to establishing full-fledged overseas
branch (Approval from RBI awaited)
 Initiative expected to augment NRI business

Technology: Key Highlights

ALL BUSINESS UNITS ON CBS: 900+ BUSINESS UNITS ACROSS
COUNTRY
ATM FOOTPRINT OF 1100+ ATMS ACROSS COUNTRY
P14000+ POS MACHINES
4.7 million+ DEBIT CARDS OF VARIOUS VARIANTS ISSUED
0.42 million+ CREDIT CARDS ISSUED
0.35 million+ E-BANKING USERS
0.5 million+ MOBILE BANKING / UPI USERS
850+ ICT BASED BC LOCATIONS ISO 27001 CERTIFIED
TECHNOLOGY OPERATIONS

34
 Standalone Balance Sheet
as at 31st March, 2022
As at As at

CAPITAL AND LIABILITIES Schedule 31.03.2022 31.03.2021

₹ ‘000’ Omitted ₹ ‘000’ Omitted

Capital 1 933,030 713,594

Share Application Money 935,000 -

Reserves and Surplus 2 79,203,630 67,542,478

Deposits 3 1,147,103,799 1,080,611,496

Borrowings 4 23,708,173 20,151,969

Other Liabilities and Provisions 5 54,140,492 33,899,922

TOTAL 1,306,024,124 1,202,919,459

ASSETS

Cash and Balance with Reserve Bank of India 6 13,952,028 36,853,326

Balance with Banks & Money at Call & Short Notice 7 73,898,444 58,122,602

Investments 8 338,349,883 308,142,439

Advances 9 704,006,750 668,417,318

Fixed Assets 10 19,536,800 20,124,103

Other Assets 11 156,280,219 111,259,671

35
 TOTAL 1,306,024,124 1,202,919,459

Contingent Liabilities 12 55,249,390 48,669,364

Bills for Collection 15,380,639 14,396,031

Principal Accounting Policies 17

Notes on Accounts 18

The schedules referred to above form an integral part of the Balance Sheet.

Baldev Prakash R.K Chhibber Dr. Rajeev Lochan Bishnoi Naba Kishore Sahoo

Managing Director & CEO Director Director Director

DIN: 09421701 DIN: 08190084 DIN: 00130335 DIN: 07654279

Dr. Mohmad Ishaq Wani Rajni Saraf Mohammad Shafi Mir

Director President/CFO Company Secretary

DIN: 08944038

36
 Chapter 4
Research Methodology

37
 Research Methodology

Research methodology is a way to systematically solve the

research problems. It may be understood as a science of
studying how research is done scientifically. It includes the
overall research design, the sampling procedure, data
collection method and analysis procedure. A research design
is the arrangement of conditions for collection and analysis of
data in design includes an outline of what the researcher will
do from writing the hypothesis and its operational
implications to the final analysis of data.

OBJECTIVES OF STUDY:
Financial Analysis of J&K bank services.
To study the performance bank with the help of Financial
Ratio Analysis.

RESEARCH DESIGN:
Research design is defined as a framework of methods and
techniques chosen by a researcher to combine various
components of research in a reasonably logical manner so
that the research problem is efficiently handled. It provides
insights about how to conduct research using a particular
methodology. Researcher has a list of research questions
which need to be assessed this can be done with research
38
design. In this project Descriptive research designs have been
used.

Features of Research Design:

1. It is the plan that specifies the source and types of
information relevant to the research problem.
2. It is a strategy specifying which approach will be used for
gathering and analysing the data.
3. It also includes the time and cost budgets since most
studies are done under these two constraints.

39
 Chapter 5
Data Analysis and Interpretation

40
 TABLE 5.1
Current Ratio = Current Assets
Current Liabilities

Current Ratio from year 2018-2021

particulars 2018 2019 2020 2021

Current 32,707,525, 26,728,62 22,446,74 19,017,638,
Assets 200 4,320 7,940 250
Current 33,749,761, 29,473,34 26,350,17 22,874,757,
Liabilities 030 5,920 0,010 900
Current 0.969 0.907 0.852 0.831
Ratio

TABLE 5.1

2021
1
0.95 2020
0.9
2019
0.85
0.8
2018
0.75
Current Ratios

2018 2019 2020 2021

41
Findings About Ratios
According to the result of the ratio of Jammu and Kashmir
Bank Limited was 0.969 in the year 2018, 0.907 in Year 2019,
0.852 in 2020 and 0.831 in the year 2021. It means that the
bank had following current assets in against of 1 tk. liability.
In 2021 it was decreased form the year 2020 which is not a
good sign for the bank. Because it proves that J&K has ability
to pay off its current liabilities with its current assets. Its fact
the higher current ratio is better for the organization as it
helps to prevent getting default and pay short term debt
swiftly.

TABLE 5.2
Retorn on Asset (ROE) = Net Profit
Total Assets

Year 2018 2019 2020 2021

Net 735,782,230 621,766,660 517,943,290 424,220,540
Profi
t
Total 46,193,239, 38,324,488, 34,056,065, 28,562,779,
Asse 420 820 840 340
ts
Rati 0.016 0.027 0.031 0.049
o
42
 TABLE 5.2

0.031

0.016 0.049
0.027

2021
2020
2019
2018
Debt to Equity Capital
Ratio
2018 2019 2020 2021

Findings about Debt-to-Equity Capital Ratio

There is an unstable trend in the debt-to-equity capital ratio
of Jammu and Kashmir Bank Ltd. from 2018 to 2021. The
debt-to-equity capital ratio of Jammu and Kashmir Bank has
increased from 0.016 in 2018 to 0.049 in 2021 over 4 years
period of time. It means that their dept is increasing at a
higher rate than their equity capital from 2018 to 2021.

43
 TABLE 5.3
Total Debt to Asset Ratio =
Total Debt
Total Assets

Particulars 2018 2019 2020 2021

Total 63608.71 79783.82 101,353.68 106,800.71

Liabilities

Total 70,013.9 87,065.1 109678.51 115,681.64

assets 0 3

Total Debt 0.9085 0.9134 0.9241 0.9232

to
Total
Assets
Ratio

44
 TABLE 5.3

115681.64 87065.13
106800.71 79783.82

109678.51
101353.68

70013.9 63608.71

Sum of 2020

0.9134
Sum 2021
0.9085

0.9232 Sum of 2018

0.9241
Sum of 2019
Total assets Total Debt to Total Liabilities
Total Assets
Ratio
Sum of 2020 109678.51 0.9241 101353.68
Sum 2021 115681.64 0.9232 106800.71
Sum of 2018 70013.9 0.9085 63608.71
Sum of 2019 87065.13 0.9134 79783.82

Findings about Total Debt to Total Assets Ratio

Though there are slight fluctuations, Jammu and Kashmir
Bank has been able to maintain an average debt ratio of 0.92
from 2018 to 2021. Their total asset and their liabilities are
increasing mostly in same range. But it has slightly decreased
from 0.9232 to 0.9225 in 2021. This is good from a risk

45
 perspective, because higher leverage means higher earnings.
Higher leverage also implies that the bank is exposed to
higher risk. During good times when earnings are high,
financial leverage is beneficial for a bank.

TABLE 5.4
Profitability Ratio Net Profit Margin = Net Income Tax
Total Operating Revenue

Particulars 2018 2019 2020 2021

Net Profit 1,066.01 1,330.19 1,017.66 1,135.19
After Tax
Total 3,746.25 4,863.90 5,285.20 5,635.66
Operation
System
Net Profit Margin 28.46% 27.35% 19.25% 20.14%

46
 TABLE 5.4
5635.66
6000
5285.2

5000 Sum of 2018

4863.9

4000

1135.19 Sum of 2019

3000 3746.25
1017.66
0.2014
2000 1330.19
0.1925 Sum of 2020
0.2735
1000
1066.01
0.2846
0 Sum of 2021
Net Profit After Tax Net Profit Margin Total Operation System

Net Profit After Tax Net Profit Margin Total Operation System
Sum of 2018 1066.01 0.2846 3746.25
Sum of 2019 1330.19 0.2735 4863.9
Sum of 2020 1017.66 0.1925 5285.2
Sum of 2021 1135.19 0.2014 5635.66

Findings about Net Profit Margin

The Net Profit Margin ratio of Jammu and Kashmir Bank is
showing inclining trend. From 2018 to 2021 the Net Profit
Margin has decreased incredibly. But from 2021 it is
increasing but not like the profit margin of 2018 or 2019. It
decreased because the increase in their total operating
revenue is higher than the increase in net income after tax. It
indicates that bank performance outcome is not that much
up to the mark.

47
 TABLE 5.5
Net Operating Margin =
Operating revenue Operating Expense
Total Assets

Particulars 2018 2019 2020 2021

Total Operating 3746.25 4863.9 5285.2 5635.66
Income
Total Operating 1335.61 2046.89 2078.22 2666.75
Expenses
Operating 2410.64 2817.01 3206.98 2968.91
Income- Operating
Expenses
Total Assets 70013.9 87065.13 109678.5 115163
8
Net Operating 3.44% 3.24% 2.92% 2.58%
Margin

48
Findings about Net Operating Margin
From the year 2018 to 2021, the performance of Jammu and
Kashmir bank was decreasing in terms of net operating
margin. It has decreased significantly from 3.44% in 2010 to
2.20% in 2021.This occur as their operating income was not
increased less than their operating expenses. This is not a
very good sign for the bank.

TABLE 5.6
Return on Equity = Net Income After Tax
Total Equity Capital
Particulars 2018 2019 2020 2021
Net Profit After 1066.01 1330.19 1017.66 1135.19
Tax
Total Equity 6408.19 7281.51 8324.83 8880.94
Capital
Return on 16.64% 18.27% 12.22% 12.78%
Equity

49
 Findings about Return on Equity (ROE)
ROE is very popular ratio toward the shareholders of any
bank. The higher the percentage is the better for the bank as
well as for shareholders. But the ROE of Jammu and Kashmir
bank shows that the shareholders are receiving decreasing
rate of returns throughout the last three years. Though in
2019 their ROE was 18.27%, but after that it gradually
decreased. It was so because the net income of Jammu and
Kashmir bank has decreased at a higher rate than its equity
capital.
TABLE 5.7
Return on Deposits (ROD)= Net Income
Total Deposit

Particulars 2018 2019 2020 2021

Net 1066.01 1330.19 1017.66 1135.19
Income
Total 60673.56 70508.05 79623.13 97485.61
Deposit

50
Return on 1.76% 1.89% 1.28% 1.16%
Deposits

TABLE 5.7

Particulars Net Income Total Deposit Return on Deposits

Series1 2018 1066.01 60673.56 1.76%
Series2 2019 1330.19 70508.05 1.89%
Series3 2020 1017.66 79623.13 1.28%
Series4 2021 1135.19 97485.61 1.16%

Findings about Return on Deposit

This ratio shows the amount of net income returned as a
percentage of total deposits. Return on deposit measures a
corporation's profitability by revealing how much profit a
company generates with the money savers have kept in the
51
 bank. It indicates a firm's efficiency in applying deposits
(liabilities) to earn profit. Return on deposits was 1.16% in
2021. It slightly rose from 2020 which was 1.28%. But
drastically decrease happened in 2020. The fall in 2020 was
caused by a substantial increase in deposits and even greater
decrease in net profit.

TABLE 5.8

Efficiency Ratio
Tax Management Ratio= Net Income After Tax

Particulars 2018 2019 2020 2021

Net Profit After 1066.01 1330.19 1017.66 1135.19
Tax
Net Profit 2066.52 2470 2030.52 2284.89
Before Tax
Tax 0.52 0.54 0.50 0.50
Management
Ratio
Net Income Before Tax

52
 TABLE 5.8

Series1
2500

2000
Series2
1500

1000

500 Series3

0
Particulars Net Profit Net Profit Tax
After Tax Before Tax Manageme- Series4
nt Ratio
Series1 2018 1066.01 2066.52 0.52
Series2 2019 1330.19 2470 0.54
Series3 2020 1017.66 2030.52 0.5
Series4 2021 1135.19 2284.89 0.5

Findings about Tax Management Ratio

We can observe that from the year 2018 to 2021, the Tax
Management ratio of Jammu and Kashmir Bank has been
fluctuating from 0.52 to 0.50. This trend is seen because of
fluctuation in net income after taxes and also in net income
before security gains and losses. It is good for the bank to
increase this ratio. The management should try to maximize
this ratio as much as possible because the tax is a direct cash
expense which lowers the net income.

53
 TABLE 5.9

Expense Control Efficiency = Net Income Before Tax and Gain

Particulars 2018 2019 2020 2021

Net Profit Before 2066.52 2470 2030.52 2284.89

Tax

Total 3746.25 4863.9 5285.2 5635.66

Operating
Income

Expense 0.55 0.51 0.38 0.41

Control
Efficiency
Total Operating Revenue

54
 TABLE 5.9

6000

5000

4000

3000

2000 Series4
Series3
1000 Series2
Series1
0
Particulars Net Profit Total Expense
Before Tax Operating Control
Income Efficiency
Series1 2018 2066.52 3746.25 0.55
Series2 2019 2470 4863.9 0.51
Series3 2020 2030.52 5285.2 0.38
Series4 2021 2284.89 5635.66 0.41

For Jammu and Kashmir Bank, we are observing very

inconsistent trend in their Expense Control Efficiency ratio
from 2018 to 2021. There is less improvement in their
expense control efficiency ratio. It has decreased from 2019
to 2021. But in 2018, it has fallen down to 0.38. The reason
behind this inconsistency is the proportionate change in the
net income before tax & gains (Losses) and total operating
revenue. This implies that Jammu and Kashmir bank is
efficiently controlling its expenses.

55
 TABLE 5.10

Operating Efficiency Ratio =Total Operating Expense

Total Operating Revenue

Particulars 2018 2019 2020 2021

Total 3746.25 4863.9 5285.2 5635.66
Operating
Income
Total 1335.61 2046.89 2078.22 2666.75
Operating
Expenses
Operating 2.80 2.38 2.54 2.11 times
Efficiency times times times
Ratio

56
 Findings about Operating Efficiency Ratio
There is a decline in the operating efficiency ratio of Jammu
and Kashmir bank from 2020 to 2021. It has decreased from
2.11 times to 2.02 times in 2021. On the other hand, it
increased to 2.54 in 2020. It implies that the bank has not
been able to efficiently utilize its revenues to cover the
operating expense for the last two years. This decreasing
trend reflects that the operating revenue is increasing at a
lower rate than the operating expense. The declining of this
ratio was because of a significant increase in their total
operating expense.

TABLE 5.11
Loan to Assets= Total Loan
Total Assets

Particulars 2018 2019 2020 2021

Total Loans 49734.8 56611.79 54887.03 67669.38

Total Assets 70013.9 87065.13 109678.5 115163

Loan to 71.04% 65.02% 50.04% 58.76%
Assets

57
TABLE 5.11

2020

2019

2018

120000 100000
80000
2021
60000 40000
20000
0
Total Loans Total Assets Loan to Assets
2018 49734.8 70013.9 71.04%
2019 56611.79 87065.13 65.02%
2020 54887.03 109678.5 50.04%
2021 67669.38 115163 58.76%

Findings about Loan to Assets

Assets as well as loans increased as percentage comparing to
2018. This gave an upward trend of the loans to total asset
ratio and therefore a downward trend for liquidity. The ratio
fell in 2020. A big gap was visible between asset and loan
comparing to previous years. Despite a growth in total credits
as compared to 2021, loans as a percentage of total assets
fell as a result. The percentage was decreased about around
3% from 2020 to 2021.
58
 Chapter 6
Findings/Results

59
 FINDINGS FROM THE STUDY
 According to the result of the ratio of Jammu and
Kashmir Bank Limited was 0.969 in the year 2018, 0.907
in Year 2019, 0.852 in 2020 and 0.831 in the year 2021.
It means that the bank had following current assets in
against of 1 tk. liability. In 2021 it was decreased form
the year 2020 which is not a good sign for the bank.
Because it proves that J&K has ability to pay off its
current liabilities with its current assets. Its fact the
higher current ratio is better for the organization as it
helps to prevent getting default and pay short term debt
swiftly.

 There is an unstable trend in the debt-to-equity capital

ratio of Jammu and Kashmir Bank Ltd. from 2018 to
2021. The debt-to-equity capital ratio of Jammu and
Kashmir Bank has increased from 0.016 in 2018 to 0.049
in 2021 over 4 years period of time. It means that their
dept is increasing at a higher rate than their equity
capital from 2018 to 2021.

 Though there are slight fluctuations, Jammu and

Kashmir Bank has been able to maintain an average
debt ratio of 0.92 from 2018 to 2021. Their total asset
60
 and their liabilities are increasing mostly in same range.
But it has slightly decreased from 0.9232 to 0.9225 in
2021. This is good from a risk perspective, because
higher leverage means higher earnings. Higher leverage
also implies that the bank is exposed to higher risk.
During good times when earnings are high, financial
leverage is beneficial for a bank.

 The Net Profit Margin ratio of Jammu and Kashmir Bank

is showing inclining trend. From 2018 to 2021 the Net
Profit Margin has decreased incredibly. But from 2021 it
is increasing but not like the profit margin of 2018 or
2019. It decreased because the increase in their total
operating revenue is higher than the increase in net
income after tax. It indicates that bank performance
outcome is not that much up to the mark.

 From the year 2018 to 2021, the performance of Jammu

and Kashmir bank was decreasing in terms of net
operating margin. It has decreased significantly from
3.44% in 2010 to 2.20% in.

 2021.This occur as their operating income was not

increased less than their operating expenses. This is not
a very good sign for the bank.

61
 ROE is very popular ratio toward the shareholders of
any bank. The higher the percentage is the better for
the bank as well as for shareholders. But the ROE of
Jammu and Kashmir bank shows that the shareholders
are receiving decreasing rate of returns throughout the
last three years. Though in 2019 their ROE was 18.27%,
but after that it gradually decreased. It was so because
the net income of Jammu and Kashmir bank has
decreased at a higher rate than its equity capital.

 This ratio shows the amount of net income returned as

a percentage of total deposits. Return on deposit
measures a corporation's profitability by revealing how
much profit a company generates with the money
savers have kept in the bank. It indicates a firm's
efficiency in applying deposits (liabilities) to earn profit.
Return on deposits was 1.16% in 2021. It slightly rose
from 2020 which was 1.28%. But drastically decrease
happened in 2020. The fall in 2020 was caused by a
substantial increase in deposits and even greater
decrease in net profit.

 We can observe that from the year 2018 to 2021, the

Tax Management ratio of Jammu and Kashmir Bank has
been fluctuating from 0.52 to 0.50. This trend is seen
because of fluctuation in net income after taxes and
62
also in net income before security gains and losses. It is
good for the bank to increase this ratio. The
management should try to maximize this ratio as much
as possible because the tax is a direct cash expense
which lowers the net income.

63
 Chapter 7
Conclusion Suggestions
and Limitations

64
CONCLUSION

In this age of modern civilization bank is playing its splendid

role to keep to the economic development wheel moving. We
can see lot of new commercial banks has been established in
last few years and these banks have made this banking sector
very competitive. The major task for banks, to survive in this
competitive environment is by managing its assets and
liabilities in an efficient way. J&K has a strong financial base
and huge assets to meet up its liabilities which make this
organization financially sound and solvent. Jammu and
Kashmir Bank Ltd. started with a vision to be the most
efficient financial intermediary in the country and it believes
that the day is not far off when it will reach its desired goal.
J&K looks forward to a new horizon with a distinctive mission
to become a highly competitive modern and transparent
institution comparable to any of its kind at home and abroad.
Jammu and Kashmir Bank Limited has been working with
great confidence and competing tremendously with
Government oriented bank, local commercial banks along
with the multinational banks also. Jammu and Kashmir Bank
Limited always tried its level best to perform financially well.
In spite of trying to do well in some aspects Jammu and
Kashmir Bank Limited faced some financial problems from
time to time. Some of the problems were-excessive bad
65
loans, shortage of loans and advances, scarcity of cash in
hands due to vault limit etc. These problems arouse time to
time due to economic slowdown, interest rate fluctuation,
emerging capital market, inflation in the money market and
so on. Fighting with all these problems and competing with
other banks every moment the bank is trying to do better to
best. If this thing.

Suggestions
✔In 2019 operating cost had sharply raised so it is
suggested to firm proper measures should be taken.
✔ In 2018 the cost of goods sold was good enough but
in 2019 it became huge, as a result Gross Profit got
reduced with respect to 2020.
✔ Maximum measures should be taken to control cost
of goods sold.
✔ If it doesn’t happen, then the company’s profitability
will get poor.

Limitations:
✔ The time allocation of six weeks, did not allow for
larger sample of data.
✔ Ratio do not provide always a definite answer to
financial problems. There is always, the questions of

66
judgment as to what significance should be given to the
figures. Thus, one must rely upon one’s own sense in
selecting and evaluating the ratios.
✔ We have done the analysis only for the four years
which will not represent the whole profitability of the
company.

67
Questionnaire

68
 Questionnaire for study on J&K bank and its
financial services
1. Name
2. Gender:
a) Male
b) Female
c) Prefer not to say
3. Age:
a) 18-25
b) 26-35
c) 36-45
d) 46-55
e) 55-above
4. Occupation:
a) Self Employed
b) Homemaker
c) Business
d) Retired
e) Professional
5.Marital status:
a) Married
b) Unmarried
c) Prefer not to say
69
6. Are you having bank account?
a) Yes
b) No
7. If yes, then in which bank?
a) J&K bank
b) HDFC bank
c) Kotak bank
d) Bank of Baroda
e) Axis bank
f) Others
8. Are you aware of the financial services provided by J&K
bank?
a) Yes
b) No
c) May be
9. Which of the financial services have you used that are
provided by J&K bank?
a) Banking
b) Commodities
c) Insurance
d) Mortgage loan
e) Mutual funds
f) Private equity
g) Risk management
h) Credit card

70
10. Which kind of account do you have in J&K bank?
a) Saving account
b) Current account
c) Loan account
d) Fixed deposit account
e) Others
11. Are you satisfied with the savings account interest rate
and fixed deposit interest rate provided by J&K bank?
a) Yes
b) No
c) May be
12. Is it easy to reach out to J&K Bank's ATM or its branch in
your locality?
a) Yes
b) No
c) May be
13. Have you ever used J&K Banks's credit card service?
a) Yes
b) No
c) May be
14. Have you experienced loan services of J&K bank?
a) Yes
b) No
71
 c) May be
15. Have you ever experienced insurance services provided
by J&k bank?
a) Yes
b) No
c) May be
16. Are you satisfied with the services of J&k bank?
a) Yes
b) No
c) May be
17. If yes, then please rate your experience of the services
provided by J&K Bank?
1, 2, 3, 4, 5, 6, 7, 8, 9, 10
1 – Worst
10 – Excellent

72
Bibliography

73
Bibliography
 Chowdhury, T. A., & Ahmed, K. (2009).
 Performance Evaluation of Selected Commercial Banks
in Jammu.
 International Journal of Business and Management
 http://smallbusiness.chron.com/typesfinancialratios-
used-analyze-financial-performance-
 Analysis of Performance and Financial soundness.
 Research Journal of Finance and Accounting, 169-186.
 Van Horne, J. C., & Wachowicz Jr., J. M. (2005). “Financial
statement analysis (11th edition ed.).
 A, Chowdhury. “Politics, Society and Financial Sector
Reform in Jammu.”
 International Journal of Social Economies, vol. 4, pp.
963 – 988, 2002.
 “Banking Sector in Jammu: Its Contribution and
Performance.”
 Journal of Business Research, Jahangirnagar University,
vol. 3, pp. 16-33, 2001.
 R.K. Uppal. “Stability in Bank Income through Free-Based
Activities.”
 Journal of Information Management and Business
Review, vol. 1, pp. 1- 8, 2010.

74