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Bank of Baroda Standing Tall in Tough Times Performance Analysis: Q1, 2011-12 (FY12) Dr Rupa Rege Nitsure Chief Economi - PowerPoint PPT Presentation


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Bank of Baroda Standing Tall in Tough Times Performance Analysis: Q1, 2011-12 (FY12) Dr Rupa Rege Nitsure Chief Economist July 27, 2011. Bank of Baroda: Key Strengths.

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Bank of Baroda

Standing Tall in Tough Times

Performance Analysis: Q1, 2011-12 (FY12)

Dr Rupa Rege Nitsure

Chief Economist

July 27, 2011


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Bank of Baroda: Key Strengths

  • Bank of Baroda is a 103 years old State-owned Bank with modern & contemporary personality, offering banking products and services to Large industrial, SME, retail & agricultural customers across the country.

Uninterrupted Record

in Profit-making and

Dividend Payment

Overseas Business

Operations extend across

25 countries

through 86 Offices

Modern & Contemporary

Personality

Strong Domestic

Presence through

3, 409 Branches

Pioneer in many

Customer-Centric

Initiatives

Provides Financial

Services to over

40.5 mln Customers

Globally

First PSB to receive

Corporate Governance

Rating (CGR-2)

Relatively Strong Presence

in Progressive States like

Gujarat & Maharashtra

Robust Technology

Platform with 100%

CBS in Indian Branches

A well-accepted &

recognised Brand in

Indian banking industry


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Domestic Branch Network

  • Bank’s network of domestic branches as on 30th June, 2011 was 3,409 & no. of ATMs were 1,657.

  • During Q1, FY12, the Bank opened 45 new branches.

  • In FY12, the Bank plans to open 269 branches in Tier-1 & Tier-2 centres and 253branches in Tier-3 to Tier-6 centres.

  • Also, 126 branches under the Branch Expansion Plan of FY11 are yet to be opened.

  • Newly opened branches in Q1, FY12 are mainly in Maharashtra followed by Gujarat, M.P. & A.P.

  • Around 34.4% of the Bank’s network at the end-June, FY12 was situated in rural areas.


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Robust Technology Platform

  • As on 30th June 2011, the Bank’s entire domestic, overseas and RRBs [i.e., five sponsored RRBs] related operations were on the CBS platform.

  • Even the branches of Memon Co-op. Bk. Ltd. taken over by the Bank in April’11 are successfully migrated to the CBS platform.

  • Bank has developed 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 BoB); online payment of bills & taxes, rail-ticket booking, temple donations, online subscription to IPOs/FPOs thru’ ASBA & institutional fee payment.

  • Bank has implemented Internet Banking in several of its overseas territories & a Special Fund Mgmt Solution in UAE & New Zealand.

  • 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.

  • Bank’s Mobile Banking (Baroda M-Connect) provides various facilities to its customers like balance-enquiry, mini-statements, linking of multiple accounts, funds’ transfer, bill payments, ticket booking, shopping, feedback facilities, etc.

  • Anti Money Laundering (AML) has been implemented in India and 20 overseas territories.


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Robust Technology Platform

  • Bank has successfully 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.

  • Enterprise-wide General Ledger (EWGL) has been successfully implemented for the Bank’s domestic and overseas business.

  • Bank has introduced the facility of Multiple Accounts being linked to a single Debit Card (verified by Visa, CVV2) 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 Ahmedabad, Pune, Lucknow & New Delhi.

  • Back Office functions have been centralised in the Bank at City Back Offices & five Regional Back Offices ( at Baroda, Jaipur, Lucknow, Bhopal & Coimbtore) to improve the delivery of services.

  • On a pilot basis, Automated Cheque Processing Centre (Inward & Outward) has been set up in Mumbai.

  • BoB IIT – an exclusive IT Training Centre has been set up in Ghandhinagar to educate the Bank’s staff in all IT related products & services.



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Pattern of Shareholding: 30th June, 2011

As on 30th June, 2011

  • Share Capital: Rs 392.81 crore

  • No. of Shares: 391.55 million

  • Net worth: Rs 20,785.30 crore

  • B. V. per share: Rs 530.85

  • Return on Equity: 19.88%

  • BOB is a Part of the following Indexes

    BSE 100, BSE 200, BSE 500 & Bankex

    Nifty Junior, BankNifty, CNX 100, CNX 500

  • BOB’s Share is listed on BSE and NSE in ‘Future and Options’ segment also.




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Quick Economic Observations

  • Tempo of global economic recovery has slowed down on account of various factors like elevated prices of crude oil & other commodities, political tensions in Middle East, earthquake & tsunami in Japan, sovereign debt problems of Europe and fiscal fragility of the U.S., etc.

  • Chronically high inflation pressures have started impacting adversely the investment sentiment and industrial production growth in India as well

  • Higher interest rates on term deposits have improved the pace of deposit mobilisation and reduced the gap between deposit and credit growth

  • While bank credit growth has decelerated to some extent, it is still above the indicative target of the RBI and has not shown a seasonal slack.

  • Rupee-USD Exchange Rate has shown a two-way movement

  • Equity markets remained sluggish, private placement market for bonds too was lack-lustre during Q1, FY12

  • Investments in physical assets improved & non-bank finance to commercial sector remained healthy

  • Notwithstanding the partial signs of growth slowdown, the RBI has warned of inflationary risks and hence continuation of the anti-inflationary stance with a close watch on new information


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Bank’s Business Growth (Y-O-Y): Jun’06 to Jun’11


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Bank’s Profitability: Jun’06 to Jun’11

  • During the last five years, the Bank’s First Quarter Net Profit has grown at the robust CAGR of 44.6% .



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Bank’s Business Performance: Jun’10 to Jun’11

  • Share of Domestic CASA was at 33.92% in terms of Aggregate Deposits and at 35.90% in terms of Core Deposits as on 30th June, 2011.







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Key Financial Ratios : Q1, FY12 versus Q1, FY11

  • Return on Average Assets at 1.13% [ 1.19% in Q1, FY11]

  • Earning per Share at Rs 105.52 [Rs 94.36 in Q1, FY11]

  • Book Value per Share at Rs 530.85[Rs 402.08 in Q1, FY11]

  • Return on Equity (ROE) at 19.88% [ 23.46% in Q1, FY11]

  • Capital Adequacy Ratio at 13.10% with Tier I Capital at 9.06%

  • Cost-Income Ratio at 38.11% [ 38.27% in Q1, FY11]

  • Gross NPA ratio at 1.46% -- is one of the lowest for large-sized banks in India

  • Net NPA ratio too low at 0.44%

  • NPA Coverage at the healthy level of 82.52% (including the technical write-offs)

  • Incremental Delinquency Ratio contained at 0.25% for Q1, FY12; This means 1.0% in annualised terms – the best level by the international standards.





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Bank’s Treasury Highlights: Q1, FY12

  • Treasury Income stood at the level of Rs 214.02 crore in Q1, FY12

  • Out of this, Trading Gains Stood at Rs 74.01 crore in Q1, FY12 despite the hardening of 31 bps in the benchmark yields on GoI paper & lack-lustre equity markets.

  • As of June 30, 2011, the share of SLR Securities in Total Investment was 87.95%

  • The Bank had 84.5% of SLR Securities in HTM and 14.8% in AFS at end-June 2011.

  • The per cent of SLR to NDTL as on 30th June, 2011 was 25.96%.

  • While the modified duration of AFS investments is 2.50 years; that of HTM securities is 4.90 years.

  • Total size of Bank’s Domestic Investment Book as on 30th June, 2011 stood at Rs 79,818 crore.

  • Total size of Bank’s Overseas Investment Book as on 30th June, 2011 stood at Rs 3,084 crore.


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Overseas Business: Q1, FY12

  • As on 30th June, 2011, the “Overseas Business” contributed 25.7% to the Bank’s Total Business, 19.4% to its Gross Profit and 35.5% to its Core Fee income.

  • While the Cost-Income Ratio for Domestic Operations stood at 41.53% in Q1, FY12, it was more favourable at 18.31% for the Bank’s Overseas Operations.

  • While the Gross NPA (%) in Domestic Operations stood at 1.77% at end-June, 2011, that for Overseas Operations was lower at 0.62%.

  • The Gross Profit to Avg. Working Funds (%) for Overseas Operations stood at 1.40% in Q1, FY11 and at 1.49% in Q1, FY12.

  • NIM as % of Interest Earnings Assets in Overseas Operations improved from 1.31% in Q1, FY11 to 1.37% in Q1, FY12.

  • Return on Equity in Overseas Operations too improved from 17.55% in Q1, FY11 to 21.44% in Q1, FY12.




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Cumulative Position of Restructured Assets (Domestic)

  • During the past 39 months (1 Apr’08 to 30 June’11), the Bank has restructured 74,050 accounts amounting Rs 7,166.28 crore.

  • Within this, the loans worth Rs 454.85 crore were restructured in Q1, FY12; Rs 1,597.81 crore were restructured in FY11, Rs 2,455.05 crore in FY10 & Rs 2,658.57 crore in FY09.

  • For the period of 39 months, out of the total amount restructured, Rs 4,089.13 crore (57.1%) belonged to wholesale banking, Rs 1,710.88 crore (23.9%) to SMEs, Rs 583.83 crore (8.1%) to retail and Rs 782.44 crore (10.9%) to agriculture sector.

  • About 71 accounts (of Rs 1 crore & above) restructured on/after 1st Apr, 2008 with aggregate outstanding of Rs 897.88 crore slipped to NPA after restructuring and most of them belonged to the SME segment.

  • Industry-wise break-up shows that the Bank’s restructured accounts are well spread over different sectors, the major ones being iron & steel, cotton textiles, engineering, infrastructure, real estate, etc.

  • The Bank has primarily helped genuine borrowers who suffered from temporary cash flow problems due to the global crisis. These accounts are restructured looking into the internal strength and the financial viability of such borrowers.



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Bank’s BPR Project - Navnirmaan (Domestic)

  • Project Navnirmaan has altogether 18 activities covering both BPR & Organisational Restructuring, aimed at transforming the Bank’s branches into a sales & service centres to make possible a sustained sales growth, superior customer experience and alternate channel migration.

  • The most important initiatives were

    • Conversion of all metro & urban branches into Baroda Next branches within a timeline [310 branches rolled out so far across five zones & 22 regions]

    • Creation of automated & leaner Back Offices like:

      • City Back Office (Automated cheque processing introduced in Mumbai on 17 Jan, 2011)

      • Regional Back Office [five more offices are being opened coupled with technology changes for faster account opening].

      • Establishment of two Call Centres

      • Introduction of frontline automation at select branches for customer convenience

      • Creation of an Academy of excellence

      • Organisational Restructuring

  • The initial impact of Baroda Next migration has been found to be rewarding both in terms of increased customer satisfaction and CASA growth.

    • The said impact has been sustained at 110 Baroda Next branches recently evaluated on (a) sales and (b) customer satisfaction.


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Bank’s HR Initiatives (Domestic)

  • Recruitment during FY11 [Exercise Concluded]

    • Probationary Officers – 1,200

    • Specialist Officers (in various specialised disciplines) – 319

    • Clerks – 2,000

    • Campus Recruitment – 608

    • (Bank visited nearly 102 institutes including some of the premier Business schools of the country)

  • Recruitment proposed in FY12

    • Probationary Officers – 1,200

    • Campus Recruitment – around 600 [Currently in the process of joining]

    • Specialist officers (in various disciplines) – 200

    • Clerks – 2,000

    • New Hires Planned for Recruitment in FY12: 4,000

  • Bank introduced a massive Leadership Development Programme in Aug’10 under which 700 Senior Executives (AGMs/DGMs] have been rigorously trained so far.

  • Bank proposes to inaugurate Baroda-Manipal School of Banking in August’10 to create the future stream of professionally trained bankers for itself


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Thank you. (Domestic)