Introduction - Techshristi
FINANCIAL APPRAISAL OF BANKING INDUSTRY
A Comparative Insight of ICICI Bank and State Bank of India
Introduction
The banking sector is the most dominant sector of the financial system in India, and with good valuations and increasing profits, the sector has been among the top performers in the markets. The public sector banks maintained its dominance in the banking system. As on March 31, 2009, PSBs accounted for 69.9 per cent of the aggregate assets and 72.7 per cent of the aggregate advances of the Scheduled Commercial Banking (SCB) system. Private banks are also pacing up in good number with these public sector banks and provide a good competition to them. Deregulation has opened new doors for banks to increase revenues by entering into investment banking, insurance, credit cards, depository services, mortgage, securitization, etc. The limit for foreign direct investment in private banks has been increased from 49% to 74%. In addition, the limit for foreign institutional investment in private banks is 49%. Liberalization and globalization have created a more challenging environment in the banking sector as well as in the other segments of the financial sector such as mutual funds, Non Banking Finance Companies, post offices, capital markets, venture capitalists, etc. Now the challenges faced by the sector would be gaining profitability, reinforcing technology, maintaining global standards, corporate governance, sharpening skills, risk management and, the most important of all, to establish ‘Customer Intimacy’.According to a report by McKinsey and NASSCOM, India has the potential to process 30 per cent of the banking transactions in the US by the year 2010.
Purpose of the Study
The purpose of the present article is to analyze the financial strength of the banking sector on a comparative basis of ICICI and SBI
.The study specifically aims at the following:
To appraise the profitability of the units in detail
To analyze the liquidity trend.
To appraise the operating efficiency
To have an in-depth view of the financial soundness
To find out the value creation
To find out the shortcomings, if any and suggest required remedial measures thereof.
RATIO ANALYSIS
It refers to the systematic use of ratios to interpret the financial statements in terms of the operating performance and financial position of a firm. It involves comparison for a meaningful interpretation of the financial statements.
Financial ratios:
Financial ratios illustrate relationships between different aspects of a small business's operations. They involve the comparison of elements from a balance sheet or income statement, and are crafted with particular points of focus in mind. Financial ratios can provide small business owners and managers with a valuable tool to measure their progress against predetermined internal goals, a certain competitor, or the overall industry. In addition, tracking various ratios over time is a powerful way to identify trends as they develop. Ratios are also used by bankers, investors, and business analysts to assess various attributes of a company's financial strength or operating results.
Ratios are determined by dividing one number by another, and are usually expressed as a percentage. They enable business owners to examine the relationships between seemingly unrelated items and thus gain useful information for decision-making.
"They are simple to calculate, easy to use, and provide a wealth of information that cannot be gotten anywhere else," James O. Gill noted in his book Financial Basics of Small Business Success. But, he added, "Ratios are aids to judgment and cannot take the place of experience. They will not replace good management, but they will make a good manager better. They help to pinpoint areas that need investigation and assist in developing an operating strategy for the future."
Virtually any financial statistics can be compared using a ratio. In reality, however, small business owners and managers only need to be concerned with a small set of ratios in order to identify where improvements are needed. "As you run your business you juggle dozens of different variables," David H. Bangs, Jr. wrote in his book managing by the Numbers. "Ratio analysis is designed to help you identify those variables which are out of balance."
It is important to keep in mind that financial ratios are time sensitive; they can only present a picture of the business at the time that the underlying figures were prepared. For example, a retailer calculating ratios before and after the Christmas season would get very different results. In addition, ratios can be misleading when taken singly, though they can be quite valuable when a small business tracks them over time or uses them as a basis for comparison against company goals or industry standards. As a result, business owners should compute a variety of applicable ratios and attempt to discern a pattern, rather than relying on the information provided by only one or two ratios. Gill also noted that small business owners should be certain to view ratios objectively, rather than using them to confirm a particular strategy or point of view.
Perhaps the best way for small business owners to use financial ratios is to conduct a formal ratio analysis on a regular basis. The raw data used to compute the ratios should be recorded on a special form monthly. Then the relevant ratios should be computed, reviewed, and saved for future comparisons. Determining which ratios to compute depends on the type of business, the age of the business, the point in the business cycle, and any specific information sought. For example, if a small business depends on a large number of fixed assets, ratios that measure how efficiently these assets are being used may be the most significant.
In general, financial ratios can be broken down into four main categories—
1. Profitability or return on investment
2. Liquidity
3. Leverage
4. Operating or efficiency
With several specific ratio calculations prescribed within each.
1.Profitability or Return on Investment Ratios
Profitability ratios provide information about management's performance in using the resources of the small business. As Gill noted, most entrepreneurs decide to start their own businesses in order to earn a better return on their money than would be available through a bank or other low-risk investments. If profitability ratios demonstrate that this is not occurring—particularly once a small business has moved beyond the start-up phase—then the entrepreneur should consider selling the business and reinvesting his or her money elsewhere.
However, it is important to note that many factors can influence profitability ratios, including changes in price, volume, or expenses, as well the purchase of assets or the borrowing of money. Some specific profitability ratios follow, along with the means of calculating them and their meaning to a small business owner or manager.
Gross profitability:
Gross Profits / Net Sales—measures the margin on sales the company is achieving. It can be an indication of manufacturing efficiency or marketing effectiveness.
Net profitability:
Net Income / Net Sales—measures the overall profitability of the company, or how much is being brought to the bottom line. Strong gross profitability combined with weak net profitability may indicate a problem with indirect operating expenses or non-operating items, such as interest expense. In general terms, net profitability shows the effectiveness of management. Though the optimal level depends on the type of business, the ratios can be compared for firms in the same industry.
Return on assets:
Net Income / Total Assets—indicates how effectively the company is deploying its assets. A very low ROA usually indicates inefficient management, whereas a high ROA means efficient management. However, this ratio can be distorted by depreciation or any unusual expenses.
Return on investment 1:
Net Income / Owners' Equity—indicates how well the company is utilizing its equity investment. Due to leverage, this measure will generally be higher than return on assets. ROI is considered to be one of the best indicators of profitability. It is also a good figure to compare against competitors or an industry average.
Experts suggest that companies usually need at least 10-14 percent ROI in order to fund future growth. If this ratio is too low, it can indicate poor management performance or a highly conservative business approach. On the other hand, a high ROI can mean that management is doing a good job, or that the firm is undercapitalized.
Return on investment 2:
Dividends / Stock Price Change / Stock Price Paid—from the investor's point of view, this calculation of ROI measures the gain (or loss) achieved by placing an investment over a period of time.
Earnings per share:
Net Income / Number of Shares Outstanding—states a corporation's profits on a per share basis. It can be helpful in further comparison to the market price of the stock.
Investment turnover:
Net Sales / Total Assets—measures a company's ability to use assets to generate sales. Although the ideal level for this ratio varies greatly, a very low figure may mean that the company maintains too many assets or has not deployed its assets well, whereas a high figure means that the assets have been used to produce good sales numbers.
Sales per employee:
Total Sales / Number of Employees—can provide a measure of productivity, though a high figure can indicate either good personnel management or good equipment.
2. Liquidity Ratios
Liquidity ratios demonstrate a company's ability to pay its current obligations. In other words, they relate to the availability of cash and other assets to cover accounts payable, short-term debt, and other liabilities. All small businesses require a certain degree of liquidity in order to pay their bills on time, though start-up and very young companies are often not very liquid. In mature companies, low levels of liquidity can indicate poor management or a need for additional capital. Any company's liquidity may vary due to seasonality, the timing of sales, and the state of the economy. But liquidity ratios can provide small business owners with useful limits to help them regulate borrowing and spending.
Some of the best-known measures of a company's liquidity include:
Current ratio: Current Assets / Current Liabilities—measures the ability of an entity to pay its near-term obligations. "Current" usually is defined as within one year. Though the ideal current ratio depends to some extent on the type of business, a general rule of thumb is that it should be at least 2:1. A lower current ratio means that the company may not be able to pay its bills on time, while a higher ratio means that the company has money in cash or safe investments that could be put to better use in the business.
Quick ratio (or "acid test"): Quick Assets (cash, marketable securities, and receivables) / Current Liabilities—provides a stricter definition of the company's ability to make payments on current obligations. Ideally, this ratio should be 1:1. If it is higher, the company may keep too much cash on hand or have a poor collection program for accounts receivable. If it is lower, it may indicate that the company relies too heavily on inventory to meet its obligations.
Cash to total assets: Cash / Total Assets—measures the portion of a company's assets held in cash or marketable securities. Although a high ratio may indicate some degree of safety from a creditor's viewpoint, excess amounts of cash may be viewed as inefficient.
Sales to receivables (or turnover ratio): Net Sales / Accounts Receivable—measures the annual turnover of accounts receivable. A high number reflects a short lapse of time between sales and the collection of cash, while a low number means collections take longer. It is best to use average accounts receivable to avoid seasonality effects.
Days' receivables ratio: 365 / Sales to receivables ratio—measures the average number of days that accounts receivable are outstanding. This number should be the same or lower than the company's expressed credit terms. Other ratios can also be converted to days, such as the cost of sales to payables ratio.
Cost of sales to payables: Cost of Sales / Trade Payables—measures the annual turnover of accounts payable. Lower numbers tend to indicate good performance, though the ratio should be close to the industry standard.
Cash turnover: Net Sales / Net Working Capital (current assets less current liabilities)—reflects the company's ability to finance current operations, the efficiency of its working capital employment, and the margin of protection for its creditors. A high cash turnover ratio may leave the company vulnerable to creditors, while a low ratio may indicate an inefficient use of working capital. In general, sales five to six times greater than working capital are needed to maintain a positive cash flow and finance sales.
3.Leverage Ratios
Leverage ratios look at the extent that a company has depended upon borrowing to finance its operations. As a result, these ratios are reviewed closely by bankers and investors. Most leverage ratios compare assets or net worth with liabilities. A high leverage ratio may increase a company's exposure to risk and business downturns, but along with this higher risk also comes the potential for higher returns. Some of the major measurements of leverage include:
Debt to equity ratio: Debt / Owners' Equity—indicates the relative mix of the company's investor-supplied capital. A company is generally considered safer if it has a low debt to equity ratio—that is, a higher proportion of owner-supplied capital—though a very low ratio can indicate excessive caution. In general, debt should be between 50 and 80 percent of equity.
Debt ratio: Debt / Total Assets—measures the portion of a company's capital that is provided by borrowing. A debt ratio greater than 1.0 means the company has negative net worth, and is technically bankrupt. This ratio is similar, and can easily be converted to, the debt to equity ratio.
Fixed to worth ratio: Net Fixed Assets / Tangible Net Worth—indicates how much of the owner's equity has been invested in fixed assets, i.e., plant and equipment. It is important to note that only tangible assets are included in the calculation, and that they are valued less depreciation. Creditors usually like to see this ratio very low, but the large-scale leasing of assets can artificially lower it.
Interest coverage: Earnings before Interest and Taxes / Interest Expense—indicates how comfortably the company can handle its interest payments. In general, a higher interest coverage ratio means that the small business is able to take on additional debt. This ratio is closely examined by bankers and other creditors.
Efficiency Ratios
By assessing a company's use of credit, inventory, and assets, efficiency ratios can help small business owners and managers conduct business better. These ratios can show how quickly the company is collecting money for its credit sales or how many times inventory turns over in a given time period. This information can help management decide whether the company's credit terms are appropriate and whether its purchasing efforts are handled in an efficient manner. The following are some of the main indicators of efficiency:
Annual inventory turnover: Cost of Goods Sold for the Year / Average Inventory—shows how efficiently the company is managing its production, ware-housing, and distribution of product, considering its volume of sales. Higher ratios—over six or seven times per year—are generally thought to be better, although extremely high inventory turnover may indicate a narrow selection and possibly lost sales. A low inventory turnover rate, on the other hand, means that the company is paying to keep a large inventory, and may be overstocking or carrying obsolete items.
Inventory holding period: 365 / Annual Inventory Turnover—calculate the number of days, on average, that elapse between finished goods production and sale of product.
Inventory to assets ratio: Inventory / Total Assets—shows the portion of assets tied up in inventory. Generally, a lower ratio is considered better.
Accounts receivable turnover: Net (credit) Sales / Average Accounts Receivable—gives a measure of how quickly credit sales are turned into cash. Alternatively, the reciprocal of this ratio indicates the portion of a year's credit sales that are outstanding at a particular point in time.
Collection period: 365 / Accounts Receivable Turnover—measures the average number of days the company's receivables are outstanding, between the date of credit sale and collection of cash.
Learning Objective
Explain to the participants on the limitation of ratio analysis.
Important Terms
Creative accounting.
Accounting Policies.
Limitations of Ratios
Accounting Information
Different Accounting Policies
The choices of accounting policies may distort inter company comparisons. Example IAS 16 allows valuation of assets to be based on either revalued amount or at depreciated historical cost. The business may opt not to revalue its asset because by doing so the depreciation charge is going to be high and will result in lower profit.
Creative accounting
The businesses apply creative accounting in trying to show the better financial performance or position which can be misleading to the users of financial accounting. Like the IAS 16 mentioned above, requires that if an asset is revalued and there is a revaluation deficit, it has to be charged as an expense in income statement, but if it results in revaluation surplus the surplus should be credited to revaluation reserve. So in order to improve on its profitability level the company may select in its revaluation programme to revalue only those assets which will result in revaluation surplus leaving those with revaluation deficits still at depreciated historical cost.
Information problems
Ratios are not definitive measures
Ratios need to be interpreted carefully. They can provide clues to the company’s performance or financial situation. But on their own, they cannot show whether performance is good or bad.
Ratios require some quantitative information for an informed analysis to be made.
Outdated information in financial statement
The figures in a set of accounts are likely to be at least several months out of date, and so might not give a proper indication of the company’s current financial position.
Historical costs not suitable for decision making
IASB Conceptual framework recommends businesses to use historical cost of accounting. Where historical cost convention is used, asset valuations in the balance sheet could be misleading. Ratios based on this information will not be very useful for decision making.
Financial statements certain summarised information
Ratios are based on financial statements which are summaries of the accounting records. Through the summarisation some important information may be left out which could have been of relevance to the users of accounts. The ratios are based on the summarised year end information which may not be a true reflection of the overall year’s results.
Interpretation of the ratio
It is difficult to generalise about whether a particular ratio is ‘good’ or ‘bad’. For example a high current ratio may indicate a strong liquidity position, which is good or excessive cash which is bad. Similarly Non current assets turnover ratio may denote either a firm that uses its assets efficiently or one that is under capitalised and cannot afford to buy enough assets.
Comparison of performance over time
Price changes
Inflation renders comparisons of results over time misleading as financial figures will not be within the same levels of purchasing power. Changes in results over time may show as if the enterprise has improved its performance and position when in fact after adjusting for inflationary changes it will show the different picture.
Technology changes
When comparing performance over time, there is need to consider the changes in technology. The movement in performance should be in line with the changes in technology. For ratios to be more meaningful the enterprise should compare its results with another of the same level of technology as this will be a good basis measurement of efficiency.
Changes in Accounting policy
Changes in accounting policy may affect the comparison of results between different accounting years as misleading. The problem with this situation is that the directors may be able to manipulate the results through the changes in accounting policy. This would be done to avoid the effects of an old accounting policy or gain the effects of a new one. It is likely to be done in a sensitive period, perhaps when the business’s profits are low.
Changes in Accounting standard
Accounting standards offers standard ways of recognising, measuring and presenting financial transactions. Any change in standards will affect the reporting of an enterprise and its comparison of results over a number of years.
Impact of seasons on trading
As stated above, the financial statements are based on year end results which may not be true reflection of results year round. Businesses which are affected by seasons can choose the best time to produce financial statements so as to show better results. For example, a tobacco growing company will be able to show good results if accounts are produced in the selling season. This time the business will have good inventory levels, receivables and bank balances will be at its highest. While as in planting seasons the company will have a lot of liabilities through the purchase of farm inputs, low cash balances and even nil receivables.
Inter-firm comparison
Different financial and business risk profile
No two companies are the same, even when they are competitors in the same industry or market. Using ratios to compare one company with another could provide misleading information. Businesses may be within the same industry but having different financial and business risk. One company may be able to obtain bank loans at reduced rates and may show high gearing levels while as another may not be successful in obtaining cheap rates and it may show that it is operating at low gearing level. To un informed analyst he may feel like company two is better when in fact its low gearing level is because it can not be able to secure further funding.
Different capital structures and size
Companies may have different capital structures and to make comparison of performance when one is all equity financed and another is a geared company it may not be a good analysis.
Impact of Government influence
Selective application of government incentives to various companies may also distort intercompany comparison. One company may be given a tax holiday while the other within the same line of business not, comparing the performance of these two enterprises may be misleading.
Window dressing
These are techniques applied by an entity in order to show a strong financial position. For example, MZ Trucking can borrow on a two year basis, K10 Million on 28th December 2003, holding the proceeds as cash, then pay off the loan ahead of time on 3rd January 2004. This can improve the current and quick ratios and make the 2003 balance sheet look good. However the improvement was strictly window dressing as a week later the balance sheet is at its old position.
Ratio analysis is useful, but analysts should be aware of these problems and make adjustments as necessary. Ratios analysis conducted in a me chanical, unthinking manner is dangerous, but if used intelligently and with good judgement, it can provide useful insights into the firm’s operations.
PROFILES
ICICI Bank
ICICI Bank, a private sector bank under the house of ICICI was incorporated in the year of 1994. It is a multi specialist financial service provider with leadership position across the spectrum of financial services in India. ICICI Bank is the 2nd largest bank in India. ICICI runs its business with six principal groups, such as
1.Retail Banking,
2.Wholesale Banking,
3.International Banking,
4.Rural, Micro Banking and Agro-Business,
ernment Banking
6. Corporate Centre.
The Bank offers a wide spectrum of domestic and international banking services to facilitate
trade, investment banking, Insurance, Venture Capital, asset management, cross border business & treasury and foreign exchange services besides providing a full range of deposit and ancillary services for both individuals and corporate through various delivery Channels and specialized subsidiaries. ICICI Bank has 14 subsidiaries,out of that 10 in domestic and
rest of 4 in international level such as UK, Canada and Russia. To efficiently distribute its products and services, the bank has developed multiple access channels comprising lean brick
and mortar branches, ATMs, call centers and Internet banking. The Bank has introduced the concept of mobile ATMs in the remote/rural areas. It has also extended its mobile banking services to all cellular service providers across India and NRI customers in USA, UK,
Middle- East and Singapore.
FINANCIALS STATEMENT OF ICICI BANK
Profit & Loss account of ICICI Bank (Value in Crores )
| | | | | | |
|Income / Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Interest Earned |9,409.89 |13,784.50 |22,994.29 |30,788.34 |31,092.55 |
|Other Income |3,416.23 |5,036.62 |6,962.95 |8,878.85 |8,117.76 |
|Total Income |12,826.12 |18,821.12 |29,957.24 |39,667.19 | |
| | | | | |39,210.31 |
|Expenditure | | | | | |
|Interest expended |6,570.89 |9,597.45 |16,358.50 |23,484.24 |22,725.93 |
|Employee Cost |737.41 |1,082.29 |1,616.75 |2,078.90 |1,971.70 |
|Selling and Admin Expenses |1,040.49 |2,360.72 |4,900.67 |5,834.95 |5,977.72 |
|Depreciation |590.36 |623.79 |544.78 |578.35 |678.60 |
|Miscellaneous Expenses |1,881.77 |2,616.78 |3,426.32 |3,533.03 |4,098.22 |
|Preoperative Exp Capitalized |0.00 |0.00 |0.00 |0.00 |0.00 |
|Operating Expenses |3,177.78 |5,274.23 |8,849.86 |10,855.18 |10,795.14 |
|Provisions & Contingencies |1,072.25 |1,409.35 |1,638.66 |1,170.05 |1,931.10 |
| |10,820.92 |16,281.03 |26,847.02 |35,509.47 |35,452.17 |
|Total Expenses | | | | | |
|Net Profit for the Year |2,005.20 |2,540.07 |3,110.22 |4,157.73 |3,758.13 |
|Extraordinary Items |0.00 |0.00 |0.00 |0.00 |-0.58 |
|Profit brought forward |53.09 |188.22 |293.44 |998.27 |2,436.32 |
| |2,058.29 |2,728.29 |3,403.66 |5,156.00 |6,193.87 |
|Total | | | | | |
|Preference Dividend |0.00 |0.00 |0.00 |0.00 |0.00 |
|Equity Dividend |632.96 |759.33 |901.17 |1,227.70 |1,224.58 |
|Corporate Dividend Tax |90.10 |106.50 |153.10 |149.67 |151.21 |
| | | | | | |
|Per share data (annualized) | | | | | |
|Earning Per Share (Rs) |27.22 |28.55 |34.59 |37.37 |33.78 |
|Equity Dividend (%) |85.00 |85.00 |100.00 |110.00 |110.00 |
|Book Value (Rs) |170.35 |249.55 |270.37 |417.64 |445.17 |
| | | | | | |
|Appropriations | | | | | |
|Transfer to Statutory Reserves |547.00 |248.69 |1,351.12 |1,342.31 |2,008.42 |
|Transfer to Other Reserves |600.01 |1,320.34 |0.00 |0.01 |0.01 |
|Proposed Dividend/Transfer to Govt |723.06 |865.83 |1,054.27 |1,377.37 |1,375.79 |
|Balance c/f to Balance Sheet |188.22 |293.44 |998.27 |2,436.32 |2,809.65 |
|Total |2,058.29 |2,728.30 |3,403.66 |5,156.01 |6,193.8 |
Balance Sheet of ICICI Bank
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Capital and Liabilities: | | | | | |
|Total Share Capital |1,086.75 |1,239.83 |1,249.34 |1,462.68 |1,463.29 |
|Equity Share Capital |736.75 |889.83 |899.34 |1,112.68 |1,113.29 |
|Share Application Money |0.02 |0.00 |0.00 |0.00 |0.00 |
|Preference Share Capital |350.00 |350.00 |350.00 |350.00 |350.00 |
|Reserves |11,813.20 |21,316.16 |23,413.92 |45,357.53 |48,419.73 |
|Revaluation Reserves |0.00 |0.00 |0.00 |0.00 |0.00 |
|Net Worth |12,899.97 |22,555.99 |24,663.26 |46,820.21 |49,883.02 |
|Deposits |99,818.78 |165,083.17 |230,510.19 |244,431.05 |218,347.82 |
|Borrowings |33,544.50 |38,521.91 |51,256.03 |65,648.43 |67,323.69 |
|Total Debt |133,363.28 |203,605.08 |281,766.22 |310,079.48 |285,671.51 |
|Other Liabilities & Provisions |21,396.17 |25,227.88 |38,228.64 |42,895.39 |43,746.43 |
| |167,659.42 |251,388.95 |344,658.12 |399,795.08 |379,300.96 |
|Total Liabilities | | | | | |
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Assets | | | | | |
|Cash & Balances with RBI |6,344.90 |8,934.37 |18,706.88 |29,377.53 |17,536.33 |
|Balance with Banks, Money at |6,585.07 |8,105.85 |18,414.45 |8,663.60 |12,430.23 |
|Call | | | | | |
|Advances |91,405.15 |146,163.11 |195,865.60 |225,616.08 |218,310.85 |
|Investments |50,487.35 |71,547.39 |91,257.84 |111,454.34 |103,058.31 |
|Gross Block |5,525.65 |5,968.57 |6,298.56 |7,036.00 |7,443.71 |
|Accumulated Depreciation |1,487.61 |1,987.85 |2,375.14 |2,927.11 |3,642.09 |
|Net Block |4,038.04 |3,980.72 |3,923.42 |4,108.89 |3,801.62 |
|Capital Work In Progress |96.30 |147.94 |189.66 |0.00 |0.00 |
|Other Assets |8,702.59 |12,509.57 |16,300.26 |20,574.63 |24,163.62 |
|Total Assets |167,659.40 |251,388.95 |344,658.11 |399,795.07 |379,300.96 |
| | | | | | |
|Contingent Liabilities |97,507.79 |119,895.78 |177,054.18 |371,737.36 |803,991.92 |
|Bills for collection |9,803.67 |15,025.21 |22,717.23 |29,377.55 |36,678.71 |
|Book Value (Rs) |170.35 |249.55 |270.37 |417.64 |445.17 |
Source : Religare Technova
Key Financial Ratios of ICICI Bank
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Investment Valuation | | | | | |
|Face Value |10.00 |10.00 |10.00 |10.00 |10.00 |
|Dividend Per Share |8.50 |8.50 |10.00 |11.00 |11.00 |
|Operating Profit Per Share (Rs) |36.37 |36.75 |42.19 |51.29 |48.60 |
|Net Operating Profit Per Share (Rs) |160.69 |196.87 |316.45 |354.71 |343.77 |
|Free Reserves Per Share (Rs) |110.70 |193.24 |199.52 |346.21 |351.22 |
| | | | | | |
|Profitability Ratios | | | | | |
|Interest Spread |3.56 |2.67 |3.43 |3.51 |3.66 |
|Adjusted Cash Margin(%) |21.14 |17.55 |12.30 |11.81 |11.45 |
|Net Profit Margin |16.32 |14.12 |10.81 |10.51 |9.74 |
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Return on Long Term Fund(%) |70.54 |56.24 |82.46 |62.34 |56.72 |
|Return on Net Worth(%) |18.86 |14.33 |13.17 |8.94 |7.58 |
|Adjusted Return on Net Worth(%) |15.99 |11.40 |12.31 |8.80 |7.55 |
|Return on Assets Excluding Revaluations - |1.20 |1.01 |0.90 |1.04 |0.99 |
|Return on Assets Including Revaluations |1.20 |1.01 |0.90 |1.04 |0.99 |
| | | | | | |
|Management Efficiency Ratios | | | | | |
| |8.08 |8.36 |9.55 |10.60 |9.82 |
|Interest Income / Total Funds | | | | | |
|Net Interest Income / Total Funds |3.60 |3.78 |4.06 |4.29 |3.99 |
|Non Interest Income / Total Funds |0.31 |0.22 |0.10 |0.02 |0.08 |
|Interest Expended / Total Funds |4.49 |4.58 |5.49 |6.31 |5.83 |
|Operating Expense / Total Funds |1.77 |2.22 |2.79 |2.76 |2.60 |
|Profit Before Provisions / Total Funds |1.73 |1.49 |1.19 |1.40 |1.30 |
|Net Profit / Total Funds |1.37 |1.21 |1.04 |1.12 |0.96 |
|Loans Turnover |0.16 |0.15 |0.17 |0.20 |0.18 |
|Total Income / Capital Employed(%) |8.39 |8.58 |9.65 |10.62 |9.90 |
|Interest Expended / Capital Employed(%) |4.49 |4.58 |5.49 |6.31 |5.83 |
|Total Assets Turnover Ratios |0.08 |0.08 |0.10 |0.11 |0.10 |
|Asset Turnover Ratio |2.14 |2.94 |4.52 |5.61 |5.14 |
Profit And Loss Account Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Interest Expended / Interest Earned |69.83 |69.62 |71.14 |76.28 |73.09 |
|Other Income / Total Income |3.65 |2.59 |1.07 |0.17 |0.86 |
|Operating Expense / Total Income |21.06 |25.86 |28.87 |26.00 |26.22 |
|Selling Distribution Cost Composition |5.08 |4.80 |6.12 |4.43 |1.74 |
Balance Sheet Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Capital Adequacy Ratio |11.78 |13.35 |11.69 |13.97 |15.53 |
|Advances / Loans Funds(%) |76.65 |84.89 |77.72 |72.67 |69.86 |
| | | | | | |
Debt Coverage Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
| |89.17 |87.59 |83.83 |84.99 |91.44 |
|Credit Deposit Ratio | | | | | |
|Investment Deposit Ratio |55.52 |46.07 |41.15 |42.68 |46.35 |
|Cash Deposit Ratio |7.00 |5.77 |6.99 |10.12 |10.14 |
|Total Debt to Owners Fund |7.98 |7.45 |9.50 |5.27 |4.42 |
|Financial Charges Coverage Ratio |1.48 |1.39 |1.25 |1.25 |1.25 |
|Financial Charges Coverage Ratio Post Tax |1.40 |1.33 |1.22 |1.20 |1.20 |
Leverage Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
| |0.09 |0.08 |0.09 |0.11 |0.13 |
|Current Ratio | | | | | |
|Quick Ratio |4.98 |6.64 |6.04 |6.42 |5.94 |
Cash Flow Indicator Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
| |36.05 |34.08 |33.89 |33.12 |36.60 |
|Dividend Payout Ratio Net Profit | | | | | |
|Dividend Payout Ratio Cash Profit |27.85 |27.36 |28.84 |29.08 |31.00 |
|Earning Retention Ratio |63.98 |65.82 |64.80 |66.35 |63.23 |
|Cash Earning Retention Ratio |72.17 |72.58 |70.22 |70.51 |68.87 |
|Adjusted Cash Flow Times |38.43 |52.30 |65.12 |52.34 |49.41 |
|Earnings Per Share |27.22 |28.55 |34.59 |37.37 |33.78 |
|Book Value |170.35 |249.55 |270.37 |417.64 |445.17 |
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
| | | | | | |
| | | | | | |
PROFILE OF STATE BANK OF INDIA
State Bank of India
SBI, started as Imperial Bank then named State Bank of India commenced its operations from the year 1955, is the largest commercial bank in India in terms of profits, assets, deposits, branches and employees. As of March 2008, the bank has had 21 subsidiaries and 10,000 branches.
SBI offers the services of banking and as well as nonbanking services to their customers.
The bank also concentrates in agriculture, for which it took initiative spotlight kharif and spotlight rabi campaigns for higher disbursement. It introduced Automated Teller Machine with Kishan Credit Cards in all circles to assist agriculture peoples.
The strategic initiatives that SBI have launched business groups in 2007 namely rural and agri business; treasury and marketing; corporate strategy and new business; and fourth mid corporate group is on the anvil. SBI opened its 10,000th branch in March 2008, it becomes
only the second bank in the world to have more than 10,000 branches after China’s ICBC.
Profit & Loss account of SBI (Rs. in Crores )
| | | | | | |
|Income / Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Income | | | | | |
|Interest Earned |32,428.00 |35,794.93 |39,491.03 |48,950.31 |63,788.43 |
|Other Income |7,119.90 |7,388.69 |7,446.76 |9,398.43 |12,691.35 |
|Total Income |39,547.90 |43,183.62 |46,937.79 |58,348.74 |76,479.78 |
|Expenditure | | | | | |
|Interest expended |18,483.38 |20,159.29 |23,436.82 |31,929.08 |42,915.29 |
|Employee Cost |6,907.35 |8,123.04 |7,932.58 |7,785.87 |9,747.31 |
|Selling and Admin Expenses |2,634.64 |1,853.32 |3,251.14 |4,165.94 |5,122.06 |
|Depreciation |752.21 |729.13 |602.39 |679.98 |763.14 |
|Miscellaneous Expenses |6,465.82 |7,912.15 |7,173.55 |7,058.75 |8,810.75 |
|Preoperative Exp Capitalised |0.00 |0.00 |0.00 |0.00 |0.00 |
|Operating Expenses |11,278.18 |11,872.89 |13,251.78 |14,609.55 |18,123.66 |
|Provisions & Contingencies |5,481.84 |6,744.75 |5,707.88 |5,080.99 |6,319.60 |
|Total Expenses |35,243.40 |38,776.93 |42,396.48 |51,619.62 |67,358.55 |
| | | | | | |
| | | | | | |
| | | | | | |
|Net Profit for the Year |4,304.52 |4,406.67 |4,541.31 |6,729.12 |9,121.23 |
|Extraordionary Items |0.00 |0.00 |0.00 |0.00 |0.00 |
|Profit brought forward |0.34 |0.34 |0.34 |0.34 |0.34 |
|Total |4,304.86 |4,407.01 |4,541.65 |6,729.46 |9,121.57 |
|Preference Dividend |0.00 |0.00 |0.00 |0.00 |0.00 |
|Equity Dividend |657.87 |736.82 |736.82 |1,357.66 |1,841.15 |
|Corporate Dividend Tax |93.75 |103.34 |125.22 |165.87 |248.03 |
|Per share data (annualised) | | | | | |
|Earning Per Share (Rs) |81.79 |83.73 |86.29 |106.56 |143.67 |
|Equity Dividend (%) |125.00 |140.00 |140.00 |215.00 |290.00 |
|Book Value (Rs) |457.39 |525.25 |594.69 |776.48 |912.73 |
|Appropriations | | | | | |
|Transfer to Statutory Reserves |3,552.89 |3,566.51 |3,682.15 |5,205.69 |7,032.04 |
|Transfer to Other Reserves |0.01 |0.00 |-2.88 |-0.10 |0.01 |
|Proposed Dividend/Transfer to Govt |751.62 |840.16 |862.04 |1,523.53 |2,089.18 |
|Balance c/f to Balance Sheet |0.34 |0.34 |0.34 |0.34 |0.34 |
|Total |4,304.86 |4,407.01 |4,541.65 |6,729.46 |9,121.57 |
Balance Sheet of SBI
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Capital and Liabilities: | | | | | |
|Total Share Capital |526.30 |526.30 |526.30 |631.47 |634.88 |
|Equity Share Capital |526.30 |526.30 |526.30 |631.47 |634.88 |
|Share Application Money |0.00 |0.00 |0.00 |0.00 |0.00 |
|Preference Share Capital |0.00 |0.00 |0.00 |0.00 |0.00 |
|Reserves |23,545.84 |27,117.79 |30,772.26 |48,401.19 |57,312.82 |
|Revaluation Reserves |0.00 |0.00 |0.00 |0.00 |0.00 |
|Net Worth |24,072.14 |27,644.09 |31,298.56 |49,032.66 |57,947.70 |
|Deposits |367,047.53 |380,046.06 |435,521.09 |537,403.94 |742,073.13 |
|Borrowings |19,184.31 |30,641.24 |39,703.34 |51,727.41 |53,713.68 |
|Total Debt |386,231.84 |410,687.30 |475,224.43 |589,131.35 |795,786.81 |
|Other Liabilities & Provisions |49,578.89 |55,538.17 |60,042.26 |83,362.30 |110,697.57 |
|Total Liabilities |459,882.87 |493,869.56 |566,565.25 |721,526.31 |964,432.08 |
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Assets | | | | | |
|Cash & Balances with RBI |16,810.33 |21,652.70 |29,076.43 |51,534.62 |55,546.17 |
|Balance with Banks, Money at |22,511.77 |22,907.30 |22,892.27 |15,931.72 |48,857.63 |
|Call | | | | | |
|Advances |202,374.45 |261,641.53 |337,336.49 |416,768.20 |542,503.20 |
|Investments |197,097.91 |162,534.24 |149,148.88 |189,501.27 |275,953.96 |
|Gross Block |6,691.09 |7,424.84 |8,061.92 |8,988.35 |10,403.06 |
|Accumulated Depreciation |4,114.67 |4,751.73 |5,385.01 |5,849.13 |6,828.65 |
|Net Block |2,576.42 |2,673.11 |2,676.91 |3,139.22 |3,574.41 |
|Capital Work In Progress |121.27 |79.82 |141.95 |234.26 |263.44 |
|Other Assets |18,390.71 |22,380.84 |25,292.31 |44,417.03 |37,733.27 |
|Total Assets |459,882.86 |493,869.54 |566,565.24 |721,526.32 |964,432.08 |
|Contingent Liabilities |131,325.40 |191,819.34 |259,536.57 |736,087.59 |614,603.47 |
|Bills for collection |44,794.10 |57,618.44 |70,418.15 |93,652.89 |152,964.06 |
|Book Value (Rs) |457.39 |525.25 |594.69 |776.48 |912.73 |
| | | | | | |
Source : Religare Technova
Key Financial Ratios of SBI
Investment Valuation
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Face Value |10.00 |10.00 |10.00 |10.00 |10.00 |
|Dividend Per Share |12.50 |14.00 |14.00 |21.50 |29.00 |
|Operating Profit Per Share (Rs) |148.50 |124.77 |147.72 |173.61 |230.04 |
|Net Operating Profit Per Share (Rs) |692.96 |719.54 |833.38 |899.83 |1,179.45 |
|Free Reserves Per Share (Rs) |68.67 |178.33 |184.43 |356.61 |373.99 |
|Bonus in Equity Capital |-- |-- |-- |-- |-- |
| | | | | | |
|Profitability Ratios | | | | | |
|Interest Spread |4.28 |4.31 |4.20 |4.32 |4.34 |
|Adjusted Cash Margin(%) |14.54 |13.06 |11.43 |12.81 |13.04 |
|Net Profit Margin |11.56 |11.21 |10.12 |11.65 |12.03 |
|Return on Long Term Fund(%) |105.35 |97.89 |99.20 |86.83 |100.35 |
|Return on Net Worth(%) |19.43 |17.04 |15.41 |13.72 |15.74 |
|Adjusted Return on Net Worth (%) |19.35 |15.93 |14.47 |13.70 |15.74 |
|Return on Assets Excluding Revaluations |0.94 |0.89 |0.80 |0.93 |0.95 |
|Return on Assets Including Revaluations |0.94 |0.89 |0.80 |0.93 |0.95 |
Management Efficiency Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Interest Income / Total Funds |8.41 |7.94 |8.27 |8.82 |8.88 |
|Net Interest Income / Total Funds |4.15 |3.71 |3.85 |3.87 |3.79 |
|Non Interest Income / Total Funds |0.17 |0.30 |0.19 |0.14 |0.11 |
|Interest Expended / Total Funds |4.26 |4.23 |4.42 |4.96 |5.09 |
|Operating Expense / Total Funds |2.34 |2.34 |2.39 |2.16 |2.06 |
|Profit Before Provisions / Total Funds |1.80 |1.52 |1.54 |1.74 |1.75 |
|Net Profit / Total Funds |0.99 |0.92 |0.86 |1.04 |1.08 |
|Loans Turnover |0.20 |0.16 |0.15 |0.15 |0.16 |
|Total Income / Capital Employed(%) |8.58 |8.24 |8.46 |8.96 |8.99 |
|Interest Expended / Capital Employed (%) |4.26 |4.23 |4.42 |4.96 |5.09 |
|Total Assets Turnover Ratios |0.08 |0.08 |0.08 |0.09 |0.09 |
|Asset Turnover Ratio |5.45 |5.10 |5.44 |6.32 |7.20 |
| | | | | | |
Profit and Loss Account Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Interest Expended / Interest Earned |57.00 |56.32 |59.35 |65.23 |67.28 |
|Other Income / Total Income |1.99 |3.60 |2.25 |1.56 |1.18 |
|Operating Expense / Total Income |27.34 |28.37 |28.19 |24.13 |22.91 |
|Selling Distribution Cost Composition |0.18 |0.28 |0.20 |0.30 |0.33 |
Balance Sheet Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Capital Adequacy Ratio |12.45 |11.88 |12.34 |13.47 |14.25 |
|Advances / Loans Funds(%) |56.35 |65.66 |76.16 |78.31 |78.34 |
| | | | | | |
Debt Coverage Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Credit Deposit Ratio |52.55 |62.11 |73.44 |77.51 |74.97 |
|Investment Deposit Ratio |55.83 |48.14 |38.22 |34.81 |36.38 |
|Cash Deposit Ratio |5.23 |5.15 |6.22 |8.29 |8.37 |
|Total Debt to Owners Fund |15.25 |13.75 |13.92 |10.96 |12.81 |
|Financial Charges Coverage Ratio |1.46 |1.40 |1.37 |1.37 |1.36 |
|Financial Charges Coverage Ratio Post Tax |1.27 |1.25 |1.22 |1.23 |1.23 |
Leverage Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Current Ratio |0.04 |0.05 |0.05 |0.07 |0.04 |
|Quick Ratio |4.79 |5.50 |6.52 |6.15 |5.74 |
Cash Flow Indicator Ratios
| | | | | | |
|Year |2004-05 |2005 -06 |2006 -07 |2007 -08 |2008 -09 |
|Dividend Payout Ratio Net Profit |17.46 |19.06 |18.98 |22.64 |22.90 |
|Dividend Payout Ratio Cash Profit |14.86 |16.35 |16.75 |20.56 |21.13 |
|Earning Retention Ratio |83.88 |80.93 |80.97 |77.33 |77.11 |
|Cash Earning Retention Ratio |86.12 |83.64 |83.21 |79.41 |78.88 |
|AdjustedCash Flow Times |67.82 |74.03 |84.87 |72.64 |75.05 |
|Earnings Per Share |81.79 |83.73 |86.29 |106.56 |143.67 |
|Book Value |457.39 |525.25 |594.69 |776.48 |912.73 |
COMPARATIVE STUDY
ICICI
Following is the comparative trend in the financial position of ICICI with industry aggregates to give an idea of how the balance sheet is structured in this industry regarding the
(i) financial risk, and
(ii) operating risk pattern. Also,
there is a discussion on how does the balance sheet of
ICICI and SBI bank differs from their peers.
Table 1
Comparative Trend in Financial position
(31st March 2007 -31st March 2008)
( Rs. cr)
I. Funding pattern
1. Capital
Major components of Capital are:
? Equity Share Capital
? Preference Share Capital
The major reason for an increase in capital has been the simultaneous public issue in India and issue of American Depository Shares (ADS) in the United States. The public issue in India was subscribed 11.5 times and the ADS issue was subscribed over 5 times. There was an increase
in the equity capital also because of the merger of The Sangli Bank Ltd with ICICI Bank Ltd. The shareholders of Sangli Bank were allotted 3,455,008 equity shares of Rs 10.00 each on May 28, 2007.
The merger has been accounted for as per the purchase method of accounting
in accordance with the scheme of amalgamation. As a result of the issue, the merger and the exercising of employee stock option plan the Capital has increased.
Comparison with the industry
The dependence of the bank on capital is relatively less than that of the industry however if you see the dependence of the total shareholder funds it is almost the same. Another interesting point is that till last year even this total shareholder funds as a proportion of the
capital employed was less and this may be the prime reason for the bank to go for a FPO to improve the Debt- Equity ratio and it may have found difficult to raise funds as borrowings
2. Reserves
The important sub-heads under Reserves are Statutory Reserves – compulsorily to be maintained as per company Law and the Banking Law
? Revenue Reserves
? Share Premium
? Exchange Fluctuation Reserves – ICICI Bank has a lot of assets and liabilities which are denominated in foreign currency. These assets are investments which may have to be marked to market on the balance sheet date. While doing so the bank may face a loss in the
foreign exchange as on the date of preparing the balance sheet and thus this loss is not written off in the P&L account but is reduced from reserves directly. The total reserves have increased by Rs. 21,943.61crore and a major portion of this i.e. Rs. 19,231.61crore is because of increase in the Share Premium account and the remaining being due to increase in Profit and Loss account Balance.
3. Deposits
The components of Deposits are
? Term Deposits
? Savings Deposit
? Demand Deposits
If we notice there has been a tremendous growth in the total sources of funds however the amount of deposits has not increased so much one major reason for this is that higher cost of the deposits to attract depositors. Deposits grew by almost 12%. However what improved
was the CASA ((Current Accounts + Saving Accounts) / Total Deposits) margin of the bank. This ratio determines the bank’s ability to raised cheap deposits as current accounts give nominal or zero interest.
4. Borrowings
Borrowings are different from deposits as deposits are collected in the course of business and borrowings are like loans taken by the bank. Borrowings include
? Debentures
? Borrowings from various agencies
The external borrowings of the bank increased by almost 28% and as we will notice further in the common size Balance Sheet of the bank compared to common size Balance Sheet of the Industry (Pvt. Sector Banks) in aggregate ICICI Bank have a higher reliance on external
borrowings and specifically borrowings from outside India. This is attributed mainly to the factors that availability of cheap credit in UK and Canada and the ability of ICICI Bank to raise money from these markets due to the presence of its subsidiaries. The borrowings
from UK and Canada increased by 90%.
II. Utilization trend
1. Cash and Cash Balances
These include cash in hand majorly with RBI for the purpose of maintaining the CRR.
2. Balances with Banks and money at call
3. Investments
These mainly include investments in subsidiaries, investment in government securities to meet SLR requirements, holding of equity shares of other companies.
4. Advances
A major portion of this i.e. 78% is towards loans given out, then 15% towards cash credit and overdraft facilities and the remaining in bills purchased and other advances Fixed Assets – include computers, premises, ATMs, fixtures etc.The Application of funds side has mainly remained constant with the last year as a proportion of the total asset except the Cash and Cash Balances this is also only mainly because of the CRR. Compared to the industry
also the proportion remains the same.
Contingent Liabilities
One important point to make here about ICICI Bank and the other Pvt. Sector Banks is the amount of Contingent Liabilities forming a part of their notes to accounts below the Balance Sheet. For ICICI Bank it is almost 3 times the amount of total assets it has and it goes up to 9 times for the industry aggregate. Most of these contingent liabilities are due to the outstanding amount on forward exchange, futures, interest swaps and option contracts.
The other few reasons for the contingent liabilities include acceptances, guarantees, obligations and Letter of Credits issued for foreign trade.
Takeover of Sangli Bank Ltd
The net assets worth Rs.2,500 crore has been taken over and merged in to the balance sheet of ICICI Bank as a reason of the merger with Sangli Bank.
Table 2
Comparative Trend in Profitability
(31st March 2007 - 31st March 2008)
( Rs. Cr.)
III. Income trend
The income of the bank has increased by 36% (y o y) despite higher interest rates and slows down in the credit market. However the effect of the higher interest rate can be seen on the interest expended growth which grew by 46%. A major reason for the banks net profit margin to yet be intact and an increase in the net profit as compared to last year by 33% is because of its improving operating efficiency and manpower and employee efficiency which shall be shown in the ratio analysis.
Table 3
Industry Benchmarking
Year ICICI Bank Banks-Pvt Sector
Industry performance
As we have mentioned earlier and would also be showing in the ratio analysis in detail one aspect where ICICI Bank has lagged in its performance as compared to its peers in
the industry is the ability to raise funds at a lower cost and this is evident when we see the common size Profit and Loss account and even though the interest income earned as a percentage of the total income is the same as the industry however the interest expended is 12% points higher and thus as we see the net profit as a percentage of total income it’s a little less than its industry peers.
(B.) SBI
Table 4
Comparative Financial Performance and Benchmarking
( 31st March 2007 - 31st March 2008)
Analysing the balance sheet for SBI with the industry, it can be found that the composition almost very similar with slight variations in each head.
I. Funding pattern
Capital & Reserves and Surplus
There has been a rise of almost 60% i.e. almost Rs.18,000cr in the total of the capital and reserves account of which almost Rs.16,000cr. increase is because of the Rights issue
to the existing shareholders.
The remaining heads under the liabilities side have an almost proportionate increase as compared to the increase in total liabilities.
Deposits increased by almost 24%
Borrowings increased by 30%
Liabilities and Provisions increased by 38%
II. Utilization trend
Cash and Balances with RBI as explained earlier with ICICI Bank have an increase due to the hike in CRR.Investments include mainly investments in govt. and govt. approved securities.
Table 5
Comparative Profitability
(31st March 2007 - 31st March 2008)
III. Income trend
There has been an increase in the total income of the bank by approximately by 31% this has been due to an equal increase both in interest income and other income. This has been because SBI is now looking to foray into models of business.
Expenses
Interest expense has increased drastically mainly because of the cost of funds available in the market and hike in interest rates by RBI. This has impacted the profitability a lot because the increase is almost 1.5 times that in that of income. Even though the interest expense has risen so much the main reason SBI has been able to control its total expenditure is because of a very minor increase in the employee expense and a decrease in the operating and administrative expense. The above will be explained with the help of ratios later in the presentation.
The total profitability has increased by 48% because the increase in total expenses has been much lesser than those in total income.
Table 6
Comparative Financial Performance
ICICI Bank vs. State Bank of India
Borrowings – The borrowings of ICICI Bank represent approx 16% of the liabilities as compared to the 7% of SBI. As explained earlier this is because of its ability to raise funds abroad at lesser cost.
Investments – Though the size of Investments as a proportion of the total assets is the same however the composition is slightly different where major component in both their investments is in government or government approved securities, for SBI the next major portion is the investments in subsidiaries, whereas for ICICI, it is in other investments which include future contracts and other riskier assets.
Fixed Assets - The proportion of fixed assets for ICICI is almost double that of SBI is an important point here as even though SBI has 10 times the branches than ICICI
has, its investment in premises is lesser not only in % terms but also in Rupee terms. Major reason for this is that many of its premises are on lease and thus do not appear on the balance sheets.
Contingent Liabilities – the major reason for such a difference in the contingent liabilities of the banks is because SBI has major contingent liabilities in forward exchange contracts and guarantees and acceptances only. However for ICICI Bank not only are these heads high
but also because the have a large exposure to the futures market and other instruments where only initial margins are high these are recorded as contingent liabilities.
Profitability Appraisal
1. Net Profit Margin (%) - Net profit margin aims to find the net amount that is available after all expenses,as a percentage of revenue earned. In simple terms, it can be said that this ratio calculates the amount of revenue that is converted into net profit.
Net Profit
Turnover
Table 7
Net profit margin
2007-08 2006-07
ICICI 13.5% 14.1%
SBI 13.74% 12.19%
Explanation: Net Profit Margin has taken a dip for ICICI bank because of higher cost of funds along with higher growth in interest earned than that in net profit. SBI, on the other hand, has shown a 48.17% growth in its net profit compared to 31.4% growth in
interest earned.
2. Operating Ratio (%) - A ratio that shows the efficiency of company’s management by comparing operating expense to net sales. The smaller the ratio,the greater the organization’s ability to generate profit if revenues decrease. When using this ratio, however,
investors should be aware that it doesn’t take debt repayment or expansion into account.
Operating Expense
Net Sales
Table 8
Operating margin
Explanation: This ratio is the Operating Expenses by Total Sales of the bank and this mainly includes administrative expenses and salaries. This ratio has drastically improved for SBI and this has led to an improvement in the net profit margin for SBI.
3. Interest Expended/ Interest Earned (%) - This ratio is similar to the COGS in a manufacturing concern to find that for the interest it is earning how much is it paying out.
Interest Expended Interest Earned
Table 9
Interest margin
Explanation: This has increased for both the banks because of the increasing CRR (as CRR earn zero or very less interest) and rising interest rates. This again supports our argument above of the high interest cost that ICICI bears due to its inability to raise cheaper funds.
4. Net Interest Margin (%) - This is the ratio which determines the difference between the interest margins earned and the cost of borrowed capital. To calculate the margins generally weighted average of the interest margin and the cost of funds are taken. It examines
how efficiently the interest is generated on the average earning assets. A bank at first wants to
increase this net interest margin.
Investment Returns – Interest Expense
Average Earning Assets
Table 10
Net interest margin
Explanation: Net interest margin for ICICI is expected to continue to be lower than other banks in India until they increase the proportion of low-cost deposits and retail deposits in their total funding.
5. CASA Ratio – This ratio tells us that percentage of the total deposits which comes in the form of current account and saving account. It is important to know this ratio as these funds which come in the form of current and saving account deposits are available at a very cheap cost to the bank and thus reduce the interest cost of the bank. For eg. current account has
an interest earning rate of any where between 0-1% and savings from 3-5%.
Table 11
CASA margin
There been an increase in the CASA ratio of ICICI
Bank because during the past year there was an
increased focus on the Retail Banking model. SBI
Retail Banking has been its core focus and thus it
has always maintained such a high CASA Ratio
6. Net NPAs to Net Advances (%) - Non Performing
Assets (NPAs) are the advances which have become
bad and these are not expected to pay back the loans
and advances taken by them. The ratio shows what
percentage of Net advances have become NPAs. This
ratio helps to find the quality of assets.
Net NPA
Net Advances
Table 12
NPA margin
Explanation: Banks try to keep this ratio to a minimum
possible because NPAs cut the profits as well as
reduce the customer base of the bank. The increase
in non-performing assets was due to higher level of
non-performing assets in the retail portfolio mainly
due to increase in non-performing loans in rural
segment. ICICI has a better NPA rate than SBI which
shows that they are maintaining their assets better
than SBI
Solvency
1. Debt to Equity Ratio* – Debt to Equity in banking
industry is quite high unlike other industries due to
high debts that these companies owe. Unlike other
industries where high D/E ratio indicates bad longterm
liquidity, the business of the banks is carried
out due to debts.
* As such we do not concentrate on this ratio, instead
there is another solvency ratio which is of much
importance to the banks called the ‘capital adequacy
ratio’, which is discussed below. In the year 2006-07,
SBI had a D/E ratio of around 15 whereas ICICI had
the same around 11. This shows that SBI had more
deposit strength than ICICI.
2. Capital Adequacy Ratio - CAR is a measure the ability
of a bank’s to meet its credit risk, operational risk etc.
It is measured by dividing capital by risk weighted
assets.
Table 13
Capital adequacy margin
Tier-I Capital (%) - Equity of Capital adequacy is
divided into two parts – Tier I capital and Tier II
capital. Tier I capital includes equity issued and
reserve and surplus. Tier 2 capital included preference
shares and 50% of subordinate debt.
Table 14
Tier – I Capital margin
Interpretation: As per the capital adequacy guidelines
under Basel I, a bank is required to maintain a
minimum ratio of total capital to risk weighted assets
(CRAR) of 9.0%, at least half of which is required to
be Tier-1 capital. In April 2007, RBI issued the final
guidelines on Basel II. As per Basel II guidelines,
applicable from March 31, 2008, banks are required to
maintain a minimum CRAR of 9.0%, with minimum
Tier I capital ratio of 6%. Both SBI and ICICI are well
above the statutory requirements. Higher the capital
adequacy ratio, the better it is for lenders as the losses
are well covered for them. SBI board has decided to
maintain capital adequacy ratio of more than 11% so
that there is enough space to cover any addition of
riskier assets to the company’s balance sheet. There
is a marked increase in the CAR of ICICI due to
increase in Tier-I Capital of the bank as explained above.
Operating Efficiency
1. Interest income to working funds (%) – Interest
income as a percent of working funds explains the
efficiency with which working funds are used to
generate interest.
Interest Income
Working Funds
Table 15
Interest income margin
Explanation: Working fund is the part of the total
assets that is put to earn income for the bank. SBI
has shown a slight dip in this ratio whereas ICICI has
shown an increase. This shows a better utilization of
resources in generating interest on the part of ICICI.
2. Non - Interest income to working funds – Non-
Interest income as a percent of working funds explains
the efficiency with which working funds are used to
generate income from sources other than interest.
Non-Interest Income
Working Funds
Table 16
Non-interest income margin
Explanation: SBI, though, is lagging behind ICICI in
terms of efficiency in generating non-interest income
from its working funds, but it has shown a rise on
this front whereas ICICI has witnessed a slight fall.
3. Business and Income per Employee (Rs. Cr.) -
Banking being a service industry there is very less
usage of fixed assets and current assets to generate
business. The main business and income generators
are the people or the service providers. Thus it is
very important to identify the efficiency of these
people as we do in a manufacturing firm by identifying
how much income is generated per rupee of
investment.
Table 17
Employee efficiency
Explanation: Similar to all other PSUs, SBI lags behind
in its manpower efficiency. The prime reason why in
spite of having higher cost of funds ICICI Bank
manages a somewhat similar net profit margin is
because of the manpower efficiency that it has.
4. Fixed Asset Turnover Ratio (times)* - This ratio
shows the efficiency of the fixed assets in generating
sales.
Sales
Fixed Assets
Table 18
Fixed assets efficcincy
Explanation: This is very high for SBI because even
though the Net Revenue of SBI is almost 40% higher
than ICICI the Fixed Asset base is almost the same.
This is not because the efficiency of SBI is low but
because much of the premises has been taken on
lease by SBI.
*Again, this ratio is not very significant in a banking
industry.
Return Generation
1. Return on Assets (%): An indicator of how profitable
a company is relative to its total assets. ROA gives
an idea as to how efficient management is at using its
assets to generate earnings.
Net Profit
Average Assets
Table 19
ROAExplanation: Return on assets depicts the profit that
the Bank is generating on its assets. SBI has shown
remarkable improvement in its ROA.
2. Operating profit to working funds – It shows the
operational efficiency of the working funds.
Operating Profit
Working Funds
Table 20
Operating profit margin
Explanation: ICICI has shown an increase of 9 basis
points whereas SBI witnessed an increase of 10 basis
points. This year has been a turnaround year for SBI
as it had shown a decrease of nearly 30 basis points
in the last fiscal. The major reason for this increase is
the staggering growth of 31.08% that SBI has
witnessed in its Operating Profits.
3. Return on Net Worth (%) - Ratio of net income after
taxes to total end of the year Net Worth. This ratio
indicates the return on stockholder’s total equity.
Net Profit after Tax
Net Worth
Table 21
RONW
Explanation: There has been a declining trend in the
RONW for the past 3 years for both the banks one of
the reasons in 2006 – 07 was a reduction in the
profitability margin and another reason has been the
fresh issuance of capital in the past year by both the
banks. An effect of the increase of this capital on the
net profit would take time however the net worth
increases that moment itself thus it reduces the
RONW.
4. EPS, DPS, DPR
Table 22
Earning and Dividend trend
As we see that RONW has reduced quite a lot
however there has been an increase in the EPS this is
because there has been an increase in the NPAT but
not to such an extent that it can impact the RONW.
And in EPS the number of shares are increasing but
not the extent by how much Net Worth is increasing.
5. PE Ratio ( as on 31st March 2008)
ICICI Bank - 19.66
State Bank of India - 15.5
6. Book Value/Share (Rs., as on 31st March 2008)
ICICI Bank - 417.64
State Bank of India - 776.40
Explanation: Book value alone does not really say
much otherwise, but in the case of banking business
where most of the liabilities and assets are more liquid
than in any other industry the book value tells the
value of the share if the company were to be
liquidated.
7. Price : BV (as on 31st March 2008)
ICICI Bank - 1.85
State Bank of India - 2.06
Explanation: Book Value of the share when compared
to the market price helps the investor determine the
value of the share and whether the price for the stock
is expensive or cheap.
Investment Perspective
The long-term investment horizon of the bank is
analyzed as under:
1. Credit : Deposit Ratio (%) - This ratio helps
determine how much of the funds that the bank is
getting are used for giving out credit.
Table 23
Credit margin
Explanation: This helps us understand what
percentage of the funds is being used by the bank in
its core activities. If a bank is using lesser and lesser
of the funds in giving out credit that means it is
focusing on all other activities and not its core
activity. ICICI is far ahead of SBI on this front which
reflects its emphasis on core banking activities. The
hike in the ratio in case of ICICI can be explained due
to the loss in the I-Banking business faced by the
same.
2. Cash Flow Analysis
Table 24
Cash flow – ICICI
Table 25
Cash flow – SBI
Explanation: An interesting point to be noted in the
banking industry is that though most of the banks
have high profits and even higher cash profits from
operations, many banks have a negative cash inflow
due to operating activities.
The major reason being that when advances are more
than the deposits in the year the banks would
generally have a negative cash flow from operating
activities. Thus a positive cash flow from operating
activities generally indicates declining credit/deposit
ratio.
Conclusion
Though both ICICI and SBI have been performing well,
but one aspect where ICICI Bank has lagged in its
performance as compared to its peers in the industry is
the ability to raise funds at a lower cost and even though
the interest income earned as a percentage of the total
income is the same as the industry however the interest
expended is 12% points higher and thus as we see the netprofit as a percentage of total income it’s a little less than
its industry peers . Net Profit Margin has taken a dip for
ICICI bank during the said period because of higher cost
of funds along with higher growth in interest earned than
that in net profit. SBI, on the other hand, has shown a
48.17% growth in its net profit compared to 31.4% growth
in interest earned. Regarding CASA, there has been an
increase in the CASA ratio of ICICI Bank because during
the past year there was an increased focus on the Retail
Banking model. SBI Retail Banking has been its core focus
and thus it has always maintained such a high CASA
Ratio. On cash front, an interesting point to be noted in
the banking industry is that though most of the banks
have high profits many banks have a negative cash inflow
due to operating activities. This is true of IACAI and SBI
both for 2008. The major reason being that when advances
are more than the deposits in the year the banks would
generally have a negative cash flow from operating
activities. Thus a positive cash flow from operating
activities generally indicates declining credit/deposit ratio.
Policy Suggestions
Financial strength is the key to any sector, in particular to
banking sector being the backbone of an economy. As
we have seen above that though both ICICI and SBI have
been performing well, still to improve the situation further,
it is suggested that:
? According to a FICCI survey, the chief strong point
of the Indian banking industry is the regulatory
system, which has enabled India to carve a place for
itself in the global banking scene. Therefore, the
regulatory systems of Indian banks should be more
strengthened to ensure stability, soundness, and
efficiency of the financial sector.
? There should be a ‘Lessening Quality of the Loan
Portfolio.’ Although there was a general deterioration
in the quality of the loan portfolio of the banks, the
extent of the deterioration varied substantially among
individual banks. Overall, these indicators call for an
eye to watch.
? There should be an adequate level of short-term and
long-term financing. There is always a need for the
development of financial structure and policies to
encourage the financial sector to provide both type
of financing. A major issue is the apparent mismatch
between the type of funds required by the private
sector and those provided by the financial system.
Thus the issue is more one of the “types” of funds
rather than the “lack” of funds.
? As for the commercial banking sector, the major
objective is to promote the viability of the banking
system while preserving competitiveness and sound
financial environment. The mobilisation of financial
savings should be in a way which is consistent with
the stability of the financial system. Stability in this
context refers to the ability of the financial system to
withstand disturbances, including those that may arise
internally.
? Reporting and accounting standards and practices
should be more streamlined, particularly in private
sector banks. An improvement of accounting and
disclosure practice would enhance transparency in
financial markets.
References:
? Ali Ataullah,etal. (2006),Economic reforms and bank
efficiency in developing countries: the case of the
Indian banking industry ,Applied Financial
Economics, Volume 16, Number 9, 1 June.
? Annual Report’08 - SBI
? Annual Report’08 - ICIC
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