MANU TM

1. INTEGRATED PROJECT WORK ASSIGNMENT
ON HDFC BANK

2. INTRODUCTION TO THE INDUSTRY
Banking, the business of providing financial services to
consumers and businesses. The basic services a bank provides
are checking accounts, which can be used like money to
Make payments and purchase goods and services;
Savings accounts and time deposits that can be used to save
money for future use;
Loans that consumers and businesses can use to purchase goods
and services; and
Basic cash management services such as check cashing and
foreign currency exchange.
A broader definition of a bank is any financial institution that
receives, collects, transfers, pays, exchanges, lends, invests, or
safeguards money for its customers

3. BANKING INDUSTRY IN INDIA
 The first bank in India, though conservative, was established
in 1786. From 1786 till today, the journey of Indian Banking
System can be segregated into three distinct phases. They are
as mentioned below:
 Early phase from 1786 to 1969 of Indian Banks
 Nationalization of Indian Banks and up to 1991 prior to
Indian banking sector Reforms.
 New phase of Indian Banking System with the advent of
Indian Financial & Banking Sector Reforms after 1991.

4. INTRODUCTION OF HDFC BANK
 Housing Development Finance Corporation
 Founded in 1977 by Hasmukh bhai Parakh
 HDFC Bank was incorporated in August 1994
 Among the first in new generation commercial banks
 Registered office in Mumbai, India
 Promoted by HDFC, the parent company
 IPO in India in 1995
 Listed in NSE, BSE, NYSE(ADR)

5. PROFILE OF HDFC BANK
 Type Public
 Founded 1994
 Headquarters HDFC Bank Ltd., Mumbai, India
 Industry Banking, Insurance, Capital Markets and allied industries
 Products Loans, Credit Cards , Savings, Investment vehicles, Insurance etc.
 Net revenue Rs. Rs 4,799 crore
 Net income Rs. 14,550 crores INR
 Website www.hdfcbank.com

6. HDFC
NETWORK
 4,787 branches across 2,691 cities
The Bank also has a network of 12,635 ATMs across India.
HDFC Bank's ATM network can be accessed by all domestic and
international Visa / MasterCard, Visa Electron / Maestro, Plus /
Cirrus and American Express Credit / Charge cardholders.
 ll branches are linked online on a real-time basis. Customers
across India are also serviced through multiple delivery
channels such as Phone Banking, Net Banking, Mobile Banking,
and SMS based banking

7. BOARD OF DIRECTOR
 Mrs. Shyamala Gopinath{chairman of HDFC}
 Mr. Bobby Parikh{Country Head-Operations}
 Mr. Malay Patel{Vice president}
 Mr. Keki Mistry{Managing Director}
 Mr. Aditya Puri {Managing director}
 Mr. Paresh Sukthankar{ Executive directors}

8. ACHEIVEMENT
2018
HDFC Bank won three awards at the Aadhaar Excellence Awards
2018,
 Best Performing Private Bank in "Total Aadhaar Generation &
Update"- In House Mode
HDFC Bank has won the “Nasscom AI Game Changer Award” for
Innovative Application in AI in the Bank’s ‘Virtual Agent Engine
HDFC Bank has won the Best Bank Award at the Dun & Bradstreet
Corporate Awards 2018.
2017
HDFC Bank has been adjudged the Best Bank for the year 2017 in
Business India’s 19th Best Bank survey.
Best IPO, India for Avenue Supermarts 18.7 billion rupee
IPO HDFC Bank has made it to the prestigious Forbes Asia's 13th
Fabulous 50 list of companies

9. BUSINESS ETHICS CORPORATE GOVERNANCE

10. CORPORATE SOCIAL RESPONSIBILITY(CSR)
DEFINATION
A company's sense of responsibility towards the community and
environment
(both ecological and social) in which it operates. Companies express this
citizenship
 through their waste and pollution reduction processes,
 by contributing educational and social programs, and
 by earning adequate returns on the employed resources.
BENEFITS
 Better brand recognition.
 positive business reputation.
 increased sales and customer loyalty.
 operational costs savings.
 better financial performance.
 greater ability to attract talent and retain staff.
 organisational growth.
 easier access to capital.

11. CSR IN HDFC BANK
At HDFC Bank, Corporate Social Responsibility is all about
developing a business model that not only creates economic
value but also contributes to a healthy ecosystem and strong
communities.
Our Endeavour is to evolve and develop appropriate business
processes and strategies to achieve a common goal which
contributes to the greater good.

12. SUSTAIN
BILITY
LIVELIHO
OD
SANITATION
SKILLING
ENVIRON
MENTAL
SUSTAIN
ABILITY
CSR

13. Sustainable Livelihood 2008
 Bringing about a positive change.
 Empowering rural women through Sustainable Livelihood
Initiative(SLI) 2009
Swach Bharat Swach Vidyalaya 2010
 Clean and hygienic conditions at schools and work places
 Our focus is not only in providing sanitation infrastructure but it also
encompasses behavioral change (WASH-Water, Sanitation and
Health).
 We believe that the family and school play a key role in shaping a
child’s life and hence our WASH programmed integrates these
stakeholders into bringing a sustainable behavioral change in school
as well as at community level.

14. Changing lives through education 2011
Enabling all-round growth in children
Promoting Financial Literacy
Shrinking school drop-out rates
Guiding young minds

15. Changing lives through training 2013
Building lives
ASHA for a greener tomorrow (insurance to boosting farm
productivity to diversification of crops and varying income
cycle)
Organic growth
Loksamruddhi (The project intends on creating a sustainable
future for the community by focusing on natural resources
management )

16. Community initiatives 2015
Natural Resource Management
Water wheels
Environmental Sustainability 2016
Paperless Bankingensuring multichannel delivery through Net
Banking, Phone Banking and Mobile Banking
Solar ATMs 2017

17. CORPORATE GOVERNANCE
HDFC Bank recognizes the importance of good corporate
governance,
which is generally accepted as a key factor in attaining
fairness for all stakeholders and achieving organizational
efficiency.
 This Corporate Governance Policy, therefore, is established to
provide a direction and framework for managing and
monitoring the bank in accordance with the principles of
good corporate governance.

18.  The Bank believes in adopting and adhering to best recognized corporate
governance practices and continuously benchmarking itself against each
such practice.
 The Bank understands and respects its fiduciary role and responsibility to
shareholders and strives hard to meet their expectations.
 The Bank believes that best board practices, transparent disclosures and
shareholder empowerment are necessary for creating shareholder value.
 The Bank has infused the philosophy of corporate governance into all its
activities. The philosophy on corporate governance is an important tool for
shareholder protection and maximization of their long term values.
 The cardinal principles such as independence, accountability,
responsibility, transparency, fair and timely disclosures, credibility etc.
serve as the means for implementing the philosophy of corporate
governance in letter and spirit.

20. Financial inclusion is described as the method of offering banking and
financial solutions and services to every individual in the society without
any form of discrimination
BY RBI
 Objectives of Financial Inclusion
 Financial inclusion intends to help people secure financial services and
products at economical prices such as deposits, fund transfer services,
loans, insurance, payment services, etc.
 It aims to establish proper financial institutions to cater to the needs of the
poor people. These institutions should have clear-cut regulations and
should maintain high standards that are existent in the financial industry.
 Financial inclusion aims to build and maintain financial sustainability so
that the less fortunate people have a certainty of funds which they struggle
to have.

21. Financial Inclusion Schemes in India
 The Government of India has been introducing several exclusive
schemes for the purpose of financial inclusion. These schemes
intend to provide social security to the less fortunate sections of the
society. After a lot of planning and research by several financial
experts and policymakers, the government launched schemes
keeping financial inclusion in mind. These schemes have been
launched over different years. Let us take a list of the financial
inclusion schemes in the country:
 PradhanMantri Jan DhanYojana (PMJDY)
 Atal Pension Yojana (APY)
 PradhanMantriVayaVandanaYojana
 Stand Up India Scheme
 PradhanMantri Mudra Yojana
 PradhanMantriSurakshaBimaYojana (PMSBY)

22. INITIATIVE TAKEN BY HDFC BANK
FOR FINANCIAL INCLUSION
 HDFC bank launches mobile banking platform with Vodafone’s M-Paisa
 HDFC Bank takes banking in rural area
 CSC SPV, HDFC Bank sign MoU to support financial inclusion in rural areas
 CSC Common Service Centres (CSCs) have partnered with leading private
sector bank HDFC to work as banking correspondents.
 SPV special purpo se vehicle/entity is a subsidiary company with an
asset/liability structure and legal status that makes its obligations secure,
 PAYROLL GIVING PROGRAMME FOR EMPLOYEES

23. Financial initiatives taken by HDFC bank Recent
 Launch of SmartUp Zones for start-ups
 Launch of EasyEMI on Debit Cards
 Launch of all-in-one DigiPOS machines
 Launch of ‘Industry Academia’ for start-ups
 Launch of UPI on Chillr

24. DISTRIBUTION NETWORK
As of March 31, 2018, the Bank's distribution network was at
4,787 branches across 2,691 cities.
All branches are linked online on a real-time basis. Customers
across India are also serviced through multiple delivery
channels such as Phone Banking, Net Banking, Mobile
Banking, and SMS based banking
38%
15%8%
39%
DOMESTIC BRANCH NETWORK DISTRIBUTION JUNE 18
SEMI URBAN
RURAL
METRO
URBAN

25. ATMS AND NET PROFIT
11,766
4,715
2,500
12,000
ATM IN CR
Sales
HDFC Bank reported a 20.2 per cent jump in
net profit at Rs 3,374.2 crore, helped by a
healthy rise in core net interest income (NII).
The bank, which registered around 30 per
cent profit growth for over a decade till 2016-
17, posted a 20.4 per cent growth in post-tax
profit at Rs 12,296.2 crore for the fiscal.
For January-March, NII rose 24 per cent to Rs
7,453.3 crore, while the non-interest income
was up 11.8 per cent to Rs 2,865.9 crore.

26. PNB vs. HDFC BANK
PNB

27. PMJDY ACCOUNTS IN PNB
JUNE 17 18-Mar 18-Jun
167
183 185
135
159 170
134
154 155
PMJDY ACCOUNT IN LACS
PMJD A/c RUPAY CARDS Aadhaar
17-Jun 18-Mar Category
3
1773
1928 1937
PMJDY AVG BALANCE
IN Rs Amt
PMJDY A/C AADHAR

28. ACCOUNTS IN eKYC
17-Jun 18-Mar Category 3
91.7
99.2
151
TAX DONE BY BCs in LACS
PMJDY A/C AADHAR
JUNE117 18-Mar 18-Jun
58.4
74.6 76.7
A/CS OPENED THRU
eKYC IN LACS
PMJDY A/C AADHAR

29. 0
5
10
15
20
25
PNB
HDFC

30. Total Number of ATMs of PNB and HDFC Bank
0
20
40
60
80
AGR%
YEAR
NO OF ATMs
PNB
HDFC

31. Net Profit PNB and HDFC Bank (FY 2010-11to2014-15)
-100%
-50%
0%
50%
100%
2011-12 2012-13 2013-14 2015-16 2016-17
AGR%
year
Net Profit PNB and HDFC Bank
HDFC
PNB

32. Average Assets Ratio (%) of PNB and HDFCBank
0
0.5
1
1.5
2
2.5
2011-12 2012-13 2013-14 2015-16 2016-17
1.34
1.19
1
0.64
0.53
1.58
1.77
1.9
2 2.02
PNB HDFC

33. Income Ratio of PNB and HDFC Bank
0 20 40 60
2011-12
2012-13
2013-14
2015-16
2016-17
PERCENTAGE%
YEAR
Income Ratio of PNB and HDFC Bank
HDFC
PNB

34. Profit Per Employee of PNB and HDFC Bank
0
5
10
15
2011-12 2012-13 2013-142015-162016-17
PERCENTAGE%
YEAR
Per Employee of PNB and HDFC
Bank
PNB
HDFC

35. PNB AND HDFC BANK
 Both Bank works in dynamic environment which affected by many uncontrollable factors i.e. level of inflation,
government and RBI policies, economic conditions and many more factors.
 It is very difficult to measure the financial performance of banks in presence of these uncontrolled factors. It is
concluded from the study,
 Total number of branches of both banks increase by year on year basis but annual growth rate in total number of
branches in HDFC Bank is more than PNB which indicates
 HDFC Bank is invested more fund in construction of branches than to PNB invested in construction ofbranches.
 It is concluded that both bank spend the large fund to construct the ATMs but annual growth rate in total number of
ATMs of HDFC Bank is more than annual growth rate in total number of ATMs in PNB.
 It shows that HDFC Bank generating more profits to its rival. Annual growth rate in Net profit of HDFC Bank is positive
all year which indicate bank performing well but annual growth rate in Net profit of PNB after year 2016-17 is
negative which indicate PNB facing huge problems in generatingprofits.
 Return on average assets ratio show that financial performance of HDFC Bank is better than PNB which indicate HDFC
Bank invested its assets in more profitable hands.
 Capital adequacy ratio of HDFC Bank is also higher than PNB which indicate HDFC Bank is more financially healthy to
PNB.

36. 64%
21%
11%
1% 2% 1%
RUPEE EARNED
INTEREST FROM ADVANCES INTERSET FROM INVT COMMISION ,EXCHANGE,BROKERAGE
OTHER INTERSET INCOME FX AND DERIVATION INCOME OTHERS

37. RUPEE SPENT BY HDFC BANK
48%
26%
10%
7% 5% 4%
RUPEE SPENT
INTEREST EXPENSE
OPERATING EXP
TAX
TRANSFER TO RESERVE
PROVISON
PROPOSSED DIVIDEND AND TAX
THEREON

38. INTERNATIONAL FINANCIAL
MANAGEMENT
PROF. GURBIR.S KHERA(CFA

39. CHALLENGES AND OPPURTUNITIESOF HDFC BANK
CHALLENGES
 For HDFC Bank, the biggest
challenges include new
payment banks - such as Paytm,
Reliance Industries, Tech
Mahindra, NSDL and India Post - that
are ready to launch
Operations
 New palayers such as Kotak
Mahindra Bank Indusland Bank
and Yes bank are spreadinf their
wings in retail banking.
 A dozen small finance banks will
give a fight to full scale banks in
rural areas.
 Growth in deposits or CASA{
current accounts saving account}is
stagnant due to competition
 Payment banks will pose strong
challenges in the digital banking
space
For HDFC Bank after Aditya puri
Who succession is a big issue.

40. Oppurtunity
Its “omni-channel” strategy to plumb deep into the growing domestic
market,
we grow our international business
un-banked or under-serviced, there is more of an opportunity to
tap into within the country
Focussed on both retail and wholesale customer segments. We will
continue to cater to all customer segments
Different products will have faster or slower growth. Having a
diversified portfolio allows us to grow at more stable growth rate
well-positioned across customers and geographies gives us stability
for our own growth

41. NEW PRODUCTS
HDFC Bank offers a bunch of products
and services to meet the every need of the
people.
The company cares for both, individuals as
well as corporate and small and medium
enterprises.
For individuals, the company has a range
of accounts, investment, and pension
scheme, different types of loans and cards
that assist the customers.

42. MARKET SHARE CAMPARISON
HDFC Bank said it is looking at
expanding its market share. "Of
course, we will get some benefit if
the rest are focused on other
issues other than growth
 Bank will be starting a Rs 24,000
crore capital raising process "very
soon" and exuded confidence of it
sailing through on its key strengths-
-good capital buffers, and one of the
best earnings ratios in the world
HDFC Bank, which is by far the
best-managed large lender when it
comes to NPAs, has only five accounts
of over Rs 100 crore which are
classified as dud loans

43. COMPARISON ICICI AND HDFC BANK

44. FUTURE STRATEGIES

45. MS. ANITA SHARMA

46. CAPITAL STRUCTURE
 Capital structure is the proportion of all types of capital viz.
equity, debt, preference etc. It is synonymously used
as financial leverage or financing mix. Capital structure is
also referred as the degree of debts in the financing or capital
of a business firm.
BY Sanjay Bulaki Borad

47. CAPITAL STRUCTURE OF HDFC BANK 2017-18

48. WORKING NOTESFOR MARCH 2018
 1. EQUITY RATIO = SHAREHOLDER FUNDS/ TOTAL CAPITAL EMPLOYED
519.02 + 105775.98/519.2+105,77,98 -242,200.24 = 106295.18/8209494
=1.29
 2. DEBT RATIO = TOTAL LIABILITIES/TOTAL ASSESTS
= 1063934.33/1063934.31=1
 3. PROPRIETARY RATIO = PROPRIETARY FUND/TOTAL ASSESTS=
519.02+105775.98/1063934.31 =0.099
 4. CAPITAL GEARING RATIO =FIXED CHANGE BEARING CAPITAL /EQUITY
SHAREHOLDER FUNDS
=7,88,770.64/1,06,3934.31 = 0.74

49. Working notes For march 2017
 1. EQUITY RATIO = SHAREHOLDER FUNDS/ TOTAL CAPITAL EMPLOYED
= 512.51+88,462.35/512.51+88,462,32 -214,463.34 = 0.709
 2. DEBT RATIO = TOTAL LIABILITIES/TOTAL ASSESTS
 863,840.20/863,840.20 = 1

 3. DEBT TO EQUITY RATIO = TOTAL DEBT/SHAREHOLDER FUND
 =717668.53/88794.86
 =0.082
 4. PROPRIETARY RATIO = PROPRIETARY FUND/TOTAL ASSESTS
 = 88794.86/863840.20 = 0.10

 5. CAPITAL GEARING RATIO =FIXED CHANGE BEARING CAPITAL /EQUITY
SHAREHOLDER FUNDS
 643639.66/863840.20= 0.7458


50. INTERPRETATION 2017-18
 EQUITY RATIO
MARCH 2017 MARCH 2018
0.7091.29
EXPLANATION TO THE ABOVE:
 Inour balance sheet whenever we see that equity ratio is increasing which means that capital is
increasing , when the equity is increasing then our investors would get increased hence, whenever
equity is increasing it is good for the firm / organization Accordingly, as seen above equity ratio in
2017 was 0.709 and it is been increased to 1.29 which shows a good response it indicates that a
company’s better long term solvency position. A low equity ratio , on the contrary, includes high
risk to the creditors.
 A higher ratio also shows potential creditors that the company is more sustainable and less risky to
lend future loans.
 Higher investment levels by shareholders shows potential shareholders that the company is worth
investing in since so many investors are willing to finance the company.

51. 2 DEBT Equity RATIO
 MARCH 2017 MARCH 2018
2017= 0.082 2018= 8.59
 Debt equity ratio should be less than 1 debt should be less because it is the liability whatever liability
should be there we have to pay.Now telling about the balance sheet of the bank. In bankdebt ratio
always high but if it is high there should not be a increase of debt equity ratio every year. It should be
balanced ratio in every year if it is high or it is not average amount then it is risker for the banks.
 From the above scenario we can see thet the debt equity ratio in march 2017 was 0.082 and its been
increased to 8.59 . A higher debt to equity ratio typically shows that a company has been aggressive
in financing its growth with debt, and there may be a greater potential for financial distress if
earnings do not exceed the cost of borrowed funds.
 The debt to equity ratio is a measure of z company’s financial leverage that relates the amount of a
firm’s debt financing to the amount of equity financing.
 A high debt to equity ratio differs depending upon the industry , because some industries tend to
utilize more debt financing than others

52. 3.Proprietary ratio
 Mar2017 0.10 > Mar 2018 0.099
 It is also known as equity ratio if the proportion of shareholder equity of total
asset,and such as provide rest estimate of the amount of capitalization currently
support in business
 If the ratio is high, indicate that a company has a sufficient amountof equity to
propose the function of business, and probably have roots inits financial
structure to take additional debt .
 Accordingly as seen above in 2017 ratio is 0.10 and in 2018 is 0.099 which
mean ratio is decreasing from 2017 to 2018.
 There are low ratio indicate a buns may be making use of too much debt or
trade payable rather than equity to support a operation process the risk of
bankrupt

53. 4.CAPITAL GEARING RATIO
 MARCH 2017 MARCH 2018
0.74 0.74
 Capital gearing ratio is a british term that refers to the amount of debt of a company has relative to its equity .
Capital gearing ratio is known as “ financial leverage”
 Companies with high capital gearing ratio will have a huge amount of debt relative to their equity .The gearing ratio
is a measure of financial risk and expresses the amount of a company’s debt in terms of equity.
 A company with a gearing ratio of 2.0 would have twice as much debt as equity
 If capital gearing ratio high then it is high risk for the firm, as revenue generated would be less, and if in case a loan
being given then the interest rate charged would be high.
 Hence capital gearing ratio should be less because capital gearing ratio says that debt /equity which mean debt is been
increased then risk factor will be increased the CGR is increased.so CGR should also be less
 Conclusion
 Equity ratio should merged as compared to other ratios and should be less because equity ratio tells us about the
market value if the market value is increased our equity ratio also get increased and hence shareholder would invest
more as automatically share holder invest more.
 Our capital gearing ratio 0.745 which is save in case of 2017-18 here it is less than 1 which mean the bank is not in
risk and capital gearing ratio will be less than1.


54. 5.DEBT RATIO
 MARCH 2017 MARCH 2018
1 1
 Debt is it is a type of loan, if debt is increased that if there is huge amount of loan then
it is not good for org and the debt ratio should less than 1 ratio. If debt is greater than 1,
then the respective firm is in high risk,
 If debt ratio less than 1 then it is fine then the % should not be increased if debt ratio
increased year to year then it mean that company’s equity is getting reduced which is a
high risk for company, if equity is getting reduced
 ‘In mar2017-18’ above that the debt ratio is 1 which mean that obviously there is
leverage for ,once its assets are sold of business can no longer operate .if debt ratio is 1
that total equity is 1 which mean bank has to sell all its asset sell off its liabilities
Obviously this is a highly leverage firm.
 The debt ratio is defined as the ratio of total debt to total assets , expressed as a decimal
or percentage . It can be interpreted as the propotion of a company’s assets that are
fiananced by the debt. The debt ratio is also referred to as the debt-to-assets ratio.

55. THEORIES
 Capital Structure Theory # 1. Net Income (NI) Approach
 Capital Structure Theory # 2. Net Operating Income (NOI)
Approach
 Capital Structure Theory # 3. Traditional Theory Approach:
 Capital Structure Theory # 4. Modigliani-Miller (M-M)
Approach:

56. ENTREPRENEURSHIP
MS. VIBHA TIWARI

57. BUSINESS OWNERSHIP
 The HDFC Bank was incorporated on August 1994 by the name of
'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC
Bank commenced operations as a Scheduled Commercial Bank in
January 1995.
 The Housing Development Finance Corporation (HDFC) was amongst
the first to receive an 'in principle' approval from the Reserve Bank of
India (RBI) to set up a bank in the private sector, as part of the RBI's
liberalization of the Indian Banking Industry in 1994.
 HDFC Bank is headquartered in Mumbai. The Bank at present has an
enviable network of over 1416 branches spread over 550 cities across
India.
 All branches are linked on an online real–time basis. Customers in over
500 locations are also serviced through Telephone Banking. The Bank
also has a network of about over 3382 networked ATMs across these
cities.

58. ABOUT FOUNDER
 ABOUT FOUNDER
 Prior to joining the Bank, Mr.Puri was the Chief Executive Officer of Citibank, Malaysia
from 1992 to 1994.
 Mr.Puri has been the Managing Director of the Bank since September 1994. Mr.Puri
has nearly 40 years of experience in the banking sector in India and abroad.
 Mr.Puri has provided outstanding leadership as the Managing Director and has
contributed significantly to enable the Bank scale phenomenal heights under his
stewardship.
 The numerous awards won by Mr.Puri and the Bank are a testimony to the tremendous
credibility that Mr.Puri has built for himself and the Bank over the years.
 The Bank has made good and consistent progress on key parameters like balance sheet
size, total deposits, net revenues, earnings per share and net profit during Mr.Puri's
tenure.
 The rankings achieved by the Bank amongst all Indian banks with regard to market
capitalization, profit after tax and balance sheet size remain amongst the top 10.


59. NATURE OF PRODUCT

60. SERVICES
 WHOLESALE BANKING SERVICES
 RETAIL BANKING SERVICES
 TREASURY

61. MONTHLY PRODUCTION TARGET
 HDFC Bank’s business
philosophy is based on five core
values: Operational Excellence,
Customer Focus, Product
Leadership, People and
Sustainability.
 Deliver superior experience and
greater convenience to customers
 Increase market share in India''s
expanding banking and financial
services industry
 Expand geographical reach
 Cross-sell the broad financial pr
oduct portfolio
 Sustain strong asset quality thro
ugh disciplined credit risk manag
ement
 Maintain low cost of funds
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
15-Mar 16-Mar 17-Mar 18-MarINCR
15-Mar 16-Mar 17-Mar 18-Mar
NET SALE 80241.35 69305.96 60221.96 48469.9
NET SALE
AVERAGE SALE MONTHLY
TOTAL SALE FOR THE YEAR = 80241.35
NUMBER OF MONTH IN A YEAR=12
= 80241.35/ 12
= RS6686.7 PER MONTH

62. NET PROFIT
2013
2014
2015
2016
2017
6,726
8,478
10,216
12,296
14,550
PROFIT BEFORE TAX
IN CR
Profit Before Tax grew by 20.6
per cent to Rs, 26,697.3 crore.
After providing for Income Tax
of Rs 9,210.6 crore, Net Profit
increased by 20.2 per cent to
Rs, 17,486.8 crore from Rs,
14,549.7 crore. TheReturn on
Average Net Worth was 18 per
cent while the Basic Earnings
Per Share was Rs, 67.8, up
from Rs,57.2
Net Revenue (Net Interest
Income Plus Other Income)
rising by 21.7 per cent to Rs,
55,315.2 crore from
Rs,45,435.7crore in the previous
year. Revenue growth was
driven by an increase in both
Net Interest Income and

63. MOTIVATIONAL FACTORS REGARDING SUCCESS OF HDFC BANK
 TheobjectiveoftheHDFCBankistoprovideitstargetmarketcustomersafull
rangeoffinancialproductsandbankingservices,givingthecustomeraone- step window for all
his/her requirements.
 The HDFC Bank plus and the
investmentadvisoryservicesprogramshavebeendesignedkeepinginmind needs of customers
who seeks distinct financial solutions, information and advice on various
investmentavenues.
 AdityaPuri's original idea was that he would create a corporate bank - where he would
raise money from retail depositors and lend to corporations. This was what provided it the
initial solidity.

 HDFC's biggest strength is its consistency of management--the same person has been
leading the bank for two decades," says Shial. "Puri knows the backdrop, and his thought
process is very clear and very straightforward."
 One of the keys to the bank's success has been its method of testing new products and
services before jumping in headlong.
 When one pilot is successful, it conducts more pilots and then slowly rolls out the new
offering bankwide. "We fail--but we fail small," says Puri.
 For instance, when the bank tried offering loans taken out against gold jewelry or coins, it
got burned. But it started scaling up gradually until it got the hang of the business

64. PRODUCTION PLANNING AND SCHEDULING OF HDFC BANK
 Deliver superior experience and greater convenience to custo
mers
 -Increase market share in India''s expanding banking and fina
ncial services industry
 Expand geographical reach
 Cross-sell the broad financial product portfolio
 Sustain strong asset quality through disciplined credit risk m
anagement
 Maintain low cost of funds

65. METHODS USED FOR INVENTORY CONTROL
 Commitment to a fundamental-based ethical approach supported by in-
house research expertise that is free of preconceived notions
 Conservatism woven into all of the Group's product offerings. These are
based on the philosophy of a clear open architecture behind every asset
allocation at the core of every product portfolio, and a sharp focus on a
research-based approach in product selection
 Implementing only tried and trusted investment strategies across all
portfolio segments
 A multi-segment advisory approach where each segment meets its specific
advisory objectives
 Expertise in evolving a product spectrum in the market, which stems from
the knowledge that as valuations mature, the asset categories must
themselves evolve
 Customer-focused advisory business protecting client's interest at every
stage through tracking, auditing and validation procedures at customer
level. This is supported by tools to control execution and products to
support the customer's needs

66. TAXATION LAW & MANAGEMENT

67. Indirect Tax
 A tax that is levied and paid indirectly by a person who has
consumed goods and services is known as indirect tax. The tax
burden can be shifted to the end users. It mainly comprises of the
following:
 Excise Duty
 Custom Duty
 Value Added Tax
 Sales Tax
 Service Tax
Note: With the implementation of GST, the above mentioned
indirect taxes will abolish, and only single indirect tax rate will
prevail.

68. HDFC BANK USE DIRECT TAX
Direct Tax
Pay your Direct Taxes at select HDFC Bank .
 HDFC Bank was the first private sector bank to be authorised by the Central Board of Direct Taxes (CBDT) as well as the Reserve Bank of
India for collection of direct tax.
 We, at present, provide this facility through 322 of our specified branches.
 Gone are the days when filing your direct tax was a dreadful, tedious task. With our NetBanking facility you can file your direct tax to the
Central Board of Direct Taxes (CBDT) right from your desktop as per your convenience.
 Now say goodbye to the hassles of standing in long queues, writing cheques, filling challans in four copies or visiting a collecting bank.
Why use Online Tax Payment?
 Convenience at its best:
 No need to stand in long queues for payment of tax or write cheques or fill challans in four copies
 No need to visit a collecting bank
 Enjoy extended deadlines for payments on cut off date
 How does it work?
 A simple and convenient process
 Fill in the details of the Challan and submit the transaction
 Enter your NetBanking Customer ID and Password
 Enter your account details to get your account debited online

69. INTEREST CHARGED BY HDFC
 Interest shall be paid on saving account at the rate specified by Reserve Bank of India directive from time to time on
daily product basis.
 Interest Rate revised from 3.50% p.a to 4.00% p.a w.e.f. May 3, 2011 In terms of Reserve Bank of India Directives,
interest shall be calculated at quarterly intervals on Term Deposits and paid at the rate decided by the bank depending
upon the period of deposits. In case of Monthly Deposit Scheme, the interest shall be calculated for the quarter and
paid monthly at discounted value.
 The interest on Term Deposits is calculated by the bank in accordance with the formulae and conventions advised by
Indian Banks' Association.
 The rate of interest on deposits will be prominently displayed in the branch premises. Changes, if any, with regard to
the deposit schemes and other related services shall also be communicated upfront and shall be prominently displayed.
The Bank computes interest based on the actual number of days in a year
 In case, the Deposit is spread over a leap and a non-leap year, the interest is calculated based on the number of days
i.e.,366 days in a leap year & 365 days in a non leap year
 The bank has statutory obligation to deduct tax at source if the total interest paid / payable on all Term Deposits held
by a person exceeds the amount specified under the Income Tax Act.
 The bank will issue a tax deduction certificate (TDS Certificate) for the amount of tax deducted. The depositor, if
entitled to exemption from TDS can submit declaration in the prescribed format at the beginning of every financial
year

70. STRATEGIC FINANCIAL MANAGEMENT

71. STRATEGIC FINANCIAL MANAGEMENT
 For an organization to succeed in the global and
competitive world, it needs to have a robust strategic
plan in place.
 The strategic plan is made of several definite targets it
aspires to achieve.
 Some of the targets are internal (Productivity
improvement, sound finance discipline, etc.) as well as
external (EPS, Stockholder value, etc.). Therefore,
organizations strategic consist of long-term planning,
organizational development, treasury management, and
value managemen

72. SERVICES
 Wholesale Banking
 The Bank's target market is primarily large, blue-chip manufacturing companies in the Indian corporate
sector and to a lesser extent, small & mid-sized corporate and agric-based businesses.
 For these customers, the Bank provides a wide range of commercial and transactional banking services,
including working capital finance, trade services, transactional services, cash management, etc.
 The bank is also a leading provider of structured solutions, which combine cash management services with
vendor and distributor finance for facilitating superior supply chain management for its corporate customers
 Treasury
 Within this business, the bank has three main product areas - Foreign Exchange and Derivatives, Local
Currency Money Market & Debt Securities, and Equities. With the liberalisation of the financial markets in
India, corporate need more sophisticated risk management information, advice and product structures
 Retail Banking
 The objective of the Retail Bank is to provide its target market customers a full range of financial products
and banking services, giving the customer a one-stop window for all his/her banking requirements.
 The products are backed by world-class service and delivered to customers through the growing branch
network, as well as through alternative delivery channels like ATMs, Phone Banking, Net Banking and Mobile
Banking.
 The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus and the Investment
Advisory Services programs have been designed keeping in mind needs of customers

73. Strategic Finance and Strategic Planning
 Organization requires a
robust and flexible finance
tool to analyze ever evolving
financial and business
market. The finance tool
should be capable of doing
what-if scenario modeling. It
should also allow
development of finance
models, which can be used
to carry our impact analysis
based on dynamic variables
and reach targets, which can
be assigned to other
departments.

74. RISK MANAGEMENT
 The Bank is exposed to risk by the very nature of its
business. These can be classifieds:
 • Credit Risk including Residual Risks
 • Credit Concentration Risk
 • Market Risk
 • Business Risk
 • Operational Risk
 • Strategic Risk
 • Interest Rate Risk in the Banking Book
 • Compliance Risk
 • Liquidity Risk

75. CID III

76. HDFC IT SECTOR
 HDFC Bank operates in a highly automated environment in terms of information
technology and communication systems.
 All the bank’s branches have online connectivity, which enables the bank to offer speedy
funds transfer facilities to its customers.
 Multi-branch access is also provided to retail customers through the branch network and
Automated Teller Machines (ATMs).
 The Bank has made substantial efforts and investments in acquiring the best technology
available internationally, to build the infrastructure for a world class bank.
 In terms of core banking software, the Corporate Banking business is supported by
Flexcube,
 while the Retail Banking business by Finware, both from i-flex Solutions Ltd. The systems
are open, scaleable and web-enabled.

77. ONLINE PAYMENT SERVICES PORTALS AND MODE
 BILLPAY
 DIRECTPAY
 INSTAPAY
 NETSAFE
 ONLINE DONATIONS
 CHILDLINE India Foundation
 CRY

78. ONLINE PAYMENT PARTNERS
 PayZapp - Mobile Payment App
 SmartHub i
 Samsung Pay
 BillDesk,
 PAYTM

79. HDFC Bank blocks all its cards to buy/trade cryptocurrencies
 Private lender HDFC Bank on Wednesday sent out a notification to all its
debit and credit card users that their cards will no longer support
purchases of cryptocurrencies like bitcoins and ethereum.
 Coming close on the heels of Citibank's decision to back out of the
cryptocurrency market, banks are shying away after the Union ministry of
finance declared the currency "allegal" (legally not recognised)
 While bankers acknowledge the difference between "allegal" and "illegal,"
they still feel there is an inherent risk in the purchase.
 In January, State Bank of India, HDFC Bank, Axis Bank and Yes Bank
suspended bank accounts of bitcoin exchanges running in the country
 HDFC Bank has banned the buying of Bitcoins and other cryptocurrencies
via its bank’s debit, credit and prepaid cards.
 Apart from Bitcoins and cryptocurrencies, the bank has disallowed
customers from buying any virtual currency too via HDFC issued cards.

80. CURRENT NEWS
 HDFC Bank hikes base rate by 20 bps to 9.15%, IndusInd Bank
hikes MCLR by 5 bps
 HDB Financial Services can be a big value creator; buy HDFC
Bank
 HDB Financial Services: Rapidly gaining scale
 Impact on HDFC Bank’s valuation

81. MANAGEMENT INFORMATION SYSTEM
MS. KIRTI SHARMA

82. MANAGEMENT INFORMATION SYSTEM
 Management information systems refer to the practice of integrating
computer systems, hardware, and software used to meet an organization’s
strategic goals.
 A MIS provides companies with four different types of information:
descriptive, diagnostic, predictive and prescriptive.
 A MIS has become very important in the areas of strategic support, data
processing, and managing by objectives. Because a MIS provides enormous
amounts of information, many companies think they make great
investments.
BY KENNETH HAMLETT
MANAGEMENT INFORMATIONSYSTEM IN HDFC BANK
 Information technology can be a strategic tool in making HDFC more
efficient and effective. HDFC can reach more people in more efficient way
by implementing right management information system.
 IT creates an evolution in whole world in every business and so in
bankingsystem.
 DuetoIS employees can easily connect with other branches, customer
service get improved, online banking emerged and lot of othersbenefits

83. MAIN SERVICES:
 ConsumerBanking
 WholesaleBanking
ORGANISATIONAL RESOURCES
 Application Software:-
General Application Software:
 MicrosoftOffice
 NOD32Anti-Virus
 AdobeReader
 Database managementsoftware
 Integratedsoftware:CLARIS ,LOTUS


84. Specific Application Software:
 HR software called“ ATLAS“
 Accounting software called “TALLY”
 Marketing software called“ CALLPAN“
 Financial software called “SPSS”
TOPOLOGYUSED INHDFC
 Hybrid topology is used which consist of
ring anbus network
TransactionProcessingSystems(TPS)
 TYPE: Operational-level
 INPUTS: Transactions, Events
 PROCESSING :Updating
 OUTPUTS : Detailed R eports
 USERS: Operations Personnel, Supervisors
 DECISION-MAKING: Highly Structured

85. TYPES OF INFORMATION
 Descriptive Information
 SALE REPORT
 HDFC Bank Ltd, the world’s most expensive major lender, is
considering relying entirely on the Indian market for a share sale
that could raise as much as Rs 15,500 crore ($2.3 billion), people
with knowledge of the matter
 PRODUCTION REPORT
 HDFC Bank's mission is to be a World Class Indian Bank. The
objective is to build sound customer franchises across distinct
businesses so as to be the preferred provider of banking services for
target retail and wholesale customer segments
 Diagnostic Information

86. Predictive Information
 FUTURE MISSION
Maintain the highest level of ethical standards, professional integrity, corporate
governance and regulatory compliance. HDFC Bank’s business philosophy is based on
five core values: Operational Excellence, Customer Focus, Product Leadership, People
and Sustainability
Prescriptive InformationWHAT SHOULD BE DONE
 To build sound customer franchises across distinct businesses
 So as to be the preferred provider of banking services for target retail and wholesale
customer segments,
 To achieve healthy growth in profitability, consistent with the bank's risk appetite
SOURCE OF INFORMATION
 FISCAL YEAR 2017-18
 ANNUAL REPORT 2016-17
 HDFC.COM

87. CATEGORIZE AS COMPONENETS OF INFORMATION SYSTEM
AND MODERN DECISION SUPPORT SYSTEM
STRATEGIC MANAGEMENT
 It is the full set of commitments,
decisions and actions required for a
firm to achieve strategic
competitiveness and above average
returns.
 Strategic competitiveness: when a firm
successfully formulates and
implements value creating strategy

Above –average Returns: Returns in
excess of what an investor expects to
earn from other investments with a
similar amount of risk

88. ROLE OF MIS IN MANAGERIAL CONTROL

89. ROLE OF MIS IN OPEATION CONTROL OF AMUL
 ROLE OF MIS IN OPEATION CONTROL OF AMUL
 While strategic bank controlling (portfolio and balance structural
management) is a comprehensive, global management mode ergo outlines
business policy of the bank; the operative (budget management) concretizes
these objectives.

 So budget management is an integrated, operative management tool for bank
management to break down the general targets to the bank’s subfields, in
order to make them visible, tangible namely specific tasks.
 It is quite important to divide the comprehensive balance- and outcome
targets (defined by the portfolio and balance structural management) in a
unified, closed budget-plan and control system, into different areas of the
bank so that the plan fulfilment of subfields can determine bank efficiency.
 Budget planning involves constant control, analysis and evaluation of the
casual aspects of differences in order to find out what kind of management
activities needs to be used to follow the plan or whether the change of market
conditions (unforeseen) requires modification of the original plan

90. EXAMINE CURRENT STATUS OF COMPANIES INTERNAL
INFORMATIOM SYSTEM

91. EXAMINE CURRENT STATUS OF COMPANIES EXTERNAL
INFORMATION SYSTEM

92. STRESS MANAGEMENT
DR RUCHIKA YADAV

93. STRESS MANAGEMENT
 Stress is basically the tension or anxiety caused by any sort of
pressure in everyday life. The ability to handle or minimize
the physical and emotional effects of such anxiety is known as
one’s stress management skills
Why is stress management important
 Enables you to motivate employees better
 Reduced chances of workplace conflicts
 Improves productivity even in stressful situations
How to improve stress management skills
Identify the sources of stress and prioritize
Motivate yourself to find solutions
Manage stress through exercise.

94. TYPES OF STRESSES
 Mechanical
 Stress (physics), the average amount of force exerted per unit area.
 Yield stress, the stress at which a material begins to deform plastically.
 Compressive stress, the stress applied to materials resulting in their
compaction.
 Biological
 Stress (biological), physiological or psychological stress; some types include:
 Chronic stress, persistent stress which can lead to illness and mental disorder
 Eustress, positive stress that can lead to improved long-term functioning
 Workplace stress, stress caused by employment

 Other
 Stress (game), card game

95. HDFC BANK CAUSES OF WORKPLACE STRESS
 Mood and sleep disturbances, upset stomach and headache, and disturbed relationships with
family; friends and girlfriends or boyfriends are examples of stress-related problems. The effects of
job stress on chronic diseases are more difficult to see because chronic diseases take a long time to
develop and can be influenced by many factors other than stressMEASURES
 A combination of organizational change and stress management is often the most useful approach
for preventing stress at work.
 HDFC MEASURES to Prevent Job Stress
 Ensure that the workload is in line with workers' capabilities and resources.
 Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
 Clearly define workers' roles and responsibilities.
 Give workers opportunities to participate in decisions and actions affecting their jobs.
 Improve communications-reduce uncertainty about career development and future employment
prospects.
 Provide opportunities for social interaction among workers.
 Establish work schedules that are compatible with demands and responsibilities outside the job.
 Discrimination inside the workplace. (e.g. nationality and language

96. HDFC COPING PRACTICES WITH STRESS AT WORK PLACE
 Step 1: Raising Awareness
 Step 2: Identify the Cause
 Step 3: Coping with Stress
REDUCING STRESS
 1. Job analysis:
 2. Rational & positive thinking:
Feelings of inadequacy
 Worries about performance during rehearsal
 Problems with issues outside your control
 Worry about other people's reactions

97. Positive Thinking & Opportunity Seeking
 Problems during practice
 Worries about performance
 Problems issues outside your control
 Worry about other people's reaction
3. LAUGHTER
 What Laughter Can Do Against Stress And Its Effects?
 •Laughter lowers blood pressure and reduces hypertension.
•It provides good cardiac conditioning especially for those who are unable to
perform physical exercise.
•Reduces stress hormones (studies shows, laughter induces reduction of at
least four of neuroendocrine hormones—epinephrine, cortical, dopac, and
growth hormone, associated with stress response).
• Laughter cleanses the lungs and body tissues of accumulated stale air as it
empties more air than it takes in. It is beneficial for patients suffering from
emphysema and other respiratory ailments.

98. EMPLOYEES’ SUGGESTION TO REDUCE STRESS
 This project consists of the information about the employees, working in the banking
industry, who are undergoing stress. So considering this factor, the topic becomes one
of the most important part of the project as it consists of the opinion of the employees
who work in the banks. The response of employees from major banks in the city was
marvellous as they gave their valuable opinion about reducing stress as a result of the
last question included in the questionnaire. The opinion of the employees were as
follows:
 “Just smile away” An employee- HDFC Bank
 “Just believe in yourself and just do what your heart wants” An employee- HDFC Bank
 -“Talking to family member“- Watching TV or listening good music, - Going for a walk
or long drive” An employee- HDFC Bank
 “Believe in God” An employee- HDFC Bank
 “Respect yourself and give time to yourself” An employee- HDFC Bank
 “Working in environment welfares, lot of positive attitude. Positive attitude is only that
reduces stress and achieves success. Most of the people frustrate due to lack of positivity
and stress level climbs up due to that. So get positive attitude about work, about life, and
forget the stress” An employee- HDFC Bank

99. CONCLUSION