Vivekanand Education Society Institute of

Management Studies and Research

Final Report

On

Data Management of Non-Banking Financial

Company and Farmer Financing

By

Jayesh Rajkishor Kolge

Roll No: 48

Faculty Mentor:

Prof. Pallavi Vartak

Industry Mentor:

Mr. Roshan Kadam

 Final Report

On

Data Management of Non-Banking

Financial Company and Farmer Financing

By

Jayesh Rajkishor Kolge

Roll No: 48

A report submitted in partial

fulfillment of the requirements of 2
years MMS Program of Vivekanand
Education Society Institute of
Management Studies & Research,
Mumbai
 DECLARATION
I, Jayesh Rajkishor Kolge, student MMS – Semester II of Vivekananda Education Society’s
Institute of Management Studies & Research, Chembur, Mumbai, hereby declare that, I have
completed Summer Internship Project on “Data Management of Non-Banking Financial
Company and Farmer Financing” in Netafim Agricultural Financing Agency Pvt. Ltd. during
the academic year 2017-18. The information submitted is true and original to the best of my
knowledge.

Mr. Jayesh Rajkishor Kolge

Roll No. 48
MMS IV (Finance)
 CERTIFICATE
This is to certify that Mr. Jayesh Rajkishor Kolge of Vivekananda Education Society’s Institute
of Management Studies & Research, Mumbai specializing in Finance has completed his
Summer Internship Project on “Data Management of Non-Banking Financial Company And
Farmer Financing” in Netafim Agricultural Financing Agency Pvt. Ltd. company during the
academic year 2017-18.

For VESIM
Prof. Pallavi Vartak
 TABLE OF CONTENTS
Page
S.No CONTENTS No.
1. EXECUTIVE SUMMARY 1

2. LIST OF TABLES 2

3. LIST OF FIGURES AND CHARTS 3

4. CHAPTER-1 INTRODUCTION
1.1) Introduction of NBFC 4
1.2) Tasks assigned 5
1.3) Importance & Scope of problem 6
1.4) Objectives of the project 6
1.5) Modus Operandi 6
5. CHAPTER-2 DETAILS OF THE ORGANIZATION
2.1 Introduction 7
2.2) The Organization
2.2.1) Overview of NAFA 2.2.2)
8
Products & description
2.2.3) Operating Structure & process 10
2.2.4) Organization structure 12
2.3) Organization growth 16
2.4) Overview highlights 17
2.5) SWOT analysis 19
20
6. CHAPTER-3 ANALYSIS OF TASKS PERFORMED
3.1) Dealer financing and mapping of receipts in the system. 22
30
3.2) Tasks Assigned
30
3.3) Tasks Achieved 31
3.4) Discount Slab 32
3.5) Competitors Analysis
7. CHAPTER-4 CONCLUSIONS 34
4.1) Summary
4.2) Gains of the Project
4.3) Limitations of the Project
8. CHAPTER-5 RECOMMENDATIONS 35

9. BIBLIOGRAPHY 36
 EXECUTIVE SUMMARY

India in my opinion, is sustained by its farmers and its soldiers. "Jai Jawan, Jai Kisan". We often forget
how farmers play a significant role in our daily lives.
Without tilling the land, it is impossible to reap its benefits. Farmers are often unaware of the financial
aids that they can avail. I decided to invest my time in helping the farmers of India.
The company for which I have done my project in Netafim Agricultural Financing Agency Pvt. Ltd.
which is a Non-Banking Financial Company which deals majorly in agricultural financing.
I, Jayesh Kolge, joined NAFA as a Finance Intern to study financial products and services offered by
NBFC to the farmers.I helped greatly in the data management and implementation of the software for the
NBFC - NAFA.
Learning financial terms and improving my analytical abilities was my focus for the three months that I
interned at the NBFC. Data Mapping was a key responsibility that was assigned to me.
Updating bank books and reconciliation was another duty that I performed.
The report focuses on the information about the company, financial activities, loan disbursement process,
and fund management.
During this internship I had explored and understood the function of NBFC and agricultural financing.
During the project tenure I came across the processes of the company’s financial business operations.
This experience in the company proved to be a thoroughly enjoyable one. Besides brushing up my
technical knowledge, I also improved my analytical skills and above all got an opportunity to interact and
work with different people from various departments of the firm.
I had a great and ample amount of learning during this period.

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 LIST OF FIGURES / CHARTS

S.NO. LABEL FIGURE NO. PAGE

NO.
1 Operating framework. 2.2.1 9

2 Product in customer segment 2.2.2 10

3 Operating structure 2.2.3 12

4 Organization structure 2.2.4 16

5 Organizational growth. 2.3.1 17

6 Geographical growth. 2.3.2 18

7 Analysis on basis of business no. 3.5.1 32

8 Analysis on basis of debt-equity 3.5.2 33

2|Page
 LIST OF TABLES

S.NO LABEL TABLE NO. PAGE

NO.
1 Geographical presence 2.3.3 18

2 Discount slab 3.4.1 31

3|Page
 CHAPTER 1

1.1 INTRODUCTION

NON-BANKING FINANCIAL COMPANY

NBFC are financial institutions that provide banking services without meeting the legal definition
of a bank, i.e. one that does not hold a banking license. These institutions typically are restricted
from taking deposits from the public depending on the jurisdiction. Nonetheless, operations of
these institutions are often still covered under a country banking regulation.
The specific banking products that can be offered by NBFCs depends on the jurisdiction and may
include services such as loans and credit facilities, savings products, investments and money
transfer private education funding, retirement planning, trading in money markets, underwriting
stocks and shares.
Non-bank institutions also frequently support investments in property and prepare feasibility,
market or industry studies for companies’. However, they are typically not allowed to take deposits
from the general public and have to find other means of funding their operations such as issuing
debt instruments.

CAPTIVE NBFC
A captive NBFC is defined as one which holds receivables generated on account of its parent’s
activities at least to the extent of 90% of its total assets, net of intangible assets. The business
franchise of such captives is inextricably linked to the parent’s fortunes.
NAFA working under captive environment of NETAFIM
Netafim Agricultural Financing Agency (NAFA) is a non-banking finance company conceived
with the core objective of offering various customized
Financial Solutions to farmers and various stakeholders in the value chain of Micro Irrigation.
Keeping in line with its core purpose, NAFA endeavors to reach out to small and marginal farmers
of the country with easy and efficient financial solutions either directly or through stakeholders in
the value chain, in a timely and efficient manner.

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REASON FOR EMERGENCE OF NAFA

Large Micro-irrigation opportunity

 In India, total potential of micro irrigation (MI) is estimated at 69 mn
 During Year ‘10-11 MI coverage was around 8.5%

Government efforts
 There were schemes run by central & state Governments for increasing adoption of MI.
 However, pace of adoption remained tepid due to several challenges.
 Like systemic delay in release of subsidy, unit cost, lack of upfront credit from banks etc.
Critical bottleneck
 Lack of Bank finance for MIS emerging as a hurdle in scaling up” -- Evaluation study on
CSS on Micro Irrigation, 2009 (NABARD)
Netafim India
 Believed that forming its own captive financing arm would fill the upfront credit gap.
 It also felt that own financing arm shall also enable it to create a sustainable business
model which will be agnostic to subsidy availability

1.2 Task assigned:

 Detailed study of agricultural products in financial aspect offered by NAFA.
 Updating of bank balance books and Reconciliation.
 Updating Funds management on daily basis.
 Disbursement initiation of loan amount.
 Generating various reports from Application management system.
 Mapping the amounts received from dealers against their principal, collateral, interest.
 Uploading dealer statements on monthly basis.

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1.3 Importance and scope of problem
 The main problem the company is facing is in the area of identification of credit amounts
received from dealers and farmers.
 Initially, there was no software generated, every record was maintained in Excel
workbook which had no security. After developing software, still transfer of data has not
been done.
 There is no software developed for farmer financing and composite financing. Therefore,
it becomes difficult to track their records

1.4 Objectives of the Project

 Objective is to completely transfer from excel to AMS system.
 Update 400 dealer account which is pending.
 Asset evaluation of new dealer in dealer financing.
 Composite finance statement update.
 Updating dealer statements before month end.
 Update fund received and utilized

1.5 Process through which objectives are achieved.

The entire process starts with updating bank books of HDFC bank, yes bank and SBI bank and
doing reconciliation of all the 3 banks to match the bank books. Reconciliation is done 3 times
a day. Then we take all credit amounts received in banks and upload them in the system as per
the organization’s format. For that, we have to make reports and then upload all the amounts
received from dealers to map against their loan amount. For easy access, we convert the data
into pivot table and start with mapping receipts of respective dealers. This is done on daily basis.

After mapping the receipts entries, the further task is updating dealer statements which is like
the pass book of dealers provided by the company.
There are 400 dealers and updating dealer statement is done every month.

6|Page
 CHAPTER 2

2.1 Introduction

NETAFIM: GLOBAL LEADER

Netafim is the global leader in smart irrigation solutions for a sustainable future. Founded in 1965,
Netafim pioneered the drip revolution, creating a paradigm shift toward low-flow agricultural
irrigation. Netafim's market-leading solutions are helping the world grow more with less.
Netafim India is a wholly owned subsidiary of Netafim, the global leader in micro- irrigation
solutions for sustainable productivity. Established in 1997, Netafim India offers a wide range of
micro-irrigation, greenhouse and field automation solutions. Netafim India offers extensive
agronomic, design, after-sales support, and Agri-extension services to ensure sustainable
prosperity to over 5 lakh farming families and this journey is still on. Netafim India is an active
partner in several government projects like GGRC, APMIP and TANHODA.

Purpose
Helping the World Grow More with Less

Vision
As the world’s leading Irrigation Company, we will drive mass adoption of smart irrigation
solutions to fight scarcity of food, water and land.
Mission
Together with our partners, we will revolutionize irrigation globally for a sustainable future. We
will drive mass adoption of innovative, simple and reliable drip irrigation solutions. Our teams
around the world will provide customers with the best agronomic and technical support to ensure
outstanding results and peace of mind.

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2.2 DETAILS OF THE ORGANIZATION

NETAFIM AGRICULTURAL FINANCING AGENCY PVT. LTD. (NAFA)

NAFA is a Reserve Bank of India (RBI) regulated non- banking finance company (NBFC-ND)
majorly owned by Netafim Ltd., Israel.

PURPOSE:
To become a strategic partner of Netafim for bringing in financing solutions for all stakeholders
in drip irrigation value chain of Netafim to bridge the existing financing gap and to act as a KEY
GROWTH DRIVER.

NAFA Ltd. offers various products, but deals majorly in 5 products namely,
 Dealer financing: Dealers are the one who supplies agricultural material to farmers.
In this case company finances those dealers who wants to buy drip irrigation of Netafim

 Composite Financing: This is project financing wherein everything related to

agriculture like purchasing products, tools, machines, building warehouse etc. are
financed by NAFA.

 Farmer financing under Cash Entrapment (FCE): NAFA gives loans to farmers
against subsidiary documents which are given by Government of Maharashtra.

 Kisan Samriddhi: In this case, NAFA provides loan to dealers. The dealer further
gives loan to farmers and at the end, NAFA collects money from farmers.

8|Page
HUBS IN CURRENT OPERATING FRAMEWORK

Pune

Aurangabad

Amravati

Mumbai HO HUBS Latur

Vadodara

Indore

Coimbator

Fig 2.2.1 Operating Framework

9|Page
 2.2.2. PRODUCTS

CUSTOMER SEGMENTS

FARMERS CHANNEL CORPORATE/ TURNKEY

PARTNERS INSTITUTIONAL PROJECTS/
VALUE CHAIN SMALL CLS

Subsidy Working
Farmers capital Loan Sugar Factory
Project
Bridge Finance
CMT Finance Cotton Value
Financing
chain
Margin Channel
Finance Partner Seed
Manufacture
Finance against
CG/ TPG

Composite
finance

CMT Lease
financing

Fig 2.2.2 Customer Segments

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PRODUCTS DESCRIPTTION
 Subsidy Finance

Financing solutions to farmers for installation of MIS at the right time (sowing season) against
subsidy receivables
 CMT Finance

Customized financing solution for adoption of CMT systems

 Margin Finance

Short term financing support through dealers in projects

 Finance against CG/TP G

Financing solutions to farmers for installation of MIS at right time (sowing season) against
Guarantee extended by third party (including Dealers)
 Composite Finance

Stand-alone financing solutions to farmers for installation of MIS & for other agricultural productions
purpose like inputs, land development etc.
 CMT lease financing

Lease financing solutions to individual customers for taking CMT product on lease
 Working Capital Loan

Financing solutions to channel partners for managing uneven cash flow, to manage peak
season demand and for extending credit to farmers against MIS installation.

 Bridge Finance

Short term finance to manage delay in sanction by banks/FIs.

 Dealer Development Loan

Customized financing solutions for increasing infrastructure capacity of dealers like warehouses
construction etc.

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  Sugar Factory

Financing solutions for the registered farmers in the catchment

 Cotton value chain

Short/Medium term financing solutions for farmers associated with ginning mills.
 Seed Manufacture

Short/Medium term financing solutions for farmers associated with seed producers
 Project Finance

Customized financing solution for the entire project basis actual requirement and project viability

2.2.3 OPERATING STRUCTURE

The main objective of NAFA operating model are:
 To ensure operating framework remains cost effective.
 To ensure leveraging of existing network, touch point and resources wherever without
creating parallel operating set up

Business
Solicitation

Collection & Pre-sanction

Recovery Documentation

Credit
Disbursement

Pre-
disbursement
Documentation

Source: NAFA Journal

Fig. 2.2.3 Operating Structure

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Business Solicitation
 Primarily by NIIPL Staff/ NAFA BD & Dealer with support and technical guidance
from NAFA product team
Pre-Sanction Documentation
 Primarily by Dealer & NIIPL Staff/NAFA BD & Ops with support and technical
guidance from NAFA credit team
Credit Appraisal
 Pre-sanction back ground verification by empaneled agencies
 Primary Credit Analysis by on ground by CAs & TLs of NAFA Credit in Hubs
 Roaming NAFA Credit Analyst to cover sudden spikes in volumes at locations &
Final Credit Sanction at NAFA HO
Pre-Disbursement Documentation
 Primarily by Dealer & NIIPL Staff/ NAFA BD & Ops
 Supported when required by NAFA vendors appointed for mortgage in DF & other
mortgage finance products
Disbursement
 Pre-disbursement verification by NAFA Credit Analysts in HUBs/clusters
 Final Disbursement Initiation at NAFA HO, Credit
 Disbursement by NAFA Finance team at HO

Collection & Recovery

 Collection Intimation by NAFA Collection team
 On ground collection & recovery efforts by NAFA Collection team /NAFA BD/NIIPL
Staff/Dealer/ empaneled agencies with support and technical guidance from NAFA
Credit.

Operating process

Operating process of NAFA shall include 9 distinct steps

1. Customer Acquisition

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 a. Cross selling of financing to customer

b. Explanation of product features

c. Primary verification basis checklist

2. Document Collection
a. Submission of application through Application management system
b. KYC & Land, income, property/collateral documents & assignment letter
collection

3. KYC Verification
a. Re-verification of original KYC documents by Ops Executive
b. Authenticity check for other documents and information provided in application
form

4. Credit Analysis
a. Pre-sanction KYC, document, CB/FI verification
b. Title search & technical assessment
c. Basic credit check-FI, PD
d. Preparation of credit appraisal memo (CAM)

5. Credit Evaluation & Underwriting

a. Evaluation of credit appraisal memo
b. Loan approval/ rejection by Credit Committee
c. Preparation of sanction / rejection note
d. Issue of Sanction letter & post sanction documents

6. Pre – disbursement Docs, PF + Interest collection

a. Acceptance of CAL, signing of loan agreement & security creation/mortgage,
collection of document as per pre-disbursement checklist
b. Deposit of PF + Interest in CMS A/c of NAFA
c. Submission of disbursement file to NAFA CA

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 7. Disbursement
a. Verify completeness of document as per pre-disbursement checklist
b. Preparation & submission of disbursement advice to Finance & Accounts
c. Disbursement in loan a/c and payment to Netafim India through RTGS by F&A
8. Monitoring & Collection
a. Regular monitoring of subsidy status (where ever applicable)
b. Collection of repayment & deposition in CMS A/c of NAFA
c. Follow up for subsidy

9. Recovery & A/c Closures

a. Enforcement of Security collateral/PDC’s/Guarantee
b. Legal Action against defaulters / guarantors
c. Demand note to Netafim India as per comfort /risk sharing arrangement.
d. Issuing A/c closure certificates as per A/c status

=> STRATEGIES

 In 3 years of commercial operation to support at least 15% of Netafim India’s generic

sales
 After initial years of gaining foot hold on the market & gaining knowledge diversify
geographical presence and product segments
 Appropriate leverage on initial paid up capital

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  Faster churning of equity to support Netafim India to generate more sales
 Provide support to states like Maharashtra to create an alternate subsidy- agnostic
business model
 Extend more direct financial support to farmers for drip adoption
 Customized product offerings to suit customer requirements

2.2.4 ORGANISATION STRUCTURE

 This organization follow FLAT STRUCTURE.

BOARD OF DIRECTORS

CEO

HEAD HEAD HEADIT MANAGER MANAGER-

FINANCE OPERATIONS BUSINESS -HRA NEW
RISK MANAGER INITIATIVES

CENTRAL, SOUTH
WEST

Fig 2.2.4 Organizational Structure of NAFA

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2.3 ORGANIZATIONAL GROWTH

Source: NAFA Journal

Fig 2.3.1 Organizational Growth
Interpretation of Chart:

From November 2011 to April 2013 Company started its operations. In August, they soft
launched their first product VIIDP in Maharashtra region. After its success, from Nov 2013 to
Dec 2013, they commercially launched the product in Maharashtra and Karnataka.
In the year 2014, they launched CMT product also they made their borrowing arrangement from
MAS financial and Rabo Bank (600 mn.) Further, they made a soft launch of the product in
Gujrat, Tamil Nadu, Madhya Pradesh and Kerala and expanded their business.
After 2 years of successive growth, in the 3rd year they launched CMT project finance,
Individual project finance and composite finance. Further, they are planning to come with
CMT lease financing. The company completed 3 years of their success with disbursement of
INR 15 mn to 3.1 bn.

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Year overview – Geographical Presence

1% 6%
100%
4% 1%
90%

80%
8%
70% 9%
13%
60%
4%
96% 8%
50%

40% 86%

30% 65%

20%

10%

0%
FY2013-14 FY2014-15 FY2015-16

Fig 2.3.2 Geographical Presence

States FY’13-14 FY’14-15 FY’15-16 Ta

ble
MH 196.2 663.3 976.3 2.3
.3
KTK 7.2 30.5 116.0
TN+KR - 62.3 192.2
GUJ - 8.5 132.8
MP&CG+OR - 7.46 88.5
2.
Total Disbursement 203.4 772.2 1505.9 4

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OVERVIEW HIGHLIGHTS

• Total Income has grown around 4 times in last 3 years

• Expenses have grown @ 67% mainly on account of interest expenses

• PBT & PAT have grown @ 38% & 49% respectively

• Finance expenses grown at 318% due to increase in borrowing level while reaching a
D:E ratio of 1:2.1
• Yield has increased from 15.75% to 17.0% in 3 years

• Cost of funds has decreased to 12.25%

• Although NII has grown considerably the NIM has come down on account of higher
interest cost compared to previous year
• GNPA & NNPA have increased by 22 & 28 basis points respectively over previous year
• Loan book has grown over 5 times in 3 years

• Total asset size grown @ 46% CAGR during 3-year period

• Disbursements / new loans have also grown by 5 times in last 3 years with nearly 100%
growth in FY’15-16 over the previous year
• After initial years of lower earning, returns have improved considerably during FY’15-16
• Net-worth continued to grow over the 3-year period

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2.5SWOT ANALYSIS
Strength:

1 Goodwill of parent company built its good image in market.

2 Company have some unique product which make them different from their
competitors.

The company provide other services with loan, like Nutrition

3 Management. Fertilization, good period or season for crop.

4 The company have a service 24 by 7. Anytime follow up process and easy

access.

5 Strong Financial condition.

6 Strong diversified growth

Weakness:

1 The company have their interest rate up to 18% which is very high, while other
have 13-15%.

2 They have improper flow of their strategy / Business plan.

3 Weak and dull promotional strategy.

4 Improper communication and lack of management skills.

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Opportunities:

Politically it is a best time for agriculture firm because

1 government investing in this sector.

2 Tapping other areas of Agriculture.

3 Can increase its brand name globally.

Threats:

1 Other financial companies are making better business.

Maximum demand for these types of loan is before some month of rainy
2 season.

3 Natural calamity.

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 CHAPTER 3

3.1 DEALER FINANCING AND MAPPING OF RECEIPTS IN

SYSTEM
DEALER FINANCING: Dealers are the one who supplies agricultural material to farmers.
In this case company finances those dealers who wants to buy drip irrigation of Netafim. Company
map dealer amount against principle and collateral on daily basis.

STEP 1
 DF has four options but initially we are dealing with DAM (disbursement advice
memo) list.

Receipts Upload Process

1. Update the bank balance books of respective banks.
2. Take all the credit entries and update in excel as per format. The sample file is available in
DF >> Receipt List >> Receipt upload >> select respective bank >> choose file of the
respective bank >> Upload

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STEP 1

STEP 2

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MAPPING
Mapping is the process in which all the credit receipts which are received from the farmers/dealers are
paid or mapped against the loan amount.
After uploading the receipts, you have to map the receipts of the respective dealer.

STEP 1:
To generate a report, click on
Reports >> DF reports >> Receipt report >> select date >> submit

STEP 2:
Click on receipt report.

NOTE:
Open the report and filter the data using Pivot table. It will make easier to map with the
help of pivot table.

24 | P a g e
STEP 3:
Open Receipt list and receipt application in different tabs.

STEP 4:
Check last bill run date. If you have to map August receipts, then the last bill run date should
be 31- JUL-16.
It should be one month prior always.

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STEP 5:
Enter the dealer’s name in receipt application and in receipt list open the page by using the dealer
code.
For eg: Nirmal Irrigation.
You will find the uploaded receipts in drop down. Select the receipt and map as per
FIRST IN FIRST OUT (FIFO)basis.

Mapping sequence is
1. PF/Insurance
2. Collateral
3. Margin (if there)
4. Interest
5. Penal Interest
6. Principal

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STEP 6:
After mapping PF/Insurance, collateral, Interest, penal interest; click on Apply receipt.

STEP 7:
After mapping PF/Insurance, collateral, Interest, penal interest; if there is more amount remaining
and the first Principal Amount is less than remaining receipt amount, you can close the line.

In above screenshot, you can see that principal is Rs.17749 and we have unapplied amount
Rs.100028. So, we can close the line. For closing the line, click on STL No.

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STEP 8:

STEP 9:
Click on apply.

Enter the receipt

Click on
calculate
pay off

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STEP 10:
Select the receipt, enter the amounts and click on Apply Receipt.

STEP 11:
After applying, refresh the Receipt Application Page.
Then you can map the further remaining amount to next principal amount, till unapplied amount
becomes 0

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3.2 TASK ASSIGNED
 Detailed study of agricultural products in financial aspect offered by NAFA.

 Updating of bank balance books and Reconciliation.

 Updating Funds management on daily basis.

 Disbursement initiation of loan amount.

 Generating various reports from Application management system.

 Mapping the amounts received from dealers against their principal, collateral, interest.

 Uploading dealer statements on monthly basis.

3.3 TASK ACHIEVED

 Company product manual give us brief idea about products.

 HDFC, SBI bank is updated before 11am and EOD entry of virtual account in HDFC
is also done.

 Initiating disbursement process for 30 dealers.

 Daily basis approx. 60 receipts are mapped.

 End of each month 180 dealer statement is uploaded.

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 TARGETS ASSIGNED & ACHIEVED

NAME Jayesh Rajkishor Kolge

DATE TIME TASK
11:00 am - 12:20
Documentation and internship procedure
pm
12:20 pm - 02:20 Study of CMT-PROJECT FINANCE MIS CM-FEB2018 (products & overall
pm format)
02:20 pm - 02:45
5-Apr-18 pm Lunch break
02:45 pm - 07:00
CMT-PROJECT FINANCE MIS CM-FEB2018 (calculation of interest)
pm
7:00 PM Log out

DATE TIME TASK

11:00 AM Login
11:00 am - 03:00
Data Mapping
pm
03:00 pm - 03:20
Lunch break
6-Apr-18 pm
03-20 pm - 08:30
CMT-PROJECT FINANCE MIS CM-FEB2018 (calculation of interest)
pm
9:30 PM Log out

DATE TIME TASK

11:00 AM Login
11:00 am - 03:00
Data Mapping
pm
03:00 pm - 03:20
Lunch break
7-Apr-18 pm
03-20 pm - 08:30 Study of CMT-PROJECT FINANCE MIS CM-FEB2018 (products & overall
pm format)
8:30 PM Log out

DATE TIME TASK

11:00 AM Login
11:00 am - 03:00
Data Mapping
pm
03:00 pm - 03:30
Lunch break
9-Apr-18 pm
03-30 pm - 09:30
Data Mapping
pm
9:30 PM Log out

31 | P a g e
DATE TIME TASK
11:00 AM Login
11:00 am - 02:45
Data Mapping
pm
02:45 pm - 03:15
10-Apr- Lunch break
pm
18
03:15 pm - 07:00
Data Mapping
pm
7:00 PM Log out

DATE TIME TASK

11:30 AM Login
11:30 am - 03:00
Data Mapping
pm
03:00 pm - 03:20
11-Apr- Lunch break
pm
18
03:20 pm - 08:45
Data Mapping
pm
8:45 PM Log out

DATE TIME TASK

11:30 AM Login
11:30 am - 03:00
Data Mapping
pm
03:00 pm - 03:20
12-Apr- Lunch break
pm
18
03:20 pm - 07:15
Data Mapping
pm
7:15 PM Log out

DATE TIME TASK

11:00 AM Login
11:30 am - 03:00
Data Mapping
pm
03:00 pm - 03:20
16-Apr- Lunch break
pm
18
03:20 pm - 07:00
Data Mapping
pm
7:00 PM Log out

DATE TIME TASK

11:30 AM Login
17-Apr-
11:30 am - 03:00
18 Data Mapping
pm

32 | P a g e
 03:00 pm - 03:20
Lunch break
pm
03:20 pm - 07:30
Data Mapping
pm
7:30 PM Log out

DATE TIME TASK

11:00 AM Login
11:30 am - 03:00
Data Mapping
pm
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DATE TIME TASK
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 03:00 pm - 03:20
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DATE TIME TASK
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36 | P a g e
 02:00 pm - 02:45
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37 | P a g e
DATE TIME TASK
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18 AMS dealer’s data approval and checking
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38 | P a g e
 02:00 pm - 02:40
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FCE sugarcane interest calculation for 10 repayments
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pm MIS
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DATE TIME TASK
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10:00 pm- 02:40 pm Bank vs MIS HDFC 2016-2017
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Bank vs MIS HDFC 2016-2017
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40 | P a g e
DATE TIME TASK
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41 | P a g e
 7:00 PM Log out

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42 | P a g e
 03:20 pm - 07:30
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43 | P a g e
 03:00 pm - 03:20
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44 | P a g e
 11:00 pm- 01:50 pm
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18 pm
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45 | P a g e
3.4 Discount Slab
NAFA provides discount to dealers at various parameters. They give flat 15% discount to
dealers on taking up loan from NAFA. Following table shows how the company makes profit
with an example of a dealer taking up a loan of Rs.5 lakh.

30 days 60 days 90 days

Discount 15 15 15

Repayment 15 14.25 13.50

NIL 0.75 1.50

NIIPL
0.70 0.70 0.70
Subvention

0.70 1.45 2.20

Invoice 1,00,000 1,00,000 1,00,000

Value

700 1450 2200

Loan Value 5,00,000 5,00,000 5,00,000

Yield 700/500000÷30/365 1450/500000÷60/365 2200/500000÷90/365

Ratio 17.03% 17.64% 17.84%

Table 3.4.1 Discount Slab

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3.5 COMPETITORS ANALYSIS

ON THE BASIS OF FOLLOWING PARAMETERS

1. BUSINESS NUMBERS (INR MN.)

JAIN NAFA
2500 1600
1400
2000
1200
1500 1000
800
1000 600
500 400
200
0 0

13- 14- 15-16 13- 14-15 15-16

14 15 14

(SOURCE: NAFA MANUAL)

Fig 3.5.1 Analysis on basis of business numbers

Interpretation of chart
In this graph the comparison on the basis of disbursement and loan outstanding amount JAIN
disbursement amount is decreasing over a year which shows their compound annual growth rate is -
1%. In NAFA disbursement amount is increasing from 203 mn to 1505 mn compound annual growth
rate is 95%. In case of loan outstanding amount JAIN (940 mn to 2000 mn) 17 % CAGR. NAFA loan
o/s amount is (198 mn to 1121 mn) 79% CAGR.

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 2. DEBT-EQUITY (INR mn)

JAIN NAFA

1200 800

1000 700
600
800 500
600 400
400 300
200
200 100
0 0
13- 14-15 15-16 13-14 14-15 15-16
14
DEBT DEBT EQUITY
EQUI
TY

SOURCE: NAFA MANUAL

Fig 3.5.2 Analysis on basis of Debt- equity

Interpretation of chart
In this chart comparison is made on the basis of (debt- equity) ratios in SAFL ratios are
0.20 in year (13-14) 0.12 in year (14-15) 0.91 which is not good for the company the standard
ratio is (2:1) in case of NAFA in 0.93 (13-14) in year
(14-15) 1.93.

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 CHAPTER 4

CONCLUSION
4.1 Summary
The main aim of the program was to gain work experience in the field of financial domain. It also
includes understanding the financial products and its functioning thoroughly. The internship gave
a view of the practical experience of loan disbursement process.
During this project, I have gained an overall hands-on experience from loan initiation to the final
disbursement till the closure of the loan.
Also, how to manage funds of the company and transfer or borrow the funds accordingly.
I had a good working environment; disciplined learning with good mentors from the industry
& college proves beneficial to the growth involved in learning. Finally, it will allow me to
demonstrate my talents to a potential future employer. This experience will add on to my corporate
career and give me ample opportunities in future.

4.2 Gains of Project

This month internship makes us friendly with excel, for a finance student it is important to have
good knowledge of excel. Working in loan project give us brief idea regarding loan initiation to
loan disbursement process. Knowledge of Agriculture product and their different categories
according to costumer need.

4.3 Limitations of the Project

 Company never disclose their assets evaluation process to us.
 Composite finance process and their disbursement process they never share taught us.

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 CHAPTER 5

RECOMMENDATIONS
1. Being a startup company, it is making profit from three successive year, to maintain
that position they should hire more skilled employee who are expertise in their field.

2. Proper training system for employees.

3. In technical accepts they have dealer virtual account in HDFC but not in YES and SBI
which results in unidentified amount so they should create virtual account in other two
bank.

4. Rotation of job role is very important in any organization because it helps to

understand your college in better way also enhance your skills.

5. Company should do CSR activity related to agriculture like plantation, training

session for farmers and dealer on agriculture products.

6. Business development team should come up with creative ideas of

advertisement.

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 BIBLIOGRAPHY

 www.nafa.co.in

 www.netafim.com

 www.rbi.org.in

 NAFA Manual

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