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National Bank For

Agriculture And




NABARD is an apex development bank in

It has its headquarters based in Mumbai
(Maharashtra) and other branches are all
over the country.
It was established on 12 July 1982 by a
special act by the parliament.
Its main focus was to uplift rural India .
It has completed its 25 years on 12 July

Genesis contd

It has been accredited with the matters

concerned with policy, planning and

RBI sold its stake in NABARD to the Govt.

of India, which now holds 99% stake.

NABARD is active in developing financial

inclusion policy.

HISTORy of nabard.

Established to implement an act called

National Bank For Agriculture and Rural
Development passed in 1981.

It came to a conclusion of a new and

separate set-up. This paved the way for
establishment of NABARD.

It is one of the premiere agencies to provide

credit in rural areas.

NABARD is Indias specialized bank.


Committee to Review Arrangements for

Institutional Credit for Agriculture and Rural
Development(CRAFICARD) for the agriculture
sector by establishing a new bank.

NABARD is the result of this recommendation.

It was set up with an initial capital of Rs 100

crore, which was enhanced to Rs 2,000 crore.

Headquarters- Mumbai, Maharashtra.
Establishment- 12 July 1982.
Currency- Rupees
Reserves- Rs.812.20 billion (US$ 14 billion
as in 2007)
It has 28 Regional Offices and one Suboffice, located in the capitals of all the
states/union territories.

Chairman- Dr. Prakash


Each Regional Office[RO] has Chief General

Manager [CGMs] as its head.
And the Head office has several Top executives
Executive Directors[ED]
Managing Directors[MD]
The Chairperson.
It has 336 District Offices across the country,
It also has one Sub-office at Port Blair and one
special cell at Srinagar.
It also has 6 training establishments.

Organzation structure.

Salient features.
Facilitates credit flow for agriculture and
rural development
Strengthens rural credit delivery system
through institutional development measures
Supervises rural financial institutions (rural
co-operative banks and RRBs)
Promotes and supports policies, practices
and innovations conducive to agriculture
and rural development

Mobilizes resources from urban areas to

facilitate credit flow for rural development.

Promotes financial inclusion through the

largest microfinance movement of the world

Providing consultancy services to banks,

government and private enterprise.

Laying special emphasis on development of

tribal people.

Role and functions.

It also supports all other allied economic activities in rural


In discharging its role as a facilitator for rural prosperity

NABARD is entrusted with :

Providing refinance to lending institutions in rural areas

Bringing about or promoting institutional development

Evaluating, monitoring and inspecting the client banks

Besides this pivotal role, NABARD also:

A. Acts as a coordinator .
B. Extends assistance to the government,
theReserve Bank of India and other
organizations .
C. Offers training and research facilities for
banks, cooperatives and organizations.
D. Helps the state governments in reaching their
targets .
E. Acts as regulator for cooperative banks and

NABARD is an apex institution accredited with all

It is an apex refinancing agency for the institutions.
It takes measures towards institution building .
It co-ordinates the rural financing activities of all the
It prepares, on annual basis, rural credit plans for all
districts in the country.
It undertakes monitoring and evaluation of projects
refinanced by it.
Development of Women and Children in Rural Areas.

Education and training

For women.


NABARD has been organizing farmers club

in association with voluntary agencies in
rural areas.

These clubs are involved in educating the

tribal people.

NABARD focuses its activities on:

Credit functions, involving preparation of

potential-linked credit plans annually for all
districts of the country .
Development functions, concerning
reinforcement of the credit functions and
making credit more productive
Supervisory functions, ensuring the proper
functioning of cooperative banks and regional
rural banks

Major activities.
Preparing of Potential Linked Credit Plans for
identification of exploitable potentials under
agriculture and other activities available for
development through bank credit.
Refinancing banks for extending loans for
investment and production purpose in rural
Providing loans to State Government/Non
Government Organizations (NGOs)/Panchayati
Raj Institutions (PRIs) for developing rural

NABARD Highlights
NABARD recorded high levels of
performance in purveying rural credit
2011-12. The aggregate assets held by
NABARD rose to Rs. 1,82,300 crore a
on 31 March 2012, an increase of Rs.
23,500 crore compared to the position as
on 31 March 2011.

Refinance To Banks.

Refinance assistance was provided by NABARD to

cooperative banks and regional rural banks (RRBs)
during 2011-12 to disburse crop loans to farmers.

It touched an all-time high of Rs. 48,000 crore,

registering an increase of Rs. 14,000 crore or 41%
growth over the previous year.

The investment refinance provided to banks by NABARD

during 2011-12 for capital formation in agriculture and
allied sectors and for non-farm activities stood at Rs.
15,424 crore, registering an increase of Rs. 1,938 crore
or 14 % growth over last year.

RIDF To State Govts.

Another all-time high was achieved by NABARD under Rural

Infrastructure Development Fund (RIDF) by disbursing
Rs.14,970 crore during 2011-12.

It was Rs. 2,900 crore or 24% more than the disbursements

made to state governments during 2010-11.

Sanctions given by NABARD under the RIDF also increased to

Rs. 21,460 crore, which was over Rs.3,000 crore more than the
sanctions during the previous year (growth of 17%).

These loans are used by State governments to create

infrastructure in agriculture and allied sectors including
irrigation and power, rural connectivity through rural roads and
bridges, health, education, rural drinking water supply, etc.

future role of NABARd.

NABARD may document its achievements,

failures, aspirations, what contributed to
failure and success in the past 25 years.

With these ideas on table, five or six ideas

may be identified and a clear path may be
chalked out and a blue print for the next 25
years may be drawn.