PROJECT REPORT

ON
“CREDIT PORTFOLIO OF PUNJAB NATIONAL BANK”

SUBMITTED TO
RANI DURGAVATI VISHWAVIDYALAYA
JABALPUR (M.P.)
In partial fulfillment of the Requirements for
the award of

Degree of Master of Business Administration

SUBMITTED BY:

RAJKUMAR PATEL

MBA III SEM

GYAN GANGA INSTITUTE OF TECHNOLOGY AND SCIENCES

JABALPUR
2010
1
 GYAN GANGA INSTITUTE OF TECHNOLOGY AND SCIENCES

JABALPUR

FORWARD LETTER

I hereby forward the project entitled a project report on “CREDIT

PORTFOLIO” submitted by RAJKUMAR PATEL, student of MBA III
semester, in the partial fulfillment of the requirement for the award of the
degree of Master of Business Administration of ‘Rani Durgavati
Vishwavidyalaya, Jabalpur.

DR.ANIL KUMAR
DHAGAT

DIRECTOR

MBA DEPARTMENT

2
CERTIFICATE

3
 DECLARATION

I hereby declare that the project report titled “CREDIT PORTFOLIO

OF PUNJAB NATIONAL BANK” is my own work and has been carried out
under the guidance of Mr. PREM SHANKER MISHRA (Manager), All care has
been taken to keep this report error free and I sincerely regret for any
unintended discrepancies that might have crept into this report. I shall be highly
obliged if errors (if any) are brought to my attention.

Thank You.

RAJKUMAR
PATEL

MBA III SEM

GGITS, JABALPUR.

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 ACKNOWLEDGEMENT

I express my sincere gratitude to all persons who have been associated

with this project report and helped us with it and made it worthwhile experience.

Firstly, I extend my thanks to various people who have shared their

opinions and experiences through which I received the required information
crucial for our report.

Finally, I express my thanks to Dr. Anil Kumar Dhagat Director of

M.B.A Department and all my faculty members who gave me the opportunity to
learn practical approach of my specialization .They guided me to prepare the
report correctly.

RAJKUMAR PATEL

MBA III SEM

GGITS

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 TABLE OF CONTENT

1.INTRODUTION:

• HISTORY OF PNB

• PRODUCTS AND SERVICES

• AWARDS AND DISTINCTIONS

• PNB OVERSEAS OFFICES

2.PROFILE OF PNB

3. PNB (2009)

4. VISION AND MISSION

5. PORTFOLIO MANAGEMENT

6. CREDIT PORTFOLIO MANAGEMENT

• METHODS OF CREDIT PORTFOLIO MANAGEMENT

• CREDIT PORTFOLIO METHODOLOGY

• MODELS OF CREDIT PORTFOLIO MANAGEMENT

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7. CONTENT OF CREDIT PORTFOLIO MANAGEMENT

8. LOANS AND SCHEMS PROVIDED BY PNB

• CONCLUSION

• REFERENCES & BIBLIOGRAPHY

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 Executive Summary

In the growing global competition, the productivity of any

business concern depends upon the behavioral aspect of consumers.

This topic deals with the customer’s perception towards other Credit

Portfolio Management at Jabalpur. This project report contains 5

different chapters. The report begins with the introduction to

company, its area of operation, its organization structure, its

achievements, etc.

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Introduction

Portfolio management

Market-to-market transfer of assets asset purchases asset swaps credit

derivatives Pr (loss) optimisation of loss distribution credit portfolio loss Line
of business product and delivery optimization techniques were initiated by the
banking industry’s desire to avoid a repeat of its late ‘80s and early ‘90s default
experience. The heavy credit losses during this period, driven by a poorly
controlled rush to build market share at the expense of asset quality and
portfolio diversification, threatened the solvency of even well capitalised
institutions. The need to better understand portfolio credit risks was reinforced
by the publication of the Bank for International Settlements’ (BIS) capita
adequacy guidelines in 1988 These guidelines, whilst specifyin minimum
regulatory capita requirements, were inadequate t provide an accurate measure
of the risk/reward characteristics of a credit portfolio. Banks therefore started to
develop more sophisticated credit risk management techniques that recognised
both the credit risk of individual exposures and the degree to which these risks
were diversified. Banks leading the development of credit risk management
techniques quickly discovered that credit pricing was highly inefficient.
Typically pricing within a loan portfolio would be almost flat across the credit
risk spectrum, generating huge skews in customer profitability. Initial efforts
focused on mitigating these skews by calculating riskadjusted profitability (eg
risk adjusted return on [risk-adjusted] capital) by sub-portfolio and then using
these measures to create riskadjusted loan pricing tools. Leading banks thus
started to rationalize pricing in both loan and bond portfolios, and moving
under-performing assets off their balance sheets. Consequently banks that had

9
not developed risk-adjusted performance measures started to suffer from
negative selection, often accepting significantly underpriced assets from more
sophisticated institutions. In parallel to developing aggregate risk-adjusted
performance measures, leading banks were also starting to quantify credit risk at
finer levels of detail.

Credit Portfolio Management

“Banks leading the development of credit risk management techniques

discovered that credit pricing was highly inefficient”

1 Credit portfolio management were developed which could differentiate

credit risk along multiple dimensions (credit grade, industry, country/region etc)
and, for large corporate exposures, on a name-by-name basis. These credit
portfolio models have positioned leading institutions to take advantage of the
increasing liquidity of the credit markets and to adopt a far more active
approach to credit portfolio management than was previously possible.
Historically, credit portfolio management had focused on the monitoring of
exposure by broad portfolio segment and, if necessary, the imposition of
exposure caps. The creation of a stand-alone credit portfolio management
function, armed with sophisticated portfolio models and with a controlling
mandate over assets held on the balance sheet, now enabled the credit portfolio
to be optimized independent of origination activity, Active credit portfolio
optimisation has enormous potenorigination Opportunities sales/product teams
approval syndication/ sales asset syndication/ disposals.

Using only very basic optimization techniques a typical institution might expect
to reduce the economic capital consumed by its credit portfolio by 25%–30%.

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Credit Risk Measurement Framework

Credit risk is conventionally defined using the concepts of expected loss

(EL) and unexpected loss (UL) (Because expected losses can be anticipated,
they should be regarded as a cost of doing business and not as a financial risk.
Obviously credit losses are not constant across the economic cycle, there being
substantial volatility (unexpected loss) about the level of expected loss. It is this
volatility that credit portfolio models are designed to quantify. Volatility of
portfolio losses is driven by two factors – concentration and correlation (figure
3). Concentration describes the ‘lumpiness’ of the credit portfolio (eg why it is
more risky to lend £10m to 10 companies than to lend £0.1m to 1,000
companies). Correlation describes the sensitivity of the portfolio to changes in
underlying macro-economic factors (eg why it is more risky to lend to very
cyclical industries such as property development). In all but the smallest credit
portfolios, correlation effects will dominate.When quantifying credit risk, two
alternative approaches can be used when valuing the portfolio:

METHODS OF CREDIT PORTFOLIO MANAGEMENT

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Loss-Based Method-

Under this approach an exposure is assumed to be held to maturity. The

exposure is therefore either repaid at par or defaults, and thus worth the
recovery value of any collateral. Using thi approach credit migration has n effect
on the book value of th obligation.

NPV-based method-

Under this approach, the embedded value o an exposure is assumed to be

realizable If the obligation upgrade then it is assumed to be worth mor than par,
and if it downgrades it I assumed to be worth less than par The value of the
obligation can b calculated using either using market

credit spreads (where applicable or by marking-to-model using CAPM or

similar method. In general, NPV-based method are most applicable to bond
portfolios and large corporate portfolio where meaningful markets exist fo either
the physical assets or credi derivatives. For the vast majority o commercial bank
exposures where such markets do not exist a more meaningful risk profile is
obtained using a loss-basedmethod. Loss-based calculation have the advantage
of requiring less input data (margin and maturity information, for example, is no
required) and being simpler t compute. However, many institution are starting to
run both method in parallel, particularly for portfolio where securitisation is
possible The different credit risk profile generated for the same portfolio

using loss-based and NPV-base methods are shown later in this article

Credit Portfolio Methodology

Measuring Credit Risk Correlations.

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 As discussed previously, to accurately model portfolio credit risk the
correlation between exposures must first be measured. This seemingly simple
statement conceals the complex string of calculation.

Concentration of portfolio correlation of borrower behaviour

diversification of credit risk credit risk size of portfolio systematic risk: driven
by correlation specific risk: driven by concentration time (years) frequency
credit losses.

Npv based method-

NPV-based methods are most applicable to bond portfolios and large

corporateportfolios where meaningful markets exist for either the physical assets
or credit derivatives’ that are actually necessary. Complexity arises as it is
extremely difficult to calculate credit risk correlations directly. Indeed, to
measure default correlation (as required for loss-based measures) between two
companies is impossible, as this would require repeated observations over a
given time-period during which each company would either default or survive.
Credit risk correlation could then be calculated from the number of times both
companies defaulted simultaneously. Clearly such analysis is impossible in
practice. Similar difficulties exist when trying to estimate correlation between
changes in credit rating or bond spreads. The simplest solution is to use
aggregate time series to infer credit risk correlation. Unfortunately this approach
is unsuitable except for the most basic of portfolio analysis for two main
reasons. Firstly, aggregate time series are usually available only at a very high
level, with insufficient data on underlying credit risk rating, industry and
geographic distribution of the portfolio. Secondly, using aggregate time series
produces unstable results over time. A more attractive solution to calculating

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credit risk correlation is to use a causative default model that takes more
observable financial quantities as inputs, and then transforms them into a default
probability. The most widely used model for commercial lending portfolios
being the Merton default model.

Simulation methods.

Whilst the risk of small credit portfolios can be calculated analytically,

the large number of calculations required mean that for most portfolios it is
better to employ a numerical simulation technique. Monte Carlo simulation is
the standard method, and can be thought of as a ‘state-of-the-world generator’
that generates all possible states of the economy and the resulting impact on the
value of the credit portfolio. In this way a distribution of all possible portfolio
values is built up, from which its credit risk profile can be calculated .

Credit Portfolio Models

There are a number of currently available credit portfolio models that are
distinguished by their correlation structures and choice of risk measure.
Portfolio model applicationsHaving discussed the inner workings of credit
portfolio models we can now illustrate their uses by examining a number of
management applications.

Solvency analysis-

The most obvious application of a credit portfolio model is to calculate

economic capital. This is calculated from thetails of the credit risk distribution
by determining the probability that a reduction in portfolio valueexceeds a
critical value. A lossbasedexample of such an analysis

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is shown in figure 8 where, to achieve a Aa1/AA+ credit rating (equivalent to a
0.02% default probability), economic capital equivalent to 7.8% of total
exposure is required.

NPV-based 99.98% 99.00% down the aggregate credit risk distribution to show
the credit risk of each portfolio element allows risk concentrations and hence
diversification opportunities to be identified

. For most credit portfolios, simple optimisation techniques

will substantially reduce economic capital requirements – typically reductions of

30% are achievable equivalent to annual savings of £288m (assuming a capital
charge of 18%) for a portfolio of £100bn (figure 10).

Morten model-

The Merton model assumes that a firm will default if, over a 12- month
period, the market value of assets falls below the value of callable liabilities.
This enables asset correlation to be transformed into credit risk correlation . In
figure 5 the more correlated the movements in the two companies’ assets the
greater the ‘twist’ in the joint asset value distribution. Hence the greater the
probability that the credit quality of the tw firms will rise, fall and ultimately
default together. Asset correlations have the benefit of being more prices,
balance sheet analysis etc) and their correlations have been shown to be stable
over time. The Merton model has also been successfully adapted to describe
credit risk correlations in financial institution portfolios that contain corporate
exposures. The correlation of model inputs themselves are best measured using
factor models in the same way that an equity ‘beta’ is estimated. Factor models
usually produce better prospective correlation estimates than direct observation
and have the additional benefit, if macro-economic factors are chosen, of
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enabling intuitive stress testing and scenario analysis of the credit portfolio. An
example of a macro-economic factor model is shown in. The ‘connection’ of
credit risk to underlying macro economic risk factors has significant
implications for credit risk management and the future development of credit
markets. Not only could a credit portfolio manager potentially hedge credit risk
via equity or ‘macro-economic’ derivatives, but professional market- makers
should ensure that credit, equity and other derivative desks are positioned to
take advantage of resulting arbitrage.

These developments are likely to be a major driver of liquidity as these

markets develop. In figure 6 a positive factor weight indicates that a positive
change in that factor produces an increase in asset value, with a corresponding
rise in credit quality and reduction in default rate. Conversely, a negative factor
weight indicates that a positive change in that factor produces a decrease in asset
value, with a corresponding fall in credit quality and increase in default rate.

Sensitivity analysis and stress testing.

Portfolio models can be use to calculate expected loss rates under

different economic scenarios and thus drive dynamic provisioning estimates or
loan loss reserving methodologies such as the SBC ACRA reserve. The
sensitivity of portfolio credit losses to changes in hour under stress-test
scenarios.

Base Case: 7.7% Economic capital AA+ (99.98%) solvency standard.

CONTENT OF CREDIT PORTFOLIO

This paper analyzes the level and cyclicality of bank capital requirement in
relation to

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(i) the model methodologies through-the-cycle and point-in-time,

(ii) four distinct downturn loss rate given default concepts, and

(iii) US corporate and mortgage loans. The major finding is that less accurate
models may lead to a lower bank capital requirement for real estate
loans. In other words, the current capital regulations may not support the
development of credit portfolio risk measurement models as these would
lead to higher capital requirements and hence lower lending volumes.
The finding explains why risk measurement techniques in real estate
lending may be less developed than in other credit risk instruments. In
addition, various policy recommendations for prudential regulators are
made.

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 COMPANY PROFILE

PROFILE OF PNB

With over 56 million satisfied customers and 5002 offices, PNB has
continued to retain its leadership position amongst the nationalized banks. The
bank enjoys strong fundamentals, large franchise value and good brand image.
Besides being ranked as one of India's top service brands, PNB has remained
fully committed to its guiding principles of sound and prudent banking. Apart
from offering banking products, the bank has also entered the credit card &
debit card business; bullion business; life and non-life insurance business; Gold
coins & asset management business, etc.

Since its humble beginning in 1895 with the distinction of being the first
Indian bank to have been started with Indian capital, PNB has achieved
significant growth in business which at the end of March 2010 amounted to Rs
435931 crore. Today, with assets of more than Rs 2,96,633 crore, PNB is ranked
as the 3rd largest bank in the country (after PNB and ICICI Bank) and has the
2nd largest network of branches (5002 offices including 5 overseas branches)
.During the FY 2009-10, with 40.85% share of CASA deposits, the bank
achieved a net profit of Rs 3905 crore. Bank has a strong capital base with
capital adequacy ratio of 14.16% as on Mar’10 as per Basel II with Tier I and
Tier II capital ratio at 9.15% and 5.01% respectively. As on March’10, the Bank
has the Gross and Net NPA ratio of 1.71% and 0.53% respectively. During the
FY 2009-10, its’ ratio of Priority Sector Credit to Adjusted Net Bank Credit at
40.5% & Agriculture Credit to Adjusted Net Bank Credit at 19.7% was also
higher than the stipulated requirement of 40% & 18%.
The Bank has maintained its stake holder’s interest by posting an improved
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NIM of 3.57% in Mar’10 (3.52% Mar’09) and a Return on Assets of 1.44%
(1.39% Mar’09). The Earning per Share improved to Rs 123.98 (Rs 98.03
Mar’09) while the Book value per share improved to Rs 514.77 (Rs 416.74
Mar’09)

Punjab National Bank continues to maintain its frontline position in the

Indian banking industry. In particular, the bank has retained its NUMBER ONE
position among the nationalized banks in terms of number of branches, Deposit,
Advances, total Business, Assets, Operating and Net profit in the year 2009-10.
The impressive operational and financial performance has been brought about
by Bank’s focus on customer based business with thrust on CASA deposits,
Retail, SME & Agri Advances and with more inclusive approach to banking;
better asset liability management; improved margin management, thrust on
recovery and increased efficiency in core operations of the Bank. The
performance highlights of the bank in terms of business and profit are shown
below:

Rs in Crore
Parameters Mar'08 Mar'09 Mar'10 CAGR(%)
Operating Profit 4006 5744 7326 22.29
Net Profit 2049 3091 3905 23.98
Deposit 166457 209760 249330 14.42
Advance 119502 154703 186601 16.01
Total Business 285959 364463 435931 15.09

PNB has always looked at technology as a key facilitator to provide better

customer service and ensured that its ‘IT strategy’ follows the ‘Business
strategy’ so as to arrive at “Best Fit”. The bank has made rapid strides in this
direction. All branches of the Bank are under Core Banking Solution (CBS)

19
since Dec’08, thus covering 100% of its business and providing ‘Anytime
Anywhere’ banking facility to all customers including customers of more than
3000 rural & semi urban branches. The bank has also been offering Internet
banking services to the customers of CBS branches like booking of tickets,
payment of bills of utilities, purchase of airline tickets etc. Towards developing
a cost effective alternative channels of delivery, the bank with more than 350
ATMs has the largest ATM network amongst Nationalized Banks.

With the help of advanced technology, the Bank has been a frontrunner in
the industry so far as the initiatives for Financial Inclusion is concerned. With
its policy of inclusive growth in the Indo-Gangetic belt, the Bank’s mission is
“Banking for Unbanked”. The Bank has launched a drive for biometric smart
card based technology enabled Financial Inclusion with the help of Business
Correspondents/Business Facilitators (BC/BF) so as to reach out to the last mile
customer. The Bank has started several innovative initiatives for marginal
groups like rickshaw pullers, vegetable vendors, dairy farmers, construction
workers, etc. Under Branchless Banking model, the Bank is implementing 40
projects in 16 States. The Bank launched an ambitious ‘Project Namaskar’
under which 1 lakh touch points will be established in unbanked villages by
2013 to extend the Bank’s outreach. Under this, 30 Kiosks have been opened
covering 119 Villages reaching 1.32 Lakh beneficiaries.

Backed by strong domestic performance, the bank is planning to realize its

global aspirations. Bank continues its selective foray in international markets
with presence in 9 countries, with branches at Kabul and Dubai, Hong Kong &
representative offices at Almaty, Dubai, Shanghai and Oslo, a wholly owned
subsidiary in UK, a joint venture with Everest Bank Ltd. Nepal and a JV
banking subsidiary “DRUK PNB Bank Ltd.” in Bhutan. Bank is pursuing
20
upgradation of its representative offices in China & Norway and is in the
process of setting up a representative office in Sydney, Australia and taking
controlling stake in JSC Dana Bank in Kazakhastan.
Bank has been a recipient of many awards and accolades during the year:-

• Gold trophy of SCOPE Meritorious Award for Excellence in Corporate

Governance 2009 by Standing Conference of Public Enterprises

• As per Financial Express-Ernest & young (FE-EY) India’s Best Banks Survey,
PNB is identified as the best bank among the nationalized banks in terms of
overall ranking.

• As per HT-MaRS Survey on Customer Satisfaction, PNB stood NUMBER

ONE in Delhi and Chennai in terms of customer satisfaction.

• As per the Forbes Annual list of 2000 global giants, PNB tops the list of
nationalized banks with a global ranking of 695, substantial improvement over
last year’s placement at 946th position.

• The Economic Times has ranked CEO of PNB as the 32nd Most Powerful
CEO of 2010.

YEAR 2009 for Punjab National bank!

Another simple measure to watch is net interest margin, which looks at

net interest income as a percentage of average earning assets. Track margins
over time to get a feel for the trend. PNB’s Net Interest margins have been
generally stable in the 3.5 to 4 percent range. FY08 Net Interest Margin stands

21
at 3.58 percent which is again one of the best records among all banks, next only
to HDFC Bank.

Punjab National Bank is India’s second-largest public sector lender, with 4668
branches and 2455 ATMs across the country. During the year 2008-09 the
number of branches increased by 163 branches. The net profit of the bank was
Rs.927 crore for the quarter ended Sept’09 as against Rs.707 crore in the
corresponding period last year recording a growth of 31.1%. The bank has the
lowest prime lending rate (PLR) of 11% among all banks in the country. The
Prime lending rate is the rate of interest at which the bank lends to its best
customers.

Overseas Presence

Branches at Kabul and Hong Kong and Representative offices at Almaty,

Dubai, Shanghai and Oslo. With the opening of the Representative Office at
Oslo, PNB becomes the First Indian bank to have presence in whole
Scandinavian belt. In addition the Bank has a subsidiary (PNBIL) in UK.

Strong Capital Base

A strong capital base is the number one issue to consider before investing
in a lender. Punjab National Bank also excels on Capital Adequacy Ratio (CAR)
– perhaps the only parameter where many Indian banks fall short, much like
their global counterparts. While many Indian Banks are struggling to keep their
heads above the floor-levels of 9-12%, PNB’s CAR is at a very comfortable
14%. Thus there is no need for PNB to seek recapitalization by the government,
something that is plaguing many other peers.

Net Interest Income (NII):

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 All firms can divide the balance sheet into assets and liabilities. For banks
the assets are commercial and personal loans, mortgages, construction loans and
securities. The liabilities are deposits from customers. The net interest income is
then the difference between the revenues on the assets and the cost of servicing
the liabilities. The performance on the net interest income front is especially
good, taking into account their low PLR. It also enabled PNB to manage margin
pressures better. Interest income during quarter ended Sept’09 at Rs. 5,407 crore
show a growth of 16.3%. Interest income stood at Rs.10,615 crore in the half
year ended Sept’09 showing year over year growth of 20.8%.

• Net Interest Margins (NIM)

Another simple measure to watch is net interest margin, which looks at net
interest income as a percentage of average earning assets. Track margins over
time to get a feel for the trend. PNB’s Net Interest margins have been generally
stable in the 3.5 to 4 percent range. FY08 Net Interest Margin stands at 3.58
percent which is again one of the best records among all banks, next only to
HDFC Bank.

• Return on Equity (RoE) and Return on Assets (RoA)

These metrics are the standards for gauging bank profitability. Punjab National
Bank’s profitability record is commendable. Net Margins have been stable
around the 12-13 percent mark. Return on Assets, the indicator of how
profitable a company is relative to its total assets is good at around the 1.2
percent mark, probably the best record after HDFC Bank. Return on Equity is at
about 19 percent, again comparable to the best in the Industry. And this has
been achieved without very high financial leverage (about 15x), which is
commendable.
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 • Strong Revenues

Historically many of the best-performing bank investments have been those

that have proven capable of above-average revenue growth. Punjab National
Bank’s FY08 growth has been good. Interest income and total income growth
stand at about 26 percent. The balance sheet has also grown strongly with
advances growing at about 24% and deposits registering a growth of about 20
percent. This again shows that Punjab National Bank had been aggressive on the
loans disbursal front.

CASA ratio:

CASA ratio is the ratio of the deposits in the form of Current Account &
Savings Account to the total deposits. The bank has a good source of low-cost
funds in its CASA deposits that amount to nearly 40% of its total portfolio.

New Initiative Loans

PNB is an outperformer in socially inclusive banking, and has kick-

started several initiatives in sectors like microfinance, self-employment loans,
kisan credit cards, rural smart cards, enabling technologies for the handicapped,
support for the economically challenged, etc.

Summing Up

On the technology front, PNB has not only completed implementation of

Core Banking Solutions (CBS) throughout its vast network, but has also
completed CBS in all its affiliated Regional Rural Banks (RRBs) – a sector that
is normally shy of technology. With 100% CBS, the largest ATM network
among all PSBs, and Internet Banking, Punjab National Bank has implemented
truly ‘Anytime Anywhere’ banking. In fact, it goes even beyond to facets of e-
24
commerce like booking of tickets, payment of bills etc. With all the above said
facts, 2009-10 will be a momentous one for PNB, as it battles some of its core
challenges and handles some divestments.

VISION AND MISSION

VISION

"To be a Leading Global Bank with Pan India footprints and become a
household brand in the Indo-Gangetic Plains providing entire range of financial
products and services under one roof"

MISSION

"Banking for the unbanked"

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HISTORY OF PNB

History
• 1895: PNB commenced its operations in Lahore. PNB has the distinction
of being the first Indian bank to have been started solely with Indian
capital that has survived to the present. (The first entirely Indian bank, the
Oudh Commercial Bank, was established in 1881 in Faizabad, but failed
in 1958.) PNB's founders included several leaders of the Swadeshi
movement such as Dyal Singh Majithia and Lala HarKishen Lal,[2] Lala
Lalchand, Shri Kali Prosanna Roy, Shri E.C. Jessawala, Shri Prabhu
Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was
actively associated with the management of the Bank in its early years.

• 1904: PNB established branches in Karachi and Peshawar.

• 1940: PNB absorbed Bhagwan Dass Bank, a scheduled bank located in

Delhi circle.

• 1947: Partition of India and Pakistan at Independence. PNB lost its

premises in Lahore, but continued to operate in Pakistan.

• 1951: PNB acquired the 39 branches of Bharat Bank (est. 1942); Bharat
Bank became Bharat Nidhi Ltd.

• 1961: PNB acquired Universal Bank of India.

• 1963: The Government of Burma nationalized PNB's branch in Rangoon

(Yangon).

26
 Punjab National Bank (PNB) is the second largest government-owned
commercial bank in India. Having more than 5.8 crore customer, Punjab
National Bank has one of the largest branch networks in India. The bank's assets
for financial year 2007 were about US$60 billion.
Products and Services

Savings Fund Account - Total Freedom Salary Account, PNB Prudent Sweep,
PNB Vidyarthi SF Account, PNB Mitra SF

Account Current Account - PNB Vaibhav, PNB Gaurav, PNB Smart Roamer

Fixed Deposit Schemes - Spectrum Fixed Deposit Scheme, Anupam Account,

Mahabachat Schemes, Multi Benefit Deposit

Scheme Credit Schemes - Flexible Housing Loan, Car Finanace, Personal Loan,
Credit Cards

Social Banking - Mahila Udyam Nidhi Scheme, Krishi Card, PNB Farmers
Welfare Trust

Corporate Banking - Gold Card scheme for exporters, EXIM finance

Business Sector - PNB Karigar credit card, PNB Kushal Udhami, PNB Pragati
Udhami, PNB Vikas Udhami

Apart from these, the PNB also offers locker facilities, senior citizens schemes,
PPF schemes and various E-services.

27
Awards and Distinctions

• Ranked among top 50 companies by the leading financial daily,

Economic Times.

• Ranked as 323rd biggest bank in the world by Bankers Almanac (January

2006), London.

• Earned 9th place among India's Most Trusted top 50 service brands in
Economic Times- A.C Nielson Survey.

• Included in the top 1000 banks in the world according to The Banker,
London.

• Golden Peacock Award for Excellence in Corporate Governance - 2005

by Institute of Directors.

• FICCI's Rural Development Award for Excellence in Rural Development

– 2005

PNB Overseas Offices

PNB has a banking subsidiary in the United Kingdom, as well as

branches in Hong Kong and Kabul. It has representative offices in Almaty,
Shanghai, and Dubai.
The bank was established in 1895 at Lahore. PNB's founders included
several leaders of the Swadeshi movement like Dyal Singh Majithia, Lala
HarKishen Lal, Lala Lalchand, Kali Prosanna Roy, EC Jessawala, Prabhu
Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was actively
associated with the banks’s management in its early years.

28
 EDUCATION LOAN - "VIDYALAKSHYAPURTI"

The Scheme aims at providing financial assistance to deserving / meritorious

students pursuing higher education in India or abroad. viz., Graduation courses
– B.A., B.Com., B.Sc., etc., Post-Graduation courses, Masters & Ph.D;
Professional courses, Engineering, Medical, Agriculture, Veterinary, Law,
Dental, Management, Computer etc., Computer Certificate courses of reputed
Institutes accredited to Department of Electronics or institutes affiliated to
University; Courses like ICWA, C.A., CFA, etc., courses conducted by IIM,
IIT, IISc, XLRI, NIFT, etc., Regular Diploma/Degree courses conducted by
Colleges/Universities approved by UGC/Govt./AICTE/AIBMS/ICMR, Regular
Degree / Diploma courses like Aeronautical, Pilot training, Shippling etc.
approved by DGCA/ etc., Courses offered by National Institutes and other
reputed Private Institutes.

Students should approach the branch nearest to the place of domicile.

Interest is charged monthly on simple basis during the repayment

holiday/moratorium period & concession of 1% in rate of interest is allowed
provided the same is serviced regularly during study period.

Punjab National Bank has tied up with Kotak Mahindra Insurance to provide
life insurance cover for Student borrowers.

Eligibility

Student eligibility
29
Should be an Indian National

Secured admission to Professional / Technical courses in India or abroad

through Entrance Test / Merit based Selection process..

Expenses considered for Loan

Fee payable to College / School / HostelExamination / Library /

Laboratory fee. Purchase of books / equipments / instruments / uniforms.
Caution Deposit / Building Fund / Refundable Deposit supported by Institution
Bills / Receipts, subject to the condition that the amount does not exceed 10% of
the total tution fee for entire course.. Travel Expenses / Passage money for
studies abroad.Purchase of computers - essential for completion of the
Course.Boarding and lodging expenses in recognised Boarding Houses / private
accomondations Any other expense required to complete the course - like study
tours, project work, thesis etc.

Quantum of Finance

Need based finance, subject to repaying capacity of the parents / students

with margin and the following ceilings :-

For studies in India: Maximum Rs.10.00 lacs.

For studies abroad: Maximum Rs.20.00 lacs.
Margin

Upto Rs.4.00 lacs: - Nil.

Above Rs.4.00 lacs: Studies in India 5%
Studies Abroad 15%
30
Security

Upto Rs.4.00 lacs: Co-Obligation of Parents. No Security..

Above Rs 4.00 lacs and Upto Co-Obligation of Parents. 3rd party

Rs 7.5 lacs: guarantee acceptable to the Bank.

Co-Obligation of Parents. Collateral

Security of suitable value along with
Above Rs 7.5 lacs:
Assignment of future income of the student
for payment of installments.
The security can be in the form of land / building / Govt. Securities / Public
Sector Bonds / Units of UTI, NSC, KVP, LIC Policy, Gold, Shares/ Mutual
Funds/ Debentures, Bank Deposit in the name of the student parent / guardian or
any other third party with suitable Margin.

The document should be executed by both the student and the parent/guardian.

Rate of Interest

Repayable up to 3 years

Loan up to 400000

Int. 11%-BPLR .50% =10.50%

Repayable 3 years and above

Loan up to 400000

Int.- BPLR.1% +50% =10.50%

Repayment
31
 Repayment Holiday / Coursee period + 1 year OR 6 months
Moratorium after getting job, whichever is earlier.
• The Principl and interest is to be repaid in 5-7 years after commencement
of repayment. If the student is not able to complete the course within the
scheduled time, extension of time for completion of course may be
permitted for a maximum period of 2 years.

Upfront Fee

For Study in India - Nil

For Study abroad - @ 0.50% with a maximum of Rs. 5000/-(refundable

on availment of the loan amount)

Documentation Charges

Upto Rs. 4 lacs Rs.300/- + Service Tax & Education Cess

Above Rs.4 lacs Rs.500/- + Service Tax & Education Cess

Additional Benefits provided to the students by PNB

Reimbursement of related expenses such as admission fee, monthly fee,

Boarding and lodging expenses in recognized Boarding Houses etc. already
incurred by way of loan taken from own sources (to meet the contingency) by
the applicant, if claimed within 3 (three) months of such payment and before
consideration of the loan by the Bank Second time Education Loan can be
sanctioned to the same student borrower for completion of next higher course.

Check List

32
While applying for the loan, the borrower is required to furnish the following
information/papers:

Loan application on Bank's format.

Passport size photograph

Proof of Address(Permanent) / ID Proof.

Proof of Age.

Proof of having secured pass marks in last qualifying examination

Letter of admission in professional, technical or vocational courses.

Prospectus of the course wherein charges like Admission Fee, Examination Fee,
Hostel Charges etc. are mentioned.

Details of Assets & Liabilities of parents.

In case loan amount is above Rs.4.00 lacs

Detail of Assets & Liabilities of parents/co-obligants/ guarantors.

In case loan is to be collaterally secured by mortgage of IP, Copy of Title Deed,

Valuation Certificate and Non Encumbrance Certificate from approved Lawyer
of the Bank to be obtained at the cost of the borrower

Photocopy of Passport & Visa, in case of study abroad.

Any other document/information, depending upon the case and purpose of the
loan.

(The above CHECKLIST is only illustrative, not exhaustive. For details, please
contact our nearest Branch Office).

33
LOAN AGAINST MORTGAGE OF IMMOVABLE
PROPERTY

Scheme seeks to provide finance against mortgage of immovable property

situated in Metro/ Urban/ Semi Urban centres. The scheme is designed to offer
instant solutions relating to business needs or for personal needs such as,
children's higher education, travel, daughter's marriage, medical emergencies,
etc. Loan is, however, not available for speculative purpose.

Purpose

For personal & business needs

Eligibility

• Employees of Central/ State Govt/ Schools/ Colleges/ Public Sector

Undertakings (PSUs), Reputed Corporates and other intcome tax assesses
who are below the age of 60 years

• Business Enterprises having a satisfactory track record of

o 3 years of cash profit; and

o Net profit in the immediately preceding financial year

Income Criterion

For Individuals

• Minimum net monthly salary/ net annual income of Rs.10,000/

Rs.1,20,000/- for salaried and for other income tax assesses respectively

34
 • Net annual income should be double that of total EMIs for the year

For Business Enterprises

• Minimum net annual income/ profit of Rs.1,20,000/-

• Net income/ profit should be 1.5 times that of total EMIs for the year

Amount of loan
Term Loan & Overdraft
Minimum Loan:- Rs. 1 Lac
Maximum Loan:- Rs.100 Lacs

Security

Non-encumbered residential house/ flat or Commercial or Industrial property (in

the shape of building/ industrial shed) - self occupied or vacant.

Rate of interest

• Loan less then 3 years

Base rate 8% + 4.75% spread = 12.75%

• Loan 3 years and above

Base rate 8% + 4.75% spread + .05% T.P = 13.25%

Repayment

• Loan together with interest is repayable in maximum 84 equal monthly

installments or upto the age of 65 years which ever is earlier

• Overdraft facility is to be renewed/ reviewed annually

35
Upfront Fee (in case of Term Loan)

0.90% of the loan amount (subject to a maximum of Rs.45,000/-) + Service Tax

& Education Cess

Processing Fee (in case of General Overdraft Limit)

Upto Rs. 25,000/- - NIL

Above Rs. 25,000/- & upto Rs. 2 Lac - Rs. 270/- + Service Tax & Education
Cess

Above Rs. 2 Lac - Rs. 225/- per lac or part thereof + Service Tax & Education
Cess

Documentation Charges

Rs.900/- + Service Tax & Education Cess

36
 'PNB FIN-BASKET' SCHEME

1. OBJECTIVE

Offers attractive benefits as part of a Package to those customers who have the
capacity and are willing to avail a minimum specified loan amount under at least
two or more specified Retail Loan Schemes.

2. SCHEME APPLICABILITY

Authorized Branches.

3. ELIGIBILITY

Individuals, including joint owners, who are willing to avail a minimum loan of
Rs.5.00 lac as a package under at least two specified Retail Loan Schemes at a
time. One of which necessarily be for HOUSING and the other may be any one
of the following purposes:

Car,
Personal or
Education.

At the same time, such individuals/ including joint owners should have adequate
capacity to regularly service such loans.

4. PURPOSE

Finance will be allowed for:

Meeting need based requirement of purchase / construction /addition /

repair/alteration/renovation/furnishing of House/Flat. Loans are also available
for purchase of land/plot for House Building.
37
Loan on pari passu or second charge basis only to confirmed employees of
Central/ State Government / Public Sector Undertakings (PSUs) maximum upto
Rs. 20 lacs. The quantum of loan be decided taking into account the amount of
earlier loan availed and repaying capacity of the borrower.

Purchase of New Car.

Meeting urgent requirements of personal nature, such as marriage of children,

holiday, foreign travel, family function, medical expenses etc. However, loan
will not be granted for speculation purposes.

Education for Self or Children, including the school education of the child.

5. AMOUNT OF LOAN

For Housing: Need Based - Minimum Rs.2 lac.

Maximum Rs. 50 lacs

For Car : Need Based - Minimum Rs.2 lac.

For Personal Needs: Need Based - Minimum Rs.1 lac Maximum Rs. 2 lacs

For Education: For Studies in India - Minimum Rs.1 lac Max. Rs.5.00 lac
For Studies abroad - Minimum Rs.1 lac Max. Rs.10.00 lac

6. MARGIN

10% except when loan is availed for Personal and or Educational needs in which
case it shall be Nil.

7. RATE OF INTEREST

Housing -
38
For loans repayable in/upto Rate of Interest @percent p.a.

i) Upto 5 years 7.75

ii) Above 5 & upto 10 years 8.25
Car - PTLR presently 11.50%

Personal - 13%

Education - 50 basis points below PTLR viz.11%

8. REPAYMENT

Housing - Maximum 10 years (120 months) in equal Monthly Instalments.

For Car and Personal - Maximum 4 years (48 months) in equal Monthly
Instalments.

For Education - Maximum 7 years (84 months) in equal Monthly Instalments.

Obtention of advance cheques (P.D.Cs) signed by the borrowers be ensured

towards repayment of equated monthly instalments alongwith letter of deposit.
In case of Housing and Education Loans minimum 24 advance cheques be
obtained at a time. In case of loan of other purposes cheque for complete
repayment period be taken.

No moratorium period for repayment will be allowed and repayment to

commence immediately.

9. MODE OF DISBURSEMENT

39
As per extant guidelines of specific schemes viz. Housing, Car, Personal and
Education. However, No charges for issue of Demand Draft /Bankers cheques
are to be levied.

10. INSURANCE

Comprehensive Insurance Policy to be obtained where loan is allowed for

Housing and Car needs.

11. SECURITY:

Housing

Equitable/ Registered Mortgage of the House/Flat/ Plot Financed.

Obtention of pari passu or second charge over the property mortgaged in favour
of other Lender in situations where senior authorities consider requests and
allow loan only to confirmed employees of Central / State Govts. / Public Sector
Undertakings, who have raised funds for construction / acquisition of
accommodation from other sources and need supplementary finance, for an
amount of loan of maximum upto Rs. 20 lacs, which, however, should be for a
minimum of Rs. 2lacs as prescribed above.

Car

Hypothecation of the Vehicle financed.

Equitable mortgage should be for the total amount of loan.

12. GUARANTEE

Suitable guarantee acceptable to the Bank may be obtained which may also
include guarantee from family members/other relatives.

40
13. UPFRONT & DOCUMENTATION CHARGES

Flat Upfront charges of Rs.2,500/- & no documentation charge.

14. PREPAYMENT PENALTY

In case any of the loan facilities allowed are adjusted within a period of three
years, borrower(s) will be required to pay a prepayment Penalty @ 2% on the
amount which had not become due for payment.

15. GENERAL

The concessional loan facility is available provided the combined availment is

Rs. 5 lacs or more.

Equitable Mortgage of the Immovable Property against which Housing loan has
been allowed will secure the combined loan for two or more purposes.

Equitable Mortgage shall not to be released till final adjustment of all the loans.

PROFESSIONAL LOAN SCHEMES

PNB extends assistance to self-employed persons, firms and joint ventures of

such professional persons engaged in professions such as:

Medical practitioners including dentists, chartered accountants, cost

accountants, practicing company secretaries, who are not in regular employment
of any employer, accredited journalists or cameramen who are free lancers, i.e.

41
not employed by a particular newspaper/magazine, lawyers or solicitors,
engineers, architects, surveyors, construction contractors or management
consultants or to a person trained in any other art or craft who holds either
degree or diploma from any institution established, aided or recognised by
Government or to a person who is considered by the bank as technically
qualified or skilled in the field in which he is engaged. Loans under this scheme
may be granted for the purpose of financing purchase of equipment used by the
borrowers, business premises, construction, making alterations or renovation of
business premises/nursing homes or for working capital requirements, in their
professions.

Persons already practicing or new entrants in various professions, having

licenses issued under Central or State Legislations;

Associations of persons engaged in a single profession provided that each

member of such an association is qualified and duly licensed to practice in the
profession; and

The qualified professionals will be required to produce a certified copy of the

license for the record at the bank.

Amount of Loan

Need based on merits within the overall permissible limits as under:

Metro/ Urban S.Urban/Rural Area

1. Medical practitioners Rs 5.00 lac Rs 10.0 lac

2. Other professionals Rs 5.00 lac Rs 5.00 lac

Margin: Nil up to Rs.25000/-. 25% Above Rs. 25000/-.

42
Security

Hypothecation/Mortgage of the goods purchased/created with the amount of

loan till the final adjustment of bank's loan and interest thereon.

Collateral security by way of immovable properties or acceptable third party

guarantee in case of advances above Rs. 25000/-.

Repayment

Term Loan

Loans up to Rs.50000/- 48 months

Loans beyond Rs.50000/- 60 months

Working Capital loans are renewable every year.

Disbursement

Payments will be made direct to the suppliers/ dealers. In case of construction of

the premises, the loan may be disbursed in phases after verifying the end use in
terms of the plan as also at the spot

43
44
45
46
47
48
 RESEARCH METHODOLOGY

Research methodology is a methodology for collecting all sorts of information

& data pertaining to the subject in question. The objective is to examine all the
issues involved & conduct situational analysis. The methodology includes the
overall research design, sampling procedure & fieldwork done & finally the
analysis procedure. The methodology used in the study consistent of sample
survey using both primary & secondary data. The primary data has been
collected with the help of questionnaire as well as personal observation book,
magazine; journals have been referred for secondary data. The questionnaire has
been drafted & presented by the researcher himself.

 Research Objective – The main objective of study this research is to

find out the credit portfolio management of Punjab national bank and to
maintain a best management to overcome these problems.

 Sample Size:
Sample of 50 people was taken into study, and their data was collected

 Sampling Technique:
To study the Project, a Simple Random Sampling technique is used.

 Data Collection:
Collection of data is done by

Secondary Data & through

 Questionnaire
i.e., Primary data was collected through Questionnaire.

49
 Data Analysis:

After data collection, I’m able to analyze customer’s views, ideas and
opinions related to Advance Product and about PNB Advance Product
and from this, PNB will come to know the customer requirements.
 Data Interpretation:

 Interpretation of data is done by using statistical tools like

Pie diagrams, Bar graphs, and also using quantitative techniques (by using these
techniques) accurate information is obtained.
 Classification & tabulation of data:

 The data thus collected were classified according to the

categories, counting sheets & the summary tables were
prepared. The resultant tables were one dimensional, two
dimensional.
 Statistical tools used for analysis:

 Out of the total respondents, the respondents who responded

logically were taken into account while going into statistical
details & analysis of data. The tools that have been used for
analyzing data & inference drawing are mainly statistical
tools like percentage, ranking, averages, etc.

As per questionnaire and market surveys I have find out different responses
from different people. According to their responses I analyze the findings and
draw certain remarks.

50
LIMITATIONS OF STUDY

However, I shall try my best in collecting the relevant information

for my research report, yet there are always some problems faced by
the researcher. The prime difficulties, which I faced in collection of
information, are discussed below-

• Short time period: The time for carrying out the research
was short because of which many facts have left unexplored.
• Lack of resources: Lack of time and other resources as it was
not possible to conduct survey at large level.

• Small no. of respondents: Only four Retail companies have

chosen, that is a small number, to represent whole of industry.

• Unwillingness of respondents: While collection of the data

many consumers were unwilling to fill the questionnaire.
Respondents were having a feeling of wastage of time for them.

51
 DATA COLLECTION ANALYSIS AND INTERPRETATION

GRAPHICAL REPRESENTATION OF DATA

Q1. On which bank you depend for your regular transaction?

PNB 60 % (30)
ICICI 33 % (16)
HDFC 5% (2)
OTHER 2% (1)
TOTAL NO. OF 50
PEOPLE

It has been observed that approximately 60% correspondents are using the
service of PNB for their daily transaction, around 33% of people are using
ICICI Bank for their transaction and only 5% & 2% of people are using HDFC
& other Bank service respectively in Bhubaneswar. It also shows that PNB have
the highest market position in Bhubaneswar as per my sample.

52
Q2. Are you aware of products & services provided by PNB?

YES 85% (43)

NO 15% (7)
Total No. of 50
People

From the above data it is clear that most of the customers (around 85%) of
Bhubaneswar have the idea about the product & services of PNB, the rest 15%
have the idea about the product they are using. In this 15% most of the people
are from typical rural area (Farmers).

Q3. If yes are you aware of the advance products (Loan segments) of PNB?

53
 YES 95%(48)
NO 5% (2)
TOTAL NO. OF 50
PEOPLE

It is clear that most of the people have the idea about the advance product of
PNB. Almost all the 95% people who have the idea about the advance product
are the user of PNB product & service.

Q4. Which bank you prefer for taking loans?

54
 PNB 85% (42)

ICICI 10% (5)

HDFC 3% (2)
OTHER 2% (1)
TOTAL NO. OF PEOPLE 50

According to my sample size 85% of people prefer PNB for loan product, but
some people prefer ICICI, HDFC or OTHER Bank for loan because they are
working with that bank & it is easier for them to get loan from their bank & it
easier for them to pay the interest because it is less as compare to other bank
because they are the employee of that bank.

55
Q.5 Which loan product of PNB you have used?

HOME LOAN 47% (23)

EDUCATIONAL LOAN 20% (10)
CAR LOAN 15% (8)
PERSONAL LOAN 10% (5)
OTHER 8% (4)
TOTAL NO. OF 50
PEOPLE

From the sample size 47 % of people are using the PNB loan product. From the
50 people 47% of people took home loan from PNB. 20% of people took
education loan for their children, 15% of people took car loan from PNB. Some
of the customer took 2 type of loan from PNB like both car & educational loan
and home & car loan. 10% of people took other loan 8%

56
Q6. Do you think that the services of PNB is reliable?

(a) Yes

(b) No

According to the survey the 86% people seems that the services of
the PNB is reliabel and the rest of the 14% people seems that not
reliable.

57
Q7. How long have you been taking services of Punjab National
Bank?

A)0-1 yrs

B) 1-3 yrs

C) 3 and Above

According to the survey 55% of respondents will prefer to take

the service of Punjab national bank more than 3 years, 1-3 years
prefer 30% and the 15% respondents prefer to take the service of
Punjab national bank 1year only.

58
Q8. Have you taken any loan from Punjab National Bank?

A)Yes

B) No

According to the survey 75% respondents have taken the loan

from the Punjab national bank and the 25% respondents did not
take the loan.

59
Q9. Do you think that the credit facilities provided by the Punjab
National Bank is upto the mark?

A)Yes

B) No

According to the survey 70% respondents thinks that the credit

facility provided by the Punjab national bank upto the mark and
the 30% respondents seems not.

60
Q10. State general reasons for taking the loan from Punjab
National Bank?

A)Reliability of Services

B) Easy to access the loan

C)Less Rate of Interest

According to the survey 60% of respondents prefer to take the

loan from the Punjab National Bank for it’s reliability of services,
30% prefer easy to access and 10% respondents for its less rate of
interest.

61
FINDINGS AND CONCLUSION

This article has described the underlying theory of credit portfolio

management and illustrated their value in making more effective management
decisions. With the rapidly growing marketing credit derivatives and portfolio
securitizations, the possibility of active credit portfolio management will
increase dramatically an result in a fundamental shift in the way banks both
originate and hold credit assets. In order to benefit

from these new opportunities, banks must ensure that they understand

the economic value of their portfolios and how this value can be maximized
through efficient credit portfolio management. The underlying macro-economic
risk factors can also be examined to determine whether a hedging strategy might
be possible. An extension of this application is to use the management for
‘stress-testing’ to estimate possible changes in portfolio value conditional on
extreme macro-economic scenarios. Banks must ensure that they understand the
economic value of their portfolios and how this can be maximized through
effective management’ Assessment of capital adequacy under property crash
scenario

62
 SUGGESTION & RECOMMENDATION

Recommendation:

 Customer awareness programme is required so that more people should

attract towards advance product.
 If there are any kind of hidden charges than that must disclose to
customer before giving loan to them.
 PNB must take some steps so that customers can get their loan in time.
Like phone verification by customer care that one customer is got their
loan on time or not .It must be before a certain date so necessary steps can
be taken.
 PNB should more concern about physical verification rather than phone
verification so it will avoid fraud or cheating.
 Advance product selling agents must not give any type of wrong
information regarding advance product.
 For the better service new offers would be require.
 PNB customer care should more concern about the fastest settlement of
customer problems.
 Before deducting or charging any monetary charge PNB must consult with
customer.
 Agents should be trained, well educated & proper trained to convince the
people about different advance product.
 It is the duty of the bank to disclose all the material facts regarding
advance product, like interest charged, repayment period, other types of
charges, etc.
63
  Special scheme should be implemented to encourage both customer and
agents.
 The bank should increase the period for repayment of loan.
 PNB should more focus on Retaining existing customers.
 PNB must focus on Segmentation based on customer knowledge Product
offering based on customer demand.
 PNB must take feedbacks of customers regarding features & services.

Suggestions given by the consumers at the time of survey:

 There is more time period for repayment of education loan.

( Namrata Das )

 Education loan should be providing to private college also which is not

under AICTE or any kind of University.
( Pinaki Bal )

 PNB should take steps to solve customer problems immediately.

( Gopinath Mahapatra )

 Agents should be trained, well educated & proper trained to convince the
people about different advance product.
(P.Anish Nath)

 Loan sanction date should be according to customer convenient.

(Joytirmaya Behera)

 A customer awareness programme should be taking place in rural area.

64
 REFERENCES & BIBLIOGRAPHY

INTERNET

• www.google.com

• www.pnbindia.com

• www.yahoo.com

• www.vikipedia.com

BOOKS

 Credit Portfolio Management Author Author: Charles Smithson

 Active Credit Portfolio Management Author Micheal Jaiser

65
 ANNEXURE

Dear Sir/Madam,

I am a student of Gyan Ganga Institute of Technology & Science and presently

doing a market survey “Credit Portfolio Of Punjab National Bank”. I
request you to kindly fill the questionnaire below and I assure you that the data
generated shall be kept confidential.

1. Name of the Respondent

a. ………………………………………

2. Address of the Respondent

a. ………………………………………..

3. Name of the Branch

a. ………………………………………

4. Which service do you prefer ?

a. ……………………………………..

5. Which product of PNB you like the most ?

a. ……………………………………….

6. How do you find the service provide by PNB?

a. Very good

66
 b. Good

c. Satisfactory

d. Bad

7. Do you use credit card of PNB?

a. Yes

b. No

8. If yes, state the service related issues

a. ……………………………………………………….

9. If you want improvement in service of PNB, then what it will be

a. ……………………………………………………………..

67