The document provides a SWOT analysis of United Bank of India. It details the bank's strengths such as its financial performance, growth in deposits and assets, and expansion of digital services. Weaknesses mentioned include declining profits, rising non-performing assets, and reductions in key financial ratios. Opportunities discussed are a focus on retail and MSME lending, upgrading technology and services, and partnerships to aid recovery efforts. The document also outlines the bank's branch network and specialized branches.

1. 1
UNITED BANK OF INDIA
SWOT ANALYSIS
ANALYSIS BASED ON UBI AS A BRAND.
ARIJIT BHATTACHARYA (INTERNSHIP PUBLIC RELATIONS)
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2. 2
UNITED BANK OF INDIA
ABOUT UNITEDBANK OF INDIA(UBI)
UBI was the resultof the mergerin 1950 of four Bengali banks:ComillaBankingCorporation(foundedby
NarendraChandraDutta in 1914 inwhatis now Bangladesh),Bengal Central Bank(foundedbySri J.C.
Das in 1918), ComillaUnionBank(foundedbySri L.B. Dutta in1922) and HooghlyBank(foundedbySri D.N.
Mukherjeee 1932).All fourhad suffered runsinDecember1950 afterthe failure of the NathBank.
The Reserve Bankof Indiaassistedthe banksinamalgamatingtoformUnitedBank of India.
In 1961 UBI mergedwithCuttackBank (est.6 June 1913) and TezpurIndustrial Bank(est.6 June 1918, as
the firstcommercial bankin Assamprovince).
Four yearslater,in1965, the Governmentof Pakistantookoverthe bank'sbranchesinPakistan.
On 19 July1969 the Governmentof IndianationalisedUBI,alongwith13 other majorIndiancommercial
banks.At the time of nationalisationUBIhadonly174 branches.
In 1973 UBI acquiredHindustanMercantile Bank(est.1944). In1976 UBI acquiredNarangBankof
India,whichhadbeenestablishedin1943 in Narang, Gujarat.
STRENGTH
PERFORMANCE OFBANK IN ITS BUSINESS. (FINANCE)
Thoughthe bankisgoingthroughatoughtime forthe pastcouple of yearsandthistrendcontinuedin2015-
2016 as well,whichmade the banktore-shape itsbusinesspoliciessothatitcouldso that itsbusinessgoes
unhindered.
• The total businessof the bankstoodat Rs.1, 87,813 CRORE as on 31.03.2016 registeringamodest
growthof 5.58%.
• Total depositsincreasedbyRs.7,583 crore (6.97%) to Rs.1, 16,401 crore. The growth waslargelyin
lowcost savingsdepositswhichthe bankrefrainedfromacceptinganybulkdepositatpreferential
rate.
• The CASA (CurrentAccount-SavingsAccount)one of the Banks strongholdsgrew fromRs.45, 755
crore to Rs.48, 791 crore (6.64%) remainingconsistentatover41% of total deposits.

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• The FY 2015- 2016, lendingunderRetailCredithaswitnessedapositive growthof Rs.601.41 Crore
fromRs.12050.95 Crore as consideredfrom31.03.2015 to Rs.12652.36 Crore as on 31st
march,
2016, registeringaY-o-Ygrowthof 4.99%.
• Growth duringthisperiodhasprimarilyresultedon accountof the Housingloansegmentwhich
alsohas seena positive growthof a17.22%.
• NetWorth of the bankwas assessedatRs.4685.14 crore as on March 31, 2016. total paid-up
capital of the bankwas Rs.839.52 crore and reservesandsurpluswasRs.4999.67 crore. The
governmentshareholdinginthe bankis82% at March 2016.
• Under PMJDY, 72.99 lakhaccounts have beenopenedtillendof March 16, inwhichRTs.4244.37
crore depositshasbeenmobilizedinPMJDYAccountsupto march 2016.
• Out of 72.99 lakhaccounts opened,11.05 lakhaccounts (15.5%) are underzerobalance accounts.
46.97 Rupaydebitcards have beenissuedbythe bank.
• Thus,the bankhas beenawardedbyvariousinstitutionsfromstate aswell asbythe central
government.SuchasChamberof IndiaMicro & MediumEnterprise (CSMSME),New Delhi hasalso
recognizedthe bankunderthree prestigiousawards.
• The investmentportfolioof the bankincreasedfromRs.. 43440 Cr. as on Rs.44934 Cr. as on
31.03.2016 registeringagrowthof 3.40%. The SLR investmentportfoliohasalsoincreasedto
3.73 as at March2016 from 3.59 as at March 2015.
• THE BANKHASEARNED A TOTAL TRADINGPROFITOF RS.824CR. FROMDOMESTIC SEGMENT OF
TREASURY DURING THE YEAR 15-16. THE AVERAGE RETURN ON INVESTMENTDURING THE YEAR
15-16 WAS8.28% ANDYEILD OF INVESTMENTDURING THE YEAR 15-16 WAS 8.02%.
• FOREX BUSINESSTURNOVEROF THE BANKAGGREGATED TO RS 15089.59 CR.COMPRISINGOF RS.
3606.59CR. UNDER EXPORTS,RS.4,430.40CR. UNDER IMPORTS ANDRS.7052.60CR. UNDER
REMITTANCES DURING THE YEAR ENDED 31.03.2016.
• THE EVOLUTION OF DIGITAL PAYMENTAND MOBILE TECHNOLOGY THERE ARE MEANS TO
DELIVER ADVANCEDPRODUCTSTO THE POPULATION WHOWERE PREVIOUSLYEXCLUDED. THIS IS
THE CONJUNCTION WITHLARGE BC NETWORKOF 4252 BANK MITRAS ESTABLISHED ACROSS
13250 UN-BANKEDVILLAGES.

4. 4
ORGANISATION & SUPPORT SERVICES. (BRANCH EXPANSION)
As on31.03.2016 the total numberbranchesof the bank standsat 2011. The bank has 5 Extension
Counters& Regional officesacrossthe country.
POPULATION- GROUPWISE COMPOSITION OFTOTAL BRANCHNETWORK
LOCATION
NUMBER OF BRANCHES(% OF TOTAL)
31.03.2015 31.03.2016
METROPOLITAN 330(16.47%) 330(16.41%)
URBAN 463(23.10%) 466(23.17%)
SEMI- URBAN 411(20.51%) 415(20.64%)
RURAL 800(39.92%) 800(39.78%)
TOTAL 2004 2011
GEOGRAPHICALLOCATION-WISE COMPOSITIONOFTOTALBRANCHNETWORK
LOCATION NUMBER OF BRANCHES(% OFTOTAL)
31.03.2015 31.03.2016
EASTERN REGION 1169(58.33%) 1169(58.13%)
NORTH EASTERN REGION 352(17.56%) 356(17.70%)
WESTERN REGION 85(4.24%) 85(4.23%)
NORTHERN REGION 123(6.14%) 123(6.12%)
SOUTHERN REGION 121(6.05%) 124(6.16%)
CENTRAL REGION 154(7.68%) 154(7.66%)
TOTAL 2004 2011

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*BANKHAS 242 SPECIALIZED BRANCHES,CATERING TOTHE SPECIFIC CLIENTELE SEGMENT.
CATAGORIESOF SPECIALISEDBRANCHES 31.03.2016
• MSME 180
• ASSET RECOVERY 4
• RETAIL HUB 24
• MSME LOAN PROC. HUB 1
• CORPORATEFINANCEBRANCH 4
• SERVICEBRANCH 19
• WOMEN BRANCH 5
• TRAESURY BRANCH 1
• CENTRAL PENSION PROCESSINGCENTRE 1
• CASH MANAGEMENT SERVICEHUB 1
TOTAL 240
OUT OFTOTAL 2011 BRANCHES ASON 31.03.2016, 885(44.01%) ARE LOCATED IN 85 MINORITY
CONCENTRATION DISTRICTS(MCDs) THROUGHOUT THE COUNTRY.
WEAKNESS
• THE BANKHASREGISTERED AN OPERATINGPROFITOF RS 1811.80 CRORE DURING THE FINANCIAL
YEAR 2015-2016 COMPARED TO RS. 2427.94 CROREIN THE FINANCIALYEAR2014-15, REGISTERING
A DECLINE OFRS. 616.14 CRORE (25.37%).
• NET PROFITOF THE BANKIN FY 2015-16 STANDSAT RS.(-281.96)CRORE COMPAREDTO NET
PROFITIN FY 2014-15 WHICH WAS RS. 255.99 CRORE
• GROSS PROFITPER EMPLOYEE DECREASED FROMRS. 15.98 LAKHAS ON MAR 2015 TO RS.12.09
LAKH ASON MAR 2016.
KEY FINANCIALRATIOS(%) MARCH 2015 MARCH2016
COST OF FUNDS 6.38 6.16
YIELD OFFUNDS 8.44 7.99
COST OF DEPOSITS 6.88 6.58
YIELD OFADVANCES 10.80 9.93
YIELD OFINVESTMENTS 8.04 8.02
SPREADAS A %OF AWF* 2.07 1.89
NET INTEREST MARGIN (NIM) 2.21 2.01
OPERATINGEXPENSESTO AWF* 1.50 1.61
RETURN OF AVERAGE
ASSETS(RoAA)
0.21 (-)0.22

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RETURN ON EQUITY 5.16 (-)6.01
BUSINESS PER.
EMPLOYEE(IN CRORE)
11.53 12.37
NET PROFITPER EMPLOYEE (IN
LAKH)
1.69 (-)1.88
BOOKVALUE 59.20 50.14
*AWF AVERAGEWORKING FUND
• THE OPERATINGPROFITOF THE BANKCAME DOWN TO RS. 1,812 CRORE FORFY 2016 FROMLAST
YEAR S RS 2,428 CRORE LARGELY DUE TO FALL IN TREASURY INCOME ANDOTHER INCOME
COMPONENTS.
• NET- INTERESTINCOME WAS RS.2,281 CRORE WHICH WAS RS 2,491 CRORE LAST YEAR DUE TO
REDUCTION IN BASE RATE.
• THE PROBLEMOF BAD LOAN IS CONTINUINGTOPILE UP WHICH IS RESULTING AS NPA AFTER A
CERTAIN PERIOD OFTIME, ASTHE BORROWERS ARE HAVINGDIFFICULTYTO REPAYTHEIR DEBTS.
IN FY 2013-2014 RESERVE BANKOFINDIA CONDUCTED AN INDIPENDENTAUDIT VIA A PRIVATE
COMPANYNAMED DELLOIT. WHICH FOUND OUT THE UBI WASTHE BANKWITH THE HIGHEST
AMOUNT OF NPA AMONG THE BANKLISTED BY THE RBI.
• ADAVANCESUNDERTHE MSME SECTOR OF THE BANK ALSO SUFFERED ANDVALUE DECREASED
FROMRS. 12,949 CRORE AS ON 31.03.2015 TO RS. 11,885 CRORE ASON 31.03.2016.
CATAGORY FY 2013-2014 FY 2014-2015 FY 2015- 2016
NO.OF
A/Cs.
O/s
AMT.
NO.OF
A/Cs
O/sAMT GROWTH
(Y-o-Y)
NO.OF
A/Cs.
O/sAMT. GROWTH
(Y-o-Y)
MICRO 234888 7259 221214 8287.12 14.16 240877 7,491.53 -9.60
SMALL 14807 4225 14235 4057.59 -3.96 16632 3,506.50 -13.58
MSE 249695 11484 2345449 12344.71 7.49 257509 10,998.03 -10.91
MEDIUM 372 600 332 604.42 0.74 774 886.91 46.74
MSME 250067 12084 235781 12949.13 7.16 258283 11,884.94 -8.22
• DUE TO THE SLOWDOWN OF THE INTERNATIONALASWELL ASTHE DOMESTIC ECONOMY HAS
RESULTED THE BANKNOTACHIEVEITSTARGETIN ITSMSME SECTOR,ALONGWITH OTHERREASONS
SUCH AS RBI POLICYOF TAKINGAGROPROCESSINGUNITS FROMTHE MSME SECTOR ANDPUTTING
IT TO AGRO SECTOR.

7. 7
OPPERTUNITES
• IN 2016-2017 THE BANKS FOCUSFOR LENDING AREASWOULD BE MSME ANDRETAIL SEGMENT.
THE BANKWILL STRIVETO ACHIEVEALL ITS TARGETS GIVEN UNDER MUDRA
SCHEME. STANDUP INDIA SCHEME AND STRENGTHEN ITS RETAIL CHANNELS-PARTICULARLY
HOUSING, EDUCATION AND VEHICLE LOAN SEGMENTS. THE BANK HAS ESTABLISHED 180
DEDICATED MSME HUBS ACROSS THE COUNTRY APARTFROMITS EXISTINGRETAIL HUBS.
• CAPITALHASBECOME A VERY VALUABLEAND A VERYRARE COMMODITY. IN 2016-2017 THE
FOCUS OF THE BANKWILL BE IN BINDINIGANDCONSERVATION OFCAPITALPOSITION.WHILE
MAKINGADVANCES,THE BANKWILL ENDEVOUR TO AVOIDSECTORSWHICH ARE CAPITAL
GUZZLERS ANDCONCENTRATEON GOVERNMENT GUARANTEED SCHEMES. BANKWILL ALSO
AUGMENT ITS RESOURCES TO ENSUREWEALTHY GENERATIONSFOR THE FUTURE.
• BANKHAS BEEN CONSTANTLYUPGRADINGITS PRODUCTSAND SERVICESWITH THE HELP OF
TECHGNOLOGICALIMPROVISATION ANDSTREAMLINIGOFPROCESSESAND SYSTEMS. SOME OF
THE MENTIONABLEDEVELOPMENTS ARE LAUNCHINGOF E-KIOSK,ONLINESBACCOUNT
OPENINGFACILITY,IMMEDIATE PAYMENT SERVICE(IMPS) BASED ON 24*7 FUND TRANSFER
FACILITYTHROUGH INTERNET BANKING& INTERNETBASED WALLET SERVICES.E-KIOSKISALMOST
A BRANCHUNTO ITSELF PROVIDINGALLSERVICE24*7 THAT ALL RETAIL CUSTOMERS MAY NEED
DAY IN AND DAY OUT.
• BANKJOINTLYWITH KOTAKSECURITIESLTD. HASLAUNCHED ITS SHARE TRADING PRODUCT-U
CONNECT TRIO WHICH ENABLES THE CUSTOMER TO OPEN 3-IN -1 ACCOUNTi.e. BANK
ACCOUNT,DEMATACCOUNT & SHARE TRADING ACCOUNTANDTRADE SEAMLESSLY ON THE NET
FROMTHE COMFORT OF THEIR HOME .
• BANKHAS ORGANISEDSPECIALCAMPSFOR ISSUANCEOFKISAN CREDIT CARDS(KCC) RO BRINGIN
MORE NUMBER OFNEW FARMERS UNDER THE KCC.NET.IN LINE WITH THE GOVERNMENT
GUIDELINES BANKHAS ISSUED 3.60 LAKH RUPAY ATMCARDS TO KCCHOLDERS, WHICH IS97% OF
ALL ELIGIBLE KCCHOLDERS.
• BANKHAS SOFAR SET UP 14 RSETI S IN THE STATES OFWEST BENGAL,ASSAMANDTRIPURA FOR
IMPARTINGTRAININGTO THE POTENTIALENTERPRENEURSFROM THE FINANCIALLYWEAK
SECTIONSOF THE SOCIETY.
• BANKIS REVAMPINGITSEXISTINGTRADITIONALNETWORKARCHITECHTURE FROMPOINT-
TOPOINT TO NEXT GENERATION MULTI PROTOCOL LEVEL SWITCHING (MPLS) TECHNOLOGY

8. 8
ANDALSO UPGRADINGNETWORK BANDWITHFOR HIGHER AVAILABILITY& BETTER
PERFORMANCEFOR SMOOTH FUNCTIONING.BANKHASIMPLIMENTED WIDE AREA NETWORK
(WAN) OPTIMISATION SOLUTION IN ALLBRANCHESTO IMPROVENETWORKPERFORMANCESO
THAT WORK HAPPENSPERFECTAND FASTER FUNCTIONINGOFBANDWIDTHRICH BANKING
APPLICATION.
• FOR BETTER OPPERTUNITIESIN RECOVERY,BANKSTARTED TO PARTICIPATEIN COMMUNITY
BASED RECOVERYMECHANISM(CBRM) WITH THE ASSISTANCEFROMSTATE RURAL
LIVELIHOOD MISSION(SRLM) WHICH HAS PLACEDBANK SAKHI/BANK MITRA AT BRANCHES.
• THE BANKHASTAKEN VARIOUSINITIATIVESTOOPTIMISECUSTOMER SATISFACTION LIKE
PROMPT SERVICES,INNOVATINGNEWPRODUCTS/SERVICESANDREDUCING TURNAROUND
TIME (TAT). IN ORDER TO FACILITATEQUICKER,FAIR ANDNON- DISCRIMINATORYREDRESSAL
MECHANISM, BANKHASINTRODUCED A PORTALSTYLED AS COMPREHENSIVE COMPLAINT
MANAGEMENTSYSTEM (CCMS).
• IN ORDER TO FACILITATEQUICKER ANDFAIRNON- DISCRIMINATORYREDRESSOF GRIVANCES,
BANKHAS INTRODUCEDA PORTAL STYLED AS COMPREHENSIVE COMPLAINTMANAGEMENT
SYSTEM (CCMS) BY LEVERAGING TECHNOLOGY.UNDER THIS SYSTEM THE COMPLAINTS
RECEIVED BY THE BRANCHES, THE REGIONAL OFFICES AND DEPARTMENTS AT HEADOFFICE ARE
UPLOADED /ENTERED BY CONCERNEDBRANCH/REGIONALOFFICE/HEADOFFICEDEPARTMENT ON
THE ON LINE GRIVANCEREDRESSAL (CCMS) PORTAL.
• THE BANKRECRUITED IN 15-16 BANKSRECRUITED 552 OFFICERSAND 326 CLERKS THROUGH IBPS.
THE RECRUITMENT PROCESSWASINITIATEDFOR FILLINBGUP THE VACANCIESTOMEET
EFFECTIVELY SUCCESSION PLANNINGPROCESSANDMAN POWERMANAGEMENT FOR SMOOTH
RUNNINGOF THE ORGANIZATION.
• SPECIALTRAININGPROGRAMMES WERE CONDUCTED WITH THE FOCUS ON CREATION OF
TALENT POOLOF OFFICERSIN CRITICALAREASLIKE CREDIT MANAGEMENT, FINANCIAL
INCLUSION,MANAGEMENTDEVELOPMENT, FRAUD ANALYSIS,FOREX ETC.DURING THE YEAR 231
TRAININGPROGRAMMES WERE CONDUCTED WITH 4999 EMPLOYEES PARTICIPANTS
COMPRISING3409 OFFICERSAND850 CLERKS OFTHE BANKTO ATTEND IN HOUSE TRAINING.
• IMPLIMENTATION OF OFFICIALLANGUAGEPOLICY OFTHE GOVERNMENT,MORE ANDMORE
EMPLOYEES ARE BEING TRAINEDUNDER THIS SCHEME SO THAT THE EMPLOYEES OFTHE BANK
CAN CONNECTWITH NOT ONLY THE MASSESOF THE STATE BUT THE MASSESOF THIS COUNTRY.
• BANKHAS SPONSORED4 REGIONALRURAL BANKS BANGIYA VIKASHBANK(BGVB) IN WEST
BENGAL, ASSAMGRAMIN VIKASHBANK(AGVB) IN ASSAM,TRIPURA GRAMIN BANK(TGB) IN
TRIPURA ANDMANIPURRURAL BANK(MRB) IN MANIPUR. THE TOTAL NETWORK OFBRANCHES
STANDSAT 1169 (INCLUDING8 NON-FUNCTIONALBRANCHESOFMRB DUE TO LAW ANDORDER

9. 9
PROBLEM). THIS STEP BROADENSTHE SCOPE OFOPPORTUNITYOF THE BANKTO CONNECTWITH
PEOPLE FROMPORTIONSOFTHE COUNTRY WHICH HAS STILL A WEAKBANKINGSYSTEM.
THREAT
GLOBAL ECONOMY
THE GLOBAL ECONOMY IS UNSTABLEFOR THE PASTFEW YEARS.ALL THE COUNTRIESNAMING
US TRYIED EASINGUPTHE MARKET AMIDST GROWING INSTABILITYIN THE MARKET FOLLOWED
BY EU AND JAPAN.THEOBEJTIVEWAS TO CURB DOWN INFLATION ANDTO LOWER DOWN THE
RATE OF INTEREST.THE MONEY WHICH HAVE BEEN PUMPED INTOTHE MARKET MERELY
CONTROLLED THE DEBT ANDPUSHED UP THE ASSSETPRICE. THE PERFORMANCEOF THE
EMERGING MARKET ECONOMY BRICS HAVE NOT BEEN BETTER ALSO,SOME COUNTRIES LIKE
BRAZILAND RUSSIA ARE ALREADY SUFFERINGFROM RECESSION.EVEN CHINA WHO WAS
HAVINGA POSITIVEGROWTH HASALSO SUCCUMED THE WRATH OF RECCESSION ON THE
GLOBAL ECONOMY ANDSEEN A DOWN SURGE. THE VALUE OF YUAN DROPPED ASA REASON OF
THAT. BANKSIN INDIA ARE UNDER TREMENDOUS PRESSURE PRIMARILYDUE TO ASSETQUALITY
ISSUES HAVINGCASCADINGEFFECTSON PROFITABILITYANDCAPITALADEQUACY.
NPA (NON-PERFORMING ASSETS)
THE PROBLEMOF BAD LOAN PILINGUP HAVE AFFECTED THE ECONOMY VERY MUCH BASICALLY
DUE TO AN ECONOMIC DOWN TURN WHICH HAPPENEDDUE TO SLOWDOWN IN DEMAND AND
STALLED PROJECTSIN VARIOUSSECTORSMADE IT VERY DIFFICULT FORTHE BORROWERS TO
REPAY DEBT, WHICH AFTER CALCULATINGINTEREST GOT EVEN BIGGER IN SIZE AFTER THE
INTENSIVEASSETQUALITY REVIEW (AQR) CONDUCTEDBY THE RESERVE BANKOF INDIA (RBI) IN A
BID TO TRACK DOWN THE LONG OVERDUE OF STRESSED UP ASSETS HELD BY THE BANKS.THOUGH
BY STRENGTHING THE BANKSBY GIVINGTHEM VARIOUSPOWERS SUCH AS SARFAESI ACT AND
MANY OTHERS, HAVEFAILED TO CONTROLTHE UPSURGE OF THE NPA VALUE.THE THING WHICH
IS MORE ALARMING IS THAT NPA IS NOTONLY NEGETIVE FORTHE BANKSBUT FORTHE WHOLE
ECONOMY TO GO DOWN ANDTO LIQUIDATE.
DECREASING NUMBER OF EMPLOYEE
THE GOVERNMENTSAID IN MANY OFFICIALREPORTSTHAT IT’S LACKINGWORKINGSTRENGTH IN
ALL THE SECTORS.SAME GOES FORTHE PUBLIC SECTOR BANKS,STILL MOST OF THE BRANCHESARE NOTUP
TO DATE AND ALONGWITH THAT THE NUMBER OF EMPLOYEES ARE DECREASINGDAY BY DAY. THE NUMBER
OF EMPLOYEE WHICH ARE BEING RECRUITED ARE NOT ENOUGH TO SATISFYTHE INCREASINGAMOUNTOF
VACCUMGROWINGIN THE NUMBER OFSTAFFS,AS THE NEW RECRUITS WILL BE TRAINED ANDBY THE TIME
THEY ARE FULLY EQUIPED MORE EMPLOYEES RETIRE FROMTHEIR SERVICE.THIS THING WILL AFFECTTHE
BANKINDIRECTLY ATFIRST BUT LATER ON IT WILL HAVE A DIRECT IMPACTON THE ECONOMICSTATE OF THE

10. 10
BANK. ASTHE INCREASINGAMOUNTOF WORK PRESSURE ON THE EMPLOYEES WILL AFFECTTHE EFFICIENCY
OF THE STAFFSANDLESS EFFICIENCYWILL MEAN LESS QUALITATIVEAND ASWELL ASLOW QUANTITATIVE
RESULTS WHICH AFFECTTHE BUSINESSOF THE BANKLATER ON.
WEAKER ACTION TOWARDS DEFAULTERS
THE RECENT CASEOF VIJAYMALLYA HAVE PROVEN THATWITH HUGE AMOUNT OF MONEY YOU CAN HAVE
HUGE POWERS. ALL THE NUMBER OF THE PUBLIC SECTOR BANKSARETHE WORST SUFFERERS. IT’S EASY TO
PUNISHAND TAKESTRINGENT ACTION TOWARDSCOMMON PEOPLE ASTHEY HAVE A FEARFOR THE LAW
OR THE LEGAL HUMILIATION THEY ARE GOINGTO FACEBUT THE BIG GUNS SUCH ASMR. SUBRATA SEN OF
SAHARA PVT.LTD., MR. VIAJAYMALLYA OF UNITED BRUARIES PVT.LTD., ANDMANY MORE. QUANTITY OF
THESE PEOPLEARE PRETTY LOW BUT THE AMOUNT OF LOAN ISHUGE.
MR. VIJAYMALLYA HASTAKEN A LOAN AMOUNT OF430 CRORES FROMUNITED BANKOF INDIA,WHICHIS
HUGE FOR A PUBLIC SERVICEBANKOF THIS STATURE. BUT THE GOVERNMENT’SLINIANCYTOWARDSHIM
ANDHIS AUDACITY WERE THE REASONSFOR WHICH HE COULD ESCAPETHIS COUNTY WITHOUT EVEN A
PAIN IN HIS BACK.
IF THE GOVERNMENTFAILSTO STOP THESE SORT OFBAD LOANSIN FUTURE IT’SGOING TO AFFECT THE
WHOLE BANKINGSYSTEMASWELL AS THE ECONOMY. IN THE AGE OFSTARTUP’S IFOUR GOVERNMENT
CREATE SUCH EXAMPLES IN FRONTOF THE YOUNG BUSINESSMEN THAT YOU CAN EASILY YOURSELF EVEN IF
YOU ARE A DEFAULTER, WILL BE VERY BAD FOR THE BUSINESSATMOSPHERE IN NEAR FUTURE.