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INTRODUCTION

Introduction

Axis Bank formerly known as Unit Trust of India (UTI) Bank. Axis Bank was the

first of the new private banks to have begun operations in 1994, as financial services firm.

The establishment of UTI bank is through the central government of India allows private

sectors to establish bank & related organization. The Bank was promoted jointly by the

Administrator of the specified undertaking of the Unit Trust of India (UTI - I), Life Insurance

Corporation of India (LIC) and General Insurance Corporation of India (GIC) and National

Insurance Company Ltd., The New India Assurance Company Ltd., The Oriental InsuranceCompany Ltd. and United India Insurance Company Ltd.

Unit Trust of India Hold a special position in the Indian capital market and has

promoted many financial institution in the country. The UTI Bank changed its name to Axis

Bank in April 2007 to avoid confusion with other similar organization name. The Bank has

strengths in both retail and corporate banking and is committed to adopting the best industry

practices internationally in order to achieve excellence.


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The Bank's Registered Office is at Ahmadabad and its Central Office is located

at Mumbai. The Bank has a very wide network of more than 1042 branches; The Bank has a

network of over 4474 ATMs (as on 30th June 2010) providing 24 hrs a day banking

convenience to its customers. This is one of the largest ATM networks in the country. Axis

Bank Ltd. has been promoted by the largest and the best Financial Institution of the country,

UTI. Axis bank is the 1 st bank in the country to provide a secure debit card-based payment

service. On 24 Feb. 2010, Axis bank announced the launch of AXIS CALL & PAY on a

unique mobile payments solution using Axis bank debit cards. Axis bank is the name decided

by the board of members of the bank. Axis Bank is one of the 1 st private sector banks in the

country and provides a complete suite of corporate and Retail Banking products. The Axis

Bank Ltd (Company profile) is the essential source for Top-level company data and

information. The Axis Bank Ltd. (SWOT analysis) examines the Companys key business

structure and Operations, History and Products, & provides Summary Analysis of its key

revenue lines and strategy. Axis Bank is a banking corporation offering Retail and Corporate

Banking services, including retail loans, corporate & business credit, Forex and Trade finance

services, Investment banking, Depository services and Investment advisory services.

Axis Bank has positioned itself as a bank, which gives higher standard of services through

product innovation for the diverse need of individual & corporate Clients. So they want tohighlight following points in their positioning statement:

Customer Centric

Service oriented

Product innovation

There is a PEST analysis, which means P olitical factors, E conomics factors, Social

factors, T echnical factors which influence the bank in all type of ways. The details are

given below:-

Political factors- Banking act 1949, Rules of reserve Bank of India, CRR ( ), Interest

rates (both deposit & loan), Bank rate, Indian Banking Association, IT act 1961.

Economic factors- Money inflation & deflation, Industrial growth, Liberalization &

globalization policies, Capital market requirement.

Social factors- Income level, Society status, Banking habits and Individual requirement.


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Technical factors- Travel currency card, Redemptions of mutual funds, Internet contact,

Product innovation.

It focuses on increase the service level by technical enhancement.

History of Axis Bank

In 1998

The UTI Bank has 28 branches in urban & semi urban areas as on 31 st July. All the

branches are fully computerized and networked through VSAT. ATM services are available

in 27 branches. The company offers ATM cards, using which account-holders can withdraw

money from any of the banks ATMs across the country, which is inter-connected by VSAT.

UTI Bank has launched a new retail product with operational flexibility for its customers.

UTI Bank promoted by Indias pioneer mutual fund Unit Trust of India along with LIC (Life

Insurance corporation of India), GIC (General Insurance corporation of India),

In 1999

The UTI Bank and Citibank have launched an international co-branded credit card.

The UTI Bank and Citibank have come together to launch an international co-branded credit

card under the Master Card umbrella.

In 2000

The bank has announced the launch of Tele-Depository services for its depository

clients. UTI Bank has launch of iconnect, its Internet Banking products. Geojit Securities

ltd. The 1 st company to start online trading services, has signed with a UTI Bank. An India

bull has signed a memorandum of understanding with UTI bank. The UTI Bank has entered

in to an agreement with Stock Holding Corporation of India for providing loans against

shares.

In 2001


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UTI Bank launched a private placement of non- convertible debentures to raise up to

Rs. 75 Crore. UTI Bank has opened 2 offsite ATMs and 1 Extension counter with an ATM

in Mangalore, taking its total number of ATMs across the country to 355.

In 2002

UTI Bank ltd has informed BSE that shri B.R. Barwale has resigned as a Director of

the bank w.e.f. January 02 2002. UTI Bank ltd has informed that in the meeting of the Board

of Directors decisions were taken- Mr. Yash Mahajan, Vice Chairman and Managing

Director of Punjab Tractors ltd. was appointed as an additional Director. UTI Bank ltd has

informed BSE that a meeting of the Board of Directors of the bank is scheduled to be held on

October 24, 2002.

In 2003

UTI Bank ltd has informed BSE (Bombay Stock Exchange) that at the meeting of

the Board of Directors of the company held on January 16, 2003. Shri R.N. Bharadwaj,

Managing Director of LIC has been appointed as an Additional Director of the bank. UTI

Bank (private sector bank) has opened a branch at Nellore. The Banks Chairman and

Managing Director, Dr. P.J. Nayak, inaugurating the bank branch at GT road on May 26. UTI

has been authorized to launch 16 ATMs on the Western Railway stations of Mumbai

Division. UTI Bank allots shares under Employee Stock option Scheme to its employees.

UTI Bank ties up with UK government fund for contract farming. UTI Bank opened new

ATM in Sikkim.

In 2004

UTI Bank ltd has informed that Shri Ajeet Prasad, Nominee of the Administrator of

the Specified Undertaking of the Unit Trust of India (UTI) has been appointed as an

additional Director of the bank w.e.f. January 20, 2004. UTI bank open new branch in Udupi.

UTI Bank installs ATM in Thiruvananthapuram. UTI Bank has launches Remittance Card

in association with Remit to India, offering money-transfer services.

In 2005


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UTI Bank enters in to a partnership with Bajaj Allianz for selling general insurance

products through its branch network. UTI Bank launches its 1 st Satellite Retail Assets Centre

(SRAC) in Karnataka at Mangalore.

In 2006

UTI Bank announces the launch of its Credit Card Business. UTI Bank becomes the 1 st

Indian Bank to successfully issue Foreign Currency Hybrid Capital in the International

Market. UTI Bank Business Gold Debit Card, Master Card launched.

In 2007

Axis Bank Ltd has informed that consequent upon handing over charge as

administrator of the Specified Undertaking of the Unit Trust of India (SUUTI), Shri S.B.

Mathur, the nominee Director of SUUTI has resigned as a Director of the bank w.e.f.

December 06, 2007. Axis Bank Ltd has appointed Shri K.N. Prithviraj as an additional

Director on the Board at Directors of the Bank. Company name has been changed from UTI

Bank ltd to Axis Bank Ltd. on 30 July 2007.

In 2008

Axis Bank launches Platinum Credit Card, Indias 1 st EMV chip based card. Axis

Bank set up its branch at Ilanji at Meenakshi Nagar on the Madurai road on April 16.

In 2009

Axis Bank said its board has recommended the appointment of Shikha Sharma,

currently chief of ICICI groups Life insurance business, as its next Managing Director and

CEO. Axis Bank has set up a new branch at perumbavoor. The bank has a network of 832

branches along with 8 extension counters and 3622 ATMs across the country. Axis Bank ltd.

has informed that the Board of Directors of the Bank at its meeting held on June 01, 2009

Smt. Shikha Sharma as an additional Director of the bank. Axis Bank has received final

clearance from the Securities and Exchange Board of India (SEBI) to begun its mutual fund

operations and will launch debt and equity schemes soon where as IDBI Bank is awaiting the

regulators permit for an entry. Axis Bank opened the new branch also. It has a network of 892 branches, 8 extension counters and 3806 ATMs across the country.


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In 2010

Axis Bank has a network of 1042 branches, and 4474 ATMs across the country as on

30th June 2010. Axis Bank ltd has informed that at the meeting of the Board of Director held

on January 15, 2010. The decisions were taken:

To appoint Dr. Adarsh Kishore, former Finance Secretary, Government of India and

Former Executive Director, International Monetary Fund Representing Bangladesh,

Bhutan, India and Sri Lanka.

To appoint Shri S.B.Mathur, former Chairman, LIC and the National Stock

Exchange of India, as an Additional Director.

Introduction of 5s Japanese technique

5s is a basic fundamental systematic approach for productivity quality and safety

improvement in all types of business. The 5s program focuses on having Visual order,

Organization, Cleanliness and Standardization. You can expect a result from a five S programare: Improved profitability, Efficiency, Service and Safety. The method is developed in Japan

(5s stands for 5 Japanese words that start with the letter S).

Seiri (sort): Sort out what is needed and what is not needed.

Seiton (straighten): Arrange essential things in order for easy access.

Seiso ( scrub): Keep machines and work areas clean.

Seiketsu (standardize): Make cleaning and checking a routine practice.

Shitsuke (sustain): Make the 5s a way of life, it requires discipline.

The term 5s derives from a list of five Japanese words- Seiri, Seiton, Seiso, Seiketsu

and Shitsuke . The meanings of all the Japanese words are as follows.

Seiri Proper Arrangement , Seiton Orderliness

Seiso Cleanliness

Seiketsu Cleaned up

Shitsuke Discipline


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Sorting Sorting of belongings as per need & wants of the work place and should be related

to work.

Systematic Arrangement # Everything on decided place/ right place.

# Systematic layout of work place

# Every single item must be located its own place for safekeeping.

# Each location must be labeled for easy identification.

Spic & Span To check for sorting out and systematic arrangement and should beeffectively carried out to check and to keep workplace clean.

Standarisation--- Defining of measures/Standards by which personnel must measure andmaintain cleanliness.

Self Discipline--- People should themselves observe cleanliness & orderliness at all times,without having to be reminded by management.

5S The Japanese Management Philosophy


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Introduction

5S is a system to reduce waste and optimize productivity through maintaining an orderly

workplace and using visual cues to achieve more consistent operational results.

The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and

Sustain (Shitsuke), provide a methodology for organizing, cleaning, developing, and

sustaining a productive work environment. In the daily work of a company, routines that

maintain organization and orderliness are essential to a smooth and efficient flow of

activities. This lean method encourages workers to improve their working conditions and

helps them to learn to reduce waste, unplanned downtime, and in-process inventory.

It also would result in the organization of tools and materials into labeled and color codedstorage locations. 5S provides the foundation on which other lean methods, such as TPM,

cellular manufacturing, just-in-time production, and six sigma can be introduced.

Method and Implementation Approach5S is a cyclical methodology: sort, set in order, shine, standardize, and sustain the cycle. Thisresults in continuous improvement.

The 5S Pillars

Sort

Sort, the first S, focuses on eliminating unnecessary items from the workplace that are not

needed for current production operations. An effective visual method to identify these

unneeded items is called red tagging, which involves evaluating the necessity of each item

in a work area and dealing with it appropriately. A red tag is placed on all items that are not

important for operations or that are not in the proper location or quantity. Once the red tag

items are identified, these items are then moved to a central holding area for subsequent

disposal, recycling, or reassignment. Organizations often find that sorting enables them to

reclaim valuable floor space and eliminate such things as broken tools, scrap, and excess raw

material.

Set In Order

Set In Order focuses on creating efficient and effective storage methods to arrange items so

that they are easy to use and to label them so that they are easy to find and put away. Set in

Order can only be implemented once the first pillar, Sort, has cleared the work area of

unneeded items. Strategies for effective Set In Order include painting floors, affixing labels


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and placards to designate proper storage locations and methods, outlining work areas and

locations, and installing modular shelving and cabinets.

Shine

Once the clutter that has been clogging the work areas is eliminated and remaining items are

organized, the next step is to thoroughly clean the work area. Daily follow-up cleaning is

necessary to sustain this improvement. Working in a clean environment enables workers to

notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments.

These changes, if left unattended, could lead to equipment failure and loss of production.

Organizations often establish Shine targets, assignments, methods, and tools before beginning

the shine pillar.

Standardize

Once the first three 5Ss have been implemented, the next pillar is to standardize the best

practices in the work area. Standardize, the method to maintain the first three pillars, creates a

consistent approach with which tasks and procedures are done. The three steps in this process

are assigning 5S (Sort, Set in Order, Shine) job responsibilities, integrating 5S duties into

regular work duties, and checking on the maintenance of 5S. Some of the tools used in

standardizing the 5S procedures are: job cycle charts, visual cues (e.g., signs, placards,

display scoreboards), scheduling of five-minute 5S periods, and check lists. The second

part of Standardize is prevention preventing accumulation of unneeded items, preventing

procedures from breaking down, and preventing equipment and materials from getting dirty.

Sustain

Sustain, making a habit of properly maintaining correct procedures, is often the most

difficult S to implement and achieve. Changing entrenched behaviors can be difficult, and the

tendency is often to return to the status quo and the comfort zone of the old way of doing

things. Sustain focuses on defining a new status quo and standard of work place organization.

Without the Sustain pillar the achievements of the other pillars will not last long. Tools for

sustaining 5S include signs and posters, newsletters, pocket manuals, team and management

check-ins, performance reviews, and department tours. Organizations typically seek to

reinforce 5S messages in multiple formats until it becomes the way things are done. Proper

discipline keeps the 5S circle in motion.


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The 5-S practice is a technique used to establish and maintain quality environment in

an Organisation. The 5-S technique has been widely practiced in Japan. Most Japanese 5-S

practitioners consider 5-S useful not just for improving their physical environment, but also

for improving their thinking processes. The 5-S can help in all stratas of life. Everyday

problems could be solved through adoption of this practice. The clear meaning of all 5 S

Japanese words can understand by following table.

JAPANESE ENGLISH MEANING EXAMPLESeiri Structure Organisation Throw away rubbish

Seiton Systematic Neatness 30-second retrieval of a documentSeiso Sanitise Cleaning Individual cleaning responsibility

Seiketsu Standardise Standardisation Transparency of storageShitsuke Self-Discipline Discipline Do 5-S daily

How to Implement the 5-S

5-S implementation requires commitment from both (The top management + everyone in

the organization). It is also important to have a 5-S champion to lead the whole organization

towards 5-S implementation step-by-step. The following steps will help you to achieve

success.

Step 1: Top Management Commitment and preparedness

You have to sell the idea of the 5-S to the most senior executive of your organization.

In promoting the 5-S activities, the important thing is to do them one at a time and to do each

thoroughly. Even the little things have to be taken seriously if they are to make any

meaningful impact. This process can be stratified as follows: -

Make a decision and implement it Make tools and use them. Do things that demand improvement as pre- requisites Do things that require help from other departments.

Step 2: Draw up a Promotional Campaign

The 1 st thing to do for a promotion campaign is to set up a timetable. The keyactivities are as follows: -


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Get top-management commitment, assess status- quo and establish implementation plan.

5-S workshop for 5-S facilitators, which is based on the 5-S Audit Worksheet. 1st 5-S day- Organization (throw away things you do not need) Daily 5-S activities by everyone. 2nd 5-S day- Neatness (name everything and assign locations) 3rd 5-S day- Cleaning (all- together house cleaning) 4th 5-S day- Standardization (visual management & transparency for things) 5th 5-S day- Discipline (do your own 5-S audit) Grand prize presentation for the best 5-S department/section. Review and plan for next 5-S campaign.

Step 3: Keeping Records

It is important to keep records not only of decisions made but also of the problems

encountered, actions taken and results achieved. If past practice has been recorded

people will have a sense of progress and improvement over time. There are a number

of tools for keeping records, these are:

Log Books Photographs Videos

Step 4: 5-S Training

The 5-S activities are all directed at eliminating waste and effecting continuous

improvement in the work place. As you go on, you will notice that there are always additional

5-S problems to solve. Training should also include section-wide or company-wide meetings

where people can announce their results. It is important that people know, how to use the

computer to do charts and graphs even if it is not part of their job description.

Step 5: Evaluation

It is very easy to get in to a routine with 5-S activities particularly because they demand

constant everyday attention to routine details. It is difficult to make alert 5-S activities a part

of the daily routine. Workplaces evaluations are needed to keep everyone, what is happening

and to spot problems before develop in to major complications. Your evaluation tools are the

keys and it is as simple as using the 5-S audit worksheet as your evaluation criteria.


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5S A JAPANESE WAY OF MANAGING WORKPLACE

Cleanliness is next to godliness. Everyone, including animals prefers cleanliness. Many

organizations, particularly manufacturing sectors, have overgrow their premises, because of

increase production, increased manpower, accumulation of materials & machinery over years

of production activity. This has led to cluttered, undirty workplaces with increased risk of

accidents.

The health & safety executive recognized this problem and set up Health & safety

Laboratories (HSL) to evaluate a technique that is widely used in Japan. This technique is

called 5-S. This is a method for establishing and maintaining a quality-working environment.

5S are derived from the 1 st letters of the word SEIRI, SEITON, SEISO, SEIKETSU and

SHITSUKE , which means Sorting, Set in order, Shine or Scrub, Standardize and Sustain or

Self-discipline respectively. This article aims at explaining the importance of 5S in todays

scenario. It describes all the 5S and methods of implementing 5S.

ELIMINATION OF WASTE

When the Japanese say elimination of waste this mean essential minimum amount of

workers, equipment and materials necessary to meet demand. This means no safety stock, no

inventory stored for use in production requirements.

Just-in-time (JIT) production is an important part of waste elimination. In fact, JIT has often

been defined as the elimination of waste. JIT is the production of precisely the necessary unit

in the correct quantity at the correct time in order to maintain perfect performance to

schedule. Finally, the Japanese utilize a number of quality control techniques to ensures

maximized quality and minimized waste.


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Objective of Study

To study the satisfaction level of customers of Axis bank.

To know implementation and awareness of 5-S Japanese technique in an Axis Bank.

To identify the perception of customers about their banks.

To reduce wastage of time and money through implementing the 5-S Japanese

technique in a bank.


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COMPANY PROFILE

In the financial sector, the Bank has delivered a very strong performance with a net profit of Rs. 2,514.53 crores (38.51% higher than the net profit of Rs. 1,815.36 crores last year). Basic

Earnings per Share (EPS) of Rs. 65.78 (29.97% higher than the EPS of Rs. 50.61 in 2008-09)

and a Return on Equity (ROE) of 19.89% compared to 19.93% last year. In 2009-10, the total

income was Rs. 15,583.80 crores, while 2008-2009 the total income was Rs. 13732.36,

increasing by Rs. 1,851.44 crores or 13.48% over last year.

During the period the operating revenue rose 35.96% to Rs. 8,950.27 crores,

Operating revenue is any type of income that is generated as a result of the day-to-day

operations of a business. Operating revenue is not the same as operating profit, which is the

more commonly used in financial statement analysis. While operating profit increased by

40.69% to Rs. 5,240.55 crores.

Operating profit means the profit earned from a firms normal core business

operations. This value does not include any profit earned from the firms investment. It is

also called EBIT (Earning before interest & Tax). The Net Interest Income (NII) grew by Rs.

1,318.28 crores to Rs. 5,004.49 crores, rising 35.76%, due in large measure. The total earning

assets of the Bank increased by 20.46% to Rs. 1,33,308.75 crores from Rs. 110,663.96 crores

last year. The share of CASA deposits in the total deposits of the Bank on a daily average

basis rose sharply by 429 basis points from 36.10% last year to 40.39% while the cost of term

deposits fell 189 basis points from 9.41% last year to 7.52%. As a result, the Net Interest

Margin (NIM) climbed 42 basis points over the year. In the last four quarters, the NIM has

consistently improved: from 3.34% in Q1, to 3.52% in Q2, 4.00% in Q3 and 4.09% in Q4.


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corporate advances (comprising large and mid-corporate accounts) were Rs. 52,503.53

crores, growing by Rs. 11,292.63 crores or 27.40% over last year. During the same period,

advances to the SME segment (including micro finance) were Rs. 19,482.65 crores,

increasing by Rs. 3,405.95 crores, or 21.19% over last year, while agricultural lending stood

at Rs. 11,534.04 crores, increasing by Rs. 3,316.65 crores or 40.36% over the year. Retail

loans were Rs. 20,822.90 crores, increasing by Rs. 4,771.12 crores or 29.72% from last year.

The Bank's total investments were Rs. 55,974.82 crores, increasing by Rs. 9,644.47 crores or

20.82% over last year.

The total assets of the Bank's overseas branches as on 31 March 2010 were Rs. 13,921.42

crores, increasing by Rs. 2,245.93 crores or 19.24% over last year. The Bank crossed a

landmark on 29 March opening its 1000 branch at Bandra West, Mumbai. The Bank is now

present in all states and Union Territories (except Lakshadweep) and is present in 401 of the

626 district headquarters in the country.

During 2009-10, 200 branches (including service branches/CPC) were

added to the Bank's network, taking the total number of branches and Extension Counters

(ECs) to 1,042 as on 30 June 2010 from 835 last years. Of these, 332 branches are in semi-

urban and rural areas and 710 branches are in metropolitan and urban areas. The ATM

network of the Bank grew from 3,595 last years to 4,474 at the end of FY 2010. During the

year under review, the Bank raised capital in the form of equity and debt to support future

growth.

The paid up capital of the Bank as on 31 March 2010 rose to Rs. 405.17 crores

from Rs. 359.01 crores as on 31 March 2009. The shareholding pattern of the Bank as of 31

March 2010 is stated below:

S.No. Name of Shareholders % of paid up

capital1. Administrator of the Specified Undertaking of the Unit

Trust of India (UTI-I)24.00

2. Life Insurance Corporation of India 10.273. General Insurance Corporation and four PSU Insurance

Companies4.27

4. Overseas Investors including FIIs/ OCBs/ NRIs 33.68

5. Foreign Direct Investment (GDR issue) 8.37


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6. Other Indian Financial Institutions/ Mutual Funds/ Banks 7.07

7. OthersTotal

12.34100.00

The Bank's shares are listed on the NSE and the BSE. The GDRs (Global Depositary

Receipt) issued by the Bank are listed on the London Stock Exchange (LSE). The Bonds

issued by the Bank under the MTN programme are listed on the Singapore Stock Exchange.

The Bank's EPS for 2009-10 has risen to Rs. 64.31 from Rs. 50.27 during 2008-09. In view

of the overall performance of the Bank, future outlook and the objective of rewarding

shareholders with cash dividends while retaining capital to maintain a healthy capital

adequacy ratio to support future growth, the Board of Directors has recommended a higher dividend of Rs. 12.00 per share on equity shares, compared to Rs. 10.00 per share declared

for the last year. This increase reflects our confidence in the Bank's ability to consistently

grow earnings over time.

SUBSIDIARIES

The Bank has set up five wholly-owned subsidiaries: Axis Securities and Sales

Ltd., Axis Private Equity Ltd., Axis Trustee Services Ltd. Axis Asset Management Company

Ltd. and Axis Mutual Fund Trustee Ltd. Axis Securities and Sales Ltd. was set up in

December 2005 (originally incorporated as UBL Sales Ltd., renamed as Axis Sales Ltd. in

2007 and now rechristened as Axis Securities and Sales Ltd. on 5 April 2010) to market

credit cards and retail asset products. The objective of setting up the subsidiary was to build a

specialized force of sales personnel and optimize operational efficiency only. In October

2006, the Bank set up Axis Private Equity Ltd., primarily to carry on the activities of

managing equity investments and provide venture capital support to businesses. Axis TrusteeServices Company Ltd. was established in May 2008 to engage in trusteeship activities (e.g.

acting as a debenture trustee, Axis Asset Management Company Ltd. was set up primarily to

carry on the activities of managing a mutual fund business in January 2009 and in the same

year, Axis Mutual Fund Trustee Ltd. was set up, to act as the trustee for the mutual fund

business.


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AXIS BANK LIMITED - BALANCE SHEET

(BALANCE SHEET AS ON 31 MARCH 2010)

As onAs on

31-03-2010 31-03-2009 (Rs. in Thousands) (Rs. in Thousands)

CAPITAL AND LIABILITIES

Capital 4,051,741 3,590,051Reserves & Surplus 156,392,749 98,545,835Employees' Stock Options Outstanding (Net) 1,734 12,111Deposits 1,413,002,175 1,173,741,052Borrowings 171,695,512 155,198,710Other Liabilities and Provisions 61,334,608 46,132,728

TOTAL 1,806,478,519 1,477,220,487

ASSETS

Cash and Balances with Reserve Bank of India 94,738,756 94,192,103Balances with Banks and Money at Call and Short Notice 57,325,631 55,976,854Investments 559,748,156 463,303,514Advances 1,043,431,188 815,567,658Fixed Assets 12,224,199 10,728,873Other Assets 39,010,589 37,451,485

TOTAL 1,806,478,5191,477,220,487


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Contingent liabilities 3,182,052,9162,092,603,126Bills for collection 192,928,684139,573,115

AXIS BANK LIMITED - PROFIT & LOSS ACCOUNT

(PROFIT & LOSS ACCOUNT FOR THE YEAR ENDED 31 MARCH 2010)

Year ended Yearended

31-03-2010 31-03-2009 (Rs. in Thousands) (Rs. in Thousands)

INCOME

Interest earned 116,380,215 108,354,856

Other income 39,457,819 28,968,781

TOTAL 155,838,034 137,323,637

EXPENDITURE

Interest expended 66,335,261 71,492,742Operating expenses 37,097,223 28,582,127Provisions and contingencies 27,260,217 19,095,184

TOTAL 130,692,701 119,170,053

NET PROFIT FOR THE YEAR (I - II) 25,145,333 18,153,584Balance in Profit & Loss Account brought forward


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from previous year 23,480,865 15,538,689

AMOUNT AVAILABLE FOR APPROPRIATION 48,626,198 33,692,273

APPROPRIATIONS :Transfer to Statutory Reserve 6,286,333 4,538,396Transfer to Investment Reserve 148,750 622Transfer to Capital Reserve 2,239,176 1,467,231Transfer to General Reserve 3,109 -Proposed Dividend (includes tax on dividend) 5,674,493 4,205,159Balance in Profit & Loss Account carried forward 34,274,337 23,480,865

TOTAL 48,626,198 33,692,273

EARNINGS PER EQUITY SHARE(Face value Rs.10/- per share) (Rupees)Basic 65.78 50.61

Diluted 64.31 50.27

AXIS BANK LIMITED - CASH FLOW STATEMENT

CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2010

Year ended Year ended31-03-2010 31-03-2009

(Rs. in Thousands) (Rs. in Thousands)

Cash flow from operating activities Net profit before taxes 38,513,633 27,851,939

Adjustments for:Depreciation on fixed assets 2,343,218 1,886,663Depreciation on investments (222,334) 1,078,002Amortization of premium on Held to Maturity investments 829,739 927,742Provision for Non Performing Advances/Investments 13,570,445 7,322,127General provision on securitized assets - (6,437)Provision on standard assets (9,100) 1,055,000

Provision for loss in present value for agricultural assets - 6,900Provision for wealth tax 3,483 2,883Loss on sale of fixed assets 38,707 81,999Provision for country risk (15,300) 3,500


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Contingent provision against derivatives - (719,733)Provision for restructured assets 564,722 654,586Amortization of deferred employee compensation (230) (2,510)

55,616,983 40,142,661

Adjustments for:(Increase)/Decrease in investments (49,859,981) (35,356,100)(Increase)/Decrease in advances (241,808,777) (225,884,514)Increase/(Decrease) in borrowings (excluding subordinated debt,

perpetual debt and upper Tier II instruments) (1,717,478) 45,614,357Increase/(Decrease) in deposits 239,261,124 297,478,846(Increase)/Decrease in other assets 215,852 (8,262,795)Increase/(Decrease) in other liabilities & provisions 13,727,672 2,828,679Direct taxes paid (15,146,740) (11,044,801)

Net cash flow from operating activities 288,655 105,516,333

Cash flow from investing activitiesPurchase of fixed assets (4,065,926)(3,867,421)(Increase)/Decrease in Held to Maturity investments (47,352,587)(93,950,560)Proceeds from sale of fixed assets 188,676398,386

Net cash used in investing activities (51,229,837)(97,419,595)

40Cash flow from financing activitiesProceeds from issue of Subordinated debt,Perpetual debt and Upper Tier II instruments (net of repayment) 18,214,280 19,050,630Proceeds from issue of Share Capital 461,690 12,954Proceeds from Share Premium (net of share issue expenses) 38,570,041 375,614Payment of Dividend (4,205,287) (2,515,993)

Net cash generated from financing activities 53,040,724 16,923,205

Effect of exchange fluctuation translation reserve (204,112) 106,610 Net increase in cash and cash equivalents 1,895,430 25,126,553Cash and cash equivalents at the beginning of the year 150,168,957 125,042,404Cash and cash equivalents at the end of the year 152,064,387 150,168,957


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Appendices


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BIBLIOGRAPHY

Book: - Research MethodologyAuthor: - Sharma D.D

Book:- Organizational Behaviour Author: - Robbins & L.M Prasad

Websites:- www.axisbank.com

www.google.com

www.16th annual report of axis bank.com
http://www.axisbank.com/http://www.google.com/http://www.axisbank.com/http://www.google.com/

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