Union Bank Of India , its Mergers and NPA

Summer Internship Project Report - Study Of Union Bank Of India, It’s Mergers And Impact
Of Rising Non-Performing Assets (NPA)
A
SUMMER INTERNSHIP PROJECT REPORT
ON
“STUDY OF UNION BANK OF INDIA , IT’S MERGERS AND IMPACT OF
RISING NON-PERFORMING ASSETS(NPA)”
Submitted to:-
AMITY UNIVERSITY , NOIDA UTTAR PRADESH
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD
FOR THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
DR. RUCHIKA JESWAL
Submitted by:-
Devashish Kashyap (C-22)
A3906418249
BBA GENERAL(SEM-4)
AMITY SCHOOL OF BUSINESS

Declaration
I, Devashish Kashyap, student of BBA (Section-C) hereby declare that the project titled
“STUDY OF UNION BANK OF INDIA , IT’S MERGERS AND IMPACT OF RISING
NON-PERFORMING ASSETS(NPA)”which is submitted by me to Department of
Business Administrative, Amity School of Business, Amity University Uttar Pradesh, Noida,
in partial fulfilment of requirement for the award of the degree of Bachelor Business
Administration, has not been previously formed the basis for the award of any degree,
diploma or other similar title or recognition.
The Author attests that permission has been obtained for the use of any copyrighted material
appearing in the Dissertation / Project report other than brief excerpts requiring only proper
acknowledgement in scholarly writing and all such use is acknowledged.
Date: __________
Devashish Kashyap
A3906418249
BBA GENERAL (2018-21)

CERTIFICATE
This is to certify that Mr. Devashish, student of BBA General in has carried out work presented
in the project of the work entitle “STUDY OF UNION BANK OF INDIA , IT’S MERGERS
AND IMPACT OF RISING NON-PERFORMING ASSETS(NPA)” as a part of Second
year program of Bachelor of Business Administration from Amity University, Uttar Pradesh,
Noida under my supervision.
_________________________
DR. RUCHIKA JESWAL
Amity School of Business
Amity University, Noida (Uttar Pradesh)

ACKNOWLEDGEMENT
The satisfaction that accompanies that the successful completion of any task would be
incomplete without the mention of people whose ceaseless cooperation made it possible,
whose constant guidance and encouragement crown all efforts with success. I would like to
thank Prof (Dr) JK SHARMA, Head of Department-CSE, and Amity University for giving
me the opportunity to undertake this project. I would like to thank my faculty guide DR.
RUCHIKA JESWAL who is the biggest driving force behind my successful completion of
the project. She has been always there to solve any query of mine and also guided me in the
right direction regarding the project. Without her help and inspiration, I would not have been
able to complete the project. Also I would like to thank my batch mates who guided me, helped
me and gave ideas and motivation at each step.
Devashish Kashyap

ABSTRACT
In accordance with the requirement of BBA course. The summer internship project in Banking
department of UNION BANK OF INDIA on the topic "Mergers and it’s NPA".
The retail banking environment has undergone major change. Retail banking customers are
significantly more involved than they were ten years ago. Customers expect more goods and
services that are customised. That has put big new demands on retail banks. In order to maintain
an increasingly important role in the country 's rising retail financial services market, banks
have continued to provide a sustained thrust to retail banking through a constantly expanding
network and a rising sales force with customer relationship skills, allowing a wide variety of
services to be sold to a rapidly expanding consumer base.
The report gives an overview of the Retail banking products offered at UNION BANK OF
INDIA, the security measure of the bank, guidelines by RBI, Negotiable Instruments ACT,
recently launched government schemes, etc.

TABLE OF CONTENTS
Contents
PART 1: INTRODUCTION ................................................................................................................................1
1.1 Banking Industries..............................................................................................................................1
1.2 Global scenario of banking industry .................................................................................................4
1.3 Indian scenario of banking industries......................................................................................................6
PART 2: ORGANIZATION INFORMATION ...............................................................................................10
2.1 About Bank........................................................................................................................................10
2.2 An Overview ......................................................................................................................................10
2.3 Joint Ventures/Subsidiaries..............................................................................................................12
2.4 Human Resource...............................................................................................................................13
2.5 Training System ................................................................................................................................13
2.6 Corporate Vision & Mission.............................................................................................................14
2.7 Organizational Structure..................................................................................................................15
PART 3: PRIMARY OBJECTIVE...................................................................................................................16
3.1 Amalgamation of Andhra Bank and Corporation Bank into Union Bank of India...........................16
3.2 Schemes.....................................................................................................................................................16
3.3 Benefits of Amalgamation .......................................................................................................................18
3.4 Mapping of Branches and Offices ..........................................................................................................19
3.5 Implementation of Products and Services .............................................................................................19
3.6 General Questions.............................................................................................................................20
3.7 Non -Performing Assets (NPA)...............................................................................................................22
3.8 Resolution of NPA’s.................................................................................................................................23
3.9 Control of NPA’s: ....................................................................................................................................23
3.10 Impacts of NPA’s on Banks...................................................................................................................25
PART 4: LITERATURE REVIEW ..................................................................................................................26
4.1 Literature Review ....................................................................................................................................26
4.2 Objectives of literature Review...............................................................................................................29
PART 5: RESEARCH METHODOLOGY......................................................................................................32
5.1 The Data Collected Sources ....................................................................................................................32
5.2 Limitations of the Survey ........................................................................................................................33
5.3 Scope of Study ..........................................................................................................................................33
5.4 Feedback Questionnaire..........................................................................................................................34
5.5 Survey .......................................................................................................................................................37
5.6 Findings ....................................................................................................................................................43
5.7 Recommendation & Suggestions ............................................................................................................44
PART 6: CONCLUSION...................................................................................................................................45
PART 7: REFERENCE& BIBLIOGRAPHY..................................................................................................46

Submitted by: Devashish Kashyap (C-22), A3906418249, BBA GENERAL (SEM-4)
AMITY SCHOOL OF BUSINESS 1 | P a g e
PART 1: INTRODUCTION
1.1Banking Industries
Bank might be characterized as a budgetary foundation which is occupied with the matter of
saving cash for investment funds and financial records or for trade or for giving advances and
credit and so on. A lot of administrations proposed for private clients and portrayed by a higher
than the administrations offered to retail clients.
In view of the idea of customized administrations, it means to offer guidance on speculation,
legacy designs and offer dynamic help for general exchanges and the goals of advantage related
issues.
The fundamental capacity of a bank is to offer types of assistance identified with the putting
away of stores and the reaching out of credit. Fundamental capacity may incorporate Credit
assortment, Issuer of banking notes, Depositor of cash and loaning advances.
Now a day‘s banking is not in its traditional way, with the advancement of technology its
focusing on more comfort of customer providing services such as:
❖ Online banking
❖ Investment banking
❖ Electronic banking
❖ Internet banking
❖ PC banking /Mobile Banking
❖ E-banking

The importance of banking sector is immense in the progress and prosperity of any State or
country.
 The financial progress and prosperity comes from the properly-rounded improvement
and an impeccable banking control. Banks in popular, governmental and private, have
eased our monetary transactions, protection, and facilitated the investment for
establishing an enterprise or enterprise.
 Business banking industry is the industry in business banking coping with the specific
banking transactions which take location at the same time as engaging in an enterprise.
Business banking also can be known as industrial banking. Business banking industry
deals with all the capabilities starting from moving price range, enterprise loans, on-
line commercial enterprise transactions and so forth.
 The success of a commercial enterprise largely relies upon on choosing the right
financial institution for carrying out all of the transactions correctly.
 Banks falling beneath the category of business banking industry offer one of a kind fees
and quotes for the exceptional commercial enterprise banking offerings. One wishes to
test and evaluate the costs supplied by using the special banks.
One needs to comprehend that opening a record under the business banking industry is
indispensable as one is required to keep up an involved acquaintance with the bank offering
business banking administrations. Many like to save money with a similar bank where one has
the individual financial balance. In the event that an individual has kept up a decent reputation
during the residency of individual banking, it can work to one’s favourable position for
benefiting the distinctive business banking administrations offered by the business banking
industry. The bank is required to have a business banking team Services offered by the business
banking service team. Cost of the services offered by the bank offering business banking
services under business banking industry.
Regardless of whether the bank offering business banking administrations charges a specific
exchange class for each and every transaction, or a singular number. There are a few banks that
require expenses for the business banking account holder to conduct fiscal exchanges. The
comparison needs to be clarified.

Under the business banking industry an entrepreneur may require the following types of
business banking accounts. Present account: This can be used to make routine transactions,
including transfers, deposits
Instant access deposit account: This type of bank account is not needed for daily transactions.
Term deposit account: In this type of account, the money is not required for the daily
transaction. Not only that the money is not likely to be required for quite some time.
Foreign currency account: If an entrepreneur wishes to trade in a foreign country, a foreign-
currency account is required.
Loan account: When an entrepreneur is intending to take a loan for business purpose.
Merchant account: With the help of a merchant account, one is able to carry out transactions
involving credit cards and debit cards. There are some banks which impose fees and charges
for every transaction made. There are yet others whose fee system may be different.
 Changing banks according to one’s convenience: In the event when one is not happy
with the services of the existing bank providing the business banking services, one may
at ones change banks for better services.
 Foreign exchange transactions: If any person has to deal constantly with foreign
currency as part of his or her business requirements, one should test how the bank
providing business banking facilities with respect to the following issues.
Provides guidelines for dealing with one's business goods in the context of international
and foreign currencies. How to restructure one's strategy with rising currency levels
and the risks associated with the same. The benefits in carrying out foreign currency
purchases.
 Providing credit cards and debit cards for one’s business: The bank that provides
business banking cards or credit cards that are universally accepted and should also
provide debit Business banking industry requires that the bank provide debit cards or
credit cards to individuals offering the maximum or optimum benefits as per the
business banking holder's requirements.
 Accepting payments by means of credit cards as well as debit cards: One should
provide the bank which offers business banking services with all the details of one's
business. By meeting the formalities with the bank, one can avail of a card processing

scheme. The risks involved in receiving the plastic card payments should be taken into
account.
 Payments online: If a business firm wants to accept payments over the Internet,
adequate arrangements are to be formed for on-line transactions in compliance with the
banking standards.
Online transactions are more vulnerable to fraud and extra caution must be taken if an
electronic form of acceptance of payments is selected at all.
1.2 Global scenario of banking industry
The world of business banking is experiencing a profound change because of attractive
instruments contending with advances and request stores. In light of this solid rivalry, business
banks are battling to make adequate edges from their customary business going into venture
banking.
Expanding constrained banks to look for more salary to the detriment of more hazard. Banks
that loaned intensely to Asia looking for preferred returns over those accessible in Western
markets are currently being accused for terrible credit choices. The Asian emergency has
restored enthusiasm on layaway chance administration throwing questions on the adequacy of
current credit guidelines.
Mechanical changes have likewise uplifted rivalry by making it simpler to mimic bank
administrations. The customary favourable position of physical closeness to customers given
by expanded systems of branches has evaporated. Banks need to contend with currency
showcase common assets for store business, business papers, and medium-term notes for bank
credits. As edges are pressed, business banks in the United States and Europe have been
compelled to reduce expenses and branches while differentiating into benefits, protection,
resource the executives, and venture banking. In the United States, numerous banks call
themselves money related assistance organizations even in their announced fiscal summaries.
Broadening, be that as it may, has not constantly end up being a viable technique, and numerous
banks have needed to return to a business. These models represent how business banks are
rehashing themselves, concentrated once as well as commonly. Every one of these progressions

are making a character emergency for antiquated bankers, prompting the key inquiry, ―What
is a bank today?‖
The inquiry is troublesome, however proof recommends that the idea of banking is being
changed and the customary obstructions among money related help sub enterprises (retail
banking, private banking, venture banking, resource the board, protection, and so forth.) are
disappearing.
Outlining what an element does or serves for regularly is a helpful method to characterize it.
The personality emergency of banks—particularly business banks comes from the profound
and fast changes in their customary assemblage of exercises (especially retail and corporate
banking). Then again, venture banking, private banking, and bank confirmation are the most
gainful and quickest developing fragments of the budgetary assistance industry. Furthermore,
when banks pursue new activities they introduce new risks. As the boundaries between sub-
enterprises are diminishing, if not evaporating, banks, like all other money-related aid
organisations, must reclassify themselves to the extent of the products they sell and the clients
they serve.
The way banks follow this redefinition in the financial service industry is through a strategic
repositioning. All these variables pose a new challenge for commercial banks, given there is
still a specific sense to this term. Increased competition, diversification, emerging products
and new global markets mean a drastic shift in both the scope of risks and the risk profile for
banks. Not only have the risk criteria broadened, but they have also changed: banks are now
facing new risk forms. Aside from the conventional credit risk, financial risk has risen and is
now playing a key role.

1.3 Indian scenario of banking industries
❖ In the last eighteenth century, the Indian banking sector emerged. The first banks
were the General Bank of India, which started in 1786, and the Hindustan Bank,
which started in 1790, both of which are now defunct. The oldest established bank in
India is the State Bank of India, which originated in the Bank of Calcutta in June
1806, and almost immediately became the Bank of Bengal.
❖ It was one of the three presidential banks, the other two of which were the Bank of
Bombay and the Bank of Madras, all three of which were chartered by the British
East India Company. The presidency banks have been functioning as quasi-central
banks for many years, just as their predecessors have. The three banks combined in
1921 to create India's Imperial Bank, which became India's State Bank upon
independence.
❖ The Union Bank was founded in 1839 by the Indian merchants in Calcutta, but it
collapsed in 1848 as a result of the economic crisis of 1848-49. The Allahabad Bank,
established in 1865 and still operating today, is India's oldest joint stock bank.(Joint
Stock Bank: A company that issues stock and requires shareholders to be held liable
for the company's debt) It wasn't the first.
❖ The honor belongs to the Bank of Upper India, which was founded in 1863 and lasted
until it collapsed in 1913 when some of its assets and liabilities were transferred to
Shimla 's Alliance Bank.
❖ Depositors lost capital, and lost interest in keeping bank deposits. Afterwards,
banking in India remained Europeans' exclusive domain for many decades until the
beginning of the 20th century.
❖ The first entirely Indian joint stock bank was the Oudh Commercial Bank, founded in
1881 in Faizabad. It crashed in the year 1958. The next was the National Bank of
Punjab, founded in Lahore in 1895, which has survived to the present day and is now
one of India's largest banks.
❖ Foreign banks also began arriving in the 1860s, particularly in Calcutta. In 1860, the
Comptoire d'Escompte de Paris opened a branch in Calcutta, and in 1862 another in
Bombay; followed by branches in Madras and Pondicherry, then a French colony. In
1869, HSBC became established in Bengal. Calcutta was India's most active trading
port, largely due to British Empire trade, and thus became a banking center.

❖ Around the turn of the 20th Century, the Indian economy was passing through a
relative period of stability. Around five decades had elapsed since the Indian Mutiny,
and the social, industrial and other infrastructure had improved. Indians had
established small banks, most of which served particular ethnic and religious
communities.
❖ The presidency banks dominated banking in India but there were also some exchange
banks and a number of Indian joint stock banks. All these banks operated in different
segments of the economy. The exchange banks, mostly owned by Europeans,
concentrated on financing foreign trade.
❖ Indian joint stock banks were generally undercapitalized and lacked the experience
and maturity to compete with the presidency and exchange banks. This segmentation
let Lord Curzon to observe, "In respect of banking it seems we are behind the times.
We are like some old fashioned sailing ship, divided by solid wooden bulkheads into
separate and cumbersome compartments."
❖ Between 1906 and 1911 banks were founded which were inspired by the Swadeshi
movement. The Swadeshi movement encouraged local businessmen and leaders to
establish Indian communities and banks. A number of then founded banks, such as
Bank of India, Corporate Bank, Indian Bank , Bank of Baroda, Canara Bank, and
India's Central Bank, have survived to this day.
❖ The fervor of the Swadeshi movement led to the establishment of various private
banks in the district of Dakshina Kannada and Udupi, previously unified and known
as the district of South Canara.
❖ It was in this district that four nationalized banks began, and also a leading private-
sector bank. Thus undivided district of Dakshina Kannada is known as "Indian
Banking Cradle."

❖ The First World War years were tumultuous, and banks actually failed, despite the
Indian economy receiving indirect boost as a result of war-related economic activity.
Between 1913 and 1918, at least 94 banks in India failed as set out in the table below:

Position of all banking industry in India:

PART 2: ORGANIZATION INFORMATION
2.1About Bank
There are some information about the Union Bank of India here that will help to understand
more about bank – profile, aspirations, leadership team, the banking and other policies that
have adopted, etc. There will be information about the results of the Bank which will be of
special interest to the bank 's shareholders.
Corporate vision and corporate mission are the pillars on which our roadmap for the future was
developed. With Shri Rajkiran Rai G, we've a competent and experienced leadership team.
2.2 An Overview
Union Bank of India was established on 11th November 1919 with its headquarters in the city
of Bombay now known as Mumbai. The Bank's head office building in Mumbai was
inaugurated in 1921 by Mahatma Gandhi, the nation’s Father, and on the occasion he said:
"We should be able to take on a big bank, handle effectively crore of rupees in the course of
our national activities. Since we do not have many banks among us, it does not follow that we
are not able to handle crore and tens of crore of rupees efficiently."
His prescient words anticipated the growth of the bank that has taken place in the decades that
followed. The Bank now operates through over 4200+ branches across the country. The Bank's
core values of prudent management without ignoring opportunities is reflected in the fact that
the Bank has shown uninterrupted profit during all 96 years of its operations.
Union Bank has played a very constructive role in India's economic development, and it is
extending credit to meet the needs of various economic sectors. Industries, exports, commerce,
agriculture , infrastructure and individual segments are sectors where the bank has deployed
credit to boost economic growth and benefit from a diversified asset portfolio.
Resources are mobilized through Current, Savings and Term Deposits, and through
international refinancing and borrowing. The Bank has a wide base of over 5.7 cr. of clientele.

The Bank has taken early steps on the technology front and is computerized to 100% of its
branches. The Bank also introduced Core Banking Solution with interbranch connectivity.
Under Core Banking Solution, 100% of the Bank's company makes it a leader among its peers
in technology infusion. Many creative products are built using the technology platform to
provide clients with a range of possibilities, bringing speed and convenience to transactions.
Technology would also allow the Bank to achieve significant cost savings while creating the
capacity needed to manage the ever-increasing volume of business in a competitive
environment offering immense opportunities.
At the end of March 2015 the Bank achieved total business level of Rs.579, 627 cr.
(Rupees five lakhs seventy Nine thousand six hundred and twenty seven cr.). Behind all these
achievements is a dedicated team of staff, which is truly in its composition. Many generations
of members of staff have contributed in building up the strong edifice of the Bank. The present
team of over 36,000 members of staff distinguishes itself with its customer centricity,
willingness to learn and adherence to values enabling us to be recognized as a caring
organization where people enjoy their work and relationship with customers.

2.3 Joint Ventures/Subsidiaries
In Corporate Mission Statement, one of the points is “To offer a comprehensive range of
products to meet all financial needs of customers”. In order to move towards our cherished goal
of becoming a financial supermarket, Union Bank of India has setup Joint Ventures with
multinational companies which are well known and recognized as among the leaders in their
area of expertise.
Joint Venture – Star Union Dai-ichi Life Insurance Co. Ltd.
Union Bank of India distributes Life Insurance products with Star Union Dai-Ichi Life
Insurance Co under a corporate agency tie-up. Ltd. (SUD Life Insurance) which is a joint
venture between Union Bank of India, Bank of India (two leading public sector banks in India)
& Dai-ichi Life Holding Inc., Japan (a major Japanese life insurer on the life insurance market).
The Company has Rs. 250.00 Cr, an authorized capital. As a result of the rise in the FDI capital
in the insurance sector, the shareholding of Union Bank of India, Bank of India & Dai-ichi Life
Holding Inc. is 25.10%; 28.96%; 45.94%, respectively, in terms of the revised shareholding
pattern.
Star Union Dai-ichi Life, with the strength of the domestic partners in the Indian financial
sector coupled with Dai-ichi Life’s strong domain expertise, is expected to become a strong
player in the Indian Life Insurance market in the long run. The Company offers various life
insurance products to cater to the needs of different Customer Groups.

2.4 Human Resource
Union Bank of India is one of India's leading banks with a vision to become the biggest in
domestic operations. The bank also has an overseas presence, in addition to having a pan-India
network. It is one of the most techno-savvy banks, and was the first major bank in the public
sector to expand Core Banking Solution to all its branches. Banks are highly concerned by the
professional development of each and every member of the Union Bank family. The Bank has
a comprehensive and inclusive HR policy and a straightforward, objective and reliable
Performance Management Program aligned with Career Development and training needs has
been adopted. The Bank's policy on promotion is also geared towards immediate care.
2.5 Training System
Training program has now become important for organizations to attune attitudes, upgrade
skills, and light up the sparks of information in their human resources to a degree and at a pace
that could never have been expected. Those that lead the business in the upcoming times will
be the ones who are able to grab opportunities as they come.
The training facilities at Union Bank provide an admirable approach to those opportunities.
Bank have received the prestigious Golden Peacock National Training Award 6 times,
including for the last 3 consecutive years, for the best training program in the world.

2.6 Corporate Vision & Mission
Vision
To become the bank of first choice in customer chosen areas by building beneficial and lasting
relationships with customers through a process of continuous improvement.
Mission
 To be a customer centric organization known for its differentiated customer service.
 To offer a comprehensive range of products to meet all financial needs of customers.
 To be a top creator of shareholder wealth through focus on profitable growth.
 To be a young organization leveraging on technology & an experienced workforce.
 To be the most trusted brand, admired by all stakeholders.
 To be a leader in the area of Financial Inclusion.

2.7 Organizational Structure

PART 3: PRIMARY OBJECTIVE
3.1 Amalgamation of Andhra Bank and Corporation Bank into Union
Bank of India
❖ The Union Bank of India, Andhra Bank and Corporation Bank were founded in 1919,
1923 and 1906 respectively and have a combined legacy of 300 + years. Three
respected organizations' combined strength offers a rare opportunity to create a bigger,
bolder, and better future.
❖ In exercising the powers granted by Section 9 of the Banking Companies Act
(Acquisition and Transfer of Undertakings), 1970/1980, following consultation with
the Reserve Bank of India, the Central Government notified the Amalgamation of
Andhra Bank and Corporation Bank to the Union Bank of India Scheme, 2020
('Amalgamation Scheme') Video Gazette Notification of 4 March 2020. It is due to
come into effect on 1 April 2020.
3.2 Schemes
G.S.R. 154(E). In exercise of the forces gave by segment 9 of the Banking Organizations
(Acquisition and Transfer of Undertakings) Act, 1970 (5 of 1970), and segment 9 of the
Banking Companies (Acquisition and Transfer of Undertakings) Act, 1980 (40 of 1980), the
Central Government after interview with the Reserve Bank of India thus makes the
accompanying Scheme, to be specific:-
Short title and initiation
 This Scheme be known as the Amalgamation of Andhra Bank and Corporation Bank
into Union Bank of India Scheme, 2020.
 It will come into power on the first day of April, 2020.
Share Exchange Ratio
At their gathering hung on 5 March 2020, the Board of Directors of the Transferee Bank and
Transferor Banks endorsed the accompanying Equity Share Exchange Ratio for consolidating
Andhra Bank and Corporation Bank into Union Bank of India:

a) 325 value portions of the assumed worth of Rs.10 each completely settled up in Union Bank
of India for each 1,000 value portions of the presumptive worth of Rs.10 each completely
settled up held in the Andhra Bank as on the record date.
b) 330 value portions of the presumptive worth of Rs.10 each completely settled up in Union
Bank of India for each 1,000 value portions of the assumed worth of Rs.2 each completely
settled up held in the Corporation Bank as on the record date.
Not with standing, it was informed that the Expert Committee, headed by Shri Justice S. D.
Pandit, Retired Judge of the High Court of Gujarat, alongside autonomous individuals
designated by Transferor Banks, presented its report to the Board of Directors of Transferor
Banks in consistence with the particulars of the Amalgamation of Andhra Bank and
Corporation Bank into Union Bank of India Scheme 2020. At its gathering on 17 March 2020,
the top managerial staff of Union Bank considered the report of the Expert Committee and
concluded that there is no requirement for any change in the offer trade proportion endorsed
by the top managerial staff.
Record Date
The ‘Record Date’ for issuing and allotting equity shares of the Union Bank of India to the
shareholders of Andhra Bank and Corporation Bank is March 23, 2020.
Allotment Date: April 1, 2020
Allotment of Shares
The Board of Directors of the Union Bank of India has affirmed portion of 2,98,40,25,503
value shares (2, 97, 88, 35,104 offers in demat mode and 51, 90,399 in physical mode) to the
investors of Andhra Bank and Corporation Bank.
 The Bank has gotten posting endorsement from the BSE and NSE for 2,97,88,35,104
offers gave in demat mode, successful from April 16, 2020. The offers have been
credited to demat records of investors on April 16, 2020.
 Further, due to non-accessibility of postal administrations as per lockdown due to
COVID-19, the dispatch of physical offer declarations wasn't possible. A similar will
be dispatched when the postal administrations are revived and exchanging endorsement
for a similar will be gotten from the Stock Exchanges post-dispatch.

Fractional Payment
Under the Amalgamation Scheme, no fractional shares will be issued by the Union Bank of
India in respect of fractional entitlements, if any, to any shareholder of the Transferor Banks
and cash equal to the value of those fractional shares calculated in accordance with the
valuation of the shares of the Transferee Bank i.e. Rs.71.60 per share shall be given by a
warrant / NEFT / NACH / NECS etc. to shareholders of Andhra Bank and Company Bank.
3.3 Benefits of Amalgamation
Wider network: It is a matter of great pride that we will now be the fifth largest PSU bank in
India in terms of total business. Bank 120+ million customers will be served across 9,500+
branches with a strength of 75,000+ employees. complimentary geographic presence will give
a commanding pan India network, making us the fourth largest banking network in the country.
Larger capital base: The bank will now enjoy a larger capital base and will be optimally
positioned to build deeper banking relationships with corporate and retail customers.
“Bank of tomorrow”: The amalgamation will strongly position to be future ready by enabling
investment in various areas. These include upgrades in analytics centre of excellence, enhanced
digital banking products, best-in-class IT platforms and a wider variety of products and
services.
Stronger together: Bank would also like to directly address future partners at Andhra Bank
and Corporation Bank and reassure them that they can look forward to the same attention and
care from the amalgamated entity as from their original banking partner. Bank will take all the
steps to make sure that banking relationship not only lives up to your expectations but also
exceeds them.
Service focus: The amalgamation process has been initiated with a strong emphasis on
customer service. It is our top priority to ensure minimal disruption to customers during this
transition period. Bank would like to reassure you of the following:
 No changes to occur in account numbers, IFSC codes, MICR for customers
 Continue banking with the same bank/branch for any banking related information
March 24, 2020.
 Cash withdrawal from ATMs of any of the three banks will not levy any additional
charges.

 All existing terms and conditions pertaining to your loan will continue until the life
cycle of the loan.
 Enjoy best-in-class services across the product ranges of all the three banks with the
amalgamated entity.
3.4 Mapping of Branches and Offices
The existing structure and administrative set-up of all 3 banks, i.e. reporting structure for all
branches and other services outlets of the respective banks, credit structures (except name of
those offices / structure) will remain the same from 01.04.2020 until further instructions.
There will be 21 FGM offices (11 from Union Bank Of India, 6 from e- Andhra Bank and 4
from e- Business Bank), and 133 regional offices. Both divisions must continue to map and
report to the respective RO's and the respective FGMO's as reported prior.
Additionally all current credit / processing centres with new branch mapping will remain
unchanged from 01.04.2020.
3.5 Implementation of Products and Services
Deposit Products: All the branches will have common Deposit Products available to
customers.
Loan Products: Owing to preparedness and training to employees on Lending Automation
Solution, the existing asset/loan products of e-Andhra Bank and e-Corporation Bank shall
continue in their respective branches till further instructions. However, the rate of interest,
service charges and delegated authority would be same across all branches. For interoperability
of select services among the amalgamated banks, Finacle Mobi-Teller (FMT) Application is
deployed across all 3 Banks.

3.6 General Questionse amalgamated
What will be the scale of the amalgamated bank?•
The amalgamated entity will be the 5th largest public sector bank (PSB) and will have the 4th
largest branch network of any bank in India.
Are there any immediate expectations from me as a customer right now?
No. Right now it's business as usual. The main goal of the amalgamation process is to ensure
minimum inconvenience to the customers. We will contact you should anything be needed in
the future. If your address / telephone no / email has changed, you can contact your branch or
our call centre to get the same updated.
What are the benefits of amalgamation for me as a customer?
 You would be affiliated with a far bigger bank, with a broader pan-India network and
a stronger base of capital.
 You can now have access to a broader variety of branches (including connections to
our international branches / subsidiaries), a broader ATM network and the best-in -
class digital services.
 You will have access to a broader variety of goods, credit facilities for services.
 At the same time, these improvements will be made with minimal disruption to your
current banking relationship.
Will any ATMs be closed because of the amalgamation?
No. There will be no closure of ATMs for now.
Will I be receiving new account details (A/c No., IFSC code, MICR code, Debit Card
Number, etc.)?
The existing Account No., IFSC code, MICR code, Debit Card Number, etc. will continue
even after amalgamation.

Will internet and mobile banking services be affected by the amalgamation?.
 No. Online & Mobile Banking Services continue as normal
 Internet Banking: Usernames & passwords remain the same. All 3 online banking
portals will remain active for now. For now, please continue to use your current internet
banking portal (i.e. customers of Union Bank can continue to use the net banking portal
of Union Bank, former customers of Andhra & Corporation Bank can continue to use
their current internet banking portals).
 Mobile Banking: Usernames and passwords must remain similar. For now, all 3 Mobile
Banking Apps will remain active. Continue using your existing mobile banking app
now and you don't need to download any new ones
I have already submitted my KYC documents. Do I need to re-submit any KYC documents?
 If your KYC is updated in the Bank’s record as per RBI directives, you are not required
to submit KYC documents again.
 However, as per KYC-AML policy, customer will have to submit documents for re-
KYC as per the risk profile of the customers.
Will I have to request for new cheque books and passbooks?
No. Existing cheque books and pass books will continue to be valid. Any changes will be
communicated separately in advance.
Whether my loan account will be transferred to a new branch?
No. It will remain with your current branch for now.
In case of any additional requirement whom should I approach?
The Branch Manager where the account is presently held.
Whether my loan account will be transferred to a new branch?
No. It will continue with the same branch for now.

How will customers of Andhra Bank & Corporation bank operate credit facilities post
amalgamation?
 They will continue to run the Term Loan & Working Capital as they currently enjoy
except for lenders with rising working capital.
 For common-customer working capital lenders, the same shall be completely
transferred to UBI Branches.
 Customers do not face any difficulties as they are currently dealing with UBI from the
same branch.
3.7 Non -Performing Assets (NPA)
❖ Non-performing Asset (NPA) management has emerged as a glaring concern for the
Indian economy. The reasons are obvious. Not only do burgeoning levels of NPA
destabilize performance of the Banking sector but they also outpace credit growth as a
whole.
❖ An NPA is basically a loan asset, which has ceased to generate any income for a bank
whether in the form of interest or principal repayment. The parameters for designating
an asset as NPA are determined by Reserve Bank of India (RBI) and the same have
undergone a sea change over the years
❖ As per the prudential norms suggested by the RBI, a bank cannot book interest on an
NPA on accrual basis. Thus NPAs do not generate any income and a provision has to
be made out of the current profits, thereby affecting both profitability and liquidity of
a Bank.
❖ Once an account becomes NPA, it has to be classified as sub-standard, doubtful or loss
asset and accordingly a provision has to be made depending on such classification and
prudential norms, for covering possible losses.

3.8 Resolution of NPA’s
In order to effectively control losses due to NPAs it is necessary to take proactive steps on
detection of tendency of an account to turn into NPA. Over the years, various statutory and
non-statutory schemes have been adopted for managing and resolution of NPAs.
3.9 Control of NPA’s:
Here is a need to ensure that the banking system recognizes financial distress early, takes
prompt steps to resolve it, and ensures fair recovery for lenders and investors. In this backdrop,
some of the corrective actions that can be taken by Banks/FIs to control NPAs (as recognized
by RBI in its ‘Discussion Paper on Early Recognition of Financial Distress, Prompt Steps for
Resolution and Fair Recovery for Lenders: Framework for Revitalizing Distressed Assets in
the Economy’) are:
i. Early formation of a lenders’ committee with timelines to agree to a plan for
resolution.
ii. Incentives for lenders to agree collectively and quickly to a plan – better regulatory
treatment of stressed assets if a resolution plan is underway, accelerated provisioning
if no agreement can be reached.
iii. Improvement in current restructuring process: Independent evaluation of large value
restructurings mandated, with a focus on viable plans and a fair sharing of losses (and
future possible upside) between promoters and creditors.
iv. More expensive future borrowing for borrowers who do not co-operate with lenders
in resolution.
v. More liberal regulatory treatment of asset sales.
1. Lenders can spread loss on sale over two years provided loss is fully disclosed.
2. Takeout financing/refinancing possible over a longer period and will not be construed
as restructuring.

3. Leveraged buyouts will be allowed for specialised entities for acquisition of ‘stressed
companies’.
4. Steps to enable better functioning of Asset Reconstruction Companies mooted.
5. Sector-specific Companies/Private equity firms encouraged to play active role in
stressed assets market.
In addition to the above there is a need to decipher potential weaknesses in assets which
deserves close attention and which can be resolved through timely remedial action. For this
purpose RBI has issued guidelines on preventing slippage of NPA accounts. These guidelines
envisage identification of potential NPAs through Early Alert System (EAS)/ Special Mention
Account (SMA) System wherein Banks are required to categorize accounts as EAS/SMA when
the amount remains outstanding for 30-90 days. These systems should form an integral part of
the risk management process of the banks.

3.10 Impacts of NPA’s on Banks
❖ Liquidity Position: If the bank evaluates less capital the future business concern,
which affects the position of banks and creating a mismatch between the assets and
liability and they force the bank to raise the resources at a high rate. So, there will be
an impact on the profitability of banks, were they not able to recover the amount from
the borrower the level of profits will come down.
❖ Undermine Bank’s Image: Increase in non-performing assets which shadows the
domestic markets and global level markets, on that situation the bank profitability
decreases which lead to the bad image to banks.
❖ Effect on Funding: Increase in non-performing assets leads to scarcity in funding to
other borrowers. As well as the Indian capital market also get affected. And then there
will be only a few banking institutions lend money.
❖ Higher Cost of Capital: It shall result in increasing the cost of capital as banks will
now have to keep aside more funds for smooth operations.
❖ High Risk: High on non-performing assets, low profitability, high risk in business and
work against the bank and may take the two circumstances survival of the bank. And it
affects the risk-bearing capacity of the bank.
❖ Bank Profitability: The makes low profits have lower capital adequacy ratio and the
low capital ratio which limits the further creation of assets. Such kind of banks face
difficulties in their growth, expansion, and plans and there they need not wherewithal
to March boldly on these fronts. In these growth failures in the expansion, the only
consequences and stagnation and negative growth.
❖ They reduce net interest income as they do not charge the interest to these accounts.
❖ Servicing non-performing assets need to be prudentially provided for. This will again
lead to reduced profitability.

PART 4: LITERATURE REVIEW
4.1 Literature Review
D. Sarkar (2013) wrote about financial inclusion leads social inclusion too and that gives
ample potency to whole concept. The various moves of the Government and Reserve Bank of
India in the past, was to pave the way for eradicating social exclusion and the huge strides the
banks have taken during the last 6-7 years show that lot has been already done and more still
remains to be done in this area. Union Bank become very popular product among the urban
poor, the migrant labourers, hawkers, as this was the first product of its kind. With the advent
of better technology , the bank is on real time delivery system through its own FI gateway.
Union bank is also venturing into KIOSK Banking so that each and every group of villages
gets the banking facility through one way or other.
Padmaja Chundru (2020) has talk about amalgamation, in her article she wrote the
amalgamation among PSB’s are aimed at creating large sized banks that can bring in economics
of scale, better risk diversification, and operational synergies without diluting the national goal
of inclusive-growth using technology. From the point of view of sustained resilience amidst
the impact of volatility in the global economy, large sized banks will be better positioned.
Parvez Mulla (2020) has talk about Alignment to customer needs is imperative today, In his
article he wrote about customers have always demanded and expected simplicity, transparency
and speed in there transaction. The definition of simplicity has changed with changing
technologies . A few years ago, the approval journey transformed from months to days was
considered simplification .Today, simplification is converting a journey of a few hours into
one that that needs only a few clicks.
Deepak Sharma (2020) has talk about digital excellence is the key to ensure superior customer
experience. In his article he said customers are the centre of what we do our digital innovation
approach combines 3 “I” principles- Insights, Initiate, and Iterate. Through this process and
technology to bring superior customer experience.

Biswabrata Chakravorty (2020) wrote that the Union Bank always strived to use the latest
technology to offer different services and enhance convenience to its customer. At this bank
we follow the responsive innovation through which we enhance customer satisfaction, delight
and retention.
Arun Tiwari (2014) wrote that being healthy is a state when the body, mind and soul are in
harmony. When there is a balance between body, mind and nature, it yields happiness and
prosperity. Seen from the banking perspective, our commitment should be to keep customers’
trust in us intact and serve in accordance with their needs and expectations. Banks’ health
depends on capital adequacy, gross and net profits, non -performing assets, return on advances/
investments, etc. There are some new parameters being used for measuring banks’ health like
market share, earning per share, interest spread, provisions against risk weighted assets, etc.
For a healthy existence of our Bank, we shall have to keep ourselves strong on all these
parameters.
Kewal Handa (2019) wrote that Union Bank has adopted a balanced approach to growth,
profitability and risk management. This has helped our Bank to further strengthen its position
with continued improvements in the key financial parameters, strong deposit portfolio, large
and expanding distribution network, skilled workforce and healthy capital position; thereby
creating a platform for robust and sustainable growth, going forward. The Bank is committed
to add significant value for its various stakeholders.
Rajkiran Rai G (2019) wrote that Union Bank today is firmly positioned to be the Most
Preferred Bank of the emerging New India .Our Bank is a young and diverse organization
known for its technical prowess and social sensitivity. We have been ahead of the curve in
building new capacities and capabilities. Whenever there are opportunities, we are right there,
prepared to harness these fully. We have simultaneously been rejigging our processes and
building human capabilities to 8 usher in and promote a culture of trust, transparency 9 and
performance. Our dedication and zeal to excel reflected in stronger balance sheet, improved
asset mix, good margins and not the least in our customer and staff satisfaction. Our progress
is duly noted by the stakeholders as the Bank gets entrusted with new higher responsibilities.

Manas Ranjan Biswal (2019) wrote that since then bank has been continuously looking
forward towards sustainable growth leveraging technology with emphasis on social banking.
The year 2008 marks the beginning of a new era when Union Bank proudly rolled out the 100%
Core Banking Solutions platform and was the pioneer Public Sector Bank achieving this feat.
Since then Anytime Anywhere banking took a spree and various innovations in the field of
banking technology have been introduced. Digital Banking emerged as a key focus area of our
bank with introduction of various digital banking products like Internet Banking, Mobile
Banking, SMS Banking, M- Passbook, and Mobile Wallet, Banking at a door step with Bank
Account opening with the Tab, Sampurna ATMs for visually challenged and specially-abled
people.
Brajeshwar Sharma (2019) wrote a Business Process Transformation or Business Process
Engineering is a process of review and redesign of workflows and processes within and
between organizations to simplify end-to - end processes and automate different tasks. Union
Bank, founded by the business community under the leadership of Seth Seetharamji Poddar in
Mumbai, has covered 100 years of its successful journey to a large bank, with the presence of
more than 4200 branches and more than 13000 ATMs in Pan India.

4.2 Objectives of literature Review
Union Bank was envisioned to manage money efficiently, serve national priorities, carry
business on high moral principles, and be the vehicle of prosperity in country. A hundred years
on, the Bank aspires to fulfill the National dream of becoming `5 trillion economy while
currently enjoying the trust of over 70 million customers across the length and breadth of
country, enjoying the trust of 70 million plus customers while proudly serving the National
priorities across the length and breadth of country.
Union Bank's journey through a hundred years is the story of generations of Unionites who
helped found, nurture and added strength to the bank with their knowledge, integrity and hard
work in making it a great modern bank of today's modern India.
The total bank deposits crossed Rupees One cr. mark after 18 years of its establishment as of
31 March 1938. Under the leadership many visionaries, one of which being Mr. F K F Nariman
the bank expanded its operations in other parts of country and also its forex business. Bank was
given lead bank responsibility in four districts in U.P and two districts in Kerela. The journey
of growth has continued and today our bank has achieved a business mix of `7.41 lakh cr. and
ranks 5th among public sector banks.

4.3 SWOT Analysis
❖ Strengths
 Has preserved a high standard of the properties. Gross NPAs in Q1 FY09 were
2.08% and Net NPAs were 0.15% with a good coverage ratio of 93.05%. UBI will
continue to operate at 2.00 percent Gross NPAs with a delinquency level of less than
1.00 percent.
 Very good income ratio of 38% in FY08 as the bank succeeded in reducing and
substantially containing its costs. Has one of the strongest Banking sector room
operating efficiencies.
 UBI has an excellent technological platform with 100% core banking solution rollout
and increased use of electronic mode in transactions (12% of the total transactions).
This helps the bank reduce risk, improve efficiency and reduce costs significantly.
❖ Weaknesses
 Higher interest rates are putting pressure on NIM, as the bank is facing difficulty in
passing on increasing cost of funds to its customers.
 The bank's investment portfolio has a wide exposure in the AFS group. AFS was
32.59 per cent of the overall investment portfolio in Q1, FY09. 55 per cent (Rs.63
bn) of this is in the portfolio of bonds. Hardening the yields would allow the bank to
account for mark-to - market (MTM) losses on its portfolio of bonds.
 CD ratio has reached 73.1% in FY08. It means the bank has to rely on bulk deposits
to finance advances growth.

❖ Opportunities
 UBI still has a scope for improving its CASA, which is currently at 34.76%. The
bank has planned to achieve a CASA target of 40% by 2012.
 Increasing share of fee-based income in operating income represents very good
opportunity for the bank. The bank is expecting its fee-based income to grow in
excess of a CAGR of 30%.
 Opening of 400 new branches and expansion in the international market by
increasing its presence in 10 countries with stress on Australia, Canada, Abu Dhabi
and United Kingdom.
❖ Threats
 Rising interest rates coupled with slowdown in the economy could result in higher
Delinquencies.
 Increasing money supply and inflationary pressures may prompt RBI to continue
monetary tightening at least in the short-term.

PART 5: RESEARCH METHODOLOGY
5.1 The Data Collected Sources
Follow questionnaire method
Sample Size and Method of Selecting Sample: I chose a sample size of 150 respondents
consisting of based on judgment sampling. All respondents were the customers and
employees of Union Bank Of India . The method was simple random sampling using Google
Forms Questionnaire.
Data Source: For this project both primary and secondary data were valuable sources of
information
Primary data: - such data collected first hand, either by the researcher or by someone else,
especially for the study is known as primary data.
 I have used online survey feedback questionnaire by the help of Google Forms.
Secondary data: - any data, which have been gathered earlier for some other purpose, are
secondary data in the hand of researcher.
 I have collected online magazines of Union Bank of India also other magazines i.e. 25
Leader Magazine.
 I have read the articles and online research for my topic from official website of Union
Bank of India.

5.2 Limitations of the Survey
Since the road to improvement is never ending, so this study also suffers from certain
limitations. Some of them are as follows
a) To convince the people for a proper interviewing process is also difficult.
b) Compilation of data on competitor’s analysis was difficult due to non- availability of
correct information.
c) It is possible that the information supplied by the informants may be incorrect. So, the
study may lack accuracy.
d) Questionnaire model contains action complexity.
e) Co-operation on the part of informants, in some cases, was difficult to presume.
f) Due to COVID-19, during lockdown it was impossible to collect data by contacting
people outside.
5.3 Scope of Study
a) This venture manages the different client concerns with respect to these and attempts
to propose suitable recommending considering conclusions.
b) Through this study I gather information about the impact of the mergers on customers
as well as employees of the banks.
c) I also get to know about other people suggestion on mergers.

5.4 Feedback Questionnaire
Union Bank of India Feedback
Dear respondent,
I am student of BBA studying at Amity University, Noida U.P. The aim of this questionnaire is to survey
comparative analysis of products and services of Union Bank with its competitors and it's impact of
mergers in Bank. I assure you the information given by you will be kept quite confidential and it will not
be misuse. It will be used for study purpose only.
You are requested to fill questionnaire.
Thank you.
Yours faithful
Devashish Kashyap
1. Occupation
o Service
o Student
o Business
o Retired
2. Age*
o 20-30
o 30-40
o 40-50
o 50-60
3. Account Type
o Saving/current
o Loan
o Deposit
o Multiple A/C

4. How many years you are customers of bank?
o Less than 2 years
o 2-5 years
o 5-10 years
o More than 10 years
5. How you find the salary/saving accounts/other accounts of bank?
o Very good
o Good
o Excellent
o Satisfactory
6. Which channel you use to excess your account?
o Direct branch
o Mobile Banking
o Net Banking
o Phone Banking
7. Are you aware about Merger & Acquisition?
o Yes
o No
o Maybe
8. Did the customers of merged or acquired bank face any problem?
o Yes
o No
o Other…
9. Do you find any changes in services of bank after Merger & Acquisition?
o Yes
o No
o Other…
10. On the basis of performance, what will be the overall impact of merger &
acquisition on the merged bank?
o Improved performance
o Need improvement
o No difference found
o Other

11. How would you rate the quality of banking services you currently use?
o High Quality
o Neither high nor low quality
o Low quality
o I don't use banking services
12. Your opinion regarding bank service provided by your bank?
o Highly satisfied
o Satisfied
o Moderate
o Dissatisfied

5.5 Survey
5.5.1 Graphical Summary for Occupation and Interpretation
Interpretation: From the above graph we can see the majority is of student 41.7%.
The survey link was share to many different people but percentages of student also shows that
not only service person or retire person use banking services also many student use banking
services. We can also see that retired category is 7.9%, yes the percentage is less because retired
persons takes only pension a/c facility.
5.5.2 Graphical Summary for Age and Interpretation
Interpretation: From the above chart we can see that there is large percentage of age group of
20-30 i.e. 55.6% this shows that people who are student, service man are more likely to use
Union Bank of India services. Whole proportion shows that every age group uses bank services.

5.5.3 Graphical Summary for Account Type and Interpretation
Interpretation: From the above graph we can see that majority (69.7%) people have saving
account in Union Bank. While, 23% have loan account and FD & other accounts are
respectively 10.5% and 18.4%. Thus, we can say that most of customers are preferring saving
account in Union Bank.
5.5.4 Graphical Summary for years of association with the bank and Interpretation
Interpretation: From the above graph we can observe that there are 32.2% customers who
are with Union Bank i.e. between 2 to 5 years. There is 20.4% customers who are less then 2
years with Union Bank. We can observe that there are many customers who are new with
banks which shows that Bank is doing excellent which results more customer.

5.5.5 Graphical Summary for accounts with other banks and Interpretation
Interpretation: From the above chart it shows that’s there are 31.6% happy customers of
Union Bank who respond excellent for salary/saving account compare to other banks, this
shows that Union Bank offers a better rate of interest on saving accounts than others banks.
5.5.6 Graphical Summary for channels to access your account and Interpretation
Interpretation: From the above bar graph we can observe that customers of Union Bank are
more prefer to visit banks, for their work they use direct branch channel i.e. 53.3%. After that
the customers are more likely to use mobile and net banking which is 42.1% and 37.5%
respectfully.

5.5.7 Graphical Summary for the awareness of merger & acquisition and Interpretation
Interpretation: From the above chart it shows that 67.8% customer are aware about mergers
of the Banks i.e. Andhara and Corporative Banks merged with Union Bank of India.
By which we can observe that Union Bank has informed there customers about mergers.
5.5.8 Graphical Summary for problems faced due to merger and acquisition and
Interpretation
Interpretation: From the above chart the majority is 76.3% that is NO, which means there
are more than 50% of customers who does not faced any problem for any bank services while
mergers. This shows that the Bank has merged but keeping in mind that any customer does
not feel any problem while doing any work related to banks.

5.5.9 Graphical Summary for changes in services after merger & acquisition and
Interpretation
Interpretation: From the above chart we can see that there are 58.6% customers who does
not find any changes in services of banks after merger and acquisition. 0.7% customer says
that there is no any change after acquisition.40.8% customers says that there is change is
services of banks after mergers must be these customers have something change while they
want some services from there bank, these customers are the customer of Andhara and
Corporative Bank.
5.5.10 Graphical Summary for performance and impact of merger and Interpretation
Interpretation: From the above chart we can observe that 37.5% customers says that after
mergers the impact on merged banks will performance improve but on other side 24.3%
customers says that after mergers, merged banks still need improvement and 34.2%
customers says that they found no difference after mergers.

5.5.11 Graphical Summary for quality of banking services and Interpretation
Interpretation: From the above chart its shows 46.7% customers says that the banking
services they are using currently is neither high nor low quality. 42.1% customers says that
which banking services they are using is high quality and 5.9% customer says that they do
not use banking services.
5.5.12 Graphical Summary for the opinion of the customers and Interpretation
Interpretation: From above chart there are 41.4% customers who are highly satisfied with
services provided by Union Bank of India. There are only few customers who are not happy
with banking services i.e. 4.6% are dissatisfied, 17.8% customers feels moderate and 36.2%
customers feels satisfied with the services.

5.6 Findings
❖ The bank has good relationship with its customers. The customers are satisfied with the
relationship manager service provided by Union Bank.
❖ The bank and its customers have a long-term relationship. Union Bank has the tendency
to retain its customers at any cost. They believe that the old customer is more profitable
instead of a new one that’s why they try to maintain good and long-term relations to
their customers.
❖ Less no. of customer uses mobile banking or net banking.
❖ The customers of Union Bank are satisfied with their savings and salary accounts.
❖ Many customers of Union bank are unknow to mergers of banks and they don’t face
any problem regarding services of bank after merger.
❖ There are many customers who are business man and they are more than 10 years with
Union Bank and multiple accounts too.
❖ There are also some customers who are age is between 20-30 and they are doing
business, they are takin benefits of Net and mobile banking and they are satisfied.
❖ There are many customers who are student, means they are not earning but they use net
and mobile banking for their personal expenses.
❖ Some customers are retired from their job and they receive pensions on their bank
accounts which is Union Bank and they are satisfied with the services and along with
visiting to direct branch they often use Net banking.

5.7 Recommendation & Suggestions
Union Bank is a pioneer in adopting modern technologies in the banking sector. It a very
large network of branch offices and extension counters across the country.
❖ Union Bank needs to promote and encourage people to use internet banking.
❖ In terms of ease of access Union Bank needs to increase the number of ATM’s and also
launch cash deposit machine in there ATM’s, so that many customers will not visit
direct branch.
❖ The Bank should be more flexible to compete with its competitors like Indian Bank.
❖ Mostly benefit class people lean toward the Union bank in the correlation of business
and understudies and different class people along these lines it needs to advance its item
and administrations that are offered predominantly for the business class individuals
and understudies.

PART 6: CONCLUSION
In view of ensuring amalgamation of Corporation Bank and Andhara Bank with Union Bank,
In this regard branches are advice to inform customers of Corporation Bank and Andhara Bank
that all forex transactions shall be routed through the respective branches where they have been
maintaining their accounts.
The above analysis shows that the problem of NPA’s is a systematic once. There is a gamut or
resources to realize outstanding dues once an account turns into NPA but the need of a hour is
to take preventive measures. This can be achieved by good credit appraisal procedures,
effective internal control systems along with consistent efforts to improve assets quality in
balance sheets. The essence is to understand that there is no strait-jacket formula for control
and management of NPA’s and appropriate strategy.

PART 7: REFERENCE& BIBLIOGRAPHY
Web Sites
1. https://www.unionbankofindia.co.in/english/home.aspx.
2. https://www.livemint.com/industry/banking.
3. https://economictimes.indiatimes.com/industry/banking/finance/banking.
4. http://www.bankingfinance.in/list-websites-banks-india.html.
Books And Generals
1. D. Sarkar. (2013), pp 03, Union Dhara Financial Inclusion (Vol.03).Savita Sharma.
2. Arun Tiwari. (2014).pp 03, Union Dhara (Vol.04).Savita Sharma.
3. Ayushie Agarwal. (2014).pp 42, Union Dhara (Vol.04).Savita Sharma.
4. Kewal Handa. (2019).pp10, Union Dhara (Vol.25).Dr.Sulbha Kore.
5. Raj Kiran Rai G. (2019).pp11, Union Dhara (Vol.25).Dr.Sulbha Kore.
6. Manas Ranjan Biswal. (2019).pp14, Union Dhara (Vol.25) Dr .Sulbha Kore.
7. Padmaja Chundru. (2020), The Banking Finance Post (Vol.25) Dr. Ravi Gupta.
8. Deepak Sharma. (2020), The Banking Finance Post (Vol.25).Dr. Ravi Gupta.
9. Biswabrata Chakravorty. (2020), The Banking Finance Post (Vol.25).Dr. Ravi Gupta.
10. Parvej Mulla. (2020), The Banking Finance Post (Vol.25).Dr. Ravi Gupta.

PLAG CERTIFICATE

Union Bank Of India , its Mergers and NPA

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