Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
INTRODUCTION
NEED OF THE STUDY
OBJECTIVES OF THE STUDY
SCOPE OF STUDY
REASEARCH METHODOLOGY
LIMITATIONS
INTRODUCTION
Asset Liability Management (ALM) is a strategic approach of managing the balance sheet
dynamics in such a way that the net earnings are maximized. This approach is concerned with
management of net interest margin to ensure that its level and riskiness are compatible with the
risk return objectives of the.
If one has to define Asset and Liability management without going into detail about its
need and utility, it can be defined as simply management of money which carries value and
can change its shape very quickly and has an ability to come back to its original shape with or
without an additional growth. The art of proper management of healthy money is ASSET AND
LIABILITY MANAGEMENT (ALM).
The Liberalization measures initiated in the country resulted in revolutionary changes in
the sector. There was a shift in the policy approach of s from the traditionally administered
market regime to a free market driven regime. This has put pressure on the earning capacity of
co-operative s, which forced them to foray into new operational areas thereby exposing
themselves to new risks.
As major part of funds at the disposal of assets come from outside sources, the
management are concerned about RISK arising out of shrinkage in the value of asset, and
managing such risks became critically important to them. Although co-operatives are able to
mobilize deposits, major portions of it are high cost fixed deposits. Maturities of these fixed
deposits were not properly matched with the maturities of assets created out of them. The tool
called ASSET AND LIABILITY MANAGEMENT provides a better solution for this.
ASSET LIABILITY MANAGEMENT (ALM) is a portfolio management of assets and
liability of an organization. This is a method of matching various assets with liabilities on the
basis of expected rates of return and expected maturity patter
In the context of assets, ALM is defined as
A process of adjusting liability to meet loan demands, liquidity needs and safety
requirements. This will result in optimum value of the assets at the same time reducing the
risks faced by them and managing the different types of risks by keeping it within acceptable
levels.
Ratio analysis
Comparative statement
CHAPTER-II
REVIEW OF LITERATURE
The initial focus of the ALM function would be to enforce the risk management
discipline, viz., and managing business after assessing the risks involved.
In addition, the managing the spread and riskiness, the ALM function is more
appropriately viewed as an integrated approach which requires simultaneous decisions about
asset/liability mix and maturity structure.
RISK MANAGEMENT IN ALM
Risk management is a dynamic process, which needs constant focus and attention. The
idea of risk management is a well-known investment principle that the largest potential returns
are associated with the riskiest ventures. There can be no single prescription for all times,
decisions have to be reversed at short notice. Risk, which is often used to mean uncertainty,
creates both opportunities and problems for business and individuals in nearly every walk of life.
Risk sometimes is consciously analyzed and managed; other times risk is simply ignored,
perhaps out of lack of knowledge of its consequences. If loss regarding risk is certain to occur, it
may be planned for in advance and treated as to definite, known expense. Businesses and
individuals may try to avoid risk of loss as much as possible or reduce its negative consequences.
Several types of risks that affect individuals and businesses were introduced, together
with ways to measure the amount of risk. The process used to systematically manage risk
exposure is known as RISK MANAGEMENT. Whether the concern is with a business or an
individual situation, the same general steps can be used to systematically analyze and deal with
risk.
STEPS IN RISK MANAGEMENT:
Risk identification
Risk evaluation
Risk management technique
Risk measurement
Risk review decisions
10
11
the degree of risk in a meaningful way. In other cases, especially those involving individuals
computation of the degree of risk may not yield helpful information.
Risk review decisions:
Following a decision about the optimal methods for handling identified risks, the
business or individual must implement the techniques selected. However, risk management
should be an ongoing process in which prior decisions are reviewed regularly. Sometimes new
risk exposures arise or significant changes in expected loss frequency or severity occur. The
dynamic nature of many risks requires a continual scrutiny of past analysis and decisions.
DIMENSIONS OF RISK
Specifically two broad categories of risk are the basis for classifying financial services risk.
(1) Product market Risk.
(2) Capital market Risk.
Economists have long classified management problems as relating to either The
Product Markets Risks or The Capital Markets Risks.
12
Business Risk
Financial Risk
(Responsibility of the
(Responsibility of the
Credit
Interest rate
Strategic
Liquidity
Regulatory
currency
Operating
Settlement
Human resources
Basis
Legal
13
borrowers is both
accurately assessed and priced; (B) Diversifying across borrowers so that credit losses are not
concentrated in time; (C) purchasing third party guarantees so that default risk is entirely or
partially shifted away from lenders.
14
15
16
5. BASIS RISK
1. LIQUIDITY RISK:
For experienced financial services professionals, the foremost capital market risk is that of
inadequate liquidity to meet financial obligations. The obvious form is an inability to pay desired
withdrawals. Depositors react desperately to the mere prospect of this situation.
They can drive a financial intermediary to collapse by withdrawing funds at a rate that
exceeds its capacity to pay. For most of this century, individual depositors who lost faith in s
ability to repay them caused failures from liquidity. Funds are deposited primarily as a financial
of rate. Such funds are called purchased money or headset funds as they are frequently
bought by employees who work on the money desk quoting rates to institutions that shop for the
highest return. To check liquidity risk, firms must keep the maturity profile of the liabilities
compatible with that of the assets. This balance must be close enough that a reasonable shift in
interest rates across the yield curve does not threaten the safety and soundness of the entire firm.
2. INTEREST RATE RISK:
In extreme conditions, Interest Rate fluctuations can create a liquidity crisis. The fluctuation
in the prices of financial assets due to changes in interest rates can be large enough to make
default risk a major threat to a financial services firms viability. Theres a function of both the
magnitude of change in the rate and the maturity of the asset. This inadequacy of assessment and
consequent mispricing of assets, combined with an accounting system that did not record
unrecognized gains and losses in asset values, created a financial crisis. Risk based capital rules
pertaining to s have done little to mitigate the interest rate risk management problem. The
decision to pass it off however is not without large cost, so the cost benefit tradeoff becomes
complex.
17
3. CURRENCY RISK:
The risk of exchange rate volatility can be described as a form of basis risk among
currencies instead of basis risk among interest rates on different securities. Balance sheets
comprised of numerous separate currencies contain large camouflaged risks through financial
reporting systems that do not require assets to be marked to market. Exchange rate risk affects
both the Product Markets and The Capital Markets. Ways to contain currency risk have
developed in todays derivative market through the use of swaps and forward contracts. Thus,
this risk is manageable only after the most sophisticated and modern risk management technique
is employed
4. SETTLEMENT RISK:
Settlement Risk is a particular form of default risk, which involves the s competitors.
Amounts settle obligations having to do with money transfer, check clearing, loan disbursement
and repayment, and all other inter- transfers within the worldwide monetary system. A single
payment is made at the end of the day instead of multiple payments for individual transactions.
5. BASIS RISK :
Basis risk is a variation on the interest rate risk theme, yet it creates risks that are less
easy to observe and understand. To guard against interest rate risk, somewhat non comparable
securities may be used as a hedge. However, the success of this hedging depends on a steady and
predictable relationship between the two no identical securities. Basis can negate the hedge
partially or entirely, which vastly increases the Capital Market Risk exposure of the firm.
18
19
Cash flows
Generator
Arbitrage
Pricing Model
Dynamic
Risk
Target
Trading Rules
Optimizer
20
Risk Profile
21
CHAPTER-III
INDUSTRY PROFILE
COMPANY PROFILE
22
Banking in India
Banking in India originated in the last decades of the 18th century. The oldest bank in
existence in India is the State Bank of India, a government-owned bank that traces its origins
back to June 1806 and that is the largest commercial bank in the country. Central banking is the
responsibility of the Reserve Bank of India, which in 1935 formally took over these
responsibilities from the then Imperial Bank of India, relegating it to commercial banking
functions. After India's independence in 1947, the Reserve Bank was nationalized and given
broader powers. In 1969 the government nationalized the 15 largest commercial banks; the
government nationalized the six next largest in 1980.
Currently, India has 96 scheduled commercial banks (SCBs) - 27 public sector banks (that is
with the Government of India holding a stake), 31 private banks (these do not have government
stake; they may be publicly listed and traded on stock exchanges) and 38 foreign banks. They
have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by
ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the
banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively
Early history
Banking in India originated in the last decades of the 18th century. The first banks were The
General Bank of India which started in 1786, and the Bank of Hindustan, both of which are now
defunct. The oldest bank in existence in India is the State Bank of India, which originated in the
Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was
one of the three presidency banks, the other two being the Bank of Bombay and the Bank of
Madras, all three of which were established under charters from the British East India Company.
For many years the Presidency banks acted as quasi-central banks, as did their successors. The
three banks merged in 1921 to form the Imperial Bank of India, which, upon India's
independence, became the State Bank of India.
23
Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a
consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and
still functioning today, is the oldest Joint Stock bank in India. It was not the first though. That
honor belongs to the Bank of Upper India, which was established in 1863, and which survived
until 1914, when it failed, with some of its assets and liabilities being transferred to the Alliance
Bank of Simla.
When the American Civil War stopped the supply of cotton to Lancashire from the
Confederate States, promoters opened banks to finance trading in Indian cotton. With large
exposure to speculative ventures, most of the banks opened in India during that period failed.
The depositors lost money and lost interest in keeping deposits with banks. Subsequently,
banking in India remained the exclusive domain of Europeans for next several decades until the
beginning of the 20th century.
Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoire
d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862;
branches in Madras and Pondichery, then a French colony, followed. HSBC established itself in
Bengal in 1869. Calcutta was the most active trading port in India, mainly due to the trade of the
British Empire, and so became a banking center.
The Bank of Bengal, which later became the State Bank of India.
24
The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in
1881 in Faizabad. It failed in 1958. The next was the Punjab National Bank, established in
Lahore in 1895, which has survived to the present and is now one of the largest banks in India.
Around the turn of the 20th Century, the Indian economy was passing through a relative period
of stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial
and other infrastructure had improved. Indians had established small banks, most of which
served particular ethnic and religious communities.
The presidency banks dominated banking in India but there were also some exchange banks and
a number of Indian joint stock banks. All these banks operated in different segments of the
economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign
trade. Indian joint stock banks were generally undercapitalized and lacked the experience and
maturity to compete with the presidency and exchange banks. This segmentation let Lord Curzon
to observe, "In respect of banking it seems we are behind the times. We are like some old
fashioned sailing ship, divided by solid wooden bulkheads into separate and cumbersome
compartments."
The period between 1906 and 1912, saw the establishment of banks inspired by the
Swadeshi movement. The Swadeshi movement inspired local businessmen and political figures
to found banks of and for the Indian community. A number of banks established then have
survived to the present such as Bank of India, Corporation Bank, Indian Bank, Bank of Baroda,
Canara Bank and Central Bank of India.
The fervor of Swedish movement lead to establishing of many private banks in Dakshina
Kannada and Udupi district which were unified earlier and known by the name South Canara
(South Canara ) district. Four nationalised banks started in this district and also a leading private
sector bank. Hence undivided Dakshina Kannada district is known as "Cradle of Indian
Banking".
25
26
Company Profile
COMPANY PROFILE
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) at December 31, 2014 and profit after tax Rs. 30.19 billion (US$ 648.8 million) for the
nine months ended December 31, 2014. The Bank has a network of 1,675 branches and about
4,883 ATMs in India and presence in 18 countries. ICICI Bank offers a wide range of banking
27
products and financial services to corporate and retail customers through a variety of delivery
channels and through its specialized subsidiaries and affiliates in the areas of investment
banking, life and non-life insurance, venture capital and asset management. The Bank currently
has subsidiaries in the United Kingdom, Russia and Canada, branches in United States,
Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and
representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand,
Malaysia and Indonesia. Our UK subsidiary has established branches in Belgium and Germany.
ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the
National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are
listed on the New York Stock Exchange (NYSE).
Corporate Profile
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$ 77
billion) as on December 31, 2014.
Board Members
Mr. K. V. Kamath, Chairman
Mr. Sridar Iyengar
Mr. Homi R. Khusrokhan
Mr. Lakshmi N. Mittal
Mr. Narendra Murkumbi
Dr. Anup K. Pujari
Mr. Anupam Puri
Mr. M.S. Ramachandran
Mr. M.K. Sharma
Mr. V. Sridar
Prof. Marti G. Subrahmanyam
Mr. V. Prem Watsa
Ms. Chanda D. Kochhar,
Managing Director & CEO
28
29
Awards:
For the third year in a row ICICI Bank has won The Asset Triple A Country Awards for
Best Domestic Bank in India
ICICI Bank won the Most Admired Knowledge Enterprises (MAKE) India 2014 Award.
ICICI Bank won the first place in "Maximizing Enterprise Intellectual Capital" category,
October 28, 2014
Ms Chanda Kochhar, MD and CEO was awarded with the Indian Business Women
Leadership Award at NDTV Profit Business Leadership Awards , October 26, 2014.
ICICI Bank received two awards in CNBC Awaaz Consumer Awards; one for the most
preferred auto loan and the other for most preferred credit Card, on September 30, 2014
Ms. Chanda Kochhar, Managing Director & CEO ranked in the top 20 of the World's 100
Most Powerful Women list compiled by Forbes, August 2014
Financial Express at its FE India's Best Banks Awards, honoured Mr. K.V. Kamath,
Chairman with the Lifetime Achievement Award , July 25, 2014
ICICI Bank won Asset Triple A Investment Awards for the Best Derivative House, India.
In addition ICICI Bank were Highly commended , Local Currency Structured product,
India for 1.5 year ADR GDR linked Range Accrual Note., July 2014
ICICI bank won in three categories at World finance Banking awards on June 16, 2014
o
ICICI Bank Mobile Banking was adjudged "Best Bank Award for Initiatives in Mobile
Payments and Banking" by IDRBT, on May 18, 2014 in Hyderabad.
ICICI Bank bags the "Best bank in SME financing (Private Sector)" at the Dun &
Bradstreet Banking awards 2014.
30
ICICI Bank NRI services win the "Excellence in Business Model Innovation Award" in
the eighth Asian Banker Excellence in Retail Financial Services Awards Programme.
ICICI Bank's Rural Micro Banking and Agri-Business Group win WOW Event &
Experiential Marketing Award in two categories - "Rural Marketing programme of the
year" and "Small Budget On Ground Promotion of the Year". These awards were given
for Cattle Loan 'Kamdhenu Campaign' and "Talkies on the move campaign' respectively.
ICICI Bank's Germany Branch has been certified by "Stiftung Warrentest". ICICI Bank is
ranked 2nd amongst 57 savings products across 19 banks
ICICI Bank Germany won the yearly banking test of the investor magazine uro in the
"call money" category.
The ICICI Bank was awarded the runner's up position in Gartner Business Intelligence
and Excellence Award for Asia Pacific for its Business Intelligence functions.
ICICI Bank's Organizational Excellence Group was recently awarded ISO 9001:2013
certification by TUV Nord. The scope of certification comprised processes around
consulting and capability building on methods of quality & improvements.
ICICI Bank has been awarded the following titles under The Asset Triple A Country
Awards for 2014:
o
ICICI Bank has bagged the Best Cash Management Bank in India award for the second
year in a row. The other awards have been bagged for the third year in a row.
ICICI Bank Canada received the prestigious Canadian Helen Keller Award at the
Canadian Helen Keller Centre's Fifth Annual Luncheon in Toronto. The award was given
to ICICI Bank its long-standing support to this unique training centre for people who are
deaf-blind.
31
ICICI Foundation for Inclusive Growth (ICICI Foundation) was founded by the ICICI Group in
early 2013 to give focus to its efforts to promote inclusive growth amongst low-income Indian
households.
They believe our fundamental challenge is to create a just society one where everyone has
equal opportunity to develop and grow. Towards this end, ICICI Foundation is committed to
making Indias economic growth more inclusive, allowing every individual to participate in and
benefit from the growth process.
They hold a set of core beliefs and values that defines our pathway towards inclusive growth and
guides our five strategic partnerships.
Vision
Our vision is a world free of poverty in which every individual has the freedom and power to
create and sustain a just society in which to live.
Mission
Our mission is to create and support strong independent organizations which work towards
empowering the poor to participate in and benefit from the Indian growth process.
As a key partner in India's economic growth for more than five decades, the ICICI Group
endeavors to promote growth in all sectors of the nations economy. To give focus to its efforts to
promote inclusive growth amongst low-income Indian households, the ICICI Group founded
ICICI Foundation for Inclusive Growth in January 2013.
The foundations of ICICI Groups approach towards human and social development were
established with the Social Initiatives Group (SIG), a non-profit resource group within ICICI
Bank, in 2000.
ICICI Foundation for Inclusive Growth (ICICI Foundation) has been set up as a public charitable
trust registered at Chennai vide registration of the Trust Deed with the Sub-Registrars Office at
32
33
investments span a broad spectrum of industries and stages of development, the investment focus
being on
Information Technology
Retail Services
34
35
36
37
While MFIs have shown that serving the poor is not an unviable proposition
there are issues that have constrained MFIs while scaling up. These include
1. Lack of an appropriate legal vehicle.
2. Limited access to equity.
3. Difficulty in accessing low cost on-lending funds (as of now they are unable to
offer savings services in a legitimate manner).
Limited access to Capacity Building support which is an important variable in
terms of quality of the portfolio, MIS, and the sustainability of operations.
About 56 % of the poor still borrow from informal sources.
70 % of the rural poor do not have a deposit account.
87 % have no access to credit from formal sources.
Less than 15 % of the households have any kind of insurance.
Negligible numbers have access to wealth.
Features of Indian MF
About 60 % of the MFIs are registered as societies.
About 20 % are Trusts.
About 65 % of the MFIs follow the operating model of SHGs.
Large concentration in South India.
600 MFI initiatives have a cumulative outreach of 1.25 crore poor hoseholds
NABARD's bank linkage program has cumulatively reached a total of 9.4 lakh
SHGs with about 1.4 crore households.
MF is a Tool for Poverty Reduction
Working capital.
Household investment in diversification.
Better balance sheets.
39
More assets
Secure stores of value
More profitable economic activities.
More productive savings strategies.
. Lower cash transactions costs.
Constraints to scaling access for the poor
Information Asymmetry
Inability of the poor to offer collateral.
difficult to evaluate.
40
loans
origination,
Microcredit
In addition, ICICI Bank has been expanding its microcredit portfolio through
Partnership model
Portfolio buyouts
...a steady growth in group lending through MFIs continues
ICICI Venture Capital
Challenge in scaling up microfinance sector is lack of equity capital
To cover this shortage, ICICI Bank is encouraging venture capitalists to
Start entering the sector.
Lok Capital at Delhi
Aavishkar at Mumbai
Bell Weather at Hyderabad
41
The Funds
Bell Weather, Hyderabad has made 3 equity commitments for start up and
decided to raise fund amount from US $10mn to US $25mn.
Lok capital mobilizes and directs capital fund to finance microfinance initiatives
and technical support for MFI's.
Aavishkar provides micro-equity funding of $25000 to $100000.
42
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
43
ICICI Bank
500.00
67.72
17.13
ICICI Securities
15.98
ICICI Securities PD
6.99
1.99
ICICI Venture
9.00
Total
617.80
ICICI Foundation also incurred total expenses of Rs.1.25 million during this period and had a
fund balance of Rs.61.55 million as on March 31, 2015.
Disbursements (January 4, 2014 to March 31, 2015)
Grant Beneficiaries (January 4, 2014 March 31, 2015)
150.00
200.00
20.00
CSO Partners
50.00
5.00
20.00
25.00
44
55.00
5.00
Rang De
25.00
Total
555.00
45
Read to Lead
Read to lead is an initiative of ICICI Bank to facilitate elementary education for
disadvantaged children in the age group of 6-14 years. An amount of Rs.25.00 million has thus
far been disbursed to 100,000 children through 30 NGOs. The balance amount of Rs.75.00
million is planned to be disbursed during the period 2014-2015.
MITRA (ICICI Fellows Programme)
MITRA is an affiliate of CSO Partners that is focused on addressing the challenge of human
resources for civil society organisations (CSOs). In partnership with CSO Partners and MITRA,
ICICI Foundation proposes to launch an ICICI Fellows Programme. An amount of Rs.55.00
million has been disbursed to MITRA for developing and launching the programme over the
period 2014-2015.
CARE (Disaster Management Unit)
A grant of Rs.5.00 million has been given to CARE in India to enable it to prepare for any future
disasters that may strike and respond immediately with the required relief efforts.
Rang De (Micro Enterprise Development)
Rang De, an affiliate of CSO Partners, has partnered with ICICI Venture to roll out funds for
micro enterprise development in rural and semi-urban locations. The amount of Rs.25.00 million
that has been disbursed to them will support micro enterprises to the extent of Rs.15.00 million
and the balance amount of Rs.10.00 million will go towards meeting their expenses to build the
platform.
46
47
ALM INFORMATION:
ALM is a risk management tool through which Market risk associated with business are
identified, measured and monitored to maintain profits by restructuring Assets and Liabilities.
The ALM framework needs to be built on sound methodology with necessary information
system as back up. Thus the information is key element to the ALM process.
There are various methods prevalent worldwide for measuring risks. These range from the
simple Gap statement to extremely sophisticate and data intensive Risk adjusted profitability
measurement (RAPM) methods. The central element for the entire ALM exercise is the
availability of adequate and accurate information.
However, the existing systems in many Indian s do not generate information in manner
required for the ALM. Collecting accurate data is the biggest challenge before the s, particularly
those having wide network of branches, but lacking full-scale computerization.
Therefore the introduction of these information systems for risk measurement and
monitoring has to be addressed urgently.
The large network of branches and the lack of support system to collect information
required for the ALM which analysis information on the basis of residual maturity and
behavioral pattern, it would take time for s in the present state to get the requisite information.
ALM ORGANISATION:
Successful implementation of the risk management process requires strong commitment on
the part of senior management in the to integrate basic operations and strategic decision making
with risk management.
The Board of Directors should have overall responsibility for management of risk and
should decide the risk management policy of the, setting limits for liquidity, interest rate, foreign
exchange and equity / price risk.
The Asset Liability Management Committee (ICICI) consisting of the s senior management,
including CEO/CMD should be responsible for ensuring adherence to the limits set by the Board
48
of Directors as well as for deciding the business strategy of the (on the assets and liabilities
sides) in line with the s budget and decided risk management objective.
The ALM support group consisting of operation staff should be responsible for analyzing,
monitoring and reporting the risk profiles to the ICICI. The staff should also prepare forecasts
(simulations) showing the effects of various possible changes in market condition related to the
balance sheet and recommend the action needed to adhere to s internal limits,
The ICICI is a decision-making unit responsible for balance sheet planning from a riskreturn perspective including the strategic management of interest rate and liquidity risks. Each
has to decide on the role of its ICICI, its responsibility as also the decision to be taken by it. The
business and risk management strategy of the should ensure that the operates within the limits /
parameters set by the Board. The business issues that an ICICI would consider, inter alia, will
include product pricing for deposits and advances, desired maturity profile and mix of the
incremental Assets and Liabilities, etc. in addition to monitoring the risk levels of the , the ICICI
should review the results of and progress in implementation of the decisions made in the
previous meetings. The ICICI would also articulate the current interest rate view of the and base
its decisions for future business strategy on this view. In respect of this funding policy, for
instance, its responsibility would be to decide on source and mix of liabilities or sale of assets.
Towards this end, it will have to develop a view on future direction of interest rate movements
and decide on funding mixes between fixed vs. floating rate funds, wholesale vs. retail deposits,
Money markets vs. Capital market funding, domestic vs. foreign currency funding etc. Individual
s will have to decide the frequency for holding their ICICI meetings.
TYPICAL BUSINESS OF ICICI
Reviewing the interest rate outlook for pricing of assets and liabilities(Loans and
Deposits)
Deciding on the introduction of any new loan / deposit product and their impact on
interest rate / exchange rate and other market risks;
49
Reviewing the asset and liability portfolios and the risk limits and thereby, assessing the
capital adequacy;
Deciding on the desired maturity profile of incremental assets and liabilities and thereby
assessing the liquidity risk; and
Reviewing the variances in actual and projected performances with regard to Net Interest
Margin (NIM), spreads and other balance sheet ratios.
COMPOSITION OF ICICI
The size (number of members) of ICICI would depend on the size of each institution,
business mix and organizational complexity, To ensure commitment of the Top management and
timely response to market dynamics, the CEO/MD or the GM should head the committee. The
chiefs of Investment, Credit, Resources Management or Planning, Funds Management / Treasury
(domestic), etc., can be members of the committee. In addition, the head of the computer
(technology) Division should also be an invitee for building up of
MIS and related computerization. Some s may even have Sub-Committee and Support
Groups.
ALM ORGANIZATION consists of following categories:
ALM BOARD
ICICI
ALM CELL
COMMITTEE OF DIREC
ALM BOARD
The Board of management should have overall responsibility for management of risk
and should decide the risk management policy of the and set limits for liquidity and
interest rate risks.
50
ICICI
The has constituted an Asset- Liability committee (ICICI). The committee may consists of the
following members.
i) General Manager
Head of Committee
Member
Member
Member
The ICICI is a decision making unit responsible for ensuring adherence to the limits set by
board as well as for balance sheet planning from risk return perspective including the strategic
management of interest rate and liquidity risks, in line with the s budget and decided risk
management objectives.
The Business issues that an ICICI would consider internalized, will include fixation of
interest rates for both deposits and advances, desired maturity profile of the incremental assets
and liabilities etc.
The ICICI would also articulate the current interest rate due of the and base its decisions for
future business strategy on this view. In respect of funding policy, for instance, its responsibility
would be decided on source and mix of liability.
Individual s will have to decide the frequency for their ICICI meetings. However, it is
advised that ICICI should meet at least once in a fortnight. The ICICI should review results of
and process in implementation of the decisions made in the previous meetings
51
ALM CELL
The ALM desk /cell consisting of operating staff should be responsible for analyzing,
monitoring and reporting the profiles to the ICICI. The staff should also prepare forecasts
(simulations) showing the effects of various possible changes in market conditions related to the
balance sheet and recommend the action needed to adhere to s internal limits.
COMMITTEE OF DIRECTORS
The s should also constitute professional, management and supervisory committee,
consisting of three to four directors, which will oversee the implementation of the ALM system,
and review its functioning periodically.
ALM PROCESS
The scope of ALM function can be described as follows:
1. Liquidity Risk Management
2. Interest Rate Risk Management
3. Currency Risk Management
4. Settlement Risk Management
5. Basis Risk Management
The RBI guidelines mainly address Liquidity Risk Management and Interest Rate Risk
Management.
The following are the concepts discussed for analysis of their Asset-Liability Management under
above mentioned risks.
Liquidity Risk
52
Maturity profiles
Interest rate risk
Gap analysis
1. Liquidity Risk Management :
Measuring and managing liquidity needs are vital activities of the s. By assuring a s ability
to meet its liability as they become due, liquidity management can reduce the probability of an
adverse situation development. The importance of liquidity transcends individual institutions, as
liquidity shortfall in one institution can have repercussions on the entire system.
Liquidity risk management refers to the risk of maturing liability not finding enough
maturing assets to meet these liabilities. It is the potential inability to meet their liability as they
became due. This risk arises because borrows funds for different maturities in the form of
deposits, market operations etc. and lock them into assets of different maturities.
Liquidity Gap also arises due to unpredictability of deposit withdrawals, changes in loan
demands. Hence measuring and managing liquidity needs are vital for effective and viable
operations.
Liquidity measurement is quite a difficult task and usually the stock or cash flow
approaches are used for its measurement. The stock approach used certain liquidity ratios.
The liquidity ratios are the ideal indicators of liquidity of s operating in developed
financial markets, the ratio do not reveal the real liquidity profile of s which are operating
generally in a fairly illiquid market. The assets, which are commonly considered as liquid
like Government securities, have limited liquidity when the market and players are in one
direction. Thus analysis of liquidity involves tracking of cash flow mismatches.
The statement of structural liquidity may be prepared by placing all cash inflows and
outflows in the maturity ladder according to the expected timing of cash flows.
The MATURITY PROFILE could be used for measuring the future cash flows in different
time bands.
The position of Assets and Liabilities are classified according to the maturity patterns a
maturing liability will be a cash outflow while a maturing asset will be a cash inflows. The
measuring of the future cash flows of s is done in different time buckets.
53
The time buckets, given the statutory Reserve cycle of 15 days may be distributed as under:
1. 1 to 15 days
2. 15 to 28 days
3. 29 days and up to 3 months
4. Over 3 months and up to 6 months
5. Over 6 months and up to 1 year
6. Over 1 year and up to 3 years
7. Over 3 years and up to 5 years
8. Over 5 years.
HEAD OF ACCOUNTS
A.OUTFLOWS
1.Capital, Reserves and Surplus
Savings Deposits)
54
4. Borrowings
5. Other liabilities and provisions
(i)
Bills Payable
(i)
(ii)
Inter-office Adjustment
(ii)
(iii)
(iii)
a) sub-standard
(iv)
(iv)
in Investments
(v)
(v)
investment
a)
55
B. INFLOWS
1. Cash
2. Balance with other s
(i)
Current Account
(i)
(ii)
(ii)
(i)
Approved securities
Corporate
Debentures
and
redeemable
preference
shares,
units
Mutual
of
(iv)
Investment
in
subsidiaries /
Joint Ventures.
4. Advances (performing / standard)
56
(i)
Discounted
(including bills
under
DUPN)
(iii)
Working Capital.
(iii)
Term Loans
5. NPAs
b. Sub-standard
6. Fixed Assets
7. Other-office Adjustment
(i)
Inter-office Adjustment
(i)
57
(ii)
Others
(i)
Respective
maturity
Terms used:
CDs: Certificate of Deposits.
CPs: Commercial Papers.
DTL PROFILE: Demand and Time Liabilities.
Inter office adjustment:
Outflows: Net Credit Balances
Inflows: Net Debt Balances
Other Liabilities: Cash payables, Income received in advance, Loan Loss and
Depreciation in Investments.
Other assets: Cash Receivable, Intangible Assets and Leased Assets
2. Interest Rate Risk :
Interest Rate Risk refers to the risk of changes in interest rates subsequent to the creation
of the assets and liabilities at fixed rates. The phased deregulations of interest rates and the
operational flexibility given to s in pricing most of the assets and liabilities imply the need for
ing system to hedge the interest rate risk. This is a risk where changes in the market interest rates
might adversely affect as financial conditions.
The changes in interest rates affect s in large way. The immediate impact of change in
interest rates is ones earnings by changing its Net Interest Income (NII). A long term impact of
changing interest rates is on s Market Value of Equity (MVE) or net worth as the economic
58
value of s assets, liabilities and off-balance sheet positions get affected due to variation in
market interest rates.
The risk from the earnings perspective can be measured as changes in the Net Interest
Income (NII) OR Net Interest Margin (NIM).
There are many analytical techniques for measurement and management of interest rate
risk. In MIS of ALM, slow pace of computerization in s and the absence of total deregulation, the
traditional GAP ANALYSIS is considered as a suitable method to measure the interest rate risk.
Gap Analysis:
The Gap or mismatch risk can be measured by calculating Gaps over different time
buckets as at a given date. Gap analysis measures mismatches between rate sensitive liabilities
and rate sensitive assets including off-balance sheet position.
An asset or liability is normally classified as rate sensitive if:
If there is a cash flow within the time interval.
The interest rate resets or reprises contractually during the interval.
RBI changes the interest rates i.e., on saving deposits, export credit, refinance, CRR
balances and so on, in case where interest rate are administered.
It is contractually pre-payable or with draw able before the stated maturities
The Gap is the difference between Rate Sensitive Assets (RSA) and Rate sensitive Liabilities
(RSA) for each time bucket.
The positive GAP indicates that RSAs are more than RSLs (RSA>RSL).
The negative GAP indicates that RSAs are more than RSALs (RSA<RSL).
59
2.2 TABLE
Months
Inflows
outflows
GAP
up to 3
69176.2
141724.6
62548.39
3 to 6
330487.3
95515.39
62467.15
6 to 13
157602.3
143159.8
-24442.5
above 1 yr
529926.8
430353.8
-99573
The above analysis reveals the extent of mismatches and the nature of sensitivity of
Assets and Liabilities which are having high liquidity. In short term maturity bucket of
their are having excess liquidity and the liquidity crisis is arising only in long term
maturity bucket. The can adequately plan their long liquidity according to the buckets
effect on profitability.
The can implement ALM policies for the better identification of the mismatch, risk and
for the implementation of various remedial measures.
GENERAL:
The classification of various components of assets and liabilities into different time
buckets for preparation of Gap reports (Liquidity and interest rate sensitivity) may be done as
indicated in Appendices I & II as a sort of bench mark. s which are better equipped to
reasonably estimate the behavioral pattern, embedded options, rolls-in and rolls-out etc of
various components of assets and liabilities on the basis of past date. Empirical studies could
classify them in the appropriate time buckets, subject to approval from the ICICI / Board. A copy
of the note approved by the ALOC / Board may be sent to the Department of ing Supervision.
The present framework does not capture the impact of embedded options, i.e., the
customers exercising their options (premature closure of deposits and prepayment of loans and
advances) on the liquidity and interest rate risks profile of s. The magnitude of embedded option
risk at times of volatility in market interest rates is quite substantial s should therefore evolve
suitable mechanism, supported by empirical studies and behavioral analysis to estimate the
future behavior of assets; liabilities and off-balance sheet items to changes in market variables
and estimate the embedded options.
60
A scientifically evolved internal transfer pricing model by assigning values on the basis of
current market rates to funds provided and funds used is an imported component for elective
implementation of ALM systems. The transfer price mechanism can enhance the management of
margin i.e., landings or credit spread the funding or liability spread and mismatch spread. It also
helps centralizing interest rate risk at one place which facilitates effective control and
management of interest rate risk. A well defined transfer pricing system also provides a rational
framework for pricing of assets and liabilities.
2.3 TABLE
STRUCTURAL LIQUIDITY STATEMENT AS ON 31-3-2015
S. No Particulars
A
Liabilities:
1Deposits
I. Current A/c
II. SB A/c
III. Fixed Dep.
Sub-Total
2Borrowings
3Paid-up Share Capital
4Reserves and Surpluses
5Other provisions
6Balance P & L A/C
7Other Liabilities
TOTAL (A)
B.
ASSETS:
1Cash in Hand
2 Balances
3Advances:
Soft ware-LT
Soft ware-ST
Bills purchased
Other Loans
4Current Assets / Investments
5Fixed Assets & other Assets
TOTAL (B)
C
Mismatches (B-A)
D
C as % to A
Rs in lakhs
Up to 3 months 3-6 months 6-13 months Above 1 year Total
797.51
2326.15
6527.21
9650.87
49186.96
15607.72
15607.72
62102.79
16270.14
16270.14
65967.38
16210.24
75048.07
829.28
77539.79
734.22
1505.71
25804.99
17632.22
329.64
574.44
25668.8
20134.38
92274.4
17226.33
22.95
61
1070.16
83307.67
2392.51
6978.46
127894.12
137265.08
154680.44
19014.72
64270.99
47222.42
415.72
16703.4
419571.77
3190.02
9304.61
155299.17
167793.8
321937.57
19014.72
64270.99
47222.42
415.72
34814.08
655467.3
565.04
629.98
4931.5
734.22
7532.23
49643.25
5618.56
63833.34
158457.6
80567.43
653
15400
672.05
66933.34
-10606.45
-14.68
10409.89
12300
9053.33
100745.1
17437.43
20.93
45096.54
60506.4
55954.99
395515.46
-24057.31
-5.73
179881.15
212676.24
329.64
56733.87
123775.2
85804.75
655467.3
1.3 GRAPH
Up to 3 months
LIABILITIES:
1DEPOSITS
62
(Rs. In Lakhs)
3-6 months 6-13 months Above 1years Total
C
D
I) Current A/C
ii) Savings A/C
iii) Term Deposits
Sub-total
2Borrowing
3Other Liabilities
TOTAL 'A'
ASSETS
1Cash in hand & Balance
2Advances
I) LT - operations
ii) ST-operations
iii) other loans including BP
3Investments
4Other Assets
TOTAL 'B'
MISMATCHES (B-A)
C as % to A
998.25
2351.63
3860.87
7210.75
33421.23
22274
62905.98
0
0
21958.15
21958.15
73972.32
1926.62
97857.08
0
0
29535.68
29535.68
65328.19
1689.58
96553.45
2994.76
7054.9
128010.02
138059.68
149630.18
160740.84
428430.7
3993.01
9406.53
173364.71
186764.25
313351.92
186631.04
685747.21
8615.44
412.04
9025.48
22602.8
80033.7
1809.51
15775
15755.15
144976.16
72070.18
138.26
0
43083.29
17582.02
6500
678.46
67843.77
-30014.31
-30.6
0
80265.3
2860.37
10850
81.37
94057.04
-2496.41
-2.59
222561.37
5832.45
39614.14
61425.22
50513.59
379844.76
-48585.94
-12.24
245164.17
209215.74
61865.03
93450.22
67027.57
676721.73
1.4 GRAPH
63
(4)The total current liabilities for the above 1year amount Rs.428430.7. current asset
amount Rs.379844.76. current liability is more than the current asset. This is a negative gap.
So the company should take steps to ensure the liquidity position.
64
2.5 TABLE
STRUCTURAL LIQUIDITY STATEMENT AS ON 31-3-2013
S.no
A
C
D
Rs. In Lakhs
Particulars
Up to 3 months 3-6 months 6-13 months Above 1year Total
Liabilities
1Deposits
I) Current A/C
1437.91
4014.73
5351.64
ii) SB A/C
3051.33
9153.97
13205.3
iii)Fixed Dep.
33172.78 15615.27
47364.4
57006.47
152157.92
Sub-Total
37562.02 15615.27
47364.4
70174.17
169715.86
2ST Borrowings
16493.88 15976.62 107647.03
82276.53
222394.06
3LT Borrowings
42.8
1554.4
957.56
182624.56
185079.32
4Paid-up Share Capital
19192.55
19192.55
5Reserves
126703.38
126703.38
6Other Reserves/Provisions
3246.47
3246.47
7Balance P&L A/C
300.38
300.38
8Interest Payable
5021.66
987.81
1623.37
21921.62
29554.46
9Other Liabilities
10055.84
15.15
9.97
33487.16
44568.13
TOTAL'A'
69176.2 33048.25 157602.33
529926.82
790753.6
Assets:
1Cash in hand
954.44
954.44
2 Balances
9404.34
9404.34
3Advances:
I) LT-operations
20383.8
4633.7
236705.36
261722.86
ii) ST-operations
34340 76352.64
136802.3
64850.36
302345.3
4Bills purchased
20.6
20.6
5Current Assets/Investments
48220
18442
835.31
76805.6
154302.91
6Interest Receivable
18300.57
720.75
888.31
34583.98
54493.61
7Other Assets
100.84
17409.5
17510.34
TOTAL'B'
141724.59 95515.39 143159.62
430354.8
790753.6
MISMATCHES (B-A)
62548.39 62467.15
-24442.71
-99572.02
C as % to A
90.42
189.02
-15.51
-18.79
65
1.5 GRAPH
66
CHAPTER-V
FINDINGS
SUGGESTIONS AND CONCLUSION
67
FINDINGS
For the duration of 1 to 3 months, the bank has a positive gap Rs 17226.33 per the year
2015 &Rs72070.18 for the year 2014 however for the year 2015 there is a negative Gap
of Rs 62548.39.
For the duration of 3-6 months, the bank has a negative Gap of Rs 10606.45 for the year
2014&Rs 30014.31 for the year 2013. In the year 2014 is able to maintain a positive gap
of Rs 62467.15.
For the duration 6-13 months, the bank has positive Gap of Rs 17437.43 in the year 2015.
However for the year 2014 & 2015, the Gap is negative.
For the time duration of above 1 year the bank has negative Gap in all the 3 years is Rs
24057.31 In the year 2014, Rs 48585.94 in the year 2014 of& Rs 99572.02 in the year
2015.
Icici foundation incurred total expenses of Rs 1.25million during this period had a fund
balance of Rs.61.55 million as on march 31, 2015
Due to the variation in market value there was an impact on the long term assets,
liabilities and off balance sheet.
68
Suggestions
There should strengthen its management information system (MIS) and computer
processing capabilities for accurate measurement of liquidity and interest rate Risks in
their Books.
In the short term the Net interest income or Net interest margins (NIM) creates economic
values which involves up gradation of existing systems & Application software to attain
better & improvised levels.
It is essential that remain alert to the events that effect its operating environment & react
accordingly in order to avoid any undesirable risks.
ICICI requires efficient human and technological infrastructure which will future lead to
smooth integration of the risk management process with effectives their business
strategies.
69
BIBILIOGRAPHY
Author
Risk management
Gustavson hoyt
Web sites
WWW.ICICI.SAP.IN
WWW.RBI.COM
70
71