Bank of Baroda: Banking on Consistent Leadership Performance Analysis: Q 3 & Apr-Dec, 2012 -13 (FY 13) Dr Rupa Rege Nitsure Chief Economist February 4, 2013
Bank of Baroda: Key strengths Bank of Baroda is a 104 years old State-owned Bank with modern & contemporary personality, offering banking products and services to Large Industrial, SME, Retail & Agricultural customers across India and 24 other countries. Uninterrupted Record in Profit-making and Dividend Payment Overseas Business Operations extend across 24 countries through 97 Offices Strong Domestic Presence through 4, 134 Branches Pioneer in many Customer-Centric Initiatives Provides Financial Services to over 49 mln Customers Globally First PSB to receive Corporate Governance Rating (CGR-2) A well-accepted & recognised Brand in Indian banking industry Modern & Contemporary Personality Relatively Strong Presence in Progressive States like Gujarat & Maharashtra Robust Technology Platform with 100% CBS in global operations
Results at a glance Apr-Dec, FY 13 • Operating Profit up 4. 7% (y-o-y) to Rs 6, 892 crore Q 3, FY 13 • Operating Profit dn -13. 5% (y-o-y) to Rs 2, 256 crore • Net Profit dn 1. 1% (y-o-y) to Rs 3, 452 crore • Net Profit dn 21. 6% (y-o-y) to Rs 1, 012 crore • Net Interest Income up 13. 1% (y-o-y) to Rs 8, 501 crore • Net Interest Income up 7. 0%(y-o-y) to Rs 2, 841 crore • NIM at 2. 73% in Global & at 3. 17% in Domestic operations • NIM at 2. 65% in Global & at 3. 08% in Domestic operations • ROAA (annualized) at 0. 98% • ROAA (annualized) at 0. 84% • Total Business up 17. 1% (y-o-y) to Rs 7, 14, 051 crore by end-Dec, 2012 • Total Advances up 14. 8% (y-o-y) to Rs 2, 99, 318 crore by end-Dec, 2012 • Total Deposits up 18. 8% (y-o-y) to Rs 4, 14, 733 crore by end-Dec, 2012 • Net NPAs (%) at 1. 12% as on 31 st Dec, 2012 • Provision Coverage Ratio at the healthy level of 70. 88% as on 31 st Dec, 2012 • CRAR at 12. 66% with Tier 1 at 9. 33% as on 31 st Dec, 2012 • Cost-Income ratio at 37. 35% in Apr-Dec, FY 13.
Performance since FY 08 ……. 2007 -08 (Annual) 2008 -09 (Annual) 2009 -10 (Annual) 2010 -11 (Annual) 2011 -12 (Annual) Apr-Dec, 2012 -13 (Nine-Monthly) Assets (Rs crore) 1, 83, 479 2, 26, 672 2, 78, 317 3, 58, 397 4, 47, 321 4, 88, 563 Net Profit (Rs crore) 1, 436 2, 227 3, 058 4, 242 5, 007 3, 452 Tier 1 (%) 7. 64% 8. 49% 9. 20% 9. 99% 10. 83% 9. 33% Return on Equity (%) 15. 07% 19. 48% 22. 19% 21. 48% 19. 04% 15. 26% Cost-Income Ratio (%) 50. 89% 45. 38% 43. 57% 39. 87% 37. 55% 37. 35% NPL (Net, %) 0. 47% 0. 31% 0. 34% 0. 35% 0. 54% 1. 12% • In four yrs & nine months, Bank’s assets have grown 2. 66 times. • Bank’s nine-monthly net profit in Apr-Dec, FY 13 is bigger than its full year’s profit in FY 10.
Impressive CAGR for key parameters (FY 08 thru’ FY 12) Parameter CAGR (FY 08 thru’FY 12) Assets 24. 96% Gross Profit 31. 02% Net Profit 36. 65% Net Worth 28. 90% Total Capital 26. 84% Tier-1 Capital 34. 13%
Sustained expansion of global branch network
Features of domestic branch network • In a year’s time (Dec’ 11 to Dec’ 12), the Bank added 443 brs to its domestic network comprising 91 in metro; 49 in urban; 169 in semi-urban & 134 in rural areas. • During Apr-Dec, FY 13, the Bank opened 231 new brs (22 in metro, 23 in urban, 81 in semi-urban and 105 in rural areas) and merged one rural br in June, 2012 & converted that into a satellite unit. • In the remaining part of FY 13, the Bank plans to open 365 new brs with 196 brs in Tier-I & Tier-II centres & 169 brs in Tier-III to Tier-VI centres. • Newly opened branches in H 1, FY 13 majorly belong to Rajasthan; Eastern UP; Bihar, Jharkhand & Orissa; Maharashtra & Gujarat. • Around 33. 14% of the Bank’s network at the end-Dec, FY 13 was situated in rural areas. • Moreover, the Bank’s ATM tally improved from 1, 838 at end-Dec, 2011 to 2, 288 at end-Dec, 2012. Regional Break-up of Domestic Branches as on 31 st Dec, 2012 Metro Urban Semi-Urban Rural 900 738 1, 126 1, 370
Deepening of overseas business. . No. branches, offices, countries • 120 • 97 • 100 • 80 • 72 • 58 • 60 • 47 • 40 • 25 • 24 • 20 13 , F Y • Q 3 , F Y 13 13 • Q 2 , F Y 12 • Q 1 , F Y • Q 3 • Q 2 • Q 1 • Q 4 , F Y 12 12 , F Y 11 • Q 3 • Q 2 • Presence: No. of Countries • Q 4 , F Y 11 10 FY , F Y • Q 3 • Overseas Offices • Q 1 10 • Q 4, , F Y 10 • Overseas Branches • Q 2 , F Y • Q 1 , F Y 09 09 • Q 4 , F Y 09 Y • Q 3 , F • Q 2 • Q 1 , F Y 09 • 0
Other strengths: Robust technology platform • Bank’s entire domestic, overseas and RRB framework is CBS-compliant. • All domestic branches are migrated on MPLS network. New branches are directly opened in MPLS network. • Bank has IT facilities for online/offline account opening through Business Correspondents under Financial Inclusion. • Bank’s retail & corporate customers enjoy several facilities under its Internet Banking Delivery Channel such as fund transfers to self & third party (within Bo. B); RTGS/NEFT, online payment of bills & taxes, Custom duty payments, rail-ticket booking, temple donations, online subscription to IPOs/FPOs thru’ ASBA & institutional fee payment etc. The SMS alerts & RTGS/NEFT transactions are also implemented in the Internet Banking Portal. • Bank has implemented Internet Banking in 13 of its overseas territories, notably Oman, Tanzania, Uganda, Kenya, Mauritius, Seychelles, Botswana, New Zealand, UAE, Fiji, UK , Ghana. And Australia. • To provide safe online banking services to its customers & protect them from phishing attacks, Bank has implemented a Fraud Management Solution. SMS alerts facility is also provided to customers. • Bank has implemented the Raid. Funds 2 India solution in all its major territories. • Bank’s Mobile Banking (Baroda M-Connect) provides various facilities to its customers like balanceenquiry, mini-statements, linking of multiple accounts, funds’ transfer, bill payments, ticket booking, shopping, feedback facilities, etc. IMPS facility is also launched for customers. Bank’s Mobile Banking application is available on all Leading Brands including Blackberry, Android, i. Phone, Windows, etc. • National Unified USSD Platform is also enabled through Mobile Banking. Account transfers through IMPS is also made available through Mobile Banking.
Other strengths: Robust technology platform • Internet Payment Gateway has been implemented to facilitate e-commerce transactions in multi currencies across the globe. • ATM switch is upgraded to handle increasing volume of ATM transactions ; the ATM Switch also support eight international territories. • Bank has introduced Rupay Card, Rupay KCC Card. The eight Brown Label ATMs are also made live. • Bank has introduced the facility of Multiple Accounts being linked to a single Debit Card (verified by Visa, CVV 2) and also Mobile Number registration thru’ ATMs in CBS for SMS Alerts. • E-tax payments thru’ ATMs are also facilitated and Mobile ATMs are introduced in several cities. • Bank has set up two Contact Centres in Lucknow & Baroda to fast address the customer queries & grievances. • Cash Management Solution is implemented to provide operational support to customers’ ALM. • Anti Money Laundering (AML) has been implemented in India and 23 of Bank’s overseas territories. • Online Trading (Corporate and Retail) has been implemented in India. • Bank has implemented an Integrated Global Treasury Solution in its major territories like U. K. , UAE, Bahamas, Bahrain, Hong Kong, Singapore, Belgium, USA and India to achieve reduced cost of operations & better fund mgmt. • Bank has a centralised SWIFT system for India & its 23 overseas territories. • CTS -Cheque Truncation System implemented in Delhi and Grid based CTS was implemented in Chennai, Coimbatore and Bangalore. CTS will be shortly implemented in Western Grid also.
Other strengths: Robust technology platform • ACPC (Automated Cheque Processing Centre) for centralised Inward/Outward clearing has been implemented in Mumbai, Surat and Ahmedabad. • Back Office functions have been centralised in the Bank at City Back Offices & ten Regional Back Offices (at Baroda, Jaipur, Lucknow, Bhopal, Coimbatore, Kolkata, Mumbai, Jamshedpur, New Delhi, Pune) to improve the delivery of services. • Travel Card in foreign currency is introduced. • HRNes- A centralised database of employees for facilitating promotion, selection exercise and automating HR policies with transparency is implemented. • Payroll- A centralised online mechanism for salary payment of employees and leave maintenance has also been implemented. • Online application for SME and Agriculture Loan enabled along-with Housing Loan, Education and Auto Loan. Online tracking of those applications has also been enabled. • Bank has built a State-of-the-Art Data Centre conforming to Uptime Institute Tier-3 standard & a Disaster Recovery Site in different seismic zones to ensure uninterrupted banking services delivery to customers. • Various technology projects like Virtualization, CPU and Memory up-gradation, Backup consolidation, RAC implementation, bandwidth up-gradation of branches are undertaken to support increasing business requirement. • Bo. B IIT – an exclusive IT Training Centre has been set up in Gandhi-Nagar to educate the Bank’s staff in all IT related products & services.
Other strengths: Rich human resource base …. Period No. of Employees No. of Officers Q 1, FY 09 36, 344 13, 643 Ratio of Officers to Total Employees 37. 5% Q 2, FY 09 36, 255 13, 615 37. 6% Q 3, FY 09 36, 045 13, 502 37. 5% Q 4, FY 09 36, 838 13, 346 36. 2% Q 1, FY 10 37, 007 14, 163 38. 3% Q 2, FY 10 38, 609 14, 378 37. 2% Q 3, FY 10 37, 039 14, 358 38. 8% Q 4, FY 10 38, 960 14, 431 37. 0% Q 1, FY 11 38, 551 14, 335 37. 2% Q 2, FY 11 38, 724 15, 148 39. 1% Q 3, FY 11 38, 629 15, 838 41. 0% Q 4, FY 11 40, 046 15, 759 39. 4% Q 1, FY 12 40, 250 15, 681 39. 0% Q 2, FY 12 40, 967 16, 426 40. 1% Q 3, FY 12 41, 345 16, 646 40. 3% Q 4, FY 12 42175 16, 953 40. 2% Q 1, FY 13 42, 136 16, 991 40. 3% Q 2, FY 13 42, 815 17, 316 40. 4% Q 3, FY 13 42, 585 17, 214 40. 4%
Other strengths: Steady improvement in capital strength Q 1, FY 09 Q 2, FY 09 Q 3, FY 09 Q 4, FY 09 Q 1, FY 10 Q 2, FY 10 Q 3, FY 10 Q 4, FY 10 Q 1, FY 11 Q 2, FY 11 Q 3, FY 11 Q 4, FY 11 Q 1, FY 12 Q 2, FY 12 Q 3, FY 12 Q 4, FY 12 Q 1, FY 13 Q 2, FY 13 Q 3, FY 13 Capital Adequacy Ratio (Basel -II) 13. 04% 12. 57% 13. 20% 14. 05% 14. 56% 14. 67% 14. 65% 14. 36% 13. 25% 13. 22% 12. 45% 14. 52% 13. 10% 12. 73% 13. 45% 14. 67% 13. 74% 12. 91% 12. 66% Tier-I (%) Tier-II (%) 7. 79% 7. 57% 8. 53% 8. 49% 8. 81% 8. 86% 9. 31% 9. 20% 8. 16% 7. 70% 9. 99% 9. 06% 8. 82% 9. 31% 10. 83% 10. 13% 9. 57% 9. 33% 5. 25% 5. 00% 4. 67% 5. 56% 5. 75% 5. 81% 5. 34% 5. 16% 5. 09% 5. 06% 4. 75% 4. 53% 4. 04% 3. 91% 4. 14% 3. 84% 3. 61% 3. 34% 3. 33%
Other strengths: Relatively stronger presence in progressive states
Pattern of shareholding: 31 st Dec, 2012 As on 31 st Dec, 2012 • Share Capital: Rs 412. 38 crore • No. of Shares: • Net worth: • B. V. per share: 411. 12 million Rs 30, 167 crore (up 24. 8% , y-o-y) Rs 733. 78 (up 18. 9%, y-o-y) • Return on Equity: 15. 3% in Apr-Dec, FY 13 • BOB is a Part of the following Indexes BSE 100, BSE 200, BSE 500 & Bankex Nifty, Bank. Nifty, CNX 100, CNX 200, CNX 500 • BOB’s Share is also listed on BSE and NSE in the ‘Future and Options’ segment.
Sustained growth in financial value Period Net Worth Growth Rate (y-o-y) Q 1, FY 09 9, 907 13. 05% Q 2, FY 09 10, 304 13. 44% Q 3, FY 09 11, 011 14. 84% Q 4, FY 09 11, 387 19. 52% Q 1, FY 10 12, 067 21. 80% Q 2, FY 10 12, 703 23. 28% Q 3, FY 10 13, 533 22. 90% Q 4, FY 10 13, 785 21. 06% Q 1, FY 11 14, 646 21. 37% Q 2, FY 11 15, 669 23. 35% Q 3, FY 11 16, 741 23. 70% Q 4, FY 11 19, 751 43. 28% Q 1, FY 12 20, 785 41. 92% Q 2, FY 12 22, 440 43. 21% Q 3, FY 12 24, 169 44. 37% Q 4, FY 12 26, 303 33. 18% Q 1, FY 13 27, 889 34. 20% Q 2, FY 13 28, 880 28. 70% Q 3, FY 13 30, 167 24. 80%
Bank had consistent performance despite a non-supportive macro backdrop Economic Indicator Q 3, FY 12 Q 4, FY 12 Q 1, FY 13 Q 2, FY 13 Q 3, FY 13 Real GDP growth (%) 6. 1 5. 3 5. 5 5. 3 N. A. Agriculture (%) 2. 8 1. 7 2. 9 1. 2 N. A. Industry (%) 0. 8 0. 7 0. 8 1. 2 N. A. Services (%) 8. 7 7. 5 7. 4 7. 1 N. A. Private Consumption Expenditure growth (%) (at current market prices) 15. 2 13. 9 12. 6 12. 3 N. A. Gross Fixed Capital Formation (% to GDP) (at current market prices) 27. 8 28. 6 29. 9 30. 5 N. A. SCB Credit growth (%, Avg Basis) 17. 9 16. 8 17. 7 16. 2 SCB Deposit growth (%, Avg Basis) 16. 8 15. 3 13. 8 14. 2 13. 2 SCB Incremental Credit-Deposit Ratio (%, end-period) 68. 3 84. 3 46. 6 46. 2 73. 1 WPI-Inflation, Core Inflation (%) (end-period) 7. 74 (7. 91) 7. 69 (4. 96) 7. 25 (4. 85) 7. 81 (5. 56) 7. 18 (4. 24) Trade Balance ( US $ Billion) -47. 7 -51. 7 -42. 50 -49. 3 -58. 0 Rupee-USD (%, end-period) 53. 10 50. 88 55. 60 52. 86 55. 00 Foreign Exchange Reserves (endperiod, US $ Billion) 296. 69 294. 40 289. 99 294. 81 296. 58
Total business growth from FY 09. . • 800, 000 • 672248 • 700, 000 • 600, 000 • 482211 • 416297 • 300, 000 • 335, 648 • 473825 • 714051 • 491561 • 414733 • 402731 • 349, 206 • 316928 • 259958 • 190, 038 • 200, 000 • 100, 000 • 700330 • 534116 • 500, 000 • 400, 000 • 668552 • 75, 690 • 0 • FY 09 • 99, 152 • 194, 726 • 208, 769 • 131, 385 • Domestic Business • FY 10 • Series 1 • FY 12 • Overseas Business • Q 1, FY 13 • Q 2, FY 13 • Q 3, FY 13 • During the last three yrs & nine months, the Bank’s total business has expanded 2. 13 times. • However, the pace of change in domestic business has been modest in Apr-Dec, FY 13 due to the macro headwinds.
Total deposit growth from FY 09. . • 450000 • 408149 • 384871 • 400000 • 414733 • 382739 • 350000 • 305439 • 280135 • 300000 • 241044 • 250000 • 200000 • 192397 • 277839 • 292877 • 295388 • 233323 • 185283 • 151409 • 150000 • 104, 736 • 100000 • 50000 • 40, 988 • 0 • FY 09 • 55, 762 • 104, 899 • 115, 273 • 119, 346 • 72, 116 • Total • • FY 10 Deposits. FY 11 Domestic Deposits • • FY 12 • Overseas Deposits • Q 2, FY 13 • Q 1, FY 13 • Q 3, FY 13 • During the past three yrs & nine months, the Bank’s total deposits have grown 2. 16 times. • The pace of deposit mobilisation has been consistently well maintained avoiding any kind of liquidity stress.
Total advances growth from FY 09. . • 40. 00% • 300010 • 287377 • 34. 25% • 285813 • 299318 • 292181 • 30. 70% • 22. 19% • 228676 • 22. 19% • 200010 • 23. 00% • 175035 • 150010 • 30. 00% • 25. 70% • 250010 • 35. 00% • 25. 00% • 20. 00% • 143251 • 14. 80% • 100010 • 15. 00% • 10. 00% • 50010 • 5. 00% • 10 • 0. 00% • FY 09 • FY 10 • FY 11 • Net Advances • FY 12 • Q 1, FY 13 • Q 2, FY 13 • Q 3, FY 13 • Net Advances Growth • During the past three & a half years, the Bank’s total advances (net terms) too have more than doubled. • However, the pace of advances growth has slowed down during FY 13 on the back of lacklustre credit demand.
• Q 1, • Q FY 2, 09 • Q FY 3, 09 • Q FY 4, 09 • Q FY 1, 09 • Q FY 2, 10 • Q FY 3, 10 F • Q Y 1 4, 0 • Q FY 1, 10 • Q FY 2, 11 • Q FY 3, 11 • Q FY 4, 11 • Q FY 1, 11 • Q FY 2, 12 • Q FY 3, 12 • Q FY 4, 12 • Q FY 1, 12 • Q FY 2, 13 • Q FY 3, 13 FY 13 Steady gains in market share …. . • 4. 80% • 4. 60% • 4. 40% • 4. 25% • 4. 20% • 4. 00% • 3. 97% • 3. 80% • 3. 63% • 3. 60% • 3. 40% • 3. 42% • 3. 20% • 3. 00% • Deposit Share • Advances Share
Consistency in profit-making • During the last five years, the Bank’s Ninemonthly Net Profit has grown at the decent CAGR of 24. 4%.
Relatively lower NPL ratios in the industry Period Q 1, FY 09 Q 2, FY 09 Q 3, FY 09 Q 4, FY 09 Q 1, FY 10 Q 2, FY 10 Q 3, FY 10 Q 4, FY 10 Q 1, FY 11 Q 2, FY 11 Q 3, FY 11 Q 4, FY 11 Q 1, FY 12 Q 2, FY 12 Q 3, FY 12 Q 4, FY 12 Q 1, FY 13 Q 2, FY 13 Q 3, FY 13 Gross NPA (%) 1. 86% 1. 62% 1. 50% 1. 27% 1. 44% 1. 30% 1. 43% 1. 36% 1. 41% 1. 39% 1. 32% 1. 36% 1. 41% 1. 48% 1. 53% 1. 84% 1. 98% 2. 41% Net NPA (%) 0. 52% 0. 43% 0. 37% 0. 31% 0. 27% 0. 31% 0. 34% 0. 39% 0. 38% 0. 36% 0. 35% 0. 44% 0. 47% 0. 51% 0. 54% 0. 65% 0. 82% 1. 12%
Bank’s business: Dec’ 11 to Dec’ 12 Particular (Rs crore) Change Over Mar’ 12 (%) Dec’ 11 Mar’ 12 Dec’ 12 Y-O-Y (%) Global Business 6, 09, 867 6, 72, 248 7, 14, 051 17. 1 6. 2 Domestic Business 4, 35, 228 4, 82, 211 4, 96, 595 14. 1 3. 0 Overseas Business 1, 74, 639 1, 90, 038 2, 17, 456 24. 5 14. 4 Global Deposits 3, 49, 206 3, 84, 871 4, 14, 733 18. 8 7. 8 Domestic Deposits 2, 54, 994 2, 80, 135 2, 95, 388 15. 8 5. 4 Overseas Deposits 94, 212 1, 04, 736 1, 19, 346 26. 7 13. 9 Global CASA Deposits 94, 823 1, 03, 524 1, 07, 937 13. 8 4. 3 Domestic CASA 86, 836 92, 948 95, 188 9. 6 2. 4 Overseas CASA 7, 987 10, 576 12, 749 59. 6 20. 5 • Share of Domestic CASA was at 32. 22% in terms of Aggregate Deposits and at 34. 35% in terms of Core Deposits as on 31 st December, 2012.
Bank’s business: Dec’ 11 to Dec’ 12 Particular (Rs crore) Change Over Mar’ 12 (%) Dec’ 11 Mar’ 12 Dec’ 12 Y-O-Y (%) Global advances (Net) 2, 60, 661 2, 87, 377 2, 99, 318 14. 8 4. 2 Domestic Advances 1, 80, 234 2, 075 2, 01, 208 11. 6 -0. 4 Overseas Advances 80, 427 85, 302 98, 110 22. 0 15. 0 Retail Credit Of which: 31, 047 35, 668 35, 392 14. 0 -0. 8 13, 700 14, 133 15, 205 11. 0 7. 6 SME Credit 32, 123 34, 512 39, 083 21. 7 13. 2 Farm Credit 25931 28, 733 28716 10. 7 -0. 1 Credit to Weaker Sections 14, 080 15, 863 16, 091 14. 3 1. 4 Home Loans
Bank’s business: Dec’ 11 to Dec’ 12 Particular (Rs crore) Dec’ 11 Mar’ 12 Dec’ 12 Y-O-Y (%) Change Over Mar’ 12 (%) Global Saving Deposits 71, 842 74, 580 79, 980 11. 3 7. 2 Domestic Savings Deposits 70, 169 72, 575 77, 888 11. 0 7. 3 Overseas Savings Deposits 1, 674 2, 004 2, 092 25. 0 4. 4 Global Current Deposits 22, 981 28, 944 27, 958 21. 7 -3. 4 Domestic Current Deposits 16, 667 20, 372 17, 300 3. 8 -15. 0 Overseas Current Deposits 6, 314 8, 572 10, 658 68. 8 24. 3
Other highlights: Q 3, FY 12 versus Q 3, FY 13 Particular (in %) Q 3, FY 12 Q 4, FY 12 Q 1, FY 13 Q 2, FY 13 Q 3, FY 13 Global Cost of Deposits 5. 65 5. 81 5. 89 5. 85 5. 82 Domestic Cost of Deposits 6. 90 7. 17 7. 30 7. 36 7. 33 Overseas Cost of Deposits 1. 96 1. 74 1. 86 1. 73 1. 61 Global Yield on Advances 9. 45 9. 33 9. 08 9. 07 8. 96 Domestic Yield on Advances 12. 01 11. 71 11. 65 11. 75 11. 57 Overseas Yield on Advances 3. 60 3. 75 3. 52 3. 49 3. 41
Other highlights: Q 3, FY 12 versus Q 3, FY 13 Particular (in %) Q 3, FY 12 Q 4, FY 12 Q 1, FY 13 Q 2, FY 13 Q 3, FY 13 Global Yield on Investment 7. 67 7. 53 7. 71 7. 79 7. 75 Domestic Yield on Investment 7. 79 7. 69 7. 83 8. 18 7. 88 Overseas Yield on Investment 4. 90 3. 84 4. 91 4. 64 4. 67 Global NIM 2. 99 2. 96 2. 73 2. 71 2. 65 Domestic NIM 3. 51 3. 44 3. 22 3. 23 3. 08 Overseas NIM 1. 64 1. 68 1. 55 1. 54 1. 58 • The Bank’s NIM in Domestic Operations stood at 3. 17% and in Overseas Operations at 1. 62% and in Global Operations at 2. 73% during Apr-Dec, FY 13.
Key productivity indicators: Q 3, FY 12 versus Q 3, FY 13 Particulars Q 3, FY 12 Q 3, FY 13 Business per Employee (Rs crore) 13. 53 15. 07 Business per Branch (Rs crore) 162. 85 170. 34 Profit per Employee (Rs lakh) 12. 27 9. 33 Profit per Branch (Rs lakh) 137. 77 96. 53
Non-Interest income: Q 3, FY 12 and Q 3, FY 13 Q 3, FY 12 Q 3, FY 13 % Change (Y-O-Y) Commission, Exchange, Brokerage 292. 97 294. 62 0. 6% Incidental Charges 74. 20 79. 78 7. 5% Other Miscellaneous Income 84. 79 76. 63 -9. 6% Total Fee-Based Income 451. 96 451. 03 -- Trading Gains 385. 50 135. 59 -64. 8% Profit on Exchange Transactions 240. 74 180. 36 -25. 1% Recovery from PWO 71. 13 73. 61 3. 5% 1, 149. 33 840. 59 -26. 9% (Rs crore) Total Non-Interest Income
Provisions & contingencies: Q 3, FY 12 and Q 3, FY 13 Q 3, FY 12 Q 3, FY 13 Absolute Change Provision for NPA & Bad Debts Written-off 508. 92 817. 16 308. 24 Provision for Depreciation on Investment 224. 11 72. 34 -151. 77 Provision for Standard Advances 99. 51 129. 32 29. 81 Other Provisions (including Provision for staff welfare) 4. 21 10. 48 6. 27 468. 59 202. 62 -265. 97 1, 305. 34 1, 231. 92 -73. 42 (Rs crore) Tax Provisions Total Provisions
Bank’s domestic treasury highlights: Q 3, FY 13 • Trading Gains sequentially improved from Rs 112 cr in Q 2, FY 13 to Rs 136 cr in Q 3, FY 13 on account of improved market dynamics during the quarter. Even Forex profits remained firm on sequential basis. • As of Dec 31, 2012, the share of SLR Securities in Total Investment was 84. 87%. • The Bank had 78. 59% of SLR Securities in HTM and 21. 12% in AFS at end-Dec 2012. • During the year FY 13, the Bank shifted SLR securities worth Rs 1, 265. 42 cr (at book value) from AFS to HTM on 3 rd April and provided Rs 20. 69 cr as “depreciation” on shifting. • The benchmark G-sec yield at the time of shifting ruled at 8. 57%. • The per cent of SLR to NDTL as on 31 st Dec, 2012 was closer to 28. 0%. • As on 31 st Dec, 2012, the modified duration of AFS investments was 3. 34 years & that of HTM securities was 5. 00 years. • Total size of Bank’s Domestic Investment Book as on 31 st Dec, 2012 stood at Rs 98, 612. 48 crore.
Highlights of overseas business: Apr-Dec, FY 13 • As on 31 st Dec, 2012, the Bank’s “Overseas Business” contributed 30. 4% to its Total Business, 24. 4% to Gross Profit and 37. 7% to Core Fee-based income (i. e. , Commission, Exchanges, brokerage, etc. ) • Out of the Total Overseas Loan-book, 53. 6% was Buyers’ Credit/ Export Credit; 27. 4% in was Syndicated Loans/ECBs (mostly to Indian corporates) & 19. 01% was Local Credit. • Less riskiness of the Overseas Loan-book was responsible in keeping Gross NPA (%) in Overseas Assets at 0. 73% as on 31 st Dec, 2012. • Even the Cost-Income Ratio in Overseas operations was more favourable at 17. 59% in Apr. Dec, FY 13 versus 43. 62% in Domestic operations. • In Q 3, FY 13, the NIM (as % of interest-earning assets) in Overseas operations stood at the healthy level of 1. 58%; Gross Profit to Avg. Working Funds ratio at 1. 42% and Return on Equity at 15. 66%. • During Apr-Dec, FY 13, Bank opened nine new branches in its overseas territories, out of which two belonged to New Zealand; two to Uganda and one each was opened in Mauritius, Ghana, Oman, Kampala & Australia.
NPA movement (Gross): Apr-Dec, FY 13 Particular ( Rs crore) A. Opening Balance 4, 464. 75 B. Additions during Apr-Dec, FY 13 4, 727. 80 Out of which, Fresh Slippages 4, 490. 28 C. Reduction during Apr-Dec, FY 13 1, 871. 10 Recovery 400. 50 Upgradation 339. 84 PWO & WO 1, 127. 63 Exchange Difference NPA as on 31 st Dec, 2012 Recovery in PWO in Apr-Dec, FY 13 3. 13 7, 321. 45 222. 07
Sector-wise gross NPAs: End-Dec, FY 12 & FY 13 Sector Gross NPA (%) End-Dec, FY 12 Gross NPA (%) End-Dec, FY 13 Agriculture 4. 01 4. 89 Large & Medium Industries 1. 36 3. 27 Retail 2. 13 1. 93 Housing 1. 85 1. 54 SSI (Mfg) 1. 35 4. 31 Total MSME 3. 09 4. 03 Overseas Operations 0. 69 0. 73
Bank’s domestic exposure to different industries, 31 st Dec, 2012 Industry % Share in Gross Domestic Credit as on 31 st Dec, 2012 1. Infrastructure 14. 5% 10. Paper & Paper Products 0. 8% 2. Basic Metals & Metal Products 7. 1% 11. Gems & Jewellery 0. 7% 3. Textiles 5. 1% 12. Mining & Quarrying 0. 6% 4. Chemicals & Chemical Products 3. 3% 13. Cement & Cement Products 0. 6% 5. All Engineering 3. 0% 14. Vehicles, Vehicle parts & Transport Equipment 0. 5% 6. Construction 2. 5% 15. Glass & Glassware 0. 4% 7. Food Processing 2. 4% 16. Beverages 0. 3% 8. Rubber, Plastic & their Products 1. 5% 17. Leather & Leather Products 0. 2% 9. Petroleum 1. 4% 18. Wood & Wood Products 0. 2%
Cumulative position of restructured assets • During the past 57 months (1 Apr’ 08 to 30 Sept’ 12), Bank has restructured 89, 050 accounts amounting Rs 18, 268 crore in its Domestic operations. • • For the period of 57 months, out of the total amount restructured, Rs 13, 974 cr (76. 5%) belonged to wholesale banking, Rs 2, 600 cr (14. 2%) to SMEs, Rs 624 cr (3. 4%) to retail and Rs 1, 069 cr (5. 9%) to agriculture sector. • • Within this, the loans worth Rs 771 cr were restructured in Q 1, FY 13, Rs 933 cr in Q 2, FY 13; Rs 1, 587 cr in Q 3, FY 13; Rs 8, 265. 41 cr in FY 12, Rs 1, 597. 81 cr in FY 11, Rs 2, 455. 05 cr in FY 10 & Rs 2, 658. 57 cr in FY 09. About 118 accounts (of Rs 1 crore & above) restructured on/after 1 st Apr, 2008 with aggregate outstanding of Rs 2, 496 cre slipped to NPA after restructuring and most of them belonged to the SME segment. In cumulative terms, the Bank has restructured 89 accounts in its Overseas operations involving the amount of Rs 4, 725 crore. • Out of these, the accounts restructured during Apr-Dec, FY 13 are 20 involving the amount of Rs 1, 069 crore.
Sectoral deployment of credit at end-Dec, 2012 Sector % share in Gross Domestic Credit Agriculture 14. 0% Retail 17. 2% SME 19. 0% Wholesale Misc. including Trade Total 35. 9 13. 9 100. 0%
Bank’s BPR Project - Navnirmaan • Project Navnirmaan has altogether -18 - initiatives covering both Business Process Re-engineering and Organization Re-structuring, aimed at transforming the Bank’s branches into a sales and service centres through sustained Centralization to make possible Sales growth, superior customer experience and alternate channel migration. • The most important initiatives are: • Conversion of all metro and urban branches into Baroda Next within a timeline [-1328 - branches rolled out so far across -13 - Zones and -56 - Regions]. • Creation of automated and lean Back Offices like: • City Back Office [Automated cheque processing introduced at Mumbai, Surat and Ahmedabad]. • Regional Back Office [-10 - RBOs functioning] for CASA opening [No. of branches linked – 2710] & issuance of Personalized Cheque Books [[No. of branches linked - 3788]. More than 5, 700 CASA are being opened per day. • Establishment of -2 - Contact Centres [at Lucknow and Baroda]. • Introduction of frontline automation [viz. Queue Management System and Cheque deposit Machines] at select branches for customer convenience. • Conducting Trainings and Boot camps. • Organization Re-structuring [creation of Selling roles at branch, R. O. and Z. O. ] • The initial impact of Baroda Next migration has been found to be rewarding both in terms of increased customer satisfaction and CASA growth.
Bank’s BPR Project - Navnirmaan • The said impact has been sustained at 110 Baroda Next branches evaluated on (a) sales and (b) customer satisfaction during first stage of evaluation. • Another evaluation carried out recently on (a) Customer satisfaction [at -177 -] and (b) Employee satisfaction [at -171] Baroda Next branches, shows significant improvement. • A certification procedure for Baroda Next branches have been introduced in terms of which process compliance/ adherence are being evaluated by Bank’s Internal inspectors and CSAT / ESAT externally evaluated by engaging Market Research Agencies. • To sustain Sales Growth, a new Sales Operating Model has been rolled out in -629 - branches in -25 - Regions over 20 cities. • Out of -15 - Mid-corporate branches planned, all are functional. • Further centralization initiatives are being piloted to enable the branches to become a “Sales-cum-Service Outlet”. • Bank’s Hi-tech City branch, Hyderabad has been transformed into an e-branch.
Bank’s HR initiatives • Recruitment - FY 13 The Bank has been hiring on a sustained basis year after year, to cater to the “gap” created by superannuation, sustained business growth and rapid branch expansion. (Joined up to 31. 12. 2012) • New Hiring in FY 12 -13: -3400 (2700) • Probationary Officers - 600 (429) • Specialist officers - 150 (54) • Baroda Manipal Trainees - 400 (342) • Campus Recruitment - 250 (237) • Clerks - 2, 000 (1, 638) • Massive skills’ up-gradation and several structured programmes for new joinees werec carried out during the year to develop important Banking skills with a focus on skills needed for Credit & Forex operations, soft skills, etc.
Bank’s HR initiatives • A dedicated HR transformation project – ‘SPARSH has been initiated by the Bank - to revamp its existing HR processes, structures and policies. Various measures in the direction of talent management, succession planning, creating a scientific staffing model & manpower planning, development and capability building, performance management, etc. have been initiated. • Opening of the ‘Baroda Manipal School of Banking’ as an innovative and new channel of resourcing of trained manpower in the Bank. Around 180 students are being inducted into this school every quarter for a focussed grooming and for a one-year full-time PG course in banking which is tailored to the Bank’s specific requirements.
Future Outlook & Guidance • Since mid-Sept, 2012, India’s government has taken several corrective measures to improve fiscal consolidation and investment climate. • RBI also has cut both the CRR and key policy rates to address the risks to growth & liquidity. • Advancing of long-awaited reforms has helped lift the stock market and the rupee. • Yet, given the intensity of macro headwinds, the nation is likely to post the growth between 5. 2% to 5. 5% in FY 13. • As the “outlook” for credit is still not very positive, the Bank will continue with its Cautious stance. • Strategic thrust will be on protecting the “Financial Soundness” that the Bank has consistently maintained throughout the period of global turbulence. • With a primary focus on asset quality management, CASA mobilisation, recovery, liquidity management, etc. • The positive factor for the Bank, going ahead is the “Consistent Leadership”. I would like to conclude by giving the “quote” of Tom Seaver • “In baseball my theory is to strive for consistency, not to worry about the numbers. If you dwell on statistics you get shortsighted, if you aim for consistency, the numbers will be there at the end”. Thank you.
Скачать презентацию Bank of Baroda Banking on Consistent Leadership Performance
906b7959733b6e29ecc1ca31cbc64c62.ppt