1. Presented By:
SMITA RASTOGI

2. BANK’S JOURNEY
 1865 – The Bank was founded at Allahabad by a group of Europeans.
 1969 – Nationalized along with 13 other banks.
 1989 – United Industrial Bank Ltd. merged with Allahabad Bank.
 1991 – Instituted All Bank Finance Ltd., a wholly owned subsidiary for Merchant Banking.
 2002 – Initial Public Offer (IPO), reducing Government shareholding to 71.16%.
 2005 – Follow on Public Offer (FPO), reducing Government shareholding to 55.23%.
 2008 – Bank crosses Rs.125000 crore businesses.
 2009 – Allahabad Bank ties up with UAE Exchange & Financial Services.
 2009 – Allahabad Bank signed an MOU with Maruti Suzuki for promotion of Car financing.
 2010 – It’s business crosses Rs 1,96,800 crore.
 2011– The Bank begun enrolment for Aadhaar.
 2011 – It allotted 2.95 crore shares of Rs 10 each at a premium of Rs. 217 to the GOI on a
preferential basis in return for Rs 670.00 crore fund infusion.
 2012 – Bank crosses its net work of 2500 branches.
 2013 – It crosses Rs.3,00,000 crore and enters in “Orbit of Large Banks”.
 2014- Celebrates 150 years of foundation.

3. SWOT ANALYSIS
STRENGHTS:
1.Oldest Nationalised bank with over 2400 branches
2. National and International presence
3. Financial products for all categories of customers from rural to urban
4. Innovative schemes like Retail banking boutique and Saral loans etc
WEAKNESS:
1. Inadequate advertising as compared to leading banks
2. Compliance with government schemes
3. Limited number of ATM’s and low customer relationship
OPPORTUNITY:
1. Initiative for self-employment amongst youth
2. Internet Banking and other services
THREATS:
1. Economic crisis
2. Stringent measures by RBI
3. Competition from other banks

4. BEST PRACTICES
•To provide professional, efficient, courteous, diligent and speedy services in the matter of retail lending.
•To be fair and honest in advertising and marketing of loan products.
•To provide customer with accurate and timely disclosure of terms, costs, rights and liabilities as regards loan transactions.
•To attempt in good faith to resolve any disputes or differences with customer through complaint redressed cells within the organisation.
•To spread general awareness about potential risks in contracting loans and encourage customer to take independent financial advice
and not to act only on representation from banks.
•A prospective customer would be given all the necessary information adequately explaining the range of loan products available with
our bank to suits his needs.
•The customer will be informed the procedure for servicing and closure of the loan a/c.
•Interest rate for different loan products and the subsequent revisions would be made available through any one or all of the media,
namely- Bank’s Web Site, over telephone where tele - banking facility is available, other media.
•The bank would notify clearly about the default interest rates to the prospective customers.
•Customer would be entitled to receive on demand periodic updates on the interest rates applicable to their accounts. On demand
customers can have full details of method of application of interest.
•Loan application form, draft documents or such other papers to be signed by a customer will comprehensively contain all the terms
and conditions relating to the product or services of his choice.
•The bank would notify in advance any change in accounting practices that would affect the customer, before implementation.
•All personal information of the customer would be confidential and would not be disclosed to any third party unless agreed to by the
customer.

5. SHAREHOLDING PATTERN (CURRENT)
No. Name of the Shareholder Total Shares held Shares as % of Total No. of Shares
1
Life Insurance Corporation of
India
75,757,323 12.61
2
HDFC Trustee Co. Ltd A/c
HDFC
15,000,000 2.5
Total 90,757,323 15.11
62.73
5.33
0.18
13.25
5.22 11.44
1.86
Central Government / State
Government(s)
Mutual Funds / UTI
Financial Institutions / Banks
Insurance Companies
Foreign Institutional Investors
Individuals

6. C Capital Management
A Asset Quality Management
M Over all Management (Hump on the camel)
E Earnings (Profitability Management)
L Liquidity Management
S Systems Management

7.  RBI prescribes banks to maintain a minimum CRAR of 9 % with regard to credit risk,
market risk and operational risk on an ongoing basis.
 Allahabad bank maintains capital adequacy ratio of 10.45% (Basel 3) and 10.52% (Basel2)
in 2015 that show Allahabad bank can absorb high level of losses. This is positive sign for the
bank and the stakeholders’.
CAPITAL MANAGEMENT
CRAR (As On March 31)
Year
Basel-I Basel-II Basel-III
Tier-I Tier-II Total Tier-I Tier-II Total Tier-I Tier-II Total
2015 .. .. .. 10.52 10.45
2014 .. .. .. 7.67 2.59 10.26 7.51 2.45 9.96
2013 .. ... .. 8.05 2.98 11.03
2012 ... ... .. 9.13 3.70 12.83
2011 ... ... ... 12.96

8. ASSET QUALITY MANAGEMENT
 An asset becomes NPA when it ceases to generate income for the bank for more than 90days.
The benchmark rate for bank is Gross NPA below 5% whereas in Net NPA below 1%. In 2015
Allahabad bank sufferings from both high Gross NPA and Net NPA, which is a negative sign
for the bank growth.
Mar '15 Mar '14 Mar '13 Mar '12 Mar '11
Gross NPA 8,358.0 8,068.0 5,137.0 2,059.0 1,647.9
Net NPA 5,978.9 5,721.8 4,126.8 1,091.7 736.4
% of Gross NPA 5.5 5.7 3.9 1.8 1.7
% of Net NPA 4.0 4.2 3.2 1.0 0.8
Return on Assets % 0.4 0.6 0.6 1.0 1.1

9. NPA MOVEMENT
Year MOVEMENT OF NPA (As on March 31) (millions)
Bank Gross NPAs Net NPAs
As on
March 31
Addition Reduction Write-
off
As on
March
As on
March
As on
March
previous
year
during
year
during year During
year
Current
year
Previous
year
Current
year
-1 -2 -3 -4 -5 -6 -7
2014 ALLAHAB
AD
BANK
51370 60212 30902 - 80680 41268 57218
2013 ALLAHAB
AD
BANK
51370 10917 41268
2012 ALLAHAB
AD
BANK
20590 58919 28139

10. LOAN AND DEBT RESTRUCTURING
LOAN RESTRUCTURING AND CORPORATE DEBT RESTRUCTURED (millions)
Year Loan Subjected to Restructuring Corporate Debt Restructured
Standard
Assets
Sub-
Standard
Assets
Doubtful
Assets
Total
[(1)+(2)+(3)
]
Standard Sub-
Standard
Doubtful Total
[(5)+(6)+(7)
]
Tot al
[(4)+(8)]
-1 -2 -3 -4 -5 -6 -7 -8 -9
2014 64649 10486 14584 89719 44549 626 1333 46508 136227
2013 95624 17280 1001 113905 23457 792 - 24249 138154

11. PROVISIONS AND CONTINGENCIES OF
SCHEDULED COMMERCIAL BANKS
Year As on March 31
Bank Taxation NPA Investments Others Total
-1 -2 -3 -4 -5
2014 ALLAHABAD
BANK
4645 20308 1377 2154 28484
2013 ALLAHABAD
BANK
3675 14812 -1758 5271 22000
2012 ALLAHABAD
BANK
2958 11835 2206 2033 19032

12. Advances and NPAs of Domestic Banks by Priority and Non-Priority Sectors * (billions)
Bank Group Priority Sector Non-Priority Sector Total
Gross
Advances
Gross
NPAs
Gross
NPAs as
Per Cent
of Total
Gross
Advances
Gross
NPAs
Gross
NPAs as
Per Cent
of Total
Gross
Advances
Gross
NPAs
Gross
NPAs as
Per Cent
of Total
Public Sector Banks
2013 12,790 669 42.9 27,769 890 57.1 40,559 1,559 100.0
2014 15,193 792 36.5 30,712 1,375 63.5 45,905 2,167 100.0
SBI Group
2013 3,899 264 44.0 8,599 335 56.0 12,498 600 100.0
2014 4,482 261 34.4 9,463 499 65.6 13,944 760 100.0
Private Sector Banks
2013 3,157 52 26.0 7,309 148 74.0 10,467 200 100.0
2014 3,831 61 27.0 8,287 167 73.0 13,117 227 100.0

13. NPAs of SCBs Recovered through Various Channels
Year No. Recovery Channel Lok Adalats DRTs SARFAESI Act Total
2012-13 1 No. of cases referred 8,40,691 13,408 1,90,537 10,44,636
2 Amount involved 66 310 681 1,058
3 Amount recovered* 4 44 185 232
4 3 as per cent of 2 6.1 14.1 27.1 21.9
2013-14 1 No. of cases referred 16,36,957 28,258 1,94,707 18,59,922
2 Amount involved 232 553 946 1,731
3 Amount recovered* 14 53 244 311
4 3 as per cent of 2 6.2 9.5 25.8 18

14. LOAN SECURITIZATION

15. (OVERALL) MANAGEMENT
 From the above data it can be seen that business per employee has increased 10.63 in
2011 to 14.3 in 2015. This is a positive sign for the bank growth whereas profit per
employee has reduced from 6.7 in 2011 to 2.56 in 2015. This is a negative sign for the
growth of bank. Allahabad bank has improved the credit deposit ratio from 71 to 77
in 2015.
Business per employee 2011 2012 2013 2014 2015
10.63 12.17 13.73 13.5 14.3
Profit per employee 2011 2012 2013 2014 2015
6.7 8.36 5.25 4.77 2.56
Credit deposit ratio 2011 2012 2013 2014 2015
71 70 72 72 77

16. EARNINGS MANAGEMENT
 SPREAD: Allahabad bank needs to improve their spread % as it provides contribution to bank profit:
 BURDEN: It needs to reduce the burden % either by increased the other income or by reducing the expenses.
Burden consists of major part of operating expenses.
2011 2012 2013 2014 2015
ROA 1.11 1.02 0.64 0.57 0.29
Net NPA as % to Net Advances 0.79 11.21 0.87 0.87 0.02
Spread % assets 3 3 2 2 3
EFFICIENCY RATIO
Mar '15 Mar '14 Mar '13 Mar '12 Mar '11
NII / Total Funds
8.8 8.82 9 9.27 8.06
NIM / Total Funds
2.77 2.51 2.52 3.09 2.95
Asset Turnover Ratio
0.09 0.09 0.09 0.09 0.08

17. LIQUIDITY MANAGEMENT
 Allahabad bank is a crunch of liquidity all over 5years and not able to reach the
current ratio benchmark rate 1:33%, whereas quick ratio has decreased from 22.9%
in 2015 to 25.46% in 2011.
Mar '15 Mar '14 Mar '13 Mar '12 Mar '11
Current Ratio 0.01 0.01 0.01 0.01 0.02
Quick Ratio 22.9 25.23 31.71 31.26 25.46

18. SYSTEMS MANAGEMENT
 It includes: Ability of management to identify, measure, monitor and control various risk,
Effective internal control system to control operational risk, Training and development of
employees, Regulatory compliance- penal action if any
TYPES OF RISKS SUFFERED BY ALLAHABAD BANK
Allahabad Bank for Capital Requirements for Various Risks (As per 30th September 2015)
S.No Types of Risks Capital Requirement
A Credit Risk 11282.71
A.1 For non-sec portfolio 11282.71
A.2 For Securitized portfolio 0.00
B Market Risk 753.75
B.1 For Interest Rate Risk 541.73
B.2 For Equity Risk 197.08
B.3 For Forex Risk (including gold) 14.94
B.4 For Commodities Risk -
B.5 For Options risk -
C Operational Risk 1009.50
C.1 Basic Indicator Approach 1009.50
C.2 Standardized Approach if applicable -