MMS FINANCE

1. i
Vishweshwar Education Society’s
Indira Institute of Business Management
PROJECT REPORT
ON
GENERAL MANAGEMENT
ON
BANK OF BARODA
Submitted in partial fulfilment for the award of the degree of Master
of Management Studies (MMS) under University of Mumbai
SUBMITTED BY
VAISHALI SUNIL UPADHYAY
Roll No. 2017091
FINANCE
PROJECT GUIDE
PROF. SHREEDHARAN MENON
(April 2019) Batch 2017-2019
Indira Institute of Business Management

2. ii
DECLARATION
I, Ms. Vaishali Sunil Upadhyay hereby declare that this project report is the record
of authentic work carried out by me and has not been submitted to any other University
or Institute for the award ofany degree / diploma etc.
Signature
Name of the student - Vaishali Sunil Upadhyay
Date

3. iii
CERTIFICATE
This is to certify that Ms. Vaishali Sunil Upadhyay of Indira Institute of
Business Management has successfully completed the project work titled
GENERAL MANAGEMENT ON BANK OF BARODA in partial fulfilment of
requirement for the completion MMS as prescribed by the University of
Mumbai.
He / She has worked under my guidance.
Signature
Name - PROF. M SREEDHARAN
Project Guide (Internal)
Date:
Counter signed by
Signature
Name- PROF. M SREEDHARAN
Director
Date:

4. iv
ACKNOWLEDGEMENTS
I would like to express my heartfelt gratitude towards INDIRA INSTITUTE OF BUSINESS
MANAGEMENT, SANPADA for providing us with necessary infrastructure facilities like library, computer
lab etc. I would like to thank our Honorary Secretary K. THOMAS Sir, Director Sir my project guide Dr. M.
SREEDHARAN & EXTERNAL GUILDE for motivating and helping me in every possible way. I am also
grateful to have profession like NIKHIL SIR for guiding me in my project.
Lastly, I thank my parents for giving me moral support for completion of this project.

5. v
INDEX
CHAPTER TOPIC PAGE NO
1 INTRODUCTION 1-33
2 REVIEW OF THE LITERATURE 34-38
3 RESEARCH METHODOLOGY 39-
4 CONCLUSION 40
5 BIBLIOGRAPHY 41

6. 1
CHAPTER 1
INTRODUCTION
BANKING INDUSTRY
The banking sector is the lifeline of any modern economy. It is one of the important financial pillars of the
financial system which plays a vital role in the success/failure of an economy. Banks are one of the oldest
financial intermediaries in the financial system. They play an important role in the mobilisation of deposits and
disbursement of credit to various sectors of the economy. The banking system is the fuel injection system which
spurs economic efficiency by mobilising savings and allocating them to high return investment. Research
confirms that countries with a well-developed banking system grow faster than those with a weaker one. The
banking system reflects the economic health of the country. The strength of economy of any country basically
hinges on the strength and efficiency of the financial system, which, in turn, depends on a sound and solvent
banking system. A sound banking system efficiently deploys mobilised savings in productive sectors and a
solvent banking system ensures that the bank is capable of meeting its obligation to the depositors. The banking
sector is dominant in India as it accounts for more than half the assets of the financial sector.
Section 5(l)(b) of the Banking Regulation Act defines banking as ‘the accepting, for the purpose of lending or
investment, of deposits of money from the public, repayable on demand or otherwise and withdrawable by
cheque, draft, order or otherwise.’ Section 5(l)(c) defines banking company as ‘any company which transacts
the business of banking in India’. However, the acceptance of deposits by companies for the purpose of
financing their own business is not regarded as banking within the meaning of the act. The essential
characteristics of the banking business as defined in Section 5(b) of the Banking Regulation Act
are as follows.
• Acceptance of deposits from the public
• For the purpose of lending or investment
• Repayable on demand or otherwise
• Withdrawable by means of any instrument whether a cheque or otherwise
From the definition, two important functions of commercial banks emerge: acceptance of deposits and lending
of funds. For centuries, banks have borrowed and lent money to business, trade, and people, charging interest
on loans and paying interest on deposits. These two functions are the core activities of banking.

7. 2
FUNCTIONS OF BANK
1. Deposits
Deposits are the main source of funds for commercial banks. The amount mobilised as deposits is then lent in
the form of advances. The higher the amount of deposits mobilised, the higher is the amount of funds lent. The
growth of deposits depends on savings. Savings held in the form of currency or gold and jewellery are
unproductive. For economic growth to take place, it is essential that these savings are mobilised and
channelized for capital formation which, in turn, accelerates economic growth. Banks are important financial
intermediaries between savers and borrowers. Banks mobilise savings by accepting deposits. Deposits may be
categorised into
(i) demand deposits and
(ii) time deposits.
Demand deposits are deposits which can be withdrawn without notice and can be repaid on demand. Current
accounts and savings accounts are classified as demand deposits.
Time deposits are deposits which are repayable after a fixed date or after a period of notice. Fixed deposits,
recurring/cumulative deposits, miscellaneous deposits, and cash certificates are classified as time deposits.
A significant proportion of funds is contributed by deposits which account for more than 80 per cent liabilities
of scheduled commercial banks (SCBs).
2. Credit Creation
Banks are a special type of financial intermediaries which not only accept and deploy large amounts of
uncollateralised deposits in a fiduciary capacity, but also leverage such funds through credit creation.
Banks are creators of credit. The creation of credit is an important function of a bank and this function
distinguishes banks from the non-banking institutions. Banks create deposits in the process of their lending
operations. When the bank mobilises savings, it lends the amount that remains after providing for reserves. The
amount lent is either deposited in the same bank or in some other bank. For instance, when a bank extends
overdraft facility or discounts a bill of exchange, the bank first of all credits this amount in the account of the
customer, who creates a deposit. The bank, after keeping aside a certain portion of this deposit in the form of
reserves, lends this amount. This process continues and repeats in all the banks or in the banking system as a
whole. This leads to the creation of credit, which, in turn, increases the liabilities and assets in the banking
system.
For instance, a bank receives Rs. 1,000 in the form of deposits. The bank after keeping aside, say, 10 percent in
the form of reserves, lends the remaining amount, i.e., Rs. 900. The amount lent is either deposited in the same
bank or in some other bank. The bank again, after keeping aside reserves of 10 per cent, lends the remaining
amount, i.e., Rs. 810. This process continues and repeats in all banks simultaneously leading to

8. 3
creation of credit. Credit creation leads to an increase in the total amount of money for circulation.
3. Lending of Funds
Commercial banks mobilise savings from the surplus-spending sector and lend these funds to the deficit
spending sector. They facilitate not only flow of funds but also flow of goods and services from producers to
consumers through this function of lending. Commercial banks facilitate the financial activities of not only the
private sector but also of the government. Funds are lent in the form of cash credit, overdraft, and loan system.
Banks discount bills of exchange, give venture capital, and guarantees. Loans and advances form around 50 per
cent of the aggregate deposits of SCBs.
4. Ancillary Functions
Besides the primary functions of mobilising deposits and lending funds, banks provide a range of ancillary
services, including transfer of funds, collection, foreign exchange, safe deposit locker, gift cheques, and
merchant banking. Thus, banks provide a wide variety of banking and ancillary services.
Banks are distinct entities as they have fiduciary responsibility, are highly leveraged and the future of any one
bank can threaten the integrity of the payments system which is the backbone of any modern economy.
5. Regulationof Banks in India
Currently, the Banking Companies (Acquisition) Act, 1970 which is popularly known as the Bank
Nationalisation Act, and the Banking Regulation Act, 1949, govern nationalised banks while the State Bank of
India is governed by the State Bank of India Act, 1955, and the seven associate banks of the State Bank of India
are governed by the State Bank of India (Subsidiary Banks) Act, 1959. Private banks are covered under the
Banking Regulation Act, 1949.

9. 4
OVERVIEW OF BANK OF BARODA
A Saga of Vision and Enterprise
It has been a long and eventful journey of almost a century across 22 countries. Starting in 1908 from a small
building in Baroda to its new hi-rise and hi-tech Baroda Corporate Centre in Mumbai, is a saga of vision,
enterprise, financial prudence and corporate governance.
It is a story scripted in corporate wisdom and social pride. It is a story crafted in private capital, princely
patronage and state ownership. It is a story of ordinary bankers and their extraordinary contribution in the
ascent of Bank of Baroda to the formidable heights of corporate glory. It is a story that needs to be shared with
all those millions of people - customers, stakeholders, employees & the public at large - who in ample measure,
have contributed to the making of an institution.
Proud to serve over
82 Million Customers
across 22 Countries Happy to be India’s International Bank.

10. 5
BANK OF BARODA
Type Public
Traded as
 BSE: 532134
 NSE: BANKBARODA
 CNX Nifty Constituent
Industry Banking, Financial services
Founded 20 July 1908; 110 years ago,
Founder Maharaja H. H. Sir Sayajirao Gaekwad III
Headquarters Vadodara (Registered) Mumbai (Corporate)
Number of locations 5481 branch banks (2017)
Area served Worldwide
Key people  Hasmukh Adhia (non-executive Chairman)
 P. S. Jayakumar (MD & CEO)
Products  Consumer banking Investment banking
 Mortgage loans Private banking
 Private equity Corporate banking
 Credit cards Finance and insurance
 Wealth management
Revenue  ₹9.92 crore (US$1.4 million) (2017)
 ₹1.27 crore (US$180,000) (2016)
Operating income  ₹5.07 crore (US$710,000) (2017)
 ₹15.58 crore (US$2.2 million) (2016)
Net income  ₹3.14 crore (US$440,000) (2017)
 ₹-.54 crore (US$−75,000) (2016)
Total assets  ₹75.42 crore (US$10 million) (2017)
 ₹6.48 crore (US$900,000) (2016)
Number of employees  55,907 (2019)
 52,420 (2017)
 52,021 (2016)
Capital ratio 13.17% (2016)[3]
Website www.bankofbaroda.com

11. 6
Mission
To be a top-ranking National Bank of International Standards committed to augmenting stake holders' value
through concern, care and competence.
Logo
Bank of Baroda logo is a unique representation of a universal symbol. It comprises dual ‘B’ letterforms that
hold the rays of the rising sun. Bank call this the Baroda Sun.
The sun is an excellent representation of what our bank stands for. It is the single most powerful source of light
and energy – its far-reaching rays dispel darkness to illuminate everything they touch. At Bank of Baroda, bank
seek to be the source that will help all stakeholders realise their goals. To customers, bank seek to be a one-
stop, reliable partner who will help them address different financial needs. To employees, bank offer rewarding
careers and to investors and business partners, maximum return on their investment.
The single-colour, compelling vermillion palette has been carefully chosen, for its distinctiveness as it stands
for hope and energy.
BOB also recognize that bank is characterised by diversity. The network of branches spans geographical and
cultural boundaries and rural-urban divides. The customers come from a wide spectrum of industries and
backgrounds. The Baroda Sun is a fitting face for brand because it is a universal symbol of dynamism and
optimism – it is meaningful for our many audiences and easily decoded by all.
The new corporate brand identity is much more than a cosmetic change. It is a signal that bank recognize and
are prepared for new business paradigms in a globalised world. At the same time, BOB will always stay in
touch with our heritage and enduring relationships on which bank is founded. By adopting a symbol as simple
and powerful as the Baroda Sun, bank hope to communicate both.

12. 7
HISTORY OF BANK OF BARODA
Bank of Baroda is an Indian state-owned International banking and financial services company headquartered
in Vadodara (earlier known as Baroda) in Gujarat, India. It is the second largest bank in India, next to State
Bank of India. Its headquarters is in Vadodara, it has a corporate office in the Mumbai.
MAHARAJA SAYAJIRAO GAEKWAD III
The Founder of Bank of Baroda
The bank was founded by the Maharaja of Baroda, Maharaja Sayajirao Gaekwad III on 20 July 1908. The bank,
along with 13 other major commercial banks of India, was nationalised on 19 July 1969, by the Government of
India and has been designated as a profit-making public sector undertaking (PSU)
1970's
•In 1961, BoB
merged in New
Citizen Bank of
India.BoB also
opened a branch in
Fiji.The next year
it opened a branch
in Mauritius.Bank
of Baroda In 1963,
BoB acquired Surat
Banking
Corporation in
Surat, Gujarat.In
1965,BoB opened
a branch in
Guyana. In 1969,
the Indian
government
nationalised 14 top
banks including
BoB.
1980's
•In 1980, BoB
opened a branch in
Bahrain and a
representative
office in Sydney,
Australia.That
same year BoB also
opened an
Offshore Banking
Unit (OBU) in
Bahrain.Back in
India,in 1988,BoB
acquired Traders
Bank, which had a
network of 34
branches in Delhi.
1990's
•In 1992, BoB
opened an OBU in
Mauritius,but
closed its
representative
office in Sydney.
Then in 1992 BoB
incorporated its
operations in
Kenya into a local
subsidiary.In 1996,
BoB Bank entered
the capital market
in December with
an Initial Public
Offering (IPO).In
1997,BoB opened
a branch in
Durban.
2000's
•The bank has three
bankingoffices,
two in Gaborone
and one in
Francistown.BoB
also opened a
representative
office each in Kuala
Lumpur, Malaysia,
and Guangdong,
China.2005 BoB
builta Global Data
Centre (DC) in
Mumbai. 2006 BoB
established an
Offshore Banking
Unit (OBU) in
Singapore. 2008
BoB opened a
branch in
Guangzhou, China
(02/08/2008) and
in Kenton, Harrow
United Kingdom.
2010's
•In 2010, Malaysia
awarded a
commercial
bankinglicenceto
a locally
incorporated bank
to be jointly owned
by Bank of Baroda,
Indian Overseas
Bank and Andhra
Bank. BoB also
opened a branch in
New Zealand.In
2011,BoB opened
an Electronic
BankingService
Unit (EBSU) was
opened at Hamriya
Free Zone, Sharjah
(UAE). It also
opened four new
branches in
existingoperations
in Uganda, Kenya
(2), and Guyana.

13. 8
ORGANISATIONALSTRUCTURE

14. 9
FUNCTION OF BANK
The Bank carries on and transacts the business of banking. Sub section (5) of section 3 of the Banking
Companies (Acquisition & Transfer of Undertakings) Act 1970 mandates that Bank of Baroda as a
“corresponding new bank” shall carry on and transact the business of banking as defined in clause (b) of section
5 of the Banking Regulations Act 1949 and may engage in one or more of the other forms of business specified
in sub-section (1) of section 6 of that Act.
Section 6 of Banking Regulation Act, 1949 reads as follows: -
"Forms of business in which banking companies may engage -
In addition to the business of banking, a banking company may engage in any one or more of the following
forms of business. namely: -
 The borrowing, raising, or taking up of money; the lending or advancing of money either upon or
without security; and drawing, making, accepting, discounting, buying, selling, collecting and dealing in
bills of exchange, hundis, promissory notes, coupons, drafts, bill of lading, railway receipts, warrants,
debentures, certificates, scrips and other instruments, and securities whether transferable or negotiable
or not; the granting and issuing of letters of credit, travellers’ cheques and circular notes; the buying,
selling and dealing in bullion and specie; the buying and selling of foreign exchange, including foreign
bank notes; the acquiring , holding, issuing on commission, underwriting and dealing in stock, funds,
shares, debentures, debenture stock, bonds, obligations, securities and investments of all kinds; the
purchasing and selling of bonds, scrips or other forms of securities on behalf of constituents or others;
the negotiating of loans and advances; the receiving of all kinds of bonds, scrips or valuables on deposit
or for safe custody or otherwise; the providing of safe deposit vaults; the collecting and transmitting of
money and securities;
 Acting as agents for any government or local authority or any other person or persons; the carrying on
of agency business of any description, including the clearing and forwarding of goods, giving of receipts
and discharges and otherwise acting as an attorney on behalf of customers, but excluding the business of
a [Managing Agent or Secretary and Treasurer] of a company;
 Contracting for public and private loans and negotiating and issuing the same;
 The Effecting, Insuring, Guaranteeing, Underwriting, participating in managing and carrying out of any
issue, public or private, of state, municipal or other loans or of shares, stock, debentures or debenture
stock of any company, corporation or association and the lending of money for the purpose of any such
issue;
 Carrying on and transacting every kind of guarantee and indemnity business;

15. 10
 Managing, Selling and Realising any property which may come into the possession of the company in
satisfaction or part satisfaction of any of its claims;
 Acquiring and holding and generally dealing with any property or any right title or interest in any such
property which may form the security or part of the security for any loans or advances or which may be
connected with any such security;
 Undertaking and Executing trusts.
 Undertaking the administration of estates as Executor, Trustee or otherwise;
 Establishing and supporting or aiding in the establishment and support of associations, institutions,
funds, trusts, and conveniences calculated to benefit employees or ex-employees of the company or the
dependents or connections of such persons; granting pension and allowances and making payments
towards insurance; subscribing to or guaranteeing moneys of charitable or benevolent object or for any
exhibition or for any public., general or useful object.
 The acquisition, construction, maintenance and alteration of any building or works necessary or
convenient for the purposes of the company;
 Selling, improving, managing, developing, exchanging, leasing, mortgaging, disposing of or turning into
account or otherwise dealing with all or any part of the property and rights of the company;
 Acquiring & Undertaking the whole or any part of the business of any person or company, when such
business is of a nature enumerated or described in this sub section.
 Doing all such other things as are incidental or conducive to the promotion or advancement of the
business of the company;
 Any other form of business which the Central Government may, by notification in the official gazette,
specify as a form of business in which it is lawful for a Banking Company to engage."
KEY MILESTONES
The bank, along with 13 other major commercial banks of India, was nationalised on 19 July 1969, by the
Government of India and has been designated as a profit-making public sector undertaking (PSU).
The bank was founded by the Maharaja of Baroda, Maharaja Sayajirao Gaekwad III on 20 July 1908.
INITIATIVE
Bank of Baroda is a pioneer in various customer centric initiatives in the Indian banking sector. Bank is
amongst first in the industry to complete an all-inclusive rebranding exercise wherein various novel customer
centric initiatives were undertaken along with the change of logo. The initiatives include setting up of
specialized NRI Branches, Gen-Next Branches and Retail Loan Factories/ SME Loan Factories with an
assembly line approach of processing loans for speedy disbursal of loans.

16. 11
THE MAJOR ONGOING INITIATIVES OF THE BANK ARE DETAILED
BELOW:
BUSINESS PROCESSREENGINEERING (BPR)
Bank had initiated a major Business Process Reengineering to give a big boost to sales growth by enhancing
customer satisfaction and by making possible alternate channel migration thus reinventing itself to challenges
of the 21st century. Bank’s BPR project known as “Project- Navnirmaan” has altogether 18 activities covering
both the BPR and organisational restructuring, aimed at transforming the Bank’s branches into modern “sales &
service” outlets. The most important initiatives planned under this project include –
(1) Conversion of all metro and urban branches into modern centres known as Baroda Next branches;
(2) Creation of Automated and Leaner Back Offices like City Back Office (for automated cheque processing
etc), Regional Back Office (for faster account opening etc), Establishment of two Call Centres, Creation of
Academy of Excellence, Introduction of Frontline Automation at select branches for customer convenience and
Organisational Restructuring.
PEOPLE INITIATIVES
Bank is endowed with a competent and motivated employee base which is engaged in handling the extensive
business operations of the Bank across the globe. Strategic HR interventions like, according cross border and
cross-cultural work exposure to its managers, hiring diverse functional specialists to support line functionaries
and complementing the technical competencies of its people by imparting conceptual, managerial and
leadership skills, gave the Bank competitive advantage. People initiatives were blended with IR initiatives to
create an effectively harmonious workplace, where everyone prospered.
Bank launched a comprehensive leadership development program ‘Project UDAAN’ during 2010-11 with the
prime objective of creating leaders for the future. Such a massive and comprehensive leadership development
effort is unparalleled in the Indian banking industry and first of its kind for any Indian state-owned Bank. These
kinds of elaborate man management policies have made the Bank a breeding ground for business leaders. The
Bank provided several leaders to the industry- men who went on to build other great institutions.

17. 12
NEW TECHNOLOGYPLATFORM
Bank has made substantial progress in its end-to-end business and IT strategy project covering the Bank’s
domestic, overseas and subsidiary operations. All Branches, Extension Counters in India, overseas business and
five sponsored Regional Rural Banks are on the Core Banking Solution (CBS) platform. Bank has been
providing to its customers Internet Banking, viz., Baroda Connect and other facilities such as online payment of
direct and indirect taxes and certain State Government taxes, utility bills, rail tickets, online shopping, donation
to temples and institutional fee payment. Bank has a wide network of ATMs across the country and has also
launched mobile ATMs in select cities. Initiatives have been taken to provide corporate customers with
facilities like direct salary upload, trade finance and State Tax payments etc. Bank has introduced Mobile
Banking (Baroda M-connect) and prepaid gift cards. Bank has implemented the Global Treasury Solution in its
key territories like UK, UAE, Bahamas, Bahrain, Hong Kong, Singapore and Belgium. Bank has taken various
technological initiatives in overseas operations such as implementation of Centralized SWIFT activity through
Data Centre in Mumbai, Payment Messaging System with Anti Money Laundering check, Anti Money
laundering Compliance and Online List Matching solution. While Bank implemented Transaction-based
Internet Banking facility for its customers in Uganda, Botswana, UAE, New Zealand, Kenya, Mauritius and
Seychelles, a View based e-banking facility was made available in Fiji, Oman, Tanzania and UK.
MARKETING INITIATIVES
Ever since its rebranding in 2005, Bank has consistently promoted its major strengths viz. large international
presence; technological advancement and superior customer service etc. Bank had introduced the sub brand
BARODA NEXT-State of the Art-Straight from the Heart to showcase how it has utilized technology to nurture
long term relationships for superior customer experience. The sub brand has been reinforced by alternate
delivery channels such as internet banking, ATMs, mobile banking etc and robust delivery outfits like Retail
Loan Factories, SME Loan Factories, City Sales Office etc. Bank’s constant endeavour to strengthen its
branch/ATM network combined with well-informed staff offering personalized service at its various touch
points have enhanced customer interactions and satisfaction. Thus, the Bank has firmly positioned itself as a
technologically advanced customer-centric bank.
CORPORATESOCIALRESPONSIBILITY(CSR)INITIATIVES
Bank has a long legacy and tradition of contributing actively to the social and economic development of the
communities in which it operates through various development activities in the realm of education, health,
human welfare and other social activities. Bank of Baroda always transcends from business interest and reaches
out to weaker section of society, with a view to make a meaningful difference to them.

18. 13
In order to promote self-employment on sustained scale to the unemployed rural youth by providing them
training and hand holding support, bank has set up 49 Baroda Swarojgar Vikash Sansthan (Baroda-R-SETI) in
seven states. Up to 30.09.2016 Baroda RSETIs have trained 283171 youth out of which 44999 are SC, 70808
ST, 30519 minorities and 75855 are other backward communities.
Bank has also established 51 Financial Literacy and Credit Counselling Centres (FLCC) in the name of
‘SAARTHI’ in nine states to provide the financial counselling services, financial literacy and awareness of
banking services in rural and urban areas. Since inception 660353 persons have been benefited from the
services of FLCCs.
During year 2015-16, Bank has made expenditure under CSR in different activities as under
Segment Amount (Rs. in Lacs)
Education & Skill Development 1,421.14
Health & Care 132.68
Socio-Economic Development 386.38
Grand Total 1,940.20
THE FUTURE
Revolutionary and discontinuous changes in the operating environment are stark reminders that business
success is 'impermanent'. Bank has achieved substantial progress in technology and is continuously integrating
multiple platforms of technology to generate synergies. Bank continuously attempts to adapt to the dynamic
economic environment while engaging in long term relationships to provide superior customer service. Bank’s
constant endeavour to delight its customers, which is built on its strong fundamentals will make it stronger,
more resilient and enable to achieve its vision of to be the Most Admired Bank.
BUSINESS INDICATORS

19. 14
Key Business Indicators (Rs. in
Crore) 31.03.2018 31.03.2017
Total Deposits 591314.82 601675.17
Total Advances 427431.83 383259.22
Total Investments 163184.53 129630.54
Total Assets 719999.77 694875.42
Net Profit -2431.81 1383.14
Capital Adequacy Ratio (percentage) 12.13 as per Basel III 12.24 as per Basel III
Net Non-Performing Loans to Net
Advances (percentage) 5.49 4.72
Net Interest Margin (percentage) 2.43 2.19
Business Per Employee (Lacs) 1766 1749
DIVIDEND HISTORY (PERCENTAGE)

20. 15
Dividend History Dividend History Dividend History Dividend History
2014-15 2/- 3.20 160%
2013-14 10/- 21.50 215%
2012-13 10/- 21.50 215%
2011-12 10/- 17.00 170%
2010-11 10/- 16.50 165%
2009-10 10/- 15.00 150%
2008-09 10/- 9.00 90%
2007-08 10/- 8.00 80%
2006-07 10/- 6.00 60%
2005-06 10/- 5.00 50%
2004-05 10/- 5.00 50%
2003-04 10/- 6.50 65%
2002-03 10/- 6.00 60%
2001-02 10/- 4.00 40%
2000-01 10/- 4.00 40%
1999-00 10/- 4.00 40%

21. 16
PROFILE OF CEO
Shri P. S. Jayakumar, 56 years is a Chartered Accountant by qualification and additionally holds a Post
Graduate Diploma in Business Management from XLRI Jamshedpur. He also has the distinction of being a
Chevening Gurukul Scholar through the London School of Economics and Political Science.
Prior to his appointment as MD & CEO of Bank of Baroda in October 2015, he was the Co-founder and CEO
of VBHC Value Budget Housing (VBHC), a leader in housing for low- and moderate-income household from
2009 to 2015.
He was also the Co-founder and Non-Executive Promoter Director for Home First Finance Company (HFFC), a
housing finance institution regulated by the NHB, focused on financing customers who are not able to access
mortgage loans from the banking sector.
He is a career banker having spent over 23 years in Citibank in India and Singapore starting in 1986. He has
contributed to several innovations in retail banking in India. In addition, he was associated with the first asset
securitisation in India in 1991 and the first multi-lingual biometric ATM for the financially excluded in 2006.
Mr. Jayakumar has held diverse assignments while at Citibank such as Treasurer - Consumer Bank, Business
Development Head covering deposit and lending business, Managing Director for CitiFinancial Ltd, Managing
Director and Head of Citibank Consumer Loan for Asia Pacific Countries (covering Indonesia, Philippines,
Australia, Hong Kong and Korea), Country Head - Citibank Consumer Business and Head of Balance Sheet
Management - Asia Pacific. Shri P. S. Jayakumar has also served as a Board Member in many of Citibank’s
subsidiaries in India.

22. 17
Mr. Jayakumar joined Bank of Baroda on October 13, 2015 and has since been steering the Bank's
comprehensive transformation journey currently underway across all aspects - business, digital and technology,
compliance and controls, organization and people.
Mr. Jayakumar is currently a member of the Board of Directors of the following entities that are part of the
Bank of Baroda Group:
 BOB Capital Markets Limited
 BOBCARDS Limited
 India First Life Insurance Company Limited
 India International Bank Malaysia Berhad

23. 18
EXECUTIVE DIRECTORS
SMT. PAPIA SENGUPTA SHRI S. L. JAIN SHRI VIKRAMADITYA SINGH
KHICHI
Highlights of IT Infrastructure and IT-enabled Services atBank of Baroda
 The Bank’s Technology initiatives are clearly focused on the customer. The Business Transformation
Programme encompassing technology is being implemented by the Bank with a view to provide its
customer, convenience banking on 24 X 7 basis in India and abroad through deployment of a single Core
Banking Solution platform across globe with integrated delivery channels like ATM, Internet, Phone,
Mobile, Kiosk, Call Centre etc.
 As compared to other banks our technology deployment is not restricted to only core banking solution. It
also covers other applications like Enterprise wide General Ledger, Risk Management, Anti-Money
Laundering, Cheque Truncation, Credit Cards, Mutual Funds, On-line Trading, Data Warehousing,
Customer Relationship Management, SWIFT, RTGS, NEFT, Internet Payment gateway, Global Treasury,
Human Resources Management System, Employee Pay Roll, Cash Management, Mobile Banking, SMS
delivery, Retail Depository, Phone Banking, Risk Management, Knowledge Management etc. which are
well integrated and provide a seamless experience to customers of all segments and lines of business.
 These applications also provide critical MIS through Data warehouse for timely business decision.
 We are one of the few Public Sector Banks having our Internet Payment gateway offering E-commerce
services.
 With 100% CBS and various initiatives, Bank has enabled its customer with the state-of-the-art technology;
duly complemented with the human interface.

24. 19
WHY BANK OF BARODA IS CALLED INDIA’S INTERNATIONAL BANK
Bank of Baroda is an Indian state-owned International banking and financial services company headquartered
in Vadodara (earlier known as Baroda) in Gujarat, India. It is the second largest bank in India, next to State
Bank of India. Its headquarters is in Vadodara, it has a corporate office in the Mumbai.
The Bank has 107 branches/offices in 24 countries (excluding India) including 61 branches/offices of the bank,
38 branches of its 8 subsidiaries and 1 representative office in Thailand. The Bank of Baroda has a joint venture
in Zambia with 16 branches.
Among the Bank of Baroda's overseas branches are ones in the world's major financial centres (e.g., New York,
London, Dubai, Hong Kong, Brussels and Singapore), as well as a number in other countries. The bank is
engaged in retail banking via the branches of subsidiaries in Botswana, Guyana, Kenya, Tanzania, and Uganda.
The bank plans have recently upgraded its representative office in Australia to a branch and set up a joint
venture commercial bank in Malaysia. It has a large presence in Mauritius with about nine branches spread out
in the country.
The Bank of Baroda has received permission or in-principle approval from host country regulators to open new
offices in Trinidad and Tobago and Ghana, where it seeks to establish joint ventures or subsidiaries. The bank
has received Reserve Bank of India approval to open offices in the Maldives, and New Zealand. It is seeking
approval for operations in Bahrain, South Africa, Kuwait, Mozambique, and Qatar, and is establishing offices
in Canada, New Zealand, Sri Lanka, Bahrain, Saudi Arabia, and Russia. It also has plans to extend its existing
operations in the United Kingdom, the United Arab Emirates, and Botswana.
The tagline of Bank of Baroda is "India's International Bank".
Wide Global Network

25. 20
IT INFRASTRUCTURE
Highlights of IT Infrastructure and IT-enabled Services atBank of Baroda
 The Bank’s Technology initiatives are clearly focused on the customer. The Business Transformation
Programme encompassing technology is being implemented by the Bank with a view to provide its
customer, convenience banking on 24 X 7 basis in India and abroad through deployment of a single Core
Banking Solution platform across globe with integrated delivery channels like ATM, Internet, Phone,
Mobile, Kiosk, Call Centre etc.
 As compared to other banks our technology deployment is not restricted to only core banking solution. It
also covers other applications like Enterprise wide General Ledger, Risk Management, Anti-Money
Laundering, Cheque Truncation, Credit Cards, Mutual Funds, On-line Trading, Data Warehousing,
Customer Relationship Management, SWIFT, RTGS, NEFT, Internet Payment gateway, Global Treasury,
Human Resources Management System, Employee Pay Roll, Cash Management, Mobile Banking, SMS
delivery, Retail Depository, Phone Banking, Risk Management, Knowledge Management etc. which are
well integrated and provide a seamless experience to customers of all segments and lines of business.
 These applications also provide critical MIS through Data warehouse for timely business decision.
 We are one of the few Public Sector Banks having our Internet Payment gateway offering E-commerce
services.
 With 100% CBS and various initiatives, Bank has enabled its customer with the state-of-the-art technology;
duly complemented with the human interface.
ATM network
 The Bank has large network of ATMs in India. ATM/ Branch Locator
 The Bank’s plans are to extend this network in stages in future. The Bank also plans to deploy low cost
ATMs at Rural centres.
 Bank has launched School fees collection module which enables payment of School fees through Bank’s
ATM.
ATM-cum-Debit Cards
 Bank’s Debit Card holders can use their card at all VISA ATMs in India and around the world. Bank’s
Debit Cards are also accepted at Points of Sale (POS) across the country and on terminals worldwide.
 Master Card holders and holders of VISA cards issued by other banks can also access their accounts
through our Bank’s ATM network.
 Bank’s Debit card supports multiple accounts of card holders whereby multiple accounts can be linked to a
single Debit card.

26. 21
 CVV2 implemented for domestic VISA Debit cards.
 The Bank is a member of National Financial Switch (NFS). This enables our customers to use ATMs of
other banks who are members of NFS, at a significantly low or no cost.
Internet banking
 The Bank has launched full-fledged transaction-enabled Internet Banking in India. Through this platform,
customers have the facility to pay both Direct and Indirect Taxes online, make payment of utility bills,
Insurance premiums and also book railway tickets. Corporates have the facility of direct salary uploads.
Internet Banking has also been launched in most overseas territories. SMS Alert facility is provided to
eBanking customers.
 Under Baroda Connect, Customers have interfaces for online donation to Guruvayoor temple, Shirdi
Temple & Nathdwara Temple, Techprocess Online Bill Payment and Shopping, Online CC Avenues - an
online shopping portal, Online Gujarat CST payment, online payment of Rajasthan VAT and CST and
Online Payment of UP VAT.
 To protect our customers from phishing attempts Bank has implemented beneficiary registration for third
party fund transfer activities.
Rapid funds2india – an online money transfer service
NRI’s can avail this service from our Overseas branches in UAE, Oman, UK, Mauritius, Seychelles, Botswana,
Hongkong, Fiji, Ghana, Kenia, Guyana, S. Africa, Tanzania, Uganda, Trinidad & Tobago, US and Zambia
which facilitates almost instant credit to their accounts with us in India.
Where they maintain accounts with other Banks, same day or next day credit is facilitated through RTGS/
NEFT.
Internet payment gateway
3D secure implementation has been completed under Internet Payment Gateway. IPG facilitates direct customer
merchant transactions and settlement through the Bank’s Central ATM Switch.
Realtime gross settlementsystem(RTGS)& national electronic fund transfer (NEFT)
All branches are RTGS and NEFT enabled. RTGS and NEFT have been interfaced with our Internet banking
portal. This provides customers the facility of making interbank money transfers online using Internet banking.

27. 22
SWIFT
SWIFT facility for worldwide inter-bank financial communication is provided at Foreign Exchange Authorised
Branches in India as also in overseas territories
Web-basedLending ProcessAutomation for Corporate and Retaillending Operations
Bank of Baroda is the first Public Sector Bank in India to implement a Web-Based Lending Automation System
and its in use in all its branches for its Retail Lending Operations
On-line Tax Accounting System(OLTAS)
Bank has implemented Online Tax Accounting System (OLTAS) for collection of taxes on behalf of Central
Board of Direct Taxes, Govt. of India at 551 branches.
Electronic Data Interchange (EDI)
 This is operational between Bank’s Kaligram branch, Ahmedabad, and ICD, Sabarmati (Centre for payment
of customs duty and duty drawback), Ahmedabad.
 The system is also operational between Bank’s Navrangpura Branch, Ahmedabad and Customs & Central
Excise Department, Air Cargo Complex, Ahmedabad.
MICR Processing Centres
Bank of Baroda runs 5 MICR centres - at Ahmedabad, Rajkot, Coimbatore, Jamnagar and Bhavnagar.
International operations
 Operations at all Bank’s overseas branches, Offshore Business Units, Joint Ventures & Subsidiaries are
100% computerized.
 Core Banking at territory level is implemented in 19 overseas territories and remaining two will be migrated
to Finacle CBS shortly.
Global treasury
 Bank of Baroda is the first Public Sector Bank in India to implement Integrated Treasury and Risk
Management solution at its Treasury Branch, Mumbai.
 An Integrated Global Treasury Solution has been implemented in UK, UAE, Bahamas, Bahrain, Hong
Kong and India.
 Disaster Recovery Site (DRS) for Treasury has also been operationalized.

28. 23
Bank’s state-of-the-artdata centre
 Bank has built and commissioned its own State-of-the-Art Global Data Centre (DC) for running its
centralised banking solution and other applications in 3176 branches across India and 21 other counties
where the Bank is operating. The Data Centre will function as a central data hub of the Bank for both its
domestic and international operations. It conforms to critical technology standards and is equipped with full
Communication and network infrastructure, meeting all the attributes of a Tier III Data Centre.
 Disaster Recovery Site (DRS) which is a replica of Data centre has also been fully operationalized.
 Bank is shortly setting up “Near Data Centre” for online “near real time” replication of data to avoid any
data loss.
GreenInitiative
Bank has adopted environment friendly systems and technologies in the design of the new Data Centre (Green
Initiative), which includes
 Energy efficient electrical and HVAC design
 Environment friendly construction material
 Chiller based HVAC
 Temperature monitoring
 Intelligent building management software
 High efficiency Precision air-conditioning units
The Bank's ultimate objective is to reorient itself as a highly technology enabled Bank and Bank of first choice
for its customers in order to emerge as a leader in the global market place on every single parameter including
technology.
Wide Area Network (WAN) - networking of branches, administrative offices & overseas
territories
All branches, Administrative offices, Training centres, Inspection centres etc. in India and abroad have been
networked through Lease Lines, ISDN, VSATs for running multiple applications under CBS with enough
redundancy for high up time.
Corporate Intranet & E-Mail
Web-based Corporate Intranet and e-mail for electronic communication, information sharing & knowledge
management is fully operational.

29. 24
HRNES & payroll
 Bank has implemented Human Resource Networking for Employees Service with the objective of creating a
central database of its employees to facilitate decision making, promotion and selection exercise as also to
automate other HR processes.
 In Payroll, Salary module, e-TDS module has been implemented for all Domestic offices. Leave module has
also been launched where employees are provided with the functionality of self service.
Information security
 Bank of Baroda has put in place robust Information Security Management System to ensure
confidentiality, integrity, and availability of its IT resources. Multi-layered security architecture has
been implemented with firewalls, NIPS, HIPS, regular patch updating, anti-virus & anti-spyware,
centralized domain controlling, application security, database security, physical & logical access control
measures etc.
 Bank has an updated IT Security Policy, standards and guidelines, which have been formulated to
address the evolving threat landscape and Bank’s endeavour to provide safe technology enabled services
to its customers.
 For internet banking, 128-bit Verisign SSL certificate has been implemented to ensure that customers’
data is transmitted in encrypted form over internet. To prevent fraudulent fund transfers, mandatory
beneficiary registration has been implemented for third party fund transfers in internet banking.
 Bank’s IT assets are subjected to periodical audits, vulnerability assessment and penetration testing to
assess the vulnerabilities / risks and implement necessary risk mitigation measures.
“Leveraging Technologyfor Augmenting Business Growthand Profitability”
Technology is an integral part of banking. Right from sourcing and acquiring the customer to servicing and
delighting the customer, bank depends upon technology.
Technology needs to be leveraged to make the Bank’s routine operations cost-effective. To achieve this, the
Bank has engaged the services of McKinsey & Co. to advise it on Business Process Re-engineering and
Organizational Restructuring so that its branches can devote maximum time to sales and marketing functions
and handle the newly acquired business in an effective manner.
The newly created robust technology platform would also facilitate supervision and control and building up of
rich management information system to aid the business decision making.
INVESTOR RELATION

30. 25
Investor Services – Shares & Bonds
Bank of Baroda was one of the early movers in Public Sector Banks to have tapped the equity market in
December 1996. Further the Bank has come out with a "Follow on Public Offer" in January 2006.
The Bank has also issued equity shares to the Government of India on Preferential Basis in March 2011, March
2013, January 2014, March 2015 and Sept. 2015, March 2018 and to LIC of India in March 2012, pursuant to
SEBI (Issue of Capital and Disclosure Requirements) Regulations, 2009, as amended.
The Government of India holds 64.03% of total paid up equity of the Bank as on 31.03.2018. The Bank has
reduced the face value of its equity shares from Rs.10/- each to Rs.2/- each (Rupees TWO Only) by sub
dividing ONE equity share in to FIVE w.e.f. 24th January 2015 (Record Date being 23rd January 2015). At
present, out of the total paid up equity capital of 264,55,16,132 equity shares of Rs.2/- each fully paid up, the
Public Shareholding is as large as 35.97%, which is held by Retail Investors, Employees, Banks and Financial
Institutions, FIIs and NRIs, Mutual Funds, Insurance Companies and Others.
Enhancing shareholders' value is the prime objective of the Bank. Towards this end, it is our policy to share
with the public, detailed information on Bank's Structure, Strategy, Financials, Asset Quality and New
Management Initiatives.

31. 26
SUBSIDIARIES & JOINT VENTURES
 DOMESTIC
 Subsidiary
1. Baroda Trustee India Private Limited
(Formerly known as Baroda Pioneer
Trustee Company Pvt. Limited)
2. Baroda Asset Management India Limited
(Formerly known as Baroda Pioneer Asset
Management Company Limited)
3. Baroda Global Shared Services Limited
4. BOB Financial Solutions Limited (formerly
known as Bobcards Limited)
 Joint Venture Company (J.V.)
1. India First Life Insurance Company
Limited
2. M/s India Infradebt Ltd.
 Associate
1. Baroda Uttar Pradesh Garmin Bank
2. Baroda Rajasthan Garmin Bank
3. Baroda Gujarat Garmin Bank
5. Nainital Bank Ltd.
6. BOB Capital Markets Ltd.
 OVERSEAS
 Subsidiary
1. Bank of Baroda (Botswana) Ltd.
2. Bank of Baroda (Kenya) Ltd.
3. Bank of Baroda (Uganda) Ltd.
4. Bank of Baroda (Guyana) Ltd.
5. Bank of Baroda (New Zealand) Ltd.
6. Bank of Baroda (Tanzania) Ltd.
7. Bank of Baroda (Trinidad & Tobago) Ltd.
8. Bank of Baroda (Ghana) Ltd.
 Associate
1. Indo-Zambia Bank Ltd. (Lusaka)
2. India International Bank Malaysia Berhad

32. 27
Bank of Baroda started its overseas journey by opening its first branch way back in 1953 in Mombasa, Kenya.
Since then the Bank has come a long way in expanding its international network to serve NRls/PIOs, Indian
Corporates around the world and to meet the banking requirements of the local population in the country of
operation. The Bank has transformed into 'India's International Bank.’

33. 28
BOB Loans - A wide range of solution for all of the customer’s financial needs
Bank of Baroda offers a wide range of retail loans to meet the customer’s diverse needs. Whether the need is
for a new house, child's education, purchase of a new car or home appliances, our unique and need specific
loans will enable the customer to convert the customer’s dreams to realities.
Home Loan
 No Hidden Charges
 Quick Processing and best
service
 Online Home Loan Eligibility
 Attractive interest rates
Car Loan
 Longer tenure & lower EMI
 Maximum funding
 Quick Processing and best service
 Attractive interest rate
PersonalLoan
 Quick processing
 Hassle free documentation
 Attractive interest rate
 Online loan repayment

34. 29
Two-WheelerLoan
 Interest Rates - One-year MCLR + Strategic
Premium + 4.00%
 Processing Charges - 2% of Loan amount or
Minimum Rs. 1000/-
 Finance for a minimum of Rs. 5000 and a
maximum of Rs. 1 Lakh
Education Loan
 For studies in institutions of India & Abroad
 No processing & documentation charges
 No security required
 0.50% concession in rate of interest to loans
for girl students
Mortgage Loan
 Interest Rates - Base Rate (per
annum) 9.15%
 Processing Charges - 0.20% of Loan
amount, Maximum Rs.10,000/-
 Minimum: Rs.2.00 Lacs to Maximum
- Rs.10.00 Crores
Mudra Loan
 Non-farm enterprises, Micro Enterprises and
Small Enterprises segment
 Interest Rates - MCLR+SP to (MCLR+SP)
+ 0.85% Small Enterprises
 Processing Charges - Nil

35. 30
Debit Card EMI
 Convert Purchases into monthly instalments
 Attractive Rate of Interest
 Flexible Repayment tenure
 Nil Documentation
 Flexible Repayment tenure
Advance Against Securities
 Against National Savings Certificates (NSC)
/ Kisan Vikas Patra (KVP)
 Processing Charges - Rs. 75/- per certificate
(for individuals) Rs. 150/- per certificate (for
others)
CommissionAgents Loan
 Facility for Commission Agents/Arthias,
engaged in Retail Trade
 Interest Rates - One-year MCLR + Strategy
Premium+2.00%
 Finance for a minimum of Rs. 25,000/-and a
maximum of Rs. 200 Lacs
Loan for Public Issues / IPO
 The customer can avail loan up to Rs. 10.0
lacs for subscribing to new issues.
 Interest Rates - One-year MCLR + Strategic
Premium + 3.75%
 Invest now pay within maximum period
of 90 days.

36. 31
Advance Against Gold Ornaments /
Jewellery
 All individuals who are owners of the Gold
Ornaments / Jewellery.
 Interest Rates - One-year MCLR + Strategic
Premium + 3.00%
 Processing Charges - 0.50% + service tax.
Traders Loan
 Advance available up to Rs. 10 Crores
 Interest Rates - BTL-6 / BOB -6 rated
accounts: MCLR –1 year + SP + 2.50%
 Finance for - Minimum: Rs.2.00 Lacs and
Maximum Limit: Rs.10.00 Crore

37. 32
CHAPTER 2
REVIEW OF THE LITERATURE
CASE 1
Bank of Baroda Q3 Net Profit seen up 765.7% YoY to Rs. 967.7 crore:
Sharekhan
Net Interest Income (NII) is expected to increase by 5.3 percent Y-o-Y (up 3
percent Q-o-Q) to Rs. 4,627.2 crore, according to Sharekhan.
WEBSITE- Money control News @moneycontrol.com
First Published on Jan 15, 2019 01:59 pm
Sharekhanhas come out with its third quarter (October-December’ 18) earnings estimates for
the Banking & NBFC sector. The brokerage house expects Bank of Baroda to report net
profit at Rs. 967.7 crore up 765.7% year-on-year (up 127.5% quarter-on-quarter).
Net Interest Income (NII) is expected to increase by 5.3 percent Y-o-Y (up 3 percent Q-o-Q)
to Rs. 4,627.2 crore, according to Sharekhan.
Pre-Provision Profit (PPP)is likely to rise by 2.8% Y-o-Y (up 21.7 percent Q-o-Q) to Rs.
3,751.2 crore.
INSTRUMENT RATING AMOUNT
(RS.
MILLON)
MOVEMEN
T
Tier I Bonds (Under Basel III) CRISIL
AA+
30000 Reaffirmed
Tier-II Bond Issue (Under Basel III) CRISIL
AAA
20000 Reaffirmed
Lower Tier II Bonds (Under Basel II) CRISIL
AAA
5000 Reaffirmed
Tier Perpetual Bonds (Under Basel II) CRISIL
AAA
21500 Reaffirmed
Upper Tier II Bonds (Under Basel II) CRISIL
AAA
50000 Reaffirmed

38. 33
CASE 2
SWAP RATIO FIXED FOR BANK OF BARODA MERGER WITH
VIJAYA, DENA BANK
Vijaya, Dena shareholders to get 402 & 110 shares, respectively, of BoB for every 1,000 held
Shreepad S Aute & Anup Roy | Mumbai Last Updated at January 3, 2019 00:21 IST
The Union Cabinet on Wednesday gave its nod to the proposed merger of Vijaya Bank and Dena Bank with
Bank of Baroda (BoB).
The merger will be completed by April 1, to create the country’s second-largest public sector bank. The
merged entity will also be the third-largest, in terms of assets, after State Bank of India (SBI) and HDFC
Bank. The total assets of the three entities combined, as of September 2018, was Rs 10.44 trillion, trailing SBI
(Rs 34.86 trillion) and Rs 11.70 trillion of HDFC Bank.
BoB will be the transferee bank and Vijaya Bank and Dena Bank would act as the transferor banks, a
statement from the government said, indicating that the larger bank will subsume the other two and would
continue with its own identity. Hence, there is unlikely to be a change in name, even as the term preferred by
the government and the banks is “amalgamation”.
The boards of the banks met to approve the swap ratios on Wednesday. For every 1,000 equity shares of
Vijaya Bank and Dena Bank, respectively, investors will get 402 and 110 equity shares of Bank of Baroda,
according to a BSE notification.
According to a senior banker with one of the banks, the government has not communicated how the top
management would be placed in the merged entity. Dena Bank is headed by Karnam Sekar, Vijaya Bank by
R A Sankara Narayanan, and Bank of Baroda by P S Jayakumar.
Based on Wednesday’s closing prices, the share exchange ratio seems to be in favour of Bank of Baroda. For
Dena Bank, the ratio is at sharp 27 per cent discount, and it is 6 per cent discount for Vijaya Bank.
According to analysts, the market was expecting that the share-exchange ratio would be slightly more in
favour of Dena Bank. “By favouring the stronger BoB, the government has broken the market’s distortion of
share-exchange ratio,” said G Chokkalingam, founder, Equinomics Research & Advisory. “It is also acquiring
high-quality Vijaya Bank at around 15 per cent discount as compared to ratio of their adjusted book values,”
Chokkalingam added.

39. 34
Dena Bank would also pull down the asset quality of the merged entity, analysts said. “The financials of BoB
are likely to be diluted during the initial phase of the merger, mainly because of the bad loans of Dena Bank.
Also, technology change, possible NPA (non-performing asset) provisions requirements etc. are likely to take
a toll on near-term earnings of BoB” said Lalitabh Shrivastava, assistant vice-president at Sharekhan. BoB’s
stock is expected to react positively on Thursday’s, but Dena Bank could witness sharp pressure on its share
price. Vijaya Bank stock may see some marginal pressure. BoB stocks closed Rs 119.40 a piece, down 3.16
per cent; Vijaya closed up 0.29 per cent, at Rs 51.05 a piece; and Dena Bank closed down 0.28 per cent, at Rs
17.95 a piece on the BSE.
The combined employee count was 85,675, and total branches were nearly 9,500, as of June. None of the
employees would be retrenched, assured the government. But it is likely that some of the branches would be
closed, considering the multiple presence in key locations. The government hopes that the economies of scale
and wider scope would position the merged entity for “improved profitability, wider product offerings, and
adoption of technology and best practices across amalgamating entities for cost efficiency and improved risk
management, and financial inclusion through wider reach.”
“The
amalgamation
will be the first-ever three-way consolidation of banks in India,” the government said. It will “help create a
strong globally competitive bank with economies of scale and enable realisation of wide-ranging synergies,”
such as networks, low-cost deposits, customer base, market reach, operational efficiency while offering wider
bouquet of products and services, and improved access for customers.

40. 35
The undertakings of Vijaya and Dena Bank “as a going concern shall be transferred to and shall vest in the
transferee bank, including, inter alia, all business, assets, rights, titles, claims, licenses, approvals and other
privileges and all property, all borrowings, liabilities and obligations,” the government statement said. Every
permanent and regular officer or employee of Dena and Vijaya will become an officer or employee of BoB
and their pay and allowances will be at par with other Bank of Baroda officers and employees, the statement
said. “There will be no retrenchment of any employee because of this merger,” said Union Law Minister Ravi
Shankar Prasad.
The three banks have strengths of their own, Dena Bank has relatively higher access to low cost current and
savings accounts (CASA), Vijaya Bank is profitable and is well capitalized and BoB has extensive and global
network, as well as good product offerings.
The amalgamated banks will have access to a wider talent pool, and a large database that may be leveraged
through analytics for competitive advantage in a rapidly digitalising banking context. Benefits would also
flow as a result of wider reach and distribution network and reduction in distribution costs for the products
and services through subsidiaries.

41. 36
CASE STUDY 3
BOB APPOINTS ADHIA AS NON-EXECUTIVE CHAIRMAN SOURCE
Last Updated: Mon, Mar 04, 2019 16:32 hrs
Former Finance Secretary Hasmukh Adhia has been appointed as the Non-Executive Chairman of Bank of
Baroda. "The Central government has appointed Dr Hasmukh Adhia as part-time Non-Official Director as
well as Non-Executive Chairman on the Board of Bank of Baroda for a period of three years," the bank
informed stock exchanges on Saturday. Adhia is an Indian Administrative Service (lAS) officer of the 1981
batch belonging to Gujarat who served as Finance Secretary and Revenue Secretary. He had retired in
November 30, 2018. Adhia’s appointment as Non-Executive Chairman is effective from March 1, and comes
as a merger is underway between Bank of Baroda, Dena Bank and Vijaya Bank.

42. 37
CHAPTER 3
RESEARCH METHODOLOGY
OBJECTIVE OF STUDY
Banking and finance can be called as the nerves of any economic system as they accelerate the process of
economic development through canalization of adequate finance. It is hard to anticipate development of
efficient banking services in the country.
No doubt financial institution plays an important role in economic development but at the same time
economic development determines the growth and development of banking institutions, the role of various
kind of banking institution. In economic, development need not to be emphasize.
Main objective of the study is to know the “Product and services of Bank of Baroda” and “The Present
scenario of Bank of Baroda”.
TYPE OF RESEARCH
Research is one of the most important parts of any study and pertains to the collection of information and
knowledge. Marketing research is defined as the systematic design, collection, analysis and reporting of data
and findings relevant to a specific marketing situation facing the company.
My project has been developed on has basis of both exploratory and descriptive research. The research
process depends upon developing the most efficient plan for gathering the needful information. Designing a
research plan calls for decisions on the data sources, research approaches, research instruments, sampling plan
and contact methods.
SECONDARYDATA
Secondary data are taken from many book and articles of news. For my project work it was collected through
the help of various directories of various associations, newspapers, websites etc.

43. 38
CHAPTER 4
CONCLUSION
To conclude banking sector is the backbone of any economy. Services offered by them go a long way in
upliftment of the society. In this world of high competition where banking too faces very high competition, if
has to survive has to serve its customer to the best of their ability.
We come to know from this project that BANK OF BARODA HAS COMPLETED 100
YEARS SUCCESSIVELY. Importance of the documentation of the bank. Facilities of bank and what are the
services this bank provide from another bank. This bank has the overseas branches outside India and has near
about 3000 branches thought out the world. This bank requires less documents and minimize the works to
their employees and customer. They provide free hospitals services and insurance policies.
BANK OF BARODA is the 3RD largest bank in INDIA. Its Moto is banking with passion.

44. 39
BIBLIOGRAPHY
WEBSITE
http://www.sify.com/finance/bob-appoints-adhia-as-non-executive-chairman-
news-bank-tdcnbPaccjbgc.html
https://www.moneycontrol.com/news/business/earnings/bank-of-baroda-q3-
net-profit-seen-up-765-7-yoy-to-rs-967-7-cr-sharekhan-3392961.html
https://www.business-standard.com/article/finance/cabinet-gives-nod-to-
vijaya-dena-bank-merger-with-bank-of-baroda-119010200956_1.html
https://www.bankofbaroda.com/about-us.htm
BOOK
INDIAN INSTITUTE OF BANK MANAGEMENT,ADVANCED BANK MANAGEMENT