SHIVAJI UNIVERSITY, KOLHAPUR

A
PROJECT REPORT
ON
“A COMPREHENSIVE STUDY ON LOANS AND DEPOSITS”
With special reference to
“THE KARAD URBAN CO-OPERATIVE BANK LIMITED (SCHEDULED
BANK), MALKAPUR BRANCH”
Submitted to
SHIVAJI UNIVERSITY, KOLHAPUR
In partial fulfilment of the requirement for the degree of
“Master of Business Administration”

Submitted By
MISS. SAKSHI JITENDRA PAWAR.

Under the guidance of

DR. AVINASH M. KHARAT
(M.B.A, [Link], MA, PGDBF, NET, SET, PH.D)

THROUGH
THE DIRECTOR
VENKATESHWARA INSTITUTE OF MANAGEMENT, (M.B.A)
[Link]-SANGLI.415407
(2024-2025)

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CERTIFICATE OF DIRECTOR

This is to certify that MISS. SAKSHI JITENDRA PAWAR. of MBA has

undertaken and successfully completed the summer internship project entitled “A
COMPREHENSIVE STUDY ON LOANS AND DEPOSITS WITH SPECIAL
REFERENCE TO THE KARAD URBAN CO-OPERATIVE BANK
LIMITED (SCHEDULED BANK), MALKAPUR BRANCH” and submitted to
this college in partial fulfillment of the curriculum of MBA.

This summer Internship Project information presented is true and original best
knowledge and beliefs.

Place: Peth
Date:

Director

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CERTIFICATE OF PROJECT GUIDE

This is to certify that, the project titled as “A COMPREHENSIVE

STUDY ON LOANS AND DEPOSITS WITH SPECIAL REFERENCE TO
THE KARAD URBAN CO-OPERATIVE BANK LIMITED (SCHEDULED
BANK), MALKAPUR BRANCH” is an original work developed and submitted
by [Link] JITENDRA PAWAR for partial fulfillment of the requirement
for the award of MBA. This is an independent research work which was carried out
under my guidance and supervision.

To the best of my knowledge and belief the matter presented in this project
report is an original work and has not been submitted earlier to Shivaji University.

Place: Peth
Date:
DR. AVINASH M. KHARAT
(M.B.A, [Link], MA, PGDBF, NET, SET, PH.D.)

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DECLARATION

To,

The Director,

Venkateshwara Institute of Management, (M.B.A)

Peth-415407

Sir,

I undersigned hereby declare that the project report entitled “A

COMPREHENSIVE STUDY ON LOANS AND DEPOSITS WITH SPECIAL
REFERENCE TO THE KARAD URBAN CO-OPERATIVE BANK
LIMITED (SCHEDULED BANK), MALKAPUR BRANCH” as. is an original
work completed and submitted by me under the kind guidance of DR. AVINASH
KHARAT

The empirical findings of this study report are entirely based on the data
collected by me and have not copied from any other source while preparing this
report.

I understand that any such copying is liable to be punished in any way

the university authorities deem fit.

Place: Peth

Date:
[Link] JITENDRA PAWAR

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ACKNOWLWDGEMENT

It takes opportunity to express out great in depthless and gratitude to thank

all those people who have helped me directly to complete my project successfully.

I am very much thankful to my project guide DR. AVINASH KHARAT

for his valuable assistance and guidance as well as Branch Manager Mr.
[Link] Sir.

I also thank to all faculty member and non- teaching staff of institute. They
have encouraged me while preparing this project.

Finally I am thankful to institute for such an encouraging environment for

the project.

MISS. SAKSHI JITENDRA PAWAR

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EXECUTIVE SUMMARY

Loans and Deposits are the major source of income for any bank or financial
institution. Effective management of loans and deposits is a decisive factor in the
success of a financial institution. RBI provides guidelines in respect of disbursement
pattern of these loans and deposits between priority and non-priority sectors. Non-
Performing Asset (NPA) management is an integral part of management of loans
and advances. Fundamental analysis of the financial statement of the bank helps to
understand the pattern and effective management of loans and advances.

The Karad Urban Co-op. Bank Ltd., Karad is now a prominent name in Urban
Banking Sector. This Bank was established first as a Co-op. Urban Credit Society in
the year 1917 and was subsequently converted into a Bank. The promoters of this
Bank who were from different walks of life, working in various fields but having
future out-look recognizing the need, established this Bank way back. The late Dr.
[Link] who had vision and who along with dedicated co-operation from Shri.
Subhashrao Joshi and other Board Members was able to achieve all round progress..
Till 1993 the Bank had only 8 branches spread over Satara District only. Since then
it has expanded it's wings in other prominent Districts of Maharashtra viz. Sangli,
Kolhapur, Solapur, Ratnagiri, Pune and Mumbai. The bank has made tremendous
progress in all these districts and considering the need and demand, has amended its
bye-laws to cover other districts of Maharashtra viz. Raigad, Ahamadnagar and also
planning to go Multi-State by opening branches in Ahmedabad and Belgaum in
Gujarat and Karnataka state respectively.

Scheduled Status

Due to its professional Management dynamic leadership of Late Dr. Erram

and Shri Subhashrao Joshi, the Bank made the tremendous progress in last 10 years
and during the year 1999-2000 it was conferred with the "Scheduled Status" as mark
of its financial health and confidence of the public.

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INDEX

SR. CONTENT PAGE

NO NO.
1-6
1. INTRODUCTION TO THE STUDY & METHODOLOGY

1.1 Introduction

1.2 Management problem

1.3 Statement of research problem

1.4 Objectives of study

1.5 Scope of Study

1.6 Importance of study

1.7 Research Methodology

1.8 Presentation of project

2. THEORETICAL BACKGROUND 7-13

3. INTRODUCTION TOTHEORGANIZATION 14-22

A. Name of unit
B. Location or address of unit
C. Brief History of the unit
D. Strategic Intend of company
E. Milestones Achieved
F. Marketing scenario
G. Human resource scenario
H. Operations management of company
I. Financial position of company with its analysis
J. Future plans of company
K. Organization chart

4. ANALYSIS AND INTERPRETATION OF DATA 23-42

5. FINDINGS, SUGGESTIONS AND CONCLUSION 43-45

6. BIBLIOGRAPHY 46-49
APPENDICES

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CHAPTER NO -1

INTRODUCTION TO THE STUDY AND METHODOLOGY

1.1 Introduction:

Bank is an institution which deals with money. It means that a bank receives
money in the form of deposits from the public and lends money to the agriculture
or commercial purpose in the form of loans. Every bank provides facilitates to the
customer in the form of deposits and advances. Bank offers deposit facilities in the
form of Saving Deposit, Fixed Deposit and current deposits. This three of deposits
help to increase the investment. It is necessary to collect maximum deposits from the
Public. “Bank collects deposits and lends to the customers.”

Banks offers various types of loans like long term loans, medium term loans
and short term loans. Bank offers various loan facilitates like short term secured
loan, short term unsecured loan, cash credit loan, and Medium term secured loan
and Medium Term Unsecured Loan. Bank charges interest on different type of loan.
Loans and advances are of different forms such as overdraft, cash credit etc. Bank
gas various condition and procedure for loan sanctioning.

Before granting loans and advances to the borrowers, bank must satisfy about
client’s credit worthiness. Bank lends money against the borrower’s personal
security. Before providing loans to the customers a bank should consider all the
factors like safety, liquidity, security, purpose of the loan, period of the loan and the
creditworthiness of the clients.

Bank services are the basic service provided by the bank for convenience of
the customers. The banks services have to collect cheques drown to other bank by
customers, payment of the self-drawn cheques of customers, to provide remittance
facilities by issue of drafts, mail transfer and telegraphic transfers. Advances and
Loans are the major source of earning profits for the banks.

The present study is a comparative analysis of the various loans and deposits

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schemes of the ‘The Karad Urban [Link]. Bank, Karad (Schdule Bank)

1.2 Management problems:

1. Incomplete documentation of customer.

2. Customers CIBIL score not good.
3. Customer provide incomplete information.

1.3 Statement of research problem:

The bank faces challenges in managing its loan and deposit operations efficiency.
There may be issues such as loan defaults, inadequate deposit growth or difficulties
in maintaining a balance between the amount of loans disbursed and the deposits
collected. This could affect the banks financial stability, customer satisfaction and
ability to provide loans to businesses and individuals in the region.

1.4 Objectives of the Study:

1.4.1 To study the various loans and deposit schemes of organization.

1.4.2 To study the procedure of loan sanctioning of organization.
1.4.3 To study the different interest rate of the loans and deposits.
1.4.4 To study liquidity position of bank.

1.5 Scope of the Study:

1) The geographical scope:

The scope of study is limited to loans and deposits of The Karad Urban [Link].
Bank, Karad (Schdule Bank)

2) The functional scope:

The scope is limited to loans and deposits. In which researcher deals with the

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concept of loans and deposits. Loan procedure, criteria about sanctioning loan &
other.

3) The Analytical scope:

The scope of the study is related with analysis and interpretation of collect the data
using tools like graph, chart, ratio etc.

4) The Chronological Scope:

The scope of study limited to the year 2021-22,2022-23 & 2023-24 with help of
tables, graph, ratio etc.

1.6 Importance of the Study:

1. Finance plays very important role in the financial institution and in the
development of nation’s economy.
2. The income of financial institutions depends upon interest on loans and deposits
from other resources.
3. Loans and deposits is the back-bone of financial institutions.

1.7 Research Methodology:

1) Primary data:

Primary Data is the first hand data is collected for the research in this study it
is collected through the discussion with the senior chief officer. (Loans and
deposits department) and clerical offices in loans and Deposits departments.

2) Secondary data:

Secondary data is information which is collected from secondary sources. In

this particular data is collected is called from office records, manuals, original
annual reports of banks, magazines, internet, books, journals etc.

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Secondary data taken by annual report and financial reports of the bank.

 Annual report with year 2020-2021, 2021-22, 2022-23, 2023-2024 & 2024 -
2025.

SAMPLING UNIT:
The Karad Urban Co-Op. Bank, Karad (Schedule Bank) Malkapur branch

DATA PRESENTATION:
Data was presented with the help of tables, charts; interpretation and observation
were noted below each table/chart.

DATA ANALYSIS:
Data has analysed by simple qualitative analysis for the study

1.8 Presentation of the project:

 Project Title
 Introduction to the study
 Objectives of the study
 Scope of the study
 Importance of the study
 Research Methodology
 Theoretical background
 Company Profile
 Analysis and interpretation of data

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CHAPTER NO - 2

THEORETICAL BACKGROUND

 What is loan?

We may not always have the money we require to do certain things or to buy
certain things. In such situations, individuals and businesses/firms/institutions go
for the option of borrowing money from lenders.

When a lender gives money to an individual or entity with a certain guarantee

or based on trust that the recipient will repay the borrowed money with certain
added benefits, such as an interest rate, the process is called lending or taking a
loan.

A loan has three components - principal or the borrowed amount, rate of interest
and tenure or duration for which the loan is availed.

1. Loan Products:

i. Gold loans:
(Advances against pledge of Gold/ Silver Ornaments)

 Gold loan shall be sanctioned to persons who are properly introduced to the
bank. (KYC norms should be followed)
 Exposure to Single Party shall not exceed Rs. 100.00 lakh. However, in
exceptional cases, this limit may be exceeded with the prior permission of Head
Office.
 Bank should obtain a declaration from the borrower that the ornaments are his
own proper and that he/she has the right to pledge them to the bank.
 The gold ornaments to be pledged to the bank by the borrower should be valued

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and certified about the purity and genuineness of the gold by an approved
jewellers/s or shroff for appointed by bank for valuation.
 Bank should take suitable insurance cover for loss of the ornaments while in
transit.

 The period of advance against gold ornaments should be restricted up to 3 years

subject to repaying capacity of the borrower.
 Adequate margin minimum 25% on the market value should be maintained,
while, fiving the amount of advance (for 10 grams of gold) to be sanctioned.
 Advance against re-pledge of ornaments (i.e., to money lenders) should not be
made / be restricted in the interest of the bank.

ii. Bullet Repayment:

The loans against gold ornaments that under the under the bullet repayment
scheme can be sanctioned maximum to the extent of Rs. 2.00 lakh subject to
the following guidelines:

1. The amount of loan sanctioned should not exceed Rs. 2.00 lakh at any point of
time.

2. The period of the loan shall not exceed 12 months from the date of sanction.

3. Interest will be charged to the account at monthly rests but will become due for
payment along with principal only at the end of 12 months from the date of
sanction.

4. Branches should maintain a loan to value (LTV) ratio 75% on the outstanding
amount of loan including the interest on an ongoing basis, failing which the
loan will be treated as Non-Performing Asset (NPA). Such loans shall be

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governed by the extant income recognition, asset classification and

provisioning norms which shall be applicable once the principal and interest
become overdue.

5. Hallmarking of gold jewellery ensures the quality of gold used in the jewellery
as to cartage, fineness and purity. Granting of advance against the security of
hallmarked jewellery is safer and easier. Preferential treatment of hallmarked
jewellery is likely to encourage practice of hallmarking which will be in the
long-term interest of consumers, lenders and the industry. Therefore, branches
while considering granting advances against jewellery may keep in view the
advantages of hallmarked jewellery.

6. In view of the concern arising out of the significant rise in import of gold in
recent years, bank advised not to grant any advance for purchase of gold in any
from, including primary gold, gold bullion, gold jewellery, gold coins, units of
gold Exchange traded funds (ETF) and units of gold Mutual Funds.

7. As a prudential measure, it has been decided to prescribe a loan to value (LTV)

Ratio of not exceeding 75 percent for bank’s lending against gold jewellery
(including bullet repayment loans against pledge of gold jewellery).
Further, in order to standardize the valuation and make it more transparent
to the borrower, it has been decided that gold jewellery accepted as security/
collateral will have to be valued at the average of the closing price of 22 carat
gold for the preceding 30 days as quoted by the India Bullion and Jewellers
Association Ltd. [Formerly known as the Bombay Bullion Association Ltd.
(BBA). If the gold is of purity less than 22 carats, the bank should translate the
collateral into 22 carat and value the exact grams of the collateral. In other
words, jewellery of lower purity of gold shall be valued proportionately.

8. Branches while allowing loan against the gold ornaments owned by ladies, a

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proper consent letter and declaration of Stridhan wherever applicable to be

obtained.

iii. Housing Loan:

1. Bank may grant loans to the individuals for Construction / purchase of houses/
flats and also to Owners of houses/flats for extension and up-gradation,
including major repairs.

2. Based on commercial judgment and other prudential business considerations,

bank may grant housing loans depending upon the repaying capacity of
borrowers.

3. Branches should satisfy themselves that loans extended by them are not for
unauthorized construction or for misuse of properties / encroachment on public
land. For this purpose, they should ensure strict compliance.

4. Enhancements in housing loan ceiling- R.B.I. vibe their circular no. [Link].
Cir. No.7/09.22. 010//2011-12 dated October 31,2011 has allowed UCBs to
extend individual housing loan up to the limit of Rs. 70.00 lakh, per beneficiary
of a dwelling unit. However, housing finance to borrowers availing loans above
Rs.25.00 lakh will not be treated as Priority Sector Lending. Bank, subject to
prudential exposure ceilings, extend direct housing finance repayable within a
maximum period of 20 years. Amount of instalment and interest should not
exceed 50% of the income of borrower stands dispensed with. However, the
payment of instalment should not exceed 50% of Gross income in case of
hosing loan of Rs. 25% lakh and above.

5. Minimum margin of 10% up to loan of Rs. 25.00 lakh and 15% for loan

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exceeding Rs.25% lakh to be obtained. Considering the present adverse

situation of real estate market branches should try to increase the margin on
loan more than the stipulated one.

6. Rate of interest as circulated from time to time.

 Security: Registered mortgage of the property to be purchased/ constructed.

2. Top up Loan:

Bank may grant top up loan to the borrowers who have availed home loan
borrowers to avail additional loan, who have repaid 24 EMIs in the existing
home loan account, to meet any expenditure with respect to the house such as
repairs, renovations, furnishing, etc.

 Loan Amount

Minimum – 0.50 lakh maximum – depending upon the repayment capacity

(subject to outstanding under existing housing loan and proposed top-up loan put
together should not exceed the original housing loan limit).

The processing charges applicable are as per the existing slab.

 Security: mortgage of the existing housing loan should be extended as security.

 Repayment: up-to 5 years or remaining period of housing loan, whichever is

less.

 Rate of interest as applicable to mortgage loan

3. Vehicle loan:
The following types of applicants can apply for loan for purchase of new two

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wheelers/ four wheelers‟ vehicles:Resident Indian citizen who has completed 18

years of age and less than 60 years holding valid license may apply either singly
or jointly with other family members viz. father, mother, son, spouse or daughter
as co-applicants. Companies / firm for purchase of vehicle for use by their
employees and other officials.

 Amount of loan
Two wheelers maximum Rs.2.00 lakh Four wheelers maximum Rs. 50.00 lakh

4. Mortgage loans/ overdrafts against mortgage of property.

Our customers and other persons cannot avoid same expenses and these include
personal expenditure of various types like marriage, higher education, medical
emergencies, or any unforeseen expenses. Similarly for business purposes
repayment of existing mortgage loan taken at higher interest rate from another
bank/ F l (take over).

• Indian citizens owning non-agricultural (residential / commercial / industrial)

property with minimum age of 18 years and maximum age of 60 years who has
filled income tax return for the last three years can apply for sanction of the loan
in individual. Or jointly with other family members i.e., father, mother, son,
unmarried daughter and/or spouse, who have regular sources of income as co-
applicants. All the owner(s) of the property have to join in as co-applicant(s).

• Quantum of loan: minimum 5 lakh and maximum 500 lakh.

• Eligible amount of loan: 50% of the fair of value of properties.

• Repayment of term loan: Maximum 120 months without any moratorium

period. However, the payment of instalment should not exceed 50% of Gross
Income.

• SOD limit: subject to renewal every year based on satisfactory operations

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in the account. Rate of interest as circulated from time to time.

• Security: registered mortgage of the properties stipulated as security.

5. Loan against own term deposits/ third party term deposits:

• Loan should be sanctioned against customers own term deposits up-to 90% of
receipt value and in special case up-to 95% (sanction from H.O. should be
obtained).

• Rate of interest for FDR advance- 1% over and above interest applied for FDR.

• Overdraft facility against FDR may be sanctioned against customers own FDR
up-to 90% of receipt value and ROI is 1% over and above interest applied for
FDR. And for above 90% head office sanctions necessary.

• Head office may change the rate of interest on advances against FDR on case-
to-case basis.

• Loan / overdraft above 50.00 lakh – ROI is 0.50 % over and above interest
applied for FRD.

• Loan / overdraft against FRD to staff members of the bank:

• Loan amount 90% of FDR value.

• Rate of interest for FDR advances - 1% over and above interest applied for
FDR.
• In case of 3third-party advance RIO is 13%.

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6. Advances / overdraft against the balances maintained in savings

bank accounts:
Bank has projected to mobilize the low-cost deposits i.e., CASA aggressively
and in this context the facility of advances against the security of balances in
the savings account (by marking bank‟s lien will be allowed to individuals,
firm, corporate and institutions who comply with the following conditions:

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CHAPTER NO – 3

COMPANY PROFILE

A) NAME OF THE UNIT:

“THE KARAD URBAN CO-OPERATIVE BANK LIMITED

(SCHEDULED BANK), MALKAPUR BRANCH”

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B) LOCATION AND ADDRESS OF THE UNIT:

 Brief Profile of the Organization:

NAME OF THE BANK karad urban co - operative bank ltd. karad

HEAD OFFICE 516/2 ,Shaniwar Peth ,Karad.

AREA Satara, Sangli, Pune, Kolhapur, Navi-Mumbai,

Mumbai Mahanagar, Ratnagiri Mumbai, Solapur,
Raigad.

TOTAL BRANCHES 67 +1

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C) Brief History of the Bank:

The Karad Urban Co—operative Bank establish in 1917 as Co-operative credit

society under Co-operative Society Act. Bank firstly started by 3 promoters’
viz. Baburao Gokhale, Altekar and Tambvekar. They take major share in
overall development of Bank. They first run the business in Rural place and
then district level and then city level. Bank’s main aim is to wiped out money
lender business from society and worked for welfare of Society with prior
permission to RBI & Bank regulation act. The co- operative credit society was
reconstituted as the Karad Urban Co-operative bank.

Bank establish edits 1st Branch at Karad itself in year [Link] 1985-86 RBI gave
health code to Bank Which states that how healthy or in good condition is the
deposit or A/C for the bank, which enables bank to advance smoothly loan to
borrowers. On 15th October 1987, RBI gives licence to bank to running the
business in bank in rule. RBI has directed supervisory control over the bank
through Memorandum of understanding. The new economic policy started in
1991 and RBI liberalized the new interest rate policy for the bank It fixed the
floor rate on that rate he Bank has to fix their own Prime Lending Rate. Through
this the bank was able to maximize profile at its management.

D) Strategic Intened of the bank:

Due to its professional Management dynamic leadership of Late Dr. Erramand

Shri. Subhashrao Joshi, the Bank made the tremendous progress in last 10 years
and during the year 1999-2000 it was conferred with the “Scheduled Status” as
mark of its financial health and confidence of the public.

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E) Milestone achieved by Bank, awards, certifications etc.

Achievements:

 Base of more than 2 lacs Satisfied Customer.

 Mix Business more than Rs2000 crs.
 Expert & Personal Service.
 Network of 23 Branches spread all over Maharashtra& Delhi state.
 RTGS, NEFT, ATM, POS services are available.

F) Marketing Scenario:
The marketing strategy of the Karad urban Bank Ltd. Karad Branch Malkapur
includes traditional as well as digital marketing. Through its marketing strategy,
the bank wants to increase its market share in India's expanding banking and
financial services industry. Their goal is to create and reinforce the bank's unique
voice to build brand awareness, importance, reputation, and esteem among the
customer. The bank plans marketing & promotional activities to enhance
brand building & increase visibility as part of its traditional marketing strategy.

G) Human Resource Scenario of Company:

The Karad urban Bank Ltd. Karad Branch Malkapur has the tradition of
continuous enrichment of its human assets so deliver value to the business.
Under its plan of organizational transformation through people processes and
systems, the Bank has launched various innovative employee centric initiatives

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and has also undertaken revamp of key systems and practices.

 HR Mission:

Creating Competence and passion for Business Excellence.

 HR Objectives:

To initiate &institutionalize globally competitive HR practices in the Bank in

our pursuit to become a Bank of International Standards and to become an
employer of preferred choice. To put in place relevant HRD strategies and use
modem methodologies to undertake organizational renewal, identify and nurture
talent, bring about marked changes in the mindset of employees at all levels so
as to enhance HR Quality. To create a performance- driven culture and an
exciting workplace for the employees. To create a pool of entrepreneurial
managers and business leaders for future

H) Operations management of company:

As financial institutions seek to become more successful, operations

management is becoming increasingly important. Operations Management at
banking and trading focuses on specific challenges and emerging trends that the
operations manager must address, as well as balancing cost-cutting with business
growth. Banking operations are the practices and procedures that banks employ
to ensure that their customers receive accurate and appropriate banking
transactions. A retail bank provides a variety of services to the general public,
such as mortgages, loans, deposits, and checking accounts. During an internal
banking operation at a retail bank, a customer service representative will open
new accounts, transfer funds between accounts, and assist with deposits.

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I) The Financial Position of the Bank Last Five Years:

(Amount Cr.)

Sr. Particular 2020-21 2021-22 2022-23 2023-24 2024-25

No

1 Share capital 98.74 98.41 100.55 101.41 103.01

2 Net Profit 20.13 9.13 19.06 24.12 26.47

3 Deposits 2780.69 2869.10 3007.51 3261.87 3574.03

4 Loans and 1671.48 1682.56 1744.33 1924.11 2263.10

advances
5 Investments 1023.57 1101.17 1195.49 1157.09 1128.88

6 Working 3344.04 3433.66 3611.5 3884.40 4210.07

capital 6

7 Audit class “A” “A” “A” “A” “A”

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 Product and Services:

 DEPOSIT SCHEMES
Current Account
Fixed Deposits
Term Deposit scheme
Reinvestments Deposits
Monthly Income
Quarterly Income
Recurring deposits
Dhanwardhini Deposit Scheme
 Cards
Debit Card
Credit Card
Interest Rates

 LOAN SCHEMES
Vastupurti Yojana
Advance Against Gold loan
Personal Loan
Bharati Vehicle loan
Hypothecation loan
Mortgage loan
Covid-19 Policy
Bullet repayment
Housing loan
Top up loan
Overdrafts against mortgage of property

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 SERVICES

NEFT/RTGS

Senior Citizens

Locker

SMS Alerts

 Payments

BHIM UPI

BBPS

J) future plans of company:

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3.1 Mission of Bank:

1. To make the world a better place to live by co-operation.

2. Helping our customers to achieve economic Success and financial security

Creating a place where our employees can learn, grow and be fulfilled in their
service

3. Making the society in which we work better places to be.

3.2 Vision of Bank:

1. To be a progressive bank with all values of co-operation.

2. To create all type of Banking Service to full fill the changing needs of
the depositor and borrowers.

3. Understanding the needs of customers and offering them superior service.

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K) Organization Chart:

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CHAPTER NO - 4

DATA ANALYSIS AND INTERPRETATION

I. Introduction:

This report provides an in-depth analysis of the bank's loan and deposit trends over
the last five years. It examines various types of loans, including short-term,
medium-term, and long-term, highlighting their growth and fluctuations. The data
also covers secured and unsecured loans, demonstrating how the use of collateral has
evolved. Additionally, the report tracks the growth rates of loans and advances,
showing recovery from earlier economic challenges.

On the deposit side, the analysis covers savings, current, and fixed deposits,
showing steady growth. It also looks at key ratios, such as the loan-to-deposit ratio,
which measures how well the bank balances its lending against available deposits.
Finally, the report touches on the bank's investments, focusing on safe, low-risk
assets like government securities which reflect a careful and stable investment
strategy.

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Table No. 4.1: Total Loans

(Amount in Cr)

[Link] Year Short Term Medium Long Term Total Loans

Loans Term Loans Loans

1. 2020-21 3348.03 7043.02 7679.83 1671.48

2. 2021-22 3057.62 6909.01 7858.95 1682.56

3. 2022-23 3210.27 5491.43 8741.63 1744.33

4. 2023-24 3346.50 5172.46 1072.21 1924.10

5. 2024-25 3830.23 5676.31 1312.45 2263.10

Graph No. 4.1:

Total Loan
8000
7043.02 6909.01
7000
6000 5491.43
5172.46
5000
4000 3348.03 3346.5
3057.62 3210.27
3000 2263.1
1671.48 1682.56 1744.33 1924.1
2000
1000 567.63
383.02
0
2020-21 2021-22 2022-23 2023-24 2024-25

Long Term Medium Term Short Term

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4.1 Interpretation:
The increase in long-term loans in 2024-25 means that people are borrowing money
for a longer time. This might show that people are planning bigger projects or
investing in infrastructure. The increase in short-term and medium-term loans
means that people are borrowing money for a shorter time. This shows that there is
a steady need for smaller and intermediate financing.

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4.2: Secured and Unsecured Loans

(Amount in Cr)
[Link] Year Secured Loans Unsecured Total Loans
Loans
1. 2020-21 1510.12 41.66 1671.48
2. 2021-22 1493.70 48.57 1682.56
3. 2022-23 1683.69 60.64 1744.33
4. 2023-24 1556.24 367.86 1924.11
5. 2024-25 2237.16 66.77 2263.10

Graph No: 4.2:

Secured and Unsecured Loans

2500
2237.16

2000
1683.69
1510.12 1556.24
1493.7
1500

1000

500 367.86

41.66 48.57 60.64 66.77

0
2020-21 2021-22 2022-23 2023-24 2024-25

Secured Loans Unsecured Loans

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4.2 Interpretation:

People have been borrowing money using things they own as security much more
often since 2021. Before that, people were borrowing money without anything to
back it up, but that stopped happening as much around 2020. Now, people are
starting to borrow money without collateral again, but not as much as they used to.
This might be because banks are being more careful about who they lend money to,
or maybe people just prefer using their things as collateral now.

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Table No. 4.3: Growth Rate of Loan and Advances

current value-previous value

Growth Rate = × 100
Previous value

[Link] Year Growth Rate

1. 2020-21 -4.59%

2. 2021-22 0.66%

3. 2022-23 3.67%

4. 2023-24 10.31%

5. 2024-25 18.33%

Graph No. 4.3:

Growth Rate
20.00% 18.33%

15.00%
10.31%
10.00%

5.00% 3.67%
0.66%
0.00%
2020-21 2021-22 2022-23 2023-24 2024-25
-5.00%
-4.59%

-10.00%

Growth Rate

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4.3 Interpretation:

The growth of loans and advances slowed down in the early years 2020-21,
probably because of economic problems. However, starting in 2021-22, the growth
started to go up again, with a very strong growth of 18.33% in 2024-25. This shows
that the economy is recovering well and that economy is there is more demand for
loans, both because people want them and because the economy is doing better.

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Table No. 4.4: Loans and Deposits to Priority and Non-priority

section.

(Amount in Lakh)

[Link] Year Priority Section Non-Priority Section

1. 2020-21 76,551.65 90,596.10
2. 2021-22 1,10,793.23 57,467.61
3. 2022-23 1,15,566.42 58,867.07
4. 2023-24 1,23,306.47 69,104.31
5. 2024-25 1,42,255.01 84,055.41

Graph No. 4.4:

Priority and Non-Priority Section

1,60,000.00
1,42,255.01
1,40,000.00
123306.47
110793.23 115566.42
1,20,000.00

1,00,000.00 90,596.10
84,055.41
76,551.65
80,000.00 69,104.31
57,467.61 58,867.07
60,000.00

40,000.00

20,000.00

0.00
2020-21 2021-22 2022-23 2023-24 2024-25
Priority Section Non-Priority Section

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4.4 Interpretation:

The consistent growth in priority sector lending means that banks are giving out
more loans to important sectors like agriculture and small-scale industries. This is
because the government has rules that say banks must do this. Non-priority lending,
which means loans to other sectors, goes up and down. This might be because the
demand for these loans changes.

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Table No. 4.5: Overdue of the bank.

(Amount in Cr.)
[Link] Year Overdue

1. 2020-21 1124.08

2. 2021-22 1911.18

3. 2022-23 1719.30

4. 2023-24 1573.84

5. 2024-25 1530.24

Graph No. 4.5:

Overdue
2500

2000 1911.18
1719.3
1573.84 1530.24
1500
1124.08
1000

500

0
2020-21 2021-22 2022-23 2023-24 2024-25

Overdues

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4.5 Interpretation:

The change in overdue loans means that the number of loans that people have not
paid back on time has changed. This could be because the people who borrowed the
money are not as good at paying back their loans, or because the economy is doing
worse. The decrease in overdue loans in 2024-25 could mean that the banks are
better at getting people to pay back their loans, or that the economy is doing better.

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Table No. 4.6: Total Deposit Provides

(Amount in Cr.)

[Link] Year Saving Current Fixed Total Deposit

Deposit
Deposit Deposit

1. 2020-21 4831.84 2033.86 2636.34 2780.69

2. 2021-22 5266.87 2032.22 3101.88 2869.10

3. 2022-23 5485.75 1929.54 2265.59 3007.51

4. 2023-24 5842.15 2180.32 2459.96 3261.87

5. 2024-25 607.86 232.31 2733.86 3575.03

Graph No. 4.6:

Deposit

7000

5842.15
6000 5485.75
5266.87
4831.84
5000

4000
3101.88
3000 2636.34 2733.86
2459.96
2265.59 2180.32
2033.86 2032.22 1929.54
2000

1000 607.86
232.31
0
2020-21 2021-22 2022-23 2023-24 2024-25

Saving Deposit Current Deposit Fixed Deposit

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4.6 Interpretation:

The steady growth in total deposits, particularly in saving deposits, means that
people are putting more money into their bank accounts, especially their savings
accounts. This shows that people trust the banks and that there is a lot of money in
the banking system. The increase in current and fixed deposits means that people are
saving their money in both short-term and long-term accounts. This shows that
people are saving their money in a stable way.

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Table No. 4.7: Working Capital of the bank.

(Amount in Cr.)
[Link] Year Working Capital

1. 2020-21 3351.62

2. 2021-22 3349.88

3. 2022-23 3425.30

4. 2023-24 3505.20

5. 2024-25 3914.68

Graph No. 4.7:

Working Capital
4000
3914.68
3900

3800

3700

3600
3505.2
3500
3425.3
3400 3351.62 3349.88

3300

3200

3100

3000
2020-21 2021-22 2022-23 2023-24 2024-25

Working Capital

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4.7 Interpretation:

The stable working capital base means that the bank has a financial situation
and can easily handle its day-to-day expenses.

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Table No. 4.8: The investment of the bank.

(Amount in Cr.)

[Link] Year Karad Urban Govt. securities Total Investments

Bank Investment
Investments
1. 2020-21 1023.57 1008.38 1023.57

2. 2021-22 1101.17 1085.98 1101.17

3. 2022-23 1195.49 1088.45 1195.49

4. 2023-24 1157.09 1017.83 1157.09

5. 2024-25 1128.88 979.34 1492.79

Graph No. 4.8:

Investments
1600 1492.79

1400
1195.49
1200 1157.09
1101.17
1023.57
1000

800

600

400

200

0
2020-21 2021-22 2022-23 2023-24 2024-25

Total Investments

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4.8 Interpretation:

The steady rise in investments, especially in government securities, means that the
bank is investing more money, especially in government bonds. This shows that the
bank is being careful and balanced in its investments. The bank is trying to reduce
risk while still making good investments.

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Table No. 4.9: Growth rate of Deposit

[Link] Year Growth Rate

1. 2020-21 0.97%

2. 2021-22 3.18%

3. 2022-23 4.83%

4. 2023-24 8.46%

5. 2024-25 10.45%

Graph No. 4.9:

Growth

12.00%

10.45%
10.00%

8.46%

8.00%

6.00%
4.83%

4.00%
3.18%

2.00%
0.97%

0.00%
2020-21 2021-22 2022-23 2023-24 2024-25

Growth Rate

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4.9 Interpretation:

The steady increase in the growth rate of deposits means that the amount of money
people are putting into their bank accounts is growing at a steady pace, and in 2024-
25 it reached its highest point at 10.45%. This shows that people trust the bank and
believe that their money is safe there. It may also be because the bank is offering
good interest rates on deposits.

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Table No. 4.10: Ratio of Total Loans to Total Deposit

[Link] Year Total Loans Total Deposit Ratio

1. 2020-21 1671.48 2780.69 60.1%

2. 2021-22 1682.56 2869.10 58.6%

3. 2022-23 1744.33 3007.51 58.0%

4. 2023-24 1924.11 3261.87 59.0%

5. 2024-25 2263.10 3574.03 63.32%

Graph No. 4.10:

Ratio
64.00% 63.32%
63.00%

62.00%

61.00%
60.10%
60.00%
59.00%
59.00% 58.60%
58.00%
58.00%

57.00%

56.00%

55.00%
2020-21 2021-22 2022-23 2023-24 2024-25

Ratio

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4.10 Interpretation:

The loan-to-deposit ratio is a measure of how much money a bank lends out
compared to how much money people deposit in the bank. A slightly declining loan-
to-deposit ratio from 2020-2024 means that the bank is lending out less money
compared to how much money people are depositing. This could mean that the bank
is being more careful about who it lends money to, or that there is more money
coming into the bank than the bank is lending out. This shows that the bank is
focusing on managing its liquidity while also being careful about the risk of lending
money.

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CHAPTER NO - 5
FINDINGS, SUGGESTIONS AND CONCLUSIONS

1.1 Findings:

1. There is an increasing demand for long-term loans, indicating that people are
investing in bigger projects. [Table No.4.1]
2. Borrowers are increasingly using collateral for secured loans, reducing risks for
the bank, with a slight rise in unsecured loans recently. [Table No.4.2]
3. The loan growth rate recovered strongly in 2024-25, showing economic
improvement and higher demand for loans. [Table No.4.3]
4. The bank is prioritizing lending to essential sectors like agriculture, while
lending to non-priority sectors has fluctuated. [Table No.4.4]
5. The decrease in overdue loans indicates better loan recovery practices or
improved borrower repayment. [Table No.4.5]
6. Deposit levels, especially in savings accounts, are increasing, showing greater
trust in the bank. [Table No.4.6]
7. The bank maintains stable working capital, ensuring it can cover operational
needs effectively. [Table No.4.7]
8. The bank is increasing its investments in low-risk government securities,
reflecting a cautious investment approach. [Table No.4.8]
9. Deposit growth has accelerated, peaking in 2024-25, indicating strong customer
confidence and attractive deposit products. [Table No.4.9]
10. The loan-to-deposit ratio is slightly declining, showing the bank is lending less
compared to deposits, focusing on liquidity management. [Table No.4.10]

1.2 Suggestions:

1. With borrowers favouring secured loans, the bank should offer better terms on
collateralized loans, reducing its risk while attracting more customers.
2. With overdue loans decreasing, the bank should continue refining its loan

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recovery processes to maintain or reduce overdue loans further.

3. To capitalize on growing deposits, the bank could offer innovative savings
schemes with higher interest rates or special incentives for long-term savings.
4. With deposit growth peaking, the bank should promote longer-term deposit
products, offering higher interest rates to lock in more funds.
5. Since the loan-to-deposit ratio is declining, the bank should focus on lending
more strategically to maintain liquidity while ensuring the quality of its loans.

1.3 General suggestions:

1. Any chances in the interest must be informed to the customer well on time and
in advance.
2. The procedure for disbursement of loan should be made easy and customer
friendly.

1.4 Conclusion:

The analysis reveals that the bank is experiencing steady growth in its financial
performance, particularly in loans and deposits. The increase in long-term
loans indicates that customers are willing to invest in larger projects, reflecting
a positive economic outlook. This trend suggests that the bank is effectively
meeting the financing needs of its clients, supporting their growth initiatives.

Secured loans have also gained popularity, as more borrowers are using
collateral to back their loans. This shift reduces the risk for the bank, as it
provides a safety net in case of defaults. The improvement in loan recovery
rates and the decrease in overdue loans further demonstrate the bank's effective
management practices and its ability to maintain healthy customer
relationships.

Additionally, the steady rise in deposits, especially in savings accounts,

highlights the growing trust customers have in the bank. This confidence is

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crucial for the bank’s liquidity and ability to lend. The bank’s focus on safe
investments, such as government securities, showcases a cautious approach to
managing its assets while ensuring financial stability.

Looking ahead, the bank should continue to promote long-term loan products
to capitalize on current trends. Improving loan recovery efforts and introducing
innovative deposit schemes will also help maintain growth. By focusing on
these areas, the bank can further enhance its financial health and solidify its
position in the market.

BIBLIOGRAPHY:

1. Books:
• Annual report of The Karad Urban [Link]. Bank Ltd. Karad (Scheduled
Bank) from 2020-2021, 2021-22, 2022-23, 2023-24 and 2024-25.
• Kulkarni P. V. and Satya Prasad B. G. (2015) ‘Financial Management’
Himalaya Publishing House Pvt. Ltd.
• Pandy I. M. (2002) ‘Financial Management’ Vikas Publication House Pvt. Ltd.

2. Website:
1. [Link]
2. [Link]
3. [Link]

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ANNEXURE:

Bank Performance Highlights Since last 5 years

Sr. No. Particular 2020-21 2021-22 2022-23 2023-24 2024-25

A Numbers
1 Regular 76131 77266 82160 85220 90020
Members
2 Nominal 4940 4206 2949 3141 3735
Members
3 Depositors 303973 298584 295740 292192 295713
4 Borrowers 14055 13520 14228 15403 17084
5 Branches 62+1+1 62+1+1 62+1+1 62+1+1 67+1
6 Owned/ Leased 23 22 22 21 21
Premises
7 Employees 794 764 746 716 727
B Key Financial
Indicators (Rs.
In Cr.)
1 Share capital 98.74 98.41 100.55 101.41 103.01
2 Reserve & 275.19 304.57 394.30 400.83 404.38
Surplus
3 Average 3351.62 3349.88 3425.30 3505.20 3914.68
Working
Capital
4 Total assets 3354.46 3441.14 3622.38 3895.50 4221.10
5 Gross NPA 232.95 284.89 218.22 192.80 168.54
6 Net NAP 75.89 128.14 44.53 7.73 7.45
7 Priority Sectors 765.52 1107.93 1155.66 1233.06 1425.06
Advance

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8 Capital Funds 210.40 217.95 243.99 251.14 274.80

9 Productivity per 5.61 5.96 6.37 7.24 8.03
staff
10 Profit per staff 0.03 0.03 0.01 0.03 0.03

11 CASA Deposits 606.30 643.40 710.11 741.53 802.25

12 Total Deposits 2754.05 2780.69 2869.10 3007.51 3261.87

13 Total advances 1751.97 1671.48 1682.56 1744.33 1924.11

14 Mix Businesses 4506.02 4452.17 4551.65 4751.84 5185.98

15 Investment 1023.10 1023.57 1101.17 1195.49 1157.09

16 Total Income 310.00 314.56 271.59 283.31 289.71

17 Total 277.81 252.90 229.13 227.73 252.60

Expenditure

18 Operating Profit 32.21 61.66 42.46 55.58 37.11

19 Provision/ 0.83 32.57 28.04 31.73 4.25

Reversal of
Reserve
20 Profit before 31.38 29.09 14.42 23.85 32.86
tax

21 Income Tax 10.55 8.96 5.10 4.78 8.74

22 Net Profit 20.83 20.13 9.31 19.06 24.12

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C Key Financial
Ratios (%)

1 CRAR 16.58 16.14 16.91 17.11 16.16

2 Gross NPA 13.95 13.94 16.93 12.51 10.02

3 Net NPA 7.65 5.01 8.40 2.84 0.44

4 Cost of Funds 6.74 6.04 5.45 5.13 5.53

5 Yield on Assets 9.70 9.79 8.45 8.47 8.44

6 Yield on 8.07 8.93 6.99 6.78 7.14

Investment

7 CD Ratio 63.61 60.11 58.64 58.00 58.99

8 Growth rate of 0.02 0.97 3.18 4.83 8.46

deposits

9 Growth rate of -3.05 -4.59 0.66 3.67 10.31

advances

10 Priorty Sectors 41.21 43.69 66.28 68.43 70.69

advances

11 Provision 48.94 67.42 55.02 79.59 95.99

cosverage ratio

12 Return on 0.63 0.60 0.28 0.60 0.69

assets

D Statutory A A A A A
Audit Class

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QUESTIONNAIRE

1. Name (Optional): __________

2. Age:

a. 18–25 b) 26–40

c) 41–60 d) Above 60

3. Gender:

a) Male b) Female

c) Other

4. Occupation:

a) Service b) Business
c) Agriculture d) Other: __________

5. Monthly Income:

a) Below ₹25,000 b) ₹25,001 – ₹50,000

c) ₹50,001 – ₹1,00,000 d) Above ₹1,00,000

6. Which type of loan have you availed from Karad Urban Bank?

a) Housing Loan b) Vehicle Loan

c) Education Loan d) Gold Loan

e) Business/Personal Loan

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7. What was the main reason for choosing Karad Urban Bank for your loan?

a) Lower interest rate b) Easy process

c) Trust in co-operative bank d) Recommendation by family/friends
e) Other: __________

8. How satisfied are you with loan sanction procedure?

a) Very Satisfied b) Satisfied
c) Neutral d) Dissatisfied
e) Very Dissatisfied

9. Do you feel the repayment schedule is convenient?

a) Yes b) No

10. Any difficulties faced while availing loan? __________

11. What type of deposit do you have with Karad Urban Bank?
a) Savings Account b) Current Account
c) Fixed Deposit d) Recurring Deposit

e) Other: __________

12. Main reason for choosing Karad Urban Bank for deposits:
a) Higher interest rates b) Trust in co-operative bank
c) Proximity / Convenient location d) Service quality

e) Other: __________

13. How do you rate the bank’s customer service?

a) Excellent b) Good

c. Average d) Poor

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14. Do you use digital banking facilities (Mobile/Net Banking, UPI)?

a) Yes b) No

15. Suggestions for improvement: __________

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