Page 1 of 110

INTRODUCTION
The word BANK acts as the bridge between the people who needs money and
who have excess money with them. n the past! when barter system was in the
existence! at that time there is no any "se of money. B"t with changing in time! money
became the medi"m for each and every prod"cts as well as services. #ater on money
became very important tool for smooth r"nning of economy. $oney became the main
tool for every transaction.
%ith the passage of time! every b"siness is grown li&e anything and people need
to transfer their f"nd from one place to another place at '((s or '(((s of &ms far away
from each other. t ta&es time to transfer money physically by any bro&er or c"rrier
services. This creates necessity of one intermediate which ma&es this problem easy and
it gives birth to BANK.
n the initial stage! ban&s are generally provides services of transferring money
for which they have started. They are simply receives money who wants to save
and lend to those who ware in the need of it.
B"t with passage of time wor&ing of ban&ing sector got changed. Now a day it
becomes very important service sector. Ban&s have to perform vario"s activities
other than its basic activity.
They have to start other f"nction by which smooth r"nning of b"siness becomes
possible. The Ban&ing system has a significant role to play in the rapid growth
of the economy thro"gh planned efforts.
)esearch confirms that co"ntries with a well developed Ban&ing system grow
faster then those with a wea&er one.
Page 2 of 110
*verall one thing we have to accept that without efficient banking sector
todays corporate world can not exist and we can not deny the importance of
banks in current corporate world.
Page 3 of 110
BANKING STYTEM IN INDIA
n the N+A! the ban&ing system was started many years ago.
This system was started in the second or third cent"ry A.+.! $an"! the great ,ind"
-"rist! devoted a section of his wor& to deposits and advances and laid down r"les
relating to rates of interest to be paid or charged.
At that time the same activity was done at local level by any landlord person of the
village. .very town! big or small! had a Sheth also &nown as a /0hah1 or Shroff
who performed a n"mber of ban&ing f"nctions. ,e was respected by all sections of
people as an important citi2en. They were instr"mental in transferring f"nds from
place to place and doing collection b"siness mainly thro"gh Hu!"# an accepted
mode of transfer of money for commercial transactions. By the passage of time this
system was developed very rapidly.
n time of east ndia 3ompany "se of ban&ing sector was increased li&e anything.
n the wa&e of the 0wadeshi movement! a n"mber of ban&s with ndian management
were established in the co"ntry.
The P"n4ab National Ban& #td! was fo"nded in '567
The Ban& of ndia #td! in '6(8.
The 3anara ban& #td! in '6(8.
The ndian Ban& #td! in '6(9.
The Ban& of Baroda #td! in '6(5! and
The 3entral Ban& of ndia #td! in '6''.
After increased "se of ban&ing system! s"ggestions ware made that ndia sho"ld
have central ban&. And on the 8
th
$arch '6:; the )eserve Ban& of ndia started
f"nctioning with effect from '
st
April '6:7. Ban&ing )eg"lation Act was passed in
'6;6.
Page $ of 110

The ma4or participants of the ndian financial system are the commercial
ban&s! <inancial nstit"tions! encompassing term lending instit"tions! investment
instit"tions! speciali2ed financial instit"tions! and the state=level development ban&s!
Non=Ban& <inancial 3ompanies>NB<3s? and other mar&et intermediaries s"ch as
the stoc& bro&ers and moneylenders. The commercial ban&s and certain variants of
the NB<3s are among the oldest of the mar&et participants. The <s! on the other
hand! are relatively new entities in the financial mar&etplace.
Ban& means@@
A ban& is a financial intermediary! a dealer in loans and debt.
= C%"r&ro#e#
Accepting for the p"rpose of lending of investment of deposits of money from
p"blic repayable on demand or otherwise and withdraw able by cheA"es! +raft! order
or otherwise.
' I!"% B%(") Re)u*%t"o A&t 1+$+
Page , of 110
Page - of 110
TY.ES O/ BANK
Cetr%* B%( %! Moet%r0 Author"t0
Reserve Bank of India
Page 1 of 110
Apex ban&ing instit"tion
National
,o"sing
Ban&
.B$
Ban&
NABA)+
+B
0mall nd"strial
+evelopment Ban&
of ndia
Ban&ing nstit"tions
Private
0ector
P"blic 0ector
3o=operative Ban&s
).).B.
>)egional )"ral Ban&?
3ommercial Ban&s
#ocal Area
Ban&s
New
Ban&s
*ld
Ban&s
Nationali2ed Ban&s 0tate Ban& Cro"p
ndian <oreign
0"bsidiary
Ban&s
0B main

Itro!u&t"o of &o'o2er%t"3e 4%(
*ver the year the difference between co=operative ban&s D commercial ban&s has
bl"rred as they all have come "nder a common law. All prod"cts D services are offered by
co=operative ban&s are on the par with commercial ban&s! with a few exceptions related to
government b"siness.
n '6(; the co=operative movement started in ndia with a view to provide finance
to the agric"lt"rist at a low rate of interest. The co=operative society has to ta&e the place of
the money lenders D provide cheap loan to the farmers for prod"ctive p"rposes. .ven
tho"gh many types of co=operative societies have been started partic"larly for the artisans D
others! the most common form of s"ch societies deal in r"ral credits. And today co=operative
ban&s have started verities of services with different technologies.
0o! after having s"ch easy government policy! today many co=operative ban&s have
started in ndia. And they are catering to the all section of the society! D also today co=
operative sector has grown in all over the world! with globali2ation of the world they have
also started to implement new technologies D vario"s management tools. Now! they are in
same mar&et with all the other ban&s. 0o! by this way the co=operative ban&s are in the &ey
position in the economy.
As a form of organi2ation which procreations vol"ntary associate together on a
basis of eA"ality for the promotion of their economic interests.
-COO.ERATION .5ANNING COMMITTEE
1+$-
Page 6 of 110
.RINCI.5ES 7 CHARACTERISTICS
3aref"l analyses of the above definitions will reveal the following principles D
characteristics of co=operative organi2ation.
VOLUNT!" ##O$%T%ON &&'
3o=operative organi2ation is p"rely a vol"ntary association if individ"al who 4oin
together for betterment of their economic interest thro"gh collective efforts. A
member is at liberty to leave the organi2ation at any time D withdrawal his capital
by giving d"e notice. B"t it sho"ld be remembered that a member is not allowed to
transfer his shares to another person as fo"nd in the company organi2ation.
O()N *)*+)!#,%( &&'
$embership of co=operative organi2ation is open to all irrespective of religion caste!
color! creed! political affiliations belief D stat"s to which a person belongs. The
membership fees D the entrance fees are &ept relatively low so as to enable the
economically wea& to become the members.
E8UA5 9OTING RIGHTS ::'
.A"ality is the A"intessence of co=operative organi2ation. $embers have eA"al voice
in the management of it1s affairs with the "nderlying principle ;ONE /OR ONE
9OTE< ;
#)!V%$) *OT%V) &&'
t is mainly intended to goods first to it1s members D then to o"tsiders at profit the
primary aim of any co=operative organi2ation is to render service to its member. 0o
these are the primary motive or principles. There are other principles! co=operative
Page + of 110
Organizational
structure of
co-operative
banks
State
co-operative
bank
District
co-operative
banks
Primary
co-operative
banks
organi2ation has to follow those principles li&e state control! democratic
organi2ation etc.
T02e# of &o'o2er%t"3e 4%(#
The fo**o=") &h%rt #ho=") the or)%">%t"o%* #tru&ture of &o o2er%t"3e 4%(#<
Page 10 of 110
#TT) $O'O()!T%V) +N-# &&'
These ban&s are also &nown as apex ban& D are registered "nder co=operative
societies act E '6'F. n fact these ban&s are established to f"nction as a leading co=operative
financial instit"tion of the state offer co=operative societies sho"ld grow. The Apex ban&s
as they are called are they to render financial help as D when the co=operative societies are
in need of their help.
$)NT!L $O'O()!T%V) +N-# &&'
A district level of central co=operative ban&s is f"nctioning as a commercial ban& D
that too as an independent "nit. They are there in order to strengthen the co=operative
movement in the co"ntry. n fact these ban&s are the &ey lin& between people D apex ban&
D render val"able services to downtrodden D r"ral fol& in ta&ing them o"t of the financial
wood central co=operative ban&s get f"nds from >A? 0hare capital >B? +eposits >3?
<inancial help from state co=operative ban&s >+? 0tate ban& of ndia D >.? 3ommercial
ban&s. Their wor&ing capital is "s"ally provided by state government.
U!+N $O'O()!T%V) +N-# &&'
Page 11 of 110
Grban co=operative ban&s are organi2ed D established in towns on the pattern of
4oint E stoc& ban&s b"t are established "nder co=operative societies act E '6'F. <or f"nds
these ban&s depend on their own so"rces. ,owever central co=operative ban&s are helping
them in financially viable. 3entral co=operative ban&s are directly lin&s with the state co=
operative ban&s. Grban primary co=operative ban&s provide f"nds to r"ral fol& in easy terms
to help them in agric"lt"re wor& aid its development today they have started playing a
significant role in r"ral "pliftment. They are in t"ne with the government policies D
program.
RO5E O/ CO'O.ERATI9E BANKS
Now=a=days co=operative ban&s are progressing very fast then any commercial or
nationali2ed ban&s. The c"stomer service lending services D other ban&ing facilities given
to the society is being better than other ban&s. 0o people are also being attracted D
interested in co=operative ban&s.
The main aim of the ban& is to extend credit facilities to the small traders! wor&ers D
other middle class people. This ban& derive their f"nds for wor&ing partly thro"gh share
capital contrib"ted by the members D partly thro"gh deposits collected from members!
general p"blic D render "s"al ban&ing services. The liability of members is normally
"nlimited. This enables the society to raise f"nds from o"tside agencies D also enco"rages
member to ta&e &een interest in wor&ing of the society.
;If &o'o2er%t"3e f%"*# %t the"r =or(")? there ="** f%"* the 4e#t ho2e of I!"%@
Page 12 of 110
And it must succeed because co-operatives are really
For the people, of the people, by the people.

Page 13 of 110
REGISTRATION 7 5ICENSING
There sho"ld be co=ordination between the state co=operative department D )B for
the registration D licensing of "rban ban&s. Grban ban&s sho"ld b"ild "p their share capital
D reserve to the revised minim"m level with in period of : year which can be extendedly by
the )B to a f"rther period of F years whenever necessary.
<or organi2ation or "rban co=operative ban& in each state there sho"ld 4ointly s"rvey
local areas D identify the potential growth centers where "rban ban&s co"ld be organi2ed
once s"ch centers are located prominent person of the locality might be contacted to see&
their assistance for registration of the "rban ban&s. New ban&s are to be organi2ed in
bac&ward areas or by wea&er section of the comm"nity may not be able to collect the initial
minim"m share capital reA"ired for obtaining license. Covernment assistant in the form of
share capital contrib"tion for s"ch new ban&s may be eA"al to that collected by members.
These ban&s derive their f"nds for wor&ing partly thro"gh share capital contrib"ted
by the n"mbers D partly thro"gh deposits collected from members D non=members D
renders "s"al ban&ing services. The shares are of higher val"e. B"t the liability of the
member is limited to the extent to the shares hold by them.
.ROB5EMS O/ CO O.ERATI9E BANK
)ecovery problem
Technical problems
Problems regarding law
3omm"nication gap
Poor c"stomer services
Page 1$ of 110
#ac& of professional management
Page 1, of 110
!.$ +ank at /lance
INDEA
Page 1- of 110
SR NO< .ARTICU5AR .G<NO<
1 INTRODUCTION 21
2 MISSION 22
3 BANK .RO/I5E 21
$ ABARD 7 CERTI/ICATE 2+
, HISTORY 30
- 5OGO 33
1 5IST O/ BOD 3-
6 ORGANICATIONA5 STRUCTURE 3+
INTRODUCTION
The co=operative ban& of )a4&ot ltd. pop"larly &nown as !.$ bank is established
on 0121 "nder the strong! effective leader ship of one of the national co=operative hero
honor #hri Vithalbhai !addiya with the intention of s"rvive the common man.
The local intensity of the ban& in its c"stomer centric approach! hassle free exec"tion
of the decision D technologies are their main difference from commercial ban&s! also high
level of commitment at all levels of management D self committed gro"nd level staff ma&es
them different from other commercial ban&s.
At present )+3 ban& has achieved a &ey position in the mar&et of sa"rashtra. t has
':'H' >,.*?. in all over 0a"rashtra incl"ding main branch with the advanced technologies
and ed"cated staff! as it is said that@
;I the eDer)") &oD2et"t"3e 4u#"e## e3"roDet Co'o2er%t"3e
4%(# =ho %!here to #tr"&t f"%&"%* !"#&"2*"e< O*0 ="** #ur3"3e@
Page 11 of 110
COR.ORATE MISSION
0"rvive to the common man.
.nhance the val"e of share holders.
.merge as a symbol of p"blic tr"st D confidence by creating a positive image.
$aintain excellence in operation D management by bringing in transparency D
integrity.
+evelop D motivate h"man reso"rce there by c"ltivating professional c"lt"re in the
ban&ing operation.
.ns"re speedy D satisfactory c"stomer services thro"gh contin"o"s prod"ct
innovation D aggressive mar&eting strategies.
Page 16 of 110
Page 1+ of 110
Page 20 of 110
Page 21 of 110
.rof"*e of the CoD2%0
N%De of the CoD2%0 I )a4&ot district 3o=*perative Ban& #td.
Ye%r of e#t%4*"#hDet I '676
A!!re## I 0hree )a4&ot district 3o=*perative Ban& #td
-illa Ban& Bhavan!
Kast"rba )oad
)a4&ot == :8((('.
.hoe No< I (F5'=FF:'87(=7'=7F=7F.
Re)"#tere! Off"&e I 0hree )a4&ot district 3o=*perative Ban& #td.
-illa Ban& Bhavan!
Kast"rba )oad!
)a4&ot = :8((('.
Re)"#tr%t"o No. I F;6;(I'676
Be4ES"te I %%%.rdcban&.in
E'D%"* A!!re## I infoJrdcban&.in
/orD of or)%">%t"o I 3o=*perative #td.
Bor(") D%0# I $onday to 0at"rday.
Page 22 of 110
T"D") I '(I:( to 7I:(.
Bee(*0 Off I 0"nday.
Br%&he# I ':'H'>,.*? Branches
A&&out") Ye%r I '
st
April to :'
st
$arch.
Au!"tor I ).+.0hah
A&&out%t# I B.$.0angani.
.o*"&"e# of the B%( I Providing best service as per norms .nhancing
organi2ation1s
mage D A"ality contin"o"sly improving service A"ality.
Tot%* No< of ED2*o0ee# I 99'
*f which in ,.* I ''5
*f which in Branches I 87:
*f which trained I 7(9
Page 23 of 110
9"#"o?D"##"o 7 3%*ue#<
9ISION
To become!
Technologically 0trong
<inancially 0o"nd
All ndia Presence
Personali2ed 0ervices
Kal"e $aximi2ation
.mployee 0atisfaction
0&ill $aximi2ation
MISSION
Be the $ost Preferred Ban&
#everaging Technology
+evelop #ifelong )elationship
%ith 3"stomers
D
3reate Kal"e for
.mployees and 0ta&eholders
9A5UES
Together %e ProsperL
People are o"r most important asset.
At 3ooperative yo" will find modern facilities combined with old=fashioned=
co"rtesy. %e li&e to thin& of o"r c"stomers as friends. %e feel that the warm smile
of a teller or the helpf"l s"ggestion of a c"stomer service representative is what
&eeps c"stomers coming bac&.
5OGO
Page 2$ of 110
Page 2, of 110
5IST O/ BOARD O/ DIRECTORS
Sr <No NAME .OST
1 SHRI 9ITHHA5BHAI RADADIYA CHAIRMAN
2 SHRI GHANSHYAMBHAI KHATERIYA 9ICE CHAIRMAN
3 SHRI 9AGHGIBHAI BODA MANAGEING
DIRECTORFM<
D<G
$ SHRI MAGANBHAI GHONIYA DIRECTOR
, SHRI DR< DAYABHAI .ATE5 DIRECTOR
- SHIR AR9INDBAHI TAGDIYA DIRECTOR
1 SHRI CHAGANBHAI SOGITRA DIRECTOR
6 SHRI GORDHANBHAI DHAME5IYA DIRECTOR
+ SHRI MAGANBHAI 9ADA9IYA DIRECTOR
10 SHRI DINESHBHAI BHU9A DIRECTOR
11 SHRI HERDE9SHINBHAI HADEHA DIRECTOR
12 SHRI 5A5ITBHAI RADDIYA DIRECTOR
13 SHRI HERAMBHAI .ATE5 DIRECTOR
1$ SHRI .RA9INBHAI RAIYANI DIRECTOR
1, SHRI MAHMADHA9IDBHAI .IRHADA DIRECTOR
1- SHRI HERGIBHAI AHANI DIRECTOR
11 SHRI DR< YGNESHBHAI HOSHI DIRECTOR
16 SHRI DR< BA5UBHAI SARD9A DIRECTOR
1+ SHRI NANUBHAI 9AGHANI DIRECTOR
20 SHRI HARISHCHANDRASHIN HADEHA ASSISTANCE
DIRECTOR
21 SHRI MANSHUKHBHAI BHUT ASSISTANCE
DIRECTOR
22 SHRI HDSBHAI CHANDR9ADIYA ASSISTANCE
DIRECTOR
23 SHRI DIST< REGI< SAHKARI MANDA5I
RDCKOT
DIRECTOR
Page 2- of 110
ABARDS AND CERTI/ICATES
Page 21 of 110
A&h"e3eDet#
#ast 3$ year1s ban& is obtaining A"dit class ;A@.
Ban& is paying D%I"DuD !"3"!e! according to the previo"s of the act! since
last 1- 0e%r#<
Ban& has received five times in a raw the ;Be#t .erforD%&e A=%r!@ for its
better performance in all aspect of wor&ing at the state level along with the shield!
certificate of merits and cash pri2e from NABA)+.
Ban& is first in ndia for la"nching ;SD%rt K"#% Cre!"t C%r!@ from year F((;=
(7 as a additional facility to K33 holder.
Ban& has iss"ed 13+, swaro4gar credit card "nder NABA)+1s scheme.
This ban& is the first to la"nch ;M%h%*%(#hD" Se*f He*2 Cre!"t C%r!@ scheme
for the member of self help gro"p with the motto to getting loan smoothly from
the ban&.
Page 26 of 110
ORGANICATION CHART
Page 2+ of 110
CHAIRMAN
9ICE CHAIRMAN
DIRECTORS
MANAGING DIRECTOR
MANAGERS
.ERSSONA5
MANAGER
GENERA5
MANAGER
C5ERK C5ERK
.EON .EON

Page 30 of 110
Ser3"&e of The RDC B%(
t was a time when a f"nction of the ban&s limited to the collection saving from the
p"blic D lending to the people who are in of money. B"t in modern age! now it1s not li&e
that! in modern time ban&s have become the important part of colony d"e to the only
expansion in the f"nction. *ne reason for development in ban&ing f"nction is that the
developing of the mar&et means today1s competition D to maintain position in the mar&et
ban&s they have to develop their services. The modern f"nction or the services provided by
the ban&s are as follows.
To collect spare f"nds from people1s saving D pay them interest.
To ma&e these f"nds available to the b"sinessman D ind"strialist as loan D advance.
They charge interest from them.
They also help in assisting international trade by arranging exchange of c"rrency to
another one.
Ban&s render services for the welfare D development of wea&er section of the
society! they help in setting "p small ind"stries! cottage etc.
Ban&s help farmer to b"y tractors D other agric"lt"ral eA"ipments! middle class
people to b"y home appliances li&e T. K. D provide finance for ho"se.
n )+3 Ban& o"t of these services most of services are being served. Not only that
b"t also they are providing AT$ facility! 3ash card facility! +emand draft facility D
many other services.
Page 31 of 110
)+3 Ban& provides 0ervices li&e@
DE.OSITS:
3"rrent +eposits
0aving +eposits
Term +eposits
)ec"rring +eposits
5OANS:
TERM 5OANS:
$ortgage loans
0ec"red loans
Personal #oans
Kehicle #oans
,ome #oans
#oan to small scale
OTHER SER9ICES
#oc&er 0ystem
AT$ facility
AGRICU5TURA5 5OANS
$edi"m term loan
Ann"al credit plan
0mart Kishan 3redit 3ard
Page 32 of 110
DE.OSITS
1< CURRENT DE.OSIT
3"rrent acco"nt refers to reg"larity of transecting in acco"nt with in ban&ing ho"rs
on all wor&ing day. The ban&er1s liability in this regard is to honor all the demand of the
c"stomer to the extent to which his acco"nt shows a credit balance. t is beca"se of this
obligation c"rrent acco"nt deposit is &nown as ban&ers demand liability D in order to f"lfill
this liability they &eeps s"fficient cash ready every moment.
A c"rrent acco"nt is an acco"nt which is generally opened by b"sinessmen! companies!
instit"tes! corporations! ind"strialists etc.
%ho have h"ge wor&ing capital in their hand.
%ho are interested in &eeping money safe.
%ho transect with their ban&er daily.
%ho received and ma&e payment "s"ally thro"gh cheA"es.
%ho "tili2e the agency services of the ban&er freA"ently
%ho are engaged in large scale b"siness activity! social services and government
activities.
t present in !.$ +N- the condition of current account is as under.
No. of depositors total deposit amt. M of total deposit
'(!9;5 :(! :F! 95!:85.7F '(.76M
Page 33 of 110
2< SA9ING DE.OSIT
0aving deposit acco"nt is an ideal acco"nt or those who have money to save b"t who
can not advantageo"sly invest them any where else as their saving are not of m"ch
significance to the capital mar&et beca"se their saving are too small. This amo"nt is
therefore meant of smaller saver. The acco"nt is therefore enco"rages small saving and tries
to forge a saving habit in the general p"blic. The attit"de to save is important which this
acco"nt tries to create and th"s mobili2e s"ch small savings for greater social good saving
deposits acco"nt is for that section of society and p"t to fr"itf"l "tili2ation.
)estriction on with drawl of amo"nt.
)estriction on deposit of amo"nt.
Payment of interest.
Other features of sa3ing deposit&
Attractive )ate of interest >:.7M?
.asy proced"re for acco"nt opening.
sF; ho"rs ban&ing facility thro"gh their AT$ centers.
Personali2ed services D special facility by the way of telephonic inA"iry.
)eg"lar ban& statement is provided at home thro"gh post or .=mail.
Attractive comp"teri2ed passboo&.
No charges for saving acco"nt holder.
t present in !.$ +N- the condition of sa3ing deposit is as follows.
Page 3$ of 110
No. of depositors total deposit amt. M of total deposit
7(!:'; 9'!F:!;:!;8:.5: F;.59M
Page 3, of 110
3< TERM DE.OSIT
This acco"nt attracts those c"stomers who have money invest for a longer period b"t
do not want to ta&e m"ch of ris&. 0"ch person prefers to deposit with commercial ban&s for
a specified period at a specified rate of interest. The interest rate varies from one period to
another. A deposit of '7 days attracts a smaller rate of interest and deposits for 7 or more
years. The highest rate of interest. The period for which deposits are to be made depends
"pon the depositor himself. ,owever! once a decision is ta&en by the depositor any money
deposit "s"ally he is not allowed to withdrawal the same before the interest earned till that
date or accepts a lower rate of interest than stip"lated at the time of deposits.
t present in !.$ +N- the condition of the term deposits is as under.
No. of depositors total deposit amt. M of total deposit
99!97( '5F!5;!89!(((.(( 8:.5;M
Page 3- of 110
$< RECURRING DE.OSIT
To enco"rage reg"lar saving habits in the depositing p"blic the ban& in the co"ntry
provide an opport"nity to them to save reg"larly. According to their capacity and need and
earn more than what saving deposit acco"nts offers to them. The following are the main
feat"res of the rec"rring deposits.
The deposits are made every month of fixed amo"nt say )s. 7!'(!'7!F7 and so on.
The acco"nt can be transfer from one ban& to another in the co"ntry on reA"est by
c"stomer.
This acco"nt can be opened by every one competent to enter in to contract incl"ding
the minor one.
The acco"nt attract higher rate of interest.
The c"stomer is allowed to raise loan against his rec"rring deposit acco"nt to the
maxim"m limit of 97M of the deposit he has made till the date of raising the loan.
As far as concerned with rec"rring deposits at the !.$ +ank! than these are the features
are pro3ided to the recurring deposit holders.
.asy and simple acco"nt opening proced"re.
0peedy and timely services.
Acco"nt can be opened with any convenient amo"nt.

Page 31 of 110
5OANS
1< TERM 5OANS
t is one of the ma4or so"rces of debt finance for a long term pro4ect. Term loans are
generally repayable in more than a year b"t less than '( years. These loans are offered by all
ndian financial instit"tions. Term loans are generally sec"red thro"gh a first mortgage or by
way of deposit of title deeds of immovable properties.
<or the p"rpose of this loan is to invest in long term capital.
Ban& grants these loan F lacs to F7 lacs.
)ate of interest charged on this loan is '(M to ':M.
As a sec"rity a person has to mortgage any fixed assets whose reliable mar&et
val"e is eno"gh in proportion of loan.
2< MORTGAGE 5OANS
Any &ind or traders! b"sinessmen or an ind"strialist can get mortgage loan. Ban&
grants mortgage loan for the any p"rpose.
Ban& grants this type of loan )s. 7(!((( to maxim"m '( lacs. Ban& charges rate of
interest on this loan is 'F.7M to ':.7M.
A person who is gating mortgage loan he has to mortgage land! b"ilding or any other
fixed assets.
A person has to give reference of two people who are depositor in the )+3 Ban& as
g"arantors.
#oan repayment period is : years to 9 years.
Page 36 of 110
3< SECURED O9ERDRA/T
Any &ind of traders! b"sinessmen! personally! professional D ind"strialist can get
sec"red over draft.
Ban& grants sec"red overdraft for the p"rpose of f"lfillment or short term wor&ing
capital need in the b"siness.
Ban& grants this type of over draft )s. ' lacs to maxim"m '(( lacs. Ban& charged
interest on this over draft is '(.97M to ';M.
As a sec"rity a person has to mortgage any fixed assets whose reliable mar&et val"e
is eno"gh in proportion of over draft.
$< .ERSONA5 5OAN
Any locali2e person can get this loan.
Ban& grants personal loan for the p"rpose of p"rchase fridge! T. K.! washing
machine or any other thing which can be "sef"l for home management.
Ban& grants this type of loan )s. '(!((( to maxim"m 7(!((( or 9(M to 6(M of the
A"otation price of the prod"ct.
Ban& charges rate of interest on this loan is ''M.
Applicants need to ma&e s"ch doc"ments of p"rchase prod"cts of p"rchased prod"ct
in favor of the ban& as a sec"rity.
A person has to give reference of two people who are depositor in the )+3 Ban& as
g"arantors.
#oan repayment period is : years to 7 years.
,< 9EHIC5E 5OAN
Page 3+ of 110
Any &ind of traders! b"sinessmen! personally! professional or any person can get this
type of loan.
Ban& grants personal loan for the p"rpose of p"rchase old or new vehicle for
personal or b"siness "se.
Ban& grants this type of loan )s. '7!((( to maxim"m '(! ((!((( or 9(M to 6(M of
the A"otation price of the prod"ct.
Ban& charges rate of interest on this loan is ''M.
Applicants need to ma&e s"ch doc"ments of p"rchased vehicle in favor of the ban&
D in )T* applicant need to register as a hire p"rchased vehicle as a sec"rity.
A person has to give reference of two people who are depositor in the )+3 Ban& as
g"arantors.
#oan repayment period is : years to 9 years.
N"otation of vehicle! proof of g"arantor1s income >one time only?! )T* certificate
D other doc"ments are reA"ired with the application form.
Page $0 of 110
-< HOME 5OANS
Any locali2e person can get this loan.
Ban& grants personal loan for the p"rpose of p"rchase or to b"ild home.
Ban& grants this type of loan )s. '7!((( to maxim"m '7! ((!((( or 9(M to 6(M of
the price of the home.
Ban& charges rate of interest on this loan is ''.7(M.
Applicants need to ma&e s"ch doc"ments of p"rchased home in favor of the ban& D
ban& ta&es all the doc"ments as a sec"rity.
A person has to give reference of two people who are depositor in the )+3 Ban& as
g"arantors.
#oan repayment period is : years to '7 years.
Application form! other doc"ments specified in the application form and if an
applicant want to mortgage any assets than he need to give whole file of that assets
and title report thro"gh advocate approved by ban& only proof of g"arantor1s income
>one time only?.
1< 5o% to SD%** S&%*e I!u#tr"e#:
A person who has his own b"siness and wants to start his own b"siness as a small
scale sector can get this &ind of the loan for the p"rpose of f"lfillment of the short term
wor&ing capital needs or to p"rchase new machineries or so on. A b"sinessman can get loan
' lacs "p to F7 lacs and a person has to repay the loan in installment which sho"ld have
already been decided. n case credit can withdraw money if there is no money in his
acco"nt. Ban& grants this loan against the raw material stoc&! and any mortgage properties.
The ins"rance of the stoc& and mortgaged properties is ta&en by the ban& as a sec"rity. )ate
of interest on this loan '' to '7M.
Page $1 of 110
OTHER /ACI5ITY
1< S%fe De2o#"t 9%u*t F*o&(er f%&"*"t0G
At )+3 ban& there is a proper loc&er department at gro"nd floor here loc&er facility
has been providing to the c"stomer. 3"stomer can &eep all the ornaments! important
doc"ments and many other papers and many things. <or every ban& this facility is become
4"st li&e primary f"nction and for providing best c"stomer service )+3 ban& is managing
this service too.
Any shareholder or depositor can easily get their personal loc&er of ban&. There are
mainly three types of loc&ers at )+3 ban& 0mall si2e loc&er! $edi"m si2e loc&er! and large
si2e loc&er. And for to maintain best services )+3 ban& has different department and
eno"gh staff for loc&er department. +ifferent charges and deposits for different loc&er are as
"nder.
T02e# of *o&(er Ye%r*0 ret De2o#"t
0mall F(( 7(((
#arge :(( '7(((
$edi"m F7( '((((
Page $2 of 110
2< ATM /ACI5ITY
AT$ has given a new dimension to ban&ing by giving rise to self service ban&ing.
3"stomer have long been constrained by conventional ban&ing services which have been
characteri2ed generally by fixed location and fixed timing on the other hand. 3"stomers not
desiring to &eep m"ch money on them expect their money to be available to them.
%henever and wherever they need money! F; ho"rs ban&ing services is available for any
time. AT$ can be "sed for withdrawal of cash. <or )+3 ban& it is a matter of great pro"d
that it is pioneer in introd"cing AT$ in the entire 0a"rashtra region in 3o=*perative
ban&ing sector. At present )+3 ban& has fo"r AT$. By this AT$s any c"stomer can easily
withdrawal maxim"m '(((( per day.
Page $3 of 110
AGRIU5TURA5 5OANS
1< 5o%#
Gnder g"ide of government of ndia for the p"rpose of agric"lt"re development the
ban& has decide to dabble there loans within three years for this p"rpose "nder >K33?
Kishan credit card the ban& have pass loan of )s. 8;9.'; 3rores and NABA+ have s"pport
of )s. '8( 3rores.
2< Me!"uD terD A)r"&u*ture 5o%<

As per the reA"irement of farmer which needs li&e! irrigation! 0!)!T.* 3attle land
p"rchase the ban& have pass )s. :F.9( crores and other tractor 9 trailer #oan of )s. ;;
crores.
Page $$ of 110
3< Au%* &re!"t 2*%
As per the g"iding of reserve ban& of ndia. The target for loan in district of )s.
'6'(.'6 3r. -"st )+3 ban& target was )s. '((7.;' 3r. This was almost higher than half.
$< SD%rt K"#h% Cre!"t C%r! >K33?

%ithin the co=operative ban& in o"r co"ntry )a4&ot +istrict 3o=*perative ban& is
first who have started this facility. n this K33 the farmer can get emergency loan "p to
'(.(((.
Page $, of 110
Page $- of 110
Page $1 of 110
INTRODUCTION
,"man reso"rces in any organi2ation! be it p"blic private of 3o=*perative constit"te
perhaps the most vital assets of that organi2ation. An organi2ation will fail if its h"man
reso"rces are not competent to exec"te the wor& assigned to them. There is no getting away
from fact that h"man reso"rces represent a s"bsystem which dominates all other s"b system
to the organi2ation.
$oreover! people are the only assets of an organi2ation that appreciate over a period
of time while all the other assets depreciate. The more an organi2ation is investing in h"man
reso"rces! the greater the ret"rn from the investment is li&ely to be and it has been rightly
pointed to in one of the boo&s of inter national 3o=*perative alliance The gains accr"ing
o"t of str"ct"ral reforms can be best capitali2ed only it the personnel maintained by the 3o=
*perative instit"tion are in a position to exec"te the policies effectively. This implies the
need and necessity of proficient and capable h"man reso"rces which is on e of the primary
aims of ht h"man reso"rce management.
According to national instit"te of personnel management of ndia Personnel
management is that part of management concerned with people at wor& and with their
relationship within the organi2ation it see&s to bring together men and women who ma&e "
an enterprise enabling each to ma&e his own best contrib"tion to it1s s"ccess both as an
individ"al as a wor&ing gro"p.
Page $6 of 110
H< R< .O5ICY AND .ROGRAMMES
)ecr"itment
0election
*rientation
Placement
.mployee rem"neration
Training D development
Promotion D transfer
1< RECRUITMENT
n case of )+3 ban&! the main so"rce of recr"itment is daily news paper
ad3ertisement.
They also recr"it employees by transfer and promotion. Cenerally as per the
recr"itment of the 4ob they give advertisement in newspaper and collect the pool of
application.
2< SE5ECTION
4#election of people is easy but selection of right people is difficult task.5
O4Je&t"3e of #e*e&t"o 2ro&e##:
+etermine whether the applicant meets the A"alification for a specific 4ob
To choose the applicant who is most li&ely to perform well in that 4ob.
Page $+ of 110
The selection proced"re of )+3 ban& is A"it simple. The stages of incl"ding in the
selection process are as follows.
Ne=# 2%2er %!3ert"#eDet
Re&e"2t of %22*"&%t"o
S&ree")
Arr%)eDet %! "ter3"e=
Se*e&t"o
.*%&eDet %! &of"rD%t"o
3< ORIENTATION
Thro"gh this process new employee can be aware of the atmosphere of the firm and
also can be familiar with the other employee.. n any organi2ation this process performs
very vital role beca"se this is the only process which can create better environment in the
organi2ation and a new comer can be aware abo"t his wor&ing condition! his area of
responsibility and everything abo"t organi2ation. Proper orientation process can be
beneficial to both! a new comer as well as organi2ation.
$< .5ACEMENT
*nce an employee has been selected he sho"ld be placed on a s"itable 4ob. P"tting
the right man at the right 4ob is as important as hiring the right person. Placement is a
process of assigning a specific 4ob to each one of the selected candidates. t involves
assigning a specific ran& of and responsibilities of an individ"al. t implies matching
reA"irement of a 4ob with the A"alification of a candidate.
n other words! placement is the determination of the 4ob which an accepted
candidate is to be assigned and his assignment to the 4ob. As )+3 ban& is very caref"l
abo"t this process. And one thing is that! at the time of reA"irement only they hire new
Page ,0 of 110
employees. 0o hire it is specified that for which 4ob they are recr"iting. After the final
selection! they have been mar&ing the 4ob of the new employee.
Page ,1 of 110
,< EM.5OYEE REMUNERATION
)em"neration is the compensation an employee receives in ret"rn for his or her
contrib"tion to the organi2ation. )em"neration occ"pies an important place in the life of an
employee. 0tandard of living of employee! states in the society! motivation! loyalty and
prod"ctivity depends "pon the rem"neration. <or the employee rem"neration is significant
beca"se of its contrib"tion to the cost of prod"ction. <or h"man reso"rce management!
rem"neration is the ma4or f"nction. The ,) specialist has a diffic"lt tas& of fixing wages
and wage differentials acceptable to employee and their leaders. There are mainly : three
components of employee rem"neration. These are as follows@..
1G B%)e# %! #%*%r0?
2G I&et"3e# %!
3G No Do"tor0 4eef"t#<
As far as )+3 Ban& is concerned P.) .$P#*O.. AK.)AC. 0A#A)O <*) T,.
O.A) F('(='' 0 :(;(((.
-< TRAINING 7 DE9E5O.MENT
Training is the process of increasing the &nowledge and a s&ill for doing a
partic"lar 4ob. The p"rpose of training is basically to bridge the gap between 4ob
reA"irement and present competence of an employee.
*n the other hand development is long term ed"cation process "tili2ing a
systematic and organi2ed proced"re by which managerial personnel learn concept"al and
the critical &nowledge for general p"rpose.
As far as it is a contin"o"s process there.)+3 ban& is wor&ing with advanced
technologies. At every step better training and development is reA"ired.
Page ,2 of 110
1< .ROMOTION AND TRANS/ER
$obility and flexibility in the wor&force are necessary to cope with the changing
reA"irement of an organi2ation. -ob changes provide necessary flexibility! employees move
from one 4ob to another one thro"gh transfer D promotion.
(romotion&'&
Promotion refers to advancement of an employee to a higher post carrying grater
responsibilities higher stat"s and better salary. t is the "pward movement of an employee in
the organi2ation1s hierarchy to another 4ob commanding grated a"thority higher stat"s and
better wor&ing condition the in case of the !.$ bank as it is $o'Operati3e sector they
ha3e to follow promotion policy of go3ernment is merit cum seniority in case of
promotion they are not independent too.
Transfer&&'
A transfer refers to a hori2ontal or literal movement of an employee from on a 4ob to
another in the same or organi2ation with o"t any significant change in stat"s any pay. t has
defined as A literal shift ca"sing movement of individ"al from one position to another.
Gs"ally witho"t involving any mar&ed change in d"ties as responsibility will needed of
compensation.
Page ,3 of 110
O+6)$T%V)#7.
To satisfy employee needs
To better "tili2e employees
To ma&e the employee more versatile
To ad4"st the wor& force
To p"nish employee
0o! the transfer is also important as far as concerned with )+3 ban& there is no
specific transfer policy b"t according to reA"irement and for convenience of the employee
they "se to ma&e transfer.
Page ,$ of 110
Page ,, of 110
INTRODUCTION
Today! mar&eting is spread in every field of li&e hospitals! services! goods even
politics and many more. n ban&ing sector too the importance of mar&eting also can not
meas"rable! still it has not developed in p"blic sector it is only limited to foreign ban&s and
private sector. The reason for s"ccess of foreign in ndia is only best mar&eting efforts.
Today in ban&ing sector there is a c"tthroat competition among p"blic sector! private sector
and foreign ban&.
$ar&eting is a h"man activity directs at satisfying the needs and wants of c"stomers!
there are five stages of ban& mar&eting firstly mar&eting g is advertising! sales promotion
and p"blicity! %hen all ban&s advertise and innovate! they loo& ali&e so! they sho"ld try to
position themselves differently! even thro"gh symbols! logos or aggressive advertising so
that the c"stomer can disting"ee between one ban& and another and finally mar&eting is
analy2ing! planning and control.
At )+3 ban& tho"gh there is no specific mar&eting department. for mar&eting of
different services b"t providing vest services to their c"stomers and getting good c"stomer
satisfaction! and doing s"ch efforts of mar&eting li&e promotion activities they are in
directly getting benefits of the mar&eting. Today they are also planning for s"ch contin"o"s
mar&eting efforts. And with in the few years they will have aggressive mar&eting
department.
Page ,- of 110
.ROMOTIONA5 ACTI9ITIES
Promotion tools are also essential in the ban&1s mar&eting mix. %e need personal
selling in c"stomer contact! development! and personal service. And so on. 0imilarly! ban&
mar&eting program need advertising as mass comm"nication tool. The ban& is a sponsor. t
sends a message to prospective b"yers >the a"dience? by means of a medi"m >The carrier of
the message?. An advertisement in ban& mar&eting is a promise: a promise of satisfaction to
prospects who b"y or "se the service offered by the ban& or who are willing to patroni2e the
ban&. Ban&s are "sing all media of advertisement s"ch as newspaper! radio television!
maga2ines etc.! for advertising their services and for getting the b"siness. Ban& mar&eting
also "ses sales promotion devices s"ch as point of p"rchase materials! advertising specialties
>ball pens! calendars! diaries! notes pads etc.? broch"res and boo&lets describing ban&
services! etc. a ban& has also to "se p"blic relation as mode of promotion to b"ild "p and
maintain its bright image in the comm"nity.
As far as it is concerned with promotion activity than )+3 ban& is not doing any
personal selling b"t ban& is believe in very strong goodwill and also best c"stomer
satisfaction they are "sing advertising they are giving their advertisement in news paper li&e
0andesh! C"4arat samachar etc. and also in ban&ing maga2ine and for p"blicity they are
organi2ing s"ch shows li&e recently they have organi2ed three b"g shows. <irst in $orvi
and second and third in )+3 with 0"nidhi 3ha"han and An" $ali& and second with great
Andnd $"rti C"r"ma. By this way be "sing very simple and less expenses tools of
mar&eting li&e advertising and p"blicity. They are getting goods response from society and
for )+3 ban& wor& of wor& of month is their best p"blicity.
Page ,1 of 110
Page ,6 of 110
CONTENTS
1G NT)*+G3T*N
2G <"nctions of <inance +epartment
3G <inancial +etail of )+3 Ban&
a. #ast <ive years growth
b. *wn f"nd growth
c. +eposit growth
d. nvestment growth
e. %or&ing capital growth
f. Profit growth
Page ,+ of 110
Itro!u&t"o
t is "niversally accepted thing that all economic activity is based on the p"rpose of
earning. 0o by considering this we can say that money or finance is in the center of the
world.
The finance in a modern b"siness world is the life blood of a b"siness. t is
impossible to imagine b"siness witho"t finance. 0o! it is said that B"siness men ta&e
money to ma&e money.
n the worlds of ,enry <eyol! <inance is li&e an arm! leg yo" "se it or loss it.
<inance provides base for the company. No company can r"n witho"t s"fficient finance. 0o!
if the organi2ation has money and it is managed properly the organi2ation gets more and
more money.
0o! finance management is necessary for any organi2ation and that is why financial
department comes into existence. n this department different financial manager perform the
activities regarding rising and "sing finance to operate the b"siness.
Page -0 of 110
/u&t"o# of /"%&e De2%rtDet
<inance department is mainly concerned with the inflow and o"tflow of f"nds. t
also handles all the vario"s acco"nts and their balances. t gives vario"s acco"nting effects
of the f"nds li&e debit! credit! advances etc. All the individ"al acco"nts are handed by the
branches i.e. it loo&s after the c"stomers1 deposits and withdrawals and in t"rn the same has
to be reported to the ,ead *ffice which loo&s after the branches1 acco"nts. <ollowing are
the main f"nctions of <inance department.
De2o#"t:
The money deposited by the c"stomers of the ban&s into their respective acco"nts is
&nown as +eposits. This f"nction is done by F types of acco"nts.
B"th!r%=%*:
$oney ta&en by the c"stomer from their respective acco"nts is &nown as
%ithdrawal. $oney can be withdrawn by "sing 3heA"es! ++s! AT$ card etc.
Re&o3er0:
)ecovery management consist of the f"nctions and activities the ban& carries o"t
acA"ire bac& what the ban& has advanced with principal amo"nt as well as interest on the
same. 0o it is recovery of what the ban& has advanced to loanee for carrying o"t their
p"rposePob4ectives of ta&ing a loan.
5%#t /"3e 0e%r# )ro=th of RDC 4%( #ho=") " the &h%rt
Page -1 of 110
/"%&e )ro=th &h%rt
+ate Amt in crores
:'P(:P(9 9:'
:'P(:P(5 977
:'P(:P(6 6(:
:'P(:P'( 6'8
:'P(:P'' ''F9
Page -2 of 110
O= fu! )ro=th &h%rt
+ate Amt in crore
:'P(:P(9 ':(
:'P(:P(5 '(6
:'P(:P(6 '::
:'P(:P'( ';'
:'P(:P'' '56
Page -3 of 110
De2o#"t )ro=th &h%rt
D%te ADt " &rore
:'P(:P(9 965
:'P(:P(5 65F
:'P(:P(6 ':88
:'P(:P'( ';78
:'P(:P'' '975
Page -$ of 110
I3e#tDet )ro=th &h%rt
D%te ADt " &rore#
:'P(:P(9 ;9'
:'P(:P(5 898
:'P(:P(6 8:6
:'P(:P'( 5F(
:'P(:P'' '':;
Page -, of 110
Bor(") &%2"t%* )ro=th &h%rt
D%te ADt " &rore#
:'P(:P(9 'F79
:'P(:P(5 ';55
:'P(:P(6 F(:'
:'P(:P'( '5:F
:'P(:P'' F';5
Page -- of 110
.rof"t )ro=th &h%rt
D%te ADt " &rore#
:'P(:P(9 9.97
:'P(:P(5 F'.((
:'P(:P(6 ':.7(
:'P(:P'( ':.7(
:'P(:P'' ':.7(
Page -1 of 110
Page -6 of 110
STRENGTHS
Net NPA Qero since inception.
Professional management D 3o=*perate team spirit.
0trong Brand eA"ity.
<"lly comp"teri2ation and A"tomation.
)espectable ran&ing and position in C"4arat1s top 3o=*perative ban&s.
Profitability and so"nd liA"idity.
Branches in all most developed parts of sa"rashtra.
BEAKNESS
#ac& of mar&eting expertise.
#ac& of modern management concepts.
0ometimes comm"nication gap is fo"nd which signs lac& of professionalism.
#ac& of sched"led stat"s which may affect expansion of their b"siness.
#ower vol"me of advances d"e to higher rate or interest.
0trong need for a more disciplines! smooth and sophisticated.
.nvironment for wor&ing and c"stomer service.
Page -+ of 110
O..ORTUNITIES
Ceneral ins"rance b"siness at higher level.
No. of branches can be increased in all overall state.
After getting sched"led stat"s we may apply m"lti state ban& to expand their
b"siness.
ntrod"ction of vario"s retail services.
Tax cons"ltancy can be provided by "sing the s&ills of the professional personnel
and experienced seniors.
THREATS
3onfidence crises in the co=operative ban&ing sector can dist"rb the ban&1s progress.
3hanges in govt. r"les and reg"lation.
3"t throat competition and entry of new foreign ban& and its so"nd financial
str"ct"re.
Page 10 of 110
Page 11 of 110
INTRODUCTION
.very b"siness needs adeA"ate liA"id reso"rces in order to maintain day=to=day cash
flow. t needs eno"gh cash to pay wages and salaries as they fall d"e and to pay creditors if
it is to &eep its wor&force and ens"re its s"pplies. $aintaining adeA"ate w.c is not 4"st
important in the term! s"fficient liA"idity m"st be maintain in order to ens"re the s"rvival of
the b"siness in the long term as well. .ven a profitable b"siness may fall if it dose not have
adeA"ate cash flow to meet its liability as they fall d"e. Therefore! when b"siness ma&e
investment decisions they m"st not only consider the financial o"tlay involved with
acA"iring the new machine or the new b"ilding! etc! b"t m"st also ta&e acco"nt of the
additional c"rrant assets that are "s"ally involved with any expansion of activity. ncreased
prod"ction tends to engender a need to hold additional stoc&s of raw materials and wor& in
progress. ncreased sales "s"ally mean that the level of debtor will increase. A general
increase in firm1s scale of operation tends to imply a need for greater levels of cash.
By minimi2ing the amo"nt of f"nd tied "p in c"rrent assets! firm are able to red"ce
financing costs and increase the f"nds available for expansion. The importance of efficient
wor&ing capital management is indisp"table. B"siness viability relies on its ability to
effectively manage receivables! inventory! and payables. By minimi2ing the amo"nt of
f"nds tied "p in c"rrent assets firm are able to red"ce financing costs and increase the f"nd
available for expansion. $"ch managerial effort is p"t into bringing non optim"m levels of
c"rrent assets and liabilities bac& toward their optimal levels. The definition of wor&ing
capital is fairly simpleR it is the difference between an organi2ation1s c"rrent and its c"rrent
liabilities.
Page 12 of 110
Bor(") &%2"t%* "# the !"ffere&e 4et=ee &urret %##et# %! &urret
*"%4"*"t"e#:
Working Capital
Curret %##et# &urret *"%4"*"t"e#
3ash 0hort=term +ebts
$ar&etable sec"rities 3"rrent Portion of long term
debt
Acco"nts )eceivables Acco"nts payables
nventory Accr"ed #iabilities
Prepaid .xpenses
Page 13 of 110
NEED /OR BORKING CA.ITA5
0"ppliers or the mar&et normally dictates the d"ration of the trade payables period in
general. Therefore it may not match the c"rrent asset t"rnover period. n addition the
conversion of c"rrent assets into cash may be deferred or Bad +ebts may occ"r.
Technically! this is referred to as the operating or cash cycle. The operating cycle
can be said to be at the heart of the need for working capital. The continuing flow from
cash to suppliers8 to in3entory8 to accounts recei3able and back into cash is what is called
the operating cycle. n other words! the term cash cycle refers to the length of time
necessary to complete the following cycle of eventsI
'. 3onversion of cash into inventoryR
F. 3onversion of inventory into receivableR
:. 3onversion of receivables into cash.
Page 1$ of 110
The
o2er%t") &0&*e &o#"#t# of three 2h%#e#<
(hase % = 3ash gets converted into inventory. This incl"des p"rchase of raw materials!
conversion of raw materials into wor&=in=progress! finished goods and finally the
transfer of goods to stoc& at the end of the man"fact"ring process.
(hase %% = nventory is converted into receivables as credit sales are made to c"stomers.
<irms! which do not sell on credit! obvio"sly not have phase of the operating
cycle.
(hase %%%= n the last phase represents the stage when receivables are collected. This phase
completes the operating cycle. Th"s! the firm has moved from cash to inventory! to
receivables and to cash again.
SOURCES O/ BORKING CA.ITA5
Sour&e# of %!!"t"o%* =or(") &%2"t%* "&*u!e the fo**o="):
.xisting cash reserves
Profits >when yo" sec"re it as cashS?
Page 1, of 110
Payables >credit from s"ppliers?
New eA"ity or loans from shareholders
Ban& overdrafts or lines of credit
#ong=term loans
f yo" have ins"fficient wor&ing capital and try to increase sales! yo" can easily over=stretch
the financial reso"rces of the b"siness. This is called overtrading. .arly warning signs
incl"deI
Press"re on existing cash
Ban& overdraft exceeds a"thori2ed limit
0ee&ing greater overdrafts or lines of credit
Part=paying s"ppliers or other creditors
Page 1- of 110
INTRODUCTION
Page 11 of 110
Research means to collect the data & Analysis it with the help of a
graph, Tabulation etc. & gives some finding which is useful to the Researcher
& other needy people in their research project
,ere! have collect secondary data of last wor&ing capital. have collected last :
ann"al reports D financial statement >BP0! P D # AP3? of the sampled "nit is reA"ired to
calc"late the )atio of the sampled "nit. have also analysis wor&ing capital of the sample
"nit.
This information gives A"ite "sef"l information to the sampled "nit to improve their position
as well as to the investor for investing their money in the )+3 BANK.
Page 16 of 110
TIT5E O/ THE RESEARCH .ROB5EM
A research problem! in general! refers to some diffic"lty! which a researcher
experiences in the context of either a theoretical or practical sit"ation and wants to obtain a
sol"tion for the same.
Title of the research problem is 9orking capital analysis of !.$ +ank5. %hy
choose this topic! as we all &now that wor&ing capital is the main so"rce of every ban& and
it is "sed to f"lfill the ro"tine reA"irement of the ban&. And the reason behind to choose the
)+3 ban& is that it is one of the largest nationali2ed ban& in ndia.
Page 1+ of 110
OBHECTI9ES O/ RESEARCH
The first and foremost step of a researcher is to identify the research ob4ective! so
that it can become easy for the researcher to achieve the goal and might solve the research
problem based on the ob4ective. The p"rpose of research is to discover answers to A"estions
thro"gh the application of scientific proced"res. The main aim of research is to find o"t the
tr"th which is hidden and which has not been discovered as yet. Tho"gh each research st"dy
has its own specific p"rpose! we may thin& of research ob4ectives as falling into a n"mber of
following broad gro"pingsI
'. To do analysis of %or&ing capital of )+3 Ban&
F. To &now the stability and profitability of ban&.
:. To &now the liA"idity position of the ban&.
Page 60 of 110
CO55ECTION O/ DATA
There are only two way to collect the data.
.r"D%r0 D%t%
Primary data are those which are collected for the first time and happen to be
original
Se&o!%r0 D%t%
0econdary +ata are those which have already been collected by someone else and
p"blished somewhere
METHOD O/ .RIMARY DATA
1< N"estionnaire method
2< *bservation $ethod
3< nterview $ethod
SECONDARY DATA
Before "sing secondary data researcher m"st ta&e care of the following pointsI
'. )eliability of data
F. 0"itability of data
:. AdeA"acy of data
SOURCES O/ SECONDARY DATA
1< Iter%* Sour&e#
.mployee
Page 61 of 110
nternal experts
0"ppliers
ntermediaries
2< EIter%* Sour&e#
Covernment p"blication
3ommercial
nd"stry specific so"rces
METHODO5OGY O/ THE RESEARCH STUDY
M%"*0 "t &ot%"# t=o t02e#:
'. Acco"nting tools
F. 0tatistical tools
A&&out") too*# "&*u!e the fo**o=") &o&e2t#<
'. 3ash flow statement
F. <"nd flow statement
:. 3omparative 0tatement Analysis
;. Trend=percentage Analysis
7. )atio Analysis
St%t"#t"&%* too*# "&*u!e the fo**o=") &o&e2t#.
'. $ean
F. $ode
:. $edi"m
0. $hi's:uare Test
F. T Test
:. Craphical method
Page 62 of 110
;. AN*KA Test
s % am doing research work on working capital analysis of !.$ +ank so % am
only focusing on the statistical tools of chi's:uare test as explained below.
,ypothesis is "s"ally considered as the principal instr"ment in research. ts main
f"nction is to s"ggest new experiments and observations. n fact! many experiments are
carried o"t with the deliberate ob4ect of testing hypothesis. +ecision=ma&ers often face
sit"ations wherein they are interested in testing hypothesis on the basis of available
information and then ta&e decisions on the basis of s"ch testing. Th"s hypothesis testing
enables "s to ma&e probability statements abo"t pop"lation parameters. The hypothesis may
not be proved absol"tely! b"t in practice it is accepted if it has withstood a critical testing.
HY.OTHESIS ISK<<
'. Theory! s"ggestion! proposition! g"ess! ass"mption
F. Ass"mption or s"pposition to be proved or disproved >a A"estion to resolve?
RESEARCH DETAI5S
Metho! of !%t% &o**e&t"oI secondary method
Sour&e of !%t% &o**e&t"oI nternal so"rce
Re#e%r&h !%t%: : years F2006'0+? 0+'10? 10'11G ann"al report of
the ban&.
S%D2*") Detho!: simple random sampling
Metho!o*o)0 of re#e%r&h #tu!0I statistical method
Page 63 of 110
Co&e2t of #t%t"#t"&%* Detho!: chi sA"are test
H02othe#"# of re#e%r&h:
N"ll hypothesis H0I There is o #")"f"&%t !"ffere&e between &%#h 7
eI2e#e#
Of RDCB to Bor(") &%2"t%*<
Alternate hypothesis: H%I There is % #")"f"&%t !"ffere&e between &%#h 7 eI2e#e#
Of RDCB to Bor(") &%2"t%*<

Page 6$ of 110
Page 6, of 110
INTRODUCTION
As we &now that wor&ing capital is the difference between the c"rrent Assets and
c"rrent #iabilities. n )+3 Ban& c"rrent Assets is high compare to the c"rrent liabilities.
3"rrent assets are increase day by day. 0o this sit"ation is good for the ban&. <or this
sit"ation we ass"me that ban& is get highly sit"ation in the mar&et.
Page 6- of 110
A..5ICATION O/ CHI S8UARE TEST
The chi=sA"are test is an important test amongst the several tests of significance
developed by statisticians. 3hi=sA"are! symbolically written as TF >Prono"nced as 3hi=
sA"are?! is a statistical meas"re "sed in the context of sampling analysis for comparing a
variance to a theoretical variance. t can also be "sed to ma&e comparisons between
theoretical pop"lations and act"al data when categories are "sed. Th"s! chi=sA"are test is
applicable in large n"mber of problems. The test is! in fact! a techniA"e thro"gh the "se of
which it is possible of all researchers toI
test the goodness of fitR
test the significance of association between two attrib"tes! and
Test the homogeneity or the significance of pop"lation variance.
The forDu*% for the &h"'#Lu%re "#: '
M2N s O ;n'0<
(
Page 61 of 110
BORKING CA.ITA5

HY.OTHESIS TESTING
Page 66 of 110
.ERTICU5ARS F((5=(6 F((6='( F('(=''
Curret %##et#
3ash :8!:9!;8!6:8 :(!F9!78!;'8 :7!75!8(!76;
Balance in other Ban& 7!;F!77!86!'86 8!96!(F!;6!;F8 9!F6!5:!9'!F((
Assignment for "npaid
wor&ers dhiran
:!F5!7F!59( :!(7!67!;F' F!88!68!:(:
nterest receivables F8!8F!';!86F :7!9:!68!:96 F5!99!(;!:6(
#oan o"tstanding 9!77!;5!5F!'7' 6!('!F5!9:!7:5 6!'7!'5!(;!579
Bills for receivables 68!86!((: '!5(!:5!:'5 '!F(!;F!79(
Tot%* FAG 13?-,?2+?3$?623 1-?,1?1+?0+?,00 11?13?2$?1+?+11
Curret *"%4"*"t"e#
Borrowing :!;7!(:!FF!((( :!:;!65!9:!7(( '!9F!::!86!F((
Bills for collection 68!86!((: '!5(!:5!:'5 '!F(!;F!79(
nterest paid on loan F!(:!F6!866 F!':!95!'57 5;!9;!7:7.((
*ther liabilities '8!F;!56!7:9 :9!F7!7(!9(7 :(!8:!77!5:7
Assignment for "npaid ban&
interest
F:!:;!579 F'!'8!'7: '8!:'!(95
Assignment for "npaid
wor&ers dhiran
:!F5!7F!59( :!(7!67!;F' F!88!68!:(:
Tot%* FBG 3?-1?1+?+1?+-1<60 3?1+?$,?,2?26$<1- 2?01?6,?-+?,23<1$
Bor(") &%2"t%* FA'BG +?+1?$+?3-?6,,<+0 12?11?13?,1?21-<2
0
1,?0,?3+?10?3+$<10
CHI'S8UARE TEST
1< CASH BITH RDC BANK TO BORKING CA.ITA5
H0I There is o #")"f"&%t !"ffere&e between C%#h ="th RDCB to Bor(") C%2"t%*<
H1I There is #")"f"&%t !"ffere&e between C%#h ="th RDCB to Bor(") C%2"t%*<
CoD2ut%t"o of te#t #t%t"#t"&#:
Ye%r A
F((5=(6 :.87M
F((6='( F.:5M
F('(='' F.:8M
Oear B >B=B? >B=B?F
B U F.5(
F((5=(6 :.87M (.57 (.9FF7
F((6='( F.:5M =(.;F (.'98;
F('(='' F.:8M =(.;; (.'6:8
T*TA# 5.:6M (.(( '.(6F7

M2N s O ;n'0<
(
s N P FA"'AG
F'1G
Page 6+ of 110
U '.(6F7
>:='?
U (.7;8:
pN ESTIMATED 9A5UE U F.5 U :
M2N s O ;n'0 <
(

U (.7;8: >:='?
:
N 0<3-$2
De)ree of /ree!oD: N Fn='?
U >:='?
U F
5e3e* of S")"f"&%&e: 7 M
Cr"t"&%* 9%*ue: At level of 7 M significance critical val"e is ,<++1


Co&*u#"o:
$ritical Value = $alculated Value.
,ere the calculated 3alue of chi=sA"are is >.?@AB and the critical 3alue at 7M level of
significance is 2.110. ,ence ta&en sample accepted region n"ll hypothesis is
accepted.
2< BA5ANCE IN OTHER BANK BITH RDC BANK TO BORKING CA.ITA5
Page +0 of 110
H0: There is o #")"f"&%t !"ffere&e between 4%*%&e# " other 4%( ="th RDCB to
Bor(") C%2"t%*<
H1I There is #")"f"&%t !"ffere&e between 4%*%&e# " other 4%( ="th
RDCB to =or(") &%2"t%*<
CoD2ut%t"o of te#t #t%t"#t"&#:
Ye%r A
F((5=(6 7;.:6M
F((6='( 7:.:6M
F('(='' ;5.;5M
Oear B >B=B? >B=B?F
B 7F.(6
F((5=(6 7;.:6M F.: 7.F6
F((6='( 7:.:6M '.: '.86
F('(='' ;5.;5M =:.8 'F.68
T*TA# '78.F8M (.(( '6.6;

CBD s O ;n'0<
(
Page +1 of 110
s N P FA"'AG
F'1G
U '6.6;
>:='?
U 6.69
pD ESTIMATED 9A5UEU 7F.(6 U 7F
TFU s O ;n'0<
(

U6.69 >:='?
7F
U 0 <36
De)ree of /ree!oDI U >n='?
U >:='?
U F
5e3e* of S")"f"&%&eI U 7 M
Cr"t"&%* 9%*ue: At level of 7 M significance critical val"e is ,<++1

Co&*u#"o:
$ritical Value = $alculated Value.
,ere! the calculated 3alue of chi=sA"are is >.?E and the critical 3alue at 7M level of
significance is 2.110. ,ence ta&en sample accepted region. 0o! n"ll hypothesis is
accepted<
Page +2 of 110
3< INTREST RECEI9AB5E BITH RDC BANK TO BORKING CA.ITA5
H0I There "# o #")"f"&%t !"ffere&e between "tere#t re&e"3%4*e ="th RDCB to
Bor(") C%2"t%*<
H1I There is #")"f"&%t !"ffere&e between "tere#t re&e"3%4*e ="th RDCB to Bor(")
C%2"t%*<
CoD2ut%t"o of te#t #t%t"#t"&#:
Ye%r A
F((5=(6 F.89M
F((6='( F.5'M
F('(='' '.6'M
Oear B >B=B? >B=B?F
B UF.;8
F((5=(6 F.89M (.F' (.(;
F((6='( F.5'M (.:7 (.'F:
F('(='' '.6'M =(.77 (.:(:
T*TA# 9.:6M (.(( (.;88

M2N s O ;n'0<
(
Page +3 of 110
s N P FA"'AG
F'1G
U (.;88
>:='?
U (.F::
pD ESTIMATED 9A5UE D F.;8 U F
M2U s O ;n'0<
(

U (.F:: >:='?
F
U (.F::
De)ree of /ree!oD: U >n='?
U >:='?
U F
5e3e* of S")"f"&%&eI U 7 M
Cr"t"&%* 9%*ue: At level of 7 M significance critical val"e is ,<++1

Co&*u#"o:
$ritical Value = $alculated Value.
,ere! the calculated 3alue of chi=sA"are is >.B?? and the critical 3alue at 7M level of
significance is 2.110. ,ence ta&en sample accepted region n"ll hypothesis is
accepted.
Page +$ of 110
$< BORROBING BITH RDC BANK TO BORKING CA.ITA5
H0I There is o #")"f"&%t !"ffere&e between 4orro=")# ="th RDCB to
Bor(") &%2"t%*<
H1I There is #")"f"&%t !"ffere&e between 4orro=") ="th RDCB to
Bor(") &%2"t%*<
CoD2ut%t"o of te#t #t%t"#t"&#:
Ye%r A
F((5=(6 :;.76M
F((6='( F8.:;M
F('(='' ''.;7M
Oear B >B=B? >B=B?F
x UF;.':
F((5=(6 :;.76M '(.;8 '(6.;'
F((6='( F8.:;M F.F' ;.55
F('(='' ''.;7M ='F.85 '8(.95
T*TA# 9F.:5M (.(( F97.(9

2= s F;n'0<
(
Page +, of 110
s N P FA"'AG
F'1G
U F97.(9
>:='?
U ':9.7;
pD ESTIMATED 9A5UE D F;.': U F;
M2N s O ;n'0<
(

D ':9.7; >:='?
F;
N 11<$-
De)ree of /ree!oDI U >n='?
U >:='?
U F
5e3e* of S")"f"&%&eI 7 M
Cr"t"&%* 9%*ue: At level of 7 M significance critical val"e is ,<++1

Co&*u#"o:
$ritical Value G $alculated Value.
,ere! the calculated 3alue of chi=sA"are is 00.A@ and the critical 3alue at 7M level of
significance is 2.110. ,ence! ta&en sample fall in accepted region so hypothesis is
reHected.
Page +- of 110
,< INTREST .AID ON 5OAN BITH RDC BANK TO BORKING CA.ITA5<
H0I There is o #")"f"&%t !"ffere&e between "tere#t# 2%"! o *o% ="th
RDCB to =or(") &%2"t%*<
H1I There is #")"f"&%t !"ffere&e between "tere#t ="th RDCB to
Bor(") &%2"t%*<
CoD2ut%t"o of te#t #t%t"#t"&#:
Ye%r A
F((5=(6 (.F:M
F((6='( F.F;M
F('(='' (.F(M
Oear B >B=B? >B=B?F
B U(.';
F((5=(6 (.F(M (.(8 (.((:8
F((6='( (.'9M (.(: (.(((6
F('(='' (.(8M =(.(5 (.((8;
T*TA# (.;:M (.(( (.('(6

CBD s F;n'0<
(
Page +1 of 110
s N P FA"'AG
F'1G
N (.('(6
>:='?
U (.((77
pU ESTIMATED 9A5UE U (.';
CBU s O ;n'0<
p

U(.((77 >:='?
(.';
N 0<01+
De)ree of /ree!oD: U >n='?
U >:='?
U F
5e3e* of S")"f"&%&eI 7 M
Cr"t"&%* 9%*ue: At level of 7 M significance critical val"e is ,<++1

Co&*u#"o:
$ritical Value = $alculated Value.
,ere! the calculated 3alue of chi=sA"are is >.>I1 and the critical 3alue at 7M level of
significance is 2.110. ,ence ta&en sample accepted region n"ll hypothesis is
accepted.
Page +6 of 110
-< OTHER 5IABI5ITY BITH RDC BANK TO BORKING CA.ITA5<
H0I There is o #")"f"&%t !"ffere&e between other *"%4"*"t"e# ="th
RDCB to =or(") &%2"t%*<
H1I There is #")"f"&%t !"ffere&e between other *"%4"*"t"e# ="th RDCB to
Bor(") &%2"t%*<
CoD2ut%t"o of te#t #t%t"#t"&#:
Ye%r A
F((5=(6 '.8:M
F((6='( F.6:M
F('(='' F.(;M
Oear B >B=B? >B=B?F
B U F.F(
F((5=(6 '.8:M =(.79 (.:F7
F((6='( F.6:M (.9: (.7::
F('(='' F.(;M =(.'8 (.(F8
T*TA# 8.8(M (.(( (.55;

2= s O ;n'0<
(
Page ++ of 110
s N P FA"'AG
F'1G
U (.55;
>:='?
U (.;;F
pD ESTIMATED 9A5UE D F.F U F
CB D s O ;n'0<
p

U 0.442 (3-1)
2
D >.AAB
De)ree of /ree!oD: U >n='?
U >:='?
U F
5e3e* of S")"f"&%&e: N 7 M
Cr"t"&%* 9%*ue: At level of 7 M significance critical val"e is ,<++1


Co&*u#"o:
$ritical Value = $alculated Value.
,ere! the calculated 3alue of chi=sA"are is >.AAB and the critical 3alue at 7M level of
significance is 2.110. ,ence ta&en sample accepted region n"ll hypothesis is
accepted.
Page 100 of 110
5IMITATION O/ STUDY
0ome of the limitation of the wor& of research of wor&ing capital is as "nder.
A&&ur%&0 of the !%t%
%hatever the data provided by the sampled "nit it may be wrong. 0o! the ratio of the
sampled "nit may be not acc"rate or perfect.
T"De *"D"t%t"o#
%hatever the research has been done by researcher in a partic"lar time and researcher may
reA"ire extra time to researcher the wor&ing capital analysis of the sample "nit.
S("** of the re#e%r&her
)esearch wor& is totally depends "pon the researcher. f researcher is less s&illf"l D
whatever the ratio fo"nd o"t by researcher! it may be wrong.
Page 101 of 110
/UTURE .5ANS
To maintain excellence in operation D management by bringing transparency D
integrity.
To emerge as symbol of p"blic tr"st D confidence by creating a positive image.
To ens"re speedy D satisfactory c"stomer services thro"gh contin"o"s prod"ct
innovation D aggressive! mar&eting strategies.
To adopt policy for technological "p gradationD advancement to boost "p total
comp"teri2ation D inter branch connectivity for all the branches.
To develop D motivate h"man reso"rces there by c"ltivating processional c"lt"re in
the ban&ing operations.
To strive for contin"o"s growth D profitability thro"gh branch expansion D
moderni2ation.
To introd"ce more AT$ centers D vario"s plastic prod"cts for better c"stomer
services.
To maintain the asset A"ality at the optim"m level by contin"o"s efforts for credit
ris& management.
.
To explore more non=f"nd based b"siness li&e latter of credit! ban& g"arantee!
c"stodial services to increase ban&1s non interest income.
To achieve b"siness t"rnover of )s.87( cores D net worth of 5( cores by F('(.
Page 102 of 110
To contin"e to maintain the N.T NPA at Q.)* level.
To plan Ban&1s balance sheet with 4"dicio"s A#$.
Page 103 of 110
Page 10$ of 110
.ach and every beginning has as end in the same waysR each and every introd"ction
has a concl"sion. am than&f"l and express my gratit"de to all those who has directly or
indirectly co=operated me in preparation of my pro4ect report and s"ggested some new ideas.
Th"s! the research work on working capital analysis of !.$+! gives me an exact
idea abo"t the financial stability and wor&ing capital management of a ban&.
0o it1s an opport"nity to do a research wor& and to gain some practical &nowledge
from this co"rse thro"gh the research st"dy.
Page 10, of 110
A..ENDIA
3 Ye%r# CoD2%r%t"3e B%*%&e Sheet
Page 10- of 110
.RATICU5AR +'M%r 10'M%r 11'M%r

5IABI5ITIES
SHARE CA.ITA5 25,74,45,677 27,44,77,350 30,71,45,150
RESER9E /UND 1,20,48,8,067 1,2,57,0,05 1,37,10,71,72
DE.OSITE 10,77,8,24,476 12,43,66,11,882 14,55,8,67,705
STATE .ATNERSHI. /UND
AQC
5,8,456 3,18,460 1,07,500
BI55 /OR CO55ECTION 6,6,003 1,80,38,318 1,20,42,570
ADHUSTMENT 4,56,78,80 3,88,63,523 3,36,24,503
RESER9E /OR INTEREST 3,8,8,568 3,81,60,36 3,7,18,410
5IABI5ITIES 4,56,8,76,208 3,34,8,73,500 1,72,33,6,200
BANK INTEREST 23,34,857 21,16,153 16,31,078
MEMBER CO55ECTION
CONTRACT
5,01,48,78 3,68,86,84 3,28,52,870
.AYAB5E INTEREST 1,26,78,854 1,76,6,65 2,03,2,6
OTHER RES.ONSBI5ITIES 16,24,8,537 37,25,50,705 30,63,55,835
. 7 5 AQC 4,8,25,000 9!97!((!((( ''!8(!5(!(((
TOTL 0I80E8AA8AE8?EB 11?+,?66?0$?21- 0E82B8B?81@8?0B

.RATICU5AR +'M%r 10'M%r 11'M%r

ASSETS
3A0, 36,37,46,36 30,27,56,416 35,58,60,5
4.5
BANK 3A0, 5,42,55,6,16 6,7,02,4,426 7,2,83,71,200
NK.0T$.NT 3,04,8,40,200 3,17,58,0,000 3,18,52,01,000
PAT.N.)0,P <GN+ KT 5,8,42 3,18,460 1,07,500
<NAN3. 7,66,05,28,341 6,2,08,3,625 7,00,3,12,620
3*NT)A3T 4,34,2,68 3,68,86,84 3,28,52,8
70
NT.).0T
F8!8F!';!86F.(( :7!9:!68!:96.(( F5!99!(;!:6(.((
B## ).3.KAB#.
6,6,003 1,80,38,318 1,20,42,570
BG#+>A<T.) +.PN? 11,23,5,05 10,64,85,715 10,21,08,84
<G) D 3*$>A<T.) +.PN? 6,87,46,58 6,0,32,101 5,78,71,454
*T,.) KT 12,50,45,000 14,06,54,566 15,0,14,727
3A#$0 1,8,55,700 1,77,88,000 65,21,00
P)*<T D #*00 AP3 3,7,53,720 3,05,5,421 2,66,6,303
TOTL 0I80E8AA8AE8?EB 0I8128EE8>A8BI@ 0E82B8B?81@8?0B
COM.ARATI9E .75 AQC
Page 101 of 110
.RATICU5AR +'M%r 10'M%r 11'M%r

INCOME
NT.).0T *N NKT. D +.P. 1,2,43,70,37
0
1,47,08,75,42
0
1,48,64,52,816
3*$$00*N D
B)*K.)AC.
1,55,70,045 1,76,3,233 2,13,61,612
N*N BANKNC N3*$. 54,405 61,824 1,8,037
P)*K0N D ).0.)K. ---- ---- 5,35,05,48
*T,.) N3*$. 2,47,04,43 2,20,57,85 1,,80,074
*GT0AN+NC TAB ---- ---- 2,33,267
TOTL 08?B81A8>28EA
E
08208>@8EE8A@
?
082E8?28?08B1I
'

.ARTICU5AR +'M%r 10'M%r 11'M%r

)J()N#)#
NT.).0T *N +.P*0T 72,86,75,73 82,80,40,612 85,5,70,450
0A#A)O D P.< 22,45,56,782 25,51,78,162 35,35,2,18
+).3T*) <..0 5,27,22 5,,16 6,61,085
).NT! TAB! #C,T .T3. 1,68,31,87 1,1,27,25 2,17,60,312
#A% 3,)C.0 11,08,771 ,8,74 5,86,203
T.#.P,*N. B## 41,51,400 37,06,607 30,85,461
AG+T*)0 <..0 36,75,206 32,81,434 16,1,33
+.P)3AT*N 1,88,48,04 1,68,28,612 1,57,1,231
0TAT*NA)O D P)NTNC 31,44,78 35,73,624 35,87,43
#*00 >*T,.) T,AN
BANKNC?
31,482 28,10 11,62
*T,.) .BP.N0.0 1,62,6,821 1,85,1,115 10,72,86,210
*T,.) P)*K0*N 25,44,5,725 22,71,6,183 8,11,14,620
+<A)+ TAB 2,33,20 26,1,572 ''''
P)*<T D #*00 AP3 13,50,00,000 13,50,00,000 13,50,00,000
TOTL 08?B81A8>28EA
E
08208>@8EE8A@
?
082E8?28?08B1I
'
Page 106 of 110
Boo(# Referre!
<inancial $anagement by .$.Pandey
<inancial $anagement by Khan D -ain
Page 10+ of 110
)esearch $ethodology by 3. ). Kothari
Au%* re2ort of *%#t Three 0e%r# of RDC B%(
Be4#"te#
===<r!&4%(<"
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Page 110 of 110