Effectiveness of Core Banking at Corporation Bank Project Report

To Determine the Effectiveness of Core Banking On Cash Flow
EXECUTIVE SUMMARY
The Indian economic is growing. There are various factors contributing for the development of economy. One of the industries which have revolutnalise the economy is banking. Change in the IT & faster growth has changed the banking operations to a great extent. Banking operations have led to a great development of economy & meeting customers needs. Among various sectors that bank is involved, Core Banking is one area that has changed gradually in meeting dynamic needs of customers.
COMPANY PROFILE:
Corporation bank was founded in the year 1906 in Udupi by the founder Mr. khan abdul. Its headquarter is at Mangalore, the chairman of the organization is Mr.sambmurthy as a key person to the organization. This industry holds banking services and having different banking products its present revenue is 110722 crores and net income for the present year is 2143.09 crores respectively. TITLE OF THE PROJECT To Determine the Effectiveness of Core Banking On Cash Flow of corporation bank at RNR BRANCH. BACKGROUND OF PROJECT TOPIC Since corporation bank at RNR BRANCH has introduced the concept of core banking recently. The Management, in this survey wants to find out the growth percentage of cash flow by introduction of core banking solutions & also to know the impact of core banking on employees & customers of corporation Bank.
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NEED FOR THE STUDY

Since the research is to determine the effectiveness of core banking solutions On cash flow statements of corporation bank at RNR BRANCH. Therefore the need for the study is limited to corporation bank at RNR BRANCH.
OBJECTIVES OF THE STUDY

The main objective of the study is to determine the effectiveness of core banking on cash flow. To know the impact of core banking on employees & customers of corporation Bank. To analyze the core banking Activities
LIMITATIONS
1) A sample of 100 customers & 10 employees of the bank were chosen for the purpose of study. 2) The study was restricted to 4 months. 3) There were some difficulties when asked for personal details like cell numbers were asked.
METHODOLOGY
Data Collection Method To fulfill the objectives of my study, I have taken both into considerations viz primary & secondary data. Primary Data: Primary data was collected through making survey, which is systematic collecting of information directly from the respondents i.e. through Questionnaires. Secondary Data: Secondary data was collected through Organizational records. 2
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FINDINGS
Employees of the bank should be given proper training with respect to core banking. Customers should be educated with respect to all the benefits available with the core banking. The concept of core banking should be speeded up so that it saves the time of employees & customers.
SUGGESTIONS
The project analysis has helped in knowing the satisfaction level of the Employees based on the analysis it was found that majority of the employees are satisfied, the satisfaction level could further be increased if the employees are given proper training with respect to core banking.
CONCLUSION
The study was conducted to understand the effectiveness of core banking cash flow of corporation bank RNR BRANCH. To serve the state objective of the survey, the response has been collected from 10 employees & 100 customers of the bank & also an analysis was being made on cash flow statement of corporation bank for a period of 2 years, which helped in knowing the growth percentage on cash flow after the introduction of core banking, from the analysis it was found that there has been an 43% increase on cash flow as compared to previous years.
RECOMMENDATIONS
All the details with respect to core banking should be displayed at the Counter hall so that the customers come to know the procedure instead of wasting their time.
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INTRODUCTION TO THE TOPIC:
The title of the project report is To Determine the Effectiveness of Core Banking On Cash Flow of corporation bank at RNR BRANCH. Core Banking is normally defined as the business conducted by a banking institution with its retail and small business customers. Many banks treat the retail customers as their core banking customers, and have a separate line of business to manage small businesses. Larger businesses are managed via the Corporate Banking division of the institution. Core banking basically is depositing and lending of money. Normal core banking functions will include deposit accounts, loans, mortgages and payments. Banks make these services available across multiple channels like ATMs, Internet banking, and branches. Core Banking Solutions is new jargon frequently used in banking circles of India. The advancement in technology especially internet and information technology has lead to new way of doing business in banking. The technologies have cut down time, working simultaneously on different issues and increased efficiency. The platform where communication technology and information technology are merged to suit core needs of banking is known as Core Banking Solutions. Here computer software is developed to perform core operations of banking like recording of transactions, passbook maintenance, and interest calculations on loans and deposits, customer records, balance of payments and withdrawal are done. This software is installed at different branches of bank and then interconnected by means of communication lines like telephones, satellite, internet etc. It allows the user (customers) to operate accounts from any branch if it has installed core banking solutions. This new platform BABASAB PATIL
has changed the way banks are working. Now many advanced features like regulatory requirements and other specialized services like share (stock) trading are being provided.As the concept is new its necessary to know the effectiveness of core banking solutions. As a project handler, we are interested to understand how the concept works. Core banking is said to be effective, if it is feasible from the view point of customers and bankers as well. Today in the present scenario, every banking concern follows the system concepts for its smoothing operation but at the same time the quality of system operations is equally important. It should be helpful and fit from both the angles. To measure the effectiveness of core banking solutions the questionnaire was drawn which contains some question to solicit the information. Everything has been taken into account so as to conclude with the final results.
NEED FOR THE STUDY

Since the research is to determine the effectiveness of core banking solutions on cash flow statements of corporation bank at RNR BRANCH. Therefore the need for the study is limited to corporation bank at RNR BRANCH. To know the impact of core banking on employees & customers of corporation Bank. To analyze the core banking Activities Since corporation bank at RNR BRANCH has introduced the concept of core banking recently. The Management, in this survey wants to find out the growth percentage of cash flow by introduction of core banking solutions & also to know the impact of core banking on employees & customers of corporation Bank.
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ORGANIZATION PROFILE
CORPORATION BANK
Type Founded
Public (BSE, NSE:CORPBANK) Udipi, 1906
Headquarters
Corporation Bank, CORPORATE OFFICE , Mangaladevi Temple Road Pandeshwar Mangalore 575 001 India
Key people Industry Products Revenue Net income Website
Chairman B. Sambamurthy Banking Loans, Credit Cards, Savings, Investment vehicles, etc. Rs 1107.22crore (2008-09) Rs 2,143.09 crore (2008-09) http://www.corpbank.com/
BRIEF HISTORY
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Established in the year 1906, Corporation Bank is an organization based on the traditional Indian values of service to the community. Corp Bank is regarded as one of the well-run banks in the comity of Public Sector Banks in the country. The Bank has a unique history of 100 years of successful Banking and has stood the test of time by growing steadily, offering vast, varied and versatile services with a personal touch. Today, its good customer service, preeminent track record in House Keeping, adherence to Prudential Accounting norms, consistent profitability and adoption of modern technology for betterment of customer service have earned the Bank a place of pride in the Banking Community. The Bank has been richly endowed with a relatively young, dynamic and efficient manpower, which is the key factor of the Banks success. Excellence in performance and uniqueness in customer service form the central core of the Banks organizational culture. The growing confidence of its clientele is well reflected in the Banks performance in all critical areas of its Operations all through the year. The Bank is a Public Sector Unit with 57.17% of Share Capital held by the Government of India. The Bank came out with its Initial Public Offer (IPO) in October 1997. The Banks Net Worth stood at Rs. 3,374.89 core as on 31.03.2008.
Corporation Bank (Profile)

Metro 251 Branches.
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Personal Banking Branch 28. Urban & Port Town Branches 230. CAPS Branches 10. Industrial Finance Branch 6. Semi-Urban 181 Branches. SSI Branches 4. Rural Branches 173 .
Asset Recovery Branches 5. Housing Finance Branches 4. Overseas Branches 2. Commercial Banking 2. NRI Branches 1. Service Branches 11. Commercial & Personal Banking 66. Foreign Exchange Service Br. 1. Fast Collection Service 5*. BRANCH NETWORK During the financial year 2005-06, 58 branches were opened, thereby taking the number of branches to 835 as on 31.03.2008, spread over 23 states and 2 union territories. Out of the above, the numbers of specialized branches are 145.The number of Extension Counters as on 31.03.2008 stood at 53. Business growth and branch network expansion Necessitated fresh recruitment to the extent of 966 employees during the year. The total staff strength stood at 12465 on 31st March, 2009 compared to 12011 in the previous year. 21.2 The staff productivity in the Bank increased from Rs.839.19 lakhs as on 31.03.2008 to Rs.1048.86 lakhs as on 31.03.2009, recording a growth of 24.98%. Net Port per employee increased from Rs.4.79 lakhs to Rs.7.64 lakhs during the year. The Bank has been following the guidelines for reservation in employment to
speci.ed categories. During the year, 82 employees belonging to Scheduled BABASAB PATIL 8
Caste/Scheduled Tribe category were promoted to the next higher cadre. The representation of Scheduled Caste/Scheduled Tribe employees in the total staff strength was 3166 as on 31.03.2009, constituting 25.40% of the total employees. The Bank also has a fair representation of other reserved categories. As on 31st March, 2009, 1401 Other Backward Communities, 219 Physically Handicapped and 629 Ex-servicemen were on the rolls of the Bank. ADVERTISING AND PUBLICITY The Bank continued to communicate messages on products, services, interest rates and the performance of the Bank to the customers, shareholders and the general public through mass media. In order to bring more customers into its fold, the Bank launched various promotional campaigns during the year. During the year, concerted efforts were made for brand building and the Bank continued to communicate messages on its products, services, interest rates and the performance to the customers, shareholders and the general public through advertisements and outdoor publicity units. MARKETING INSURANCE PRODUCTS Under life insurance, the Bank has mobilized first premium business aggregating to Rs.51.04 Core as against the target of Rs. 40.84 Crore in the previous year. Bank could mobilize premium under General Insurance aggregating Rs.14.01 Crore. Under Mutual Fund Business, the bank has mobilized a fund business of Rs. 55 Crore as against the target of Rs. 40 Crore fixed for just concluded fiscal. As at the end of March, 2008 total number of accounts outstanding under Corp Jeevan Raksha Scheme and Corp Jeevan Griha Raksha Scheme have reached a level of 36000 and 3300.
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Clientele acquisition is thrust area for marketing network put in place in the Bank. Pay Roll Savings Bank accounts with attractive features are offered for this purpose. Similarly, campaigns are held for acquisition of new customers under Current, Savings and Retail Term Deposits. Bank has added more than 3.30 lakhs new customers during the financial year taking the overall clientele base to over 63 lakhs.
The Bank has introduced various innovative techno savvy products/services and revised various existing schemes during the year to suit the convenience of the customers by focusing on the ever-increasing customer needs.
New Products/Services introduced and existing schemes revised during the year include: Corp Pragathi Savings Bank a/c: No Frills Savings Bank account aimed at the low income segment to achieve the Financial Inclusion goal of the Central Government. Acquiring of MasterCard: The Bank has tied up with MasterCard International wherein MasterCard Debit / Credit card holders can access their accounts through our ATMs.
ATMs:
With the accelerated thrust for ATM network, in tune with the changes and customer preferences, the Bank has operationalised and networked 100 additional ATMs during the year 2005-06 taking the total number of ATMs to 901 across the country.
Automated Teller Machines

The Bank has operationalised and networked 75 additional ATMs, taking the total number of ATMs to 1032, across the country. Firewall has been installed at the Banks FTS Centre, Bangalore. The Banks Switch has been upgraded to Triple DES. Direct Tax payment through ATMs successfully tested, pending for launching. Real Time VISA Money transfer instantaneous credit to the customer, is in the pipeline for implementation. Varied by Visa (VbV) with a view to ensure better security for card not present transactions for e-commerce transactions will be made live shortly.
Bio-Metric ATMs
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The Bank has installed 7 Bio-metric ATMs to cater to the requirements of rural clientele on pilot basis. After seeing the performance of these ATMs, the Bank proposed to examine the feasibility of expanding the network of such ATMs at other Rural/Semi Urban areas so as to facilitate the rural populace to have access to products and services that are on par with the metro locations.
Social Concern
As in the previous years, during 2005-06 too the Bank took several steps to fulfill its social commitment. The Bank donated Rs.1.00 crore to the Maharashtra Chief Ministers Relief Fund (Natural Calamities) to provide relief to the people affected by the flood in Mumbai during August, 2005. An amount of Rs.100 lakhs was donated to the Karnataka Chief Ministers Drought and Natural Calamities Relief Fund for relief and rehabilitation of the victims of the flood in Karnataka. Further, an amount of Rs.100 lakhs was donated to Indraprastha Cancer Society and Research Centre, New Delhi towards spreading awareness amongst the people about the fatal ailment. As a centenary celebration project the Bank dedicated a modern library and numismatic museum to the citizens of Mangalore at a cost of Rs.2.31 crore. The Bank also set up libraries in 25 villages in the states of Karnataka, Tamilnadu and Andhra Pradesh, where Banking services are offered only by our Bank. Apart from the above, the Bank also actively associated itself with various societal concerns in accordance with its donation policy.
Corporation Bank Self-Employment Training Institute

[COBSETI]
The Corporation Bank Self-Employment Training Institute [COBSETI] established on 22.03.1996 is a training institute sponsored by the Bank. The institute takes care of the vocational training needs of Chikmagalur and Kodagu districts wherein the Bank has Lead BABASAB PATIL 11
Bank responsibility. During the training period, boarding and lodging is provided free to the candidates. As at March 2008, the Institute imparted training to 5651 candidates, out of which 3354 persons have taken up self-employment ventures. The Institute is making all out efforts to motivate the trained persons in establishing self-employment ventures by co-coordinating with development departments in providing necessary linkages. During the year, the institute moved into its own building with all the basic amenities for the trainees. Including the grant of Rs 20.00 Lakhs received from the Government of Karnataka, the bank has incurred an expenditure of about Rs.77.44 Lakhs in the construction of a new building and in providing the required infrastructure and Computers to the Institute. PERFORMANCE OF SUBSIDIARIES AND OTHER UNITS SPONSORED BY THE BANK
Corp Bank Homes Ltd

Corp Bank Homes Limited, the wholly owned housing finance subsidiary of the Bank, has earned an operating profit (Profit before Tax) of Rs.1.09 crore for the year 2005 2008 as against Rs.5.96 crore for the previous year. As against the cumulative provisioning of Rs.4.45 crore during 2004-2005, at the end of the current year, the Provisioning has doubled to Rs.8.90 crore. The Net Profit after Tax for the year ended March 31, 2008 was Rs.1.29 crore as against Rs.4.97 crore for the previous year. The Loan disbursement by the Company aggregated to Rs.17.83 crore during the year and the outstanding advances stood at Rs.270.83 crore as at March 31, 2008. The net worth of the Company increased to Rs.33.19 crore as against Rs.31.90 crore in the previous year.
MERGER OF CORP BANK HOMES LIMITED

The Board of Directors of the Bank has taken a decision to merge its subsidiary, Corp Bank Homes Limited, with the Bank, after meeting statutory and all other requirements. The merger petition has already been filed with the Honorable High Court of Karnataka at Bangalore.
CORP BANK SECURITIES LIMITED
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The wholly owned subsidiary of the Bank, Corp Bank Securities Limited, a primary dealer in Govt. Securities posted loss of Rs 1.96 crore, during the fiscal, as against Rs. 68.68 Crore during the previous year as a result of continued rise in bond yields, tightness in liquidity and increased demand for credit in preference to debt instruments. The 10 year yield, which was 6.69% as at the end of March 05 rose to 7.52% as at the end of current fiscal. As Primary Dealer, the Company had to take involuntary position in each primary market auction and to provide room for fresh securities, by paring the portfolio even in under favorable market conditions. The loss is brought down from Rs. 68.68 Crore to Rs. 1.96 Crore. The outright and repo turnover for 2005-06 was Rs 54,478 crore. Consequent to the operating loss, the Net Owned Funds marginally came down from Rs 133.42 crore to Rs 131.49 crore, while the Capital Adequacy Ratio position was comfortable at 553%, on account of lower risk weighted assets held as against the Net Owned Funds as on 31.3.2008. Corp Bank Securities Limited The wholly owned subsidiary of the Bank, Corp Bank Securities Limited, (CBSL) earned total income of Rs.8.64 crore during 2008-09, posted Profit before tax of Rs.8.29 crore and Profit after tax of Rs.6.67 crore. During the .scald, the company paid an interim dividend of Rs.5 crore and also bought back 25% its Equity Share of Rs.25 crore face value at a consideration of Rs.35.63 crore i.e. at a premium of Rs.10.63 crore. The Paid-up Share Capital, post buy back and as on 31.3.09 was Rs.75 crore and consequently the Net Owned Funds came down to Rs.107.83 crore as against Rs.142.85 crore as the end of previous year. The Company, apart from its existing business of distribution of Mutual Fund products, started dealing in Certificate of Deposits, Dated Govt. Securities and Treasury Bills and earned net business income of Rs.0.97 crore for the year. Besides, the Company could earn interest & dividend income of Rs.5.90 crore on its investment of surplus funds. The Company would continue to pursue various other business activities in the .scald 2009-10 after securing approvals from its Board and other regulatory authorities. Chikmagalur-Kodagu Grameena Bank [CHIKO Bank] the Chikmagalur-Kodagu Grameena Bank [CHIKO Bank], sponsored by the Bank has a network of 52 branches, of which 5 branches were opened during the year. Deposits of CHIKO Bank stood at Rs.246.47 crore and advances at Rs.172.90 crore [gross] as on 31.03.2009. CHIKOBank recorded a net profit of Rs.4.02 crore [before taxation] and Rs.2.52 crore [after taxation] for the year ended 31.03.2009.
CORPORATE GOVERNANCE IN CORPORATION BANK
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Corporation Bank has been practicing the principles of good corporate governance consistently over the years. Corporate Governance at Corp Bank is evolved not only by ensuring compliance with regulatory requirements but also by being responsive to customer needs. The Bank strives for excellence with the objectives of enhancing satisfaction both to its customers and shareholders.
COMPLETES A 100YRS OF BANKING

Corporation Bank has completed 100 years of existence on 12 March 2008. The Centenary celebrations were launched by Shri V. Leeladhar, Deputy Governor, Reserve Bank of India with the Bank's Foundation Day lecture on 12 March 2005. As a part of the Bank's centenary celebrations, a number of programmes and projects were planned and executed. As a first step, the Bank has launched the Corp Kissan Card - debit card tied up with VISA international,, to enable the farmers make timely purchases for agricultural operations. at Yeshwantpur-Malur in Kolar District on 13 March 2005. A modern public library was dedicated to the citizens of Mangalore in DK District, the birth place of the Bank by Shri P. Chidambaram, Union Finance Minister on 2 March 2008. The library building also houses a Numismatic Museum and a multi purpose hall for intellectual activities. The Bank has also set up libraries in 25 villages and given away scholarship to 100 meritorious students of such villages for the pursuit of their higher education. Such libraries will be set up in 75 more villages in a phased manner.
RATINGS
CRISIL has re-affirmed the following programmes of Corporation Bank:

Rs.2 billion Bond issue AAA. Certificate of Deposits Programme P1+. Fixed Deposit Programme FAAA.
AWARDS WON
National Award for Assistance to Exporters from the President of India (1976-77)
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Gem & Jewellery Export Promotion Council Award successively for 5 years from 1981 to 1985 Shiromani Award 1992 for Banking from Union Minister for Commerce Best Bank Award for Excellence in Banking Technology from Institute for Development and Research in Banking Technology (IDRBT), Hyderabad (2001) Best Bank Award for Innovative Usage and Application on INFINET (Indian Financial Network) from Institute for Development and Research in Banking Technology (IDRBT), Hyderabad (2002)
Best Bank Award for Delivery Channels from Institute for Development and Research in Banking Technology (IDRBT), Hyderabad (2003) Runner-up Awards in the Best Online and Multi-channel Banking Team and Outstanding achiever of the year-corporate categories in recognition of outstanding achievement in Banking Technology for 2004, instituted under the aegis of Indian Banks Association and Trade Fairs & Conferences International.
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MAJOR RECOGNITIONS
One of the Best 200 companies world over outside the US having a turnover under a billion US$ - Forbes Global, Hong Kong, issue dated 27 October 2003 Indias Best Public Sector Bank - Business Today - KPMG Survey dated 7 December, 2003 Indias Strongest and Asias Second Strongest - The Asian Banker, Singapore dated 15 December 2003 Indias Best Public Sector Bank - Outlook Money , 15 March 2004 One among the Best 200/100 companies in Asia/Pacific and Europe having turnover under a billion US $ - Forbes Global, Hong Kong dated 1 November 2004 One among Indias Best Public Sector Banks - Business Today, 26 February 2008
ORGANIZATION CHART
Organization Structure of corporation Bank at RNR BRANCH Branch Manager
Officer
Spl Asst
Clerk Clerk BABASAB PATIL Cash Receipts Cash Payment
Clerk Cash Clearing
Clerk Cash Term Deposits
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BOARD OF DIRECTORS
CHAIRMAN & MANAGING DIRECTOR
EXECUTIVE DIRECTOR
GENERAL MANAGERS PORTFOLIOS 1. Management Committee 2. Audit Committee 3. Departmental Promotion Committee 4. Investor Grievance Committee 6. Risk Management Committee 7. Committee to monitor large value frauds 8. Share Transfer Committee 9. Customer Service committee 10. Remuneration committee
GM Offices/Regional Offices - 18
Branches - 8100
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The Board of Directors

The Board is constituted in accordance with the Banking Companies (Acquisition and Transfer of Undertakings Act 1980 and Nationalized Banks Scheme 1980 and is represented by persons with diversified professional experience. The Directors bring in wide range of expertise and experience to the Board, facilitating proficient and unbiased direction and control to the Bank. The Board has constituted various committees as under, which provide specific and focused governance in the important functional areas and control affairs of the
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Bank.
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Management Committee: The Management Committee is constituted as per the provisions of Nationalized Banks (Management and Miscellaneous provisions) Scheme 1980 and consists of 6 Directors.
Audit Committee: The formation and functioning of Audit Committee is governed by the directions of RBI. The Audit Committee provides direction as also oversees the operation of the total audit functions in the Bank and follow up the statutory/external audit of the Bank and inspection of RBI.
Departmental Promotion Committee: The Committee assesses the disciplinary cases and promotions to top executive cadre in the Bank.
Investor Grievance Committee: The Committee looks into the redressal of investor grievances. Information Technology Committee: In the changing environment, to suit the growing needs of customers, the Bank has been taking various initiatives. To guide the bank for accelerated implementation of these projects and also to explore the possibility of providing innovative technology based products, this Committee has been constituted.
Risk Management Committee: The Committee was formed to guide the bank in respect of integrated risk management.
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Integrated Risk Management System

Risk Management is an integral part of a Banks organizational structure and business strategy. Identification, measurement, monitoring and controlling the risk enables the Bank to minimize losses and maximize profits. The major types of risk faced by the Bank are Credit Risk, Market Risk and Operational Risk. Risk Management Committee of Executives and Risk Management Committee of the Board are looking after the implementation of integrated risk management systems in the Bank. Bank has well laid down risk management policies for management of credit risk, market risk and operational risk. In the area of credit risk, the Bank had in the year 2006 upgraded the rating models applicable for borrowers under commercial loan segment. The rating models are working on web based enterprise wide solution called Risk Assessment Model (RAM). The software, apart from rating the borrowers helps in preparation of appraisal notes. This software will enable the Bank to build database for moving over to IRB approach of Basel II. The software also has a module called Capital Assessment Model (CAM), which is used to compute capital for credit risk under Standardized Approach of Basel-II as prescribed by RBI. Bank has complied with the timeframe prescribed by RBI for computation of capital as per Basel II norms, i.e. 31.03.2009. For management of operational risk, Bank has introduced the system of incident reporting, which helps in identifying operational risks. Corrective steps are taken for mitigating these risks and for upgrading the control mechanism. Under Risk Based Supervision, Risk Profile Templates covering business risks and two control risks are prepared on quarterly basis and submitted to Reserve Bank of India.
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Committee to monitor large value frauds: With a view to provide focused attention on monitoring frauds of Rs.1 Crore and above, this Committee has been formed. Share Transfer Committee: In order to meet the request of the shareholders such as transfer, re materialization and duplicate shares, the Committee was constituted. Customer Service Committee: With a view to safeguard the individual customers right and to deliver better customer service, the Committee was constituted. Remuneration committee: The Remuneration committee was constituted to evaluate the performance for arriving at the eligible incentive amount under performance linked incentives to the whole time directors (viz.CMD and ED).
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WHAT IS CORE BANKING?
Core Banking is normally defined as the business conducted by a banking
institution with its retail and small business customers. Many banks treat the retail customers as their core banking customers, and have a separate line of business to manage small businesses. Larger businesses are managed via the Corporate Banking division of the institution. Core banking basically is depositing and lending of money. Normal core banking functions will include deposit accounts, loans, mortgages
and payments. Banks make these services available across multiple channels like ATMs, Internet banking, and branches. Core Banking Solutions is new jargon frequently used in banking circles of India. The advancement in technology especially internet and information technology has lead to new way of doing business in banking.
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The technologies have cut down time, working simultaneously on different
issues and increased efficiency. The platform where communication technology and information technology are merged to suit core needs of banking is known as Core Banking Solutions. Here computer software is developed to perform core operations of banking like recording of transactions, passbook maintenance, and interest calculations on loans and deposits, customer records, balance of payments and withdrawal are done. This software is installed at different branches of bank and then interconnected by means of communication lines like telephones, satellite, internet etc. It allows the user (customers) to operate accounts from any branch if it has installed core banking solutions. Core banking is a centralized approach to handling of bank data and
applications. thus the data and application of all the branches reside in one centralized location [in a common server] and the branches can access their data through a link provided to the centralized server.Besides,branches will also have access to the data of other branches and can handle operations across branches. In core banking, a centralized server is maintained at a designated place and a
connectivity network is also established as a backbone. Such centralized data maintenance will give strategic advantage to the bank. Customers will be the big beneficiaries. At the same time, a centralized data maintenance and MIS will relieve the branches and the zonal set ups the burden of information generation and follows up.
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FEATURES
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Although decentralized automation at the micro or the branch level, achieved the
primary objectives of handling additional volumes, imparting better customer service / customer convenience, improving productivity etc. to a great extent, at the macro level, there was always a scope for improvement. The decentralized environment was handicapped to an extent in imparting the desired
extent of flexibility to MIS generation, introduction of Customer Relationship Management [CRM] functions, Data warehousing and Data mining facilities etc. Further, the implementation of innovative delivery channels and techno-savvy products are also relatively difficult in decentralized environments. A typical Core Banking Solution envisages the branches being linked to a centralized
location for accessing data. The users will be logging on to the Core Server from remote branches and all program executions will take place only at the Core Server. From the view point of the institution, the availability of data centrally affords the flexibility of using the consolidated pool of information at the disposal which is capable of tremendous processing and information generation capabilities.
FACILITIES
Compared to a decentralized setup, the Core Banking Solution has the following advantages: Centralized database for performing various online banking utilities Facilitates Any Branch Banking Shifting of time consuming activities like End of Day (EOD) processing, Interest calculation, interest posting, debiting inward clearing cheques etc., to centralized location to enable the field level functionaries to concentrate on customer service and marketing activities
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Facilitates centralized auditing of branches Provides for effective monitoring by the controlling offices Facilitates ease of maintenance of the package Enables simultaneous launching of new products across all branches connected To the CBS
Paves the way for setting up a Data Warehouse Facilitates better MIS as a decision support tool.
The Core Banking environment offers a totally different perspective from the business angle when compared to a decentralized environment. With the Core Banking in place, focus of the erstwhile "Branch Banking" will shift to "Bank Banking". Further, the banking operations assume "Round the clock" capability which is not limited by closure of the branches, holidays etc.
DEPENDENCIES
As in the case of any technology based service, there are some dependencies for the Core Banking applications also. Some of the critical dependencies are on the Network, Competent Manpower and the Pre-Core Activities to be completed at the branches. The Bank has all its branches automated using the TBA package. In a typical scenario, the branches start afresh on Core Banking package. This requires the details of all the existing accounts, masters etc. to be created afresh. The Bank has gone in for a Core Banking solution which offers the flexibility of migrating from the existing TBA by converting all the relevant data to the Core.
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This entails that a lot of pre-core activities have to be accorded due importance as the success of the CORE Banking setup [CBS] hinges on these activities to a great extent.
PRE-CORE ACTIVITIES AT BRANCHES

Whilst on this it may be relevant to note that there are certain activities, which need to be
done by the branch officials in co-ordination with the officials of the Zonal Computer Centers so as to be in all readiness for the transition from an automated branch to a core banking branch.
With a view to helping the branch officials for smooth transition from TBA to Core Banking,
the following step by step activities are listed. Needless to mention, these activities have to be completed at least 15 days prior to migration to the Core Banking solution.
HOUSE-KEEPING
Balancing and tallying of accounts is one of the important pre-requisites for migration to Core Banking. It shall be ensured that the balances of the following heads of accounts are tallied with the General Ledger: Running accounts like SB, CA, OD, CC etc. Loan accounts like HPL, DLS, HL etc., Deposit accounts like FD, KCC, RD, JD etc., Interest Payable Account Pay Orders Account Bills like DBC, BDD, OBCC, OBCO, IBC, BE, BELC, LRDS etc. Sundry Assets and Suspense Accounts
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The branches shall submit a confirmation to this effect by furnishing the details sought in the Format prescribed for the purpose for recording the balancing figures, GL figures, No. of accounts etc. in Annexure-1, Annexure-2, & Annexure-3. These formats shall be duly authenticated by the officials of the branch on recording the relevant details. Further, the branches shall ensure that: All balances of breakup GLs under a Sub GL are tallied with respective Sub-GL balance All the SUB-GLs under a GL are tallied with respective Main GL balance. The scanning and tagging of signatures are activities which are pre-requisites for effective CBS and for implementation of Any Branch Banking [ABB]. If the signatures are not scanned and tagged, the branches would find it difficult to honor the cheques of a customer of another branch under ABB. The branches therefore need to accord top priority to this activity and are advised to scan and tag the signatures on a day to day basis and to keep them updated.
REPORT GENERATION IN IBAS6

In order to check the accuracy and integrity of data on migration to CBS, the branch
shall generate the various reports mentioned below in the TEA environment before migration. As it is also planned to preserve the generated report files, the following steps shall be followed: Create a separate directory CORE in J:\REPORTS Map J: =VOLl:\REPORTS\CORE so that all the reports will be generated in
J:\REPORTS\CORE..The branches shall take 2 sets of these reports and these printed reports are to be verified for accuracy and authenticated by the branch personnel. One copy of the report shall be preserved by the branch permanently for future reference and auditing purposes and the other copy shall be forwarded to the Core Centre, Bangalore for verification of these reports with the reports generated in the Core Server after migrating the branch data. BABASAB PATIL 33
The following reports shall be generated for the dates mentioned: 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 Last day of the previous three quarters First day of the previous three quarters R_RDSHT R_TRIAL R_CORPBK R_GLASON R_CSHSCL RJTRFSCR R_BPOOST R_CLGSCR P-OCAUTH R_OCLED R_PAC R_OUTGS R_SUMBAL R_ACBAL R_MSM01 R_BOOK81 R_BOOK82 P_B81DF R_EXLST R-TCHK R_CCLST RD/TB Trial Balance Sub day book GL as on date Cash scroll Transfer Scroll PO outstanding list Clearing Scroll Clearing register Clearing ledger For a few selective parties Outstanding BGs Balancing of all GLs for above dates Balancing name wise (for a few heads) MSM for a date Originating Entries Responding Entries IBR Data file generation Exception Transaction List Transaction Check list Master data printing
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STANDARDIZATION OF GL/SUB-GL/BREAKUP-GL
As the entire database of the Bank in the CBS will be available in a single place, to
maintain uniformity and ensure compatibility, there is a need for standardizing most of the Master Records to be used by the branches like : Prefix master Mode of Operation Place Master Country Master State Code Master Branch master of the Bank 35
BABASAB PATIL
General Ledger, Sub-GLs and Breakup GLs The standardization of Masters is also very critical to generate meaningful MIS from
the Core Centre. A list of standardized GL/SUB-GL/BREAKUP-GL is enclosed in Annexure-4 for your information. Instances have been observed wherein branches have posted some transactions for
a given GL/Sub-GL/Breakup-GL in one accounting year (For e.g.: Transaction posted in the year 2002-2003 for 821/52/71 - Sundry Assets - Sundry Debtors - Advances drawn by XYZ) and have deleted such Sub-GLs or Breakup GLs in the subsequent year (For e.g.: the branch has deleted the Breakup-GL 71 of 821/52 in the year 2003-2004). In all such instances the transactions posted for the deleted Sub-GLs / Breakup
GLs will be displayed when the program Q_TR or Q_TRAN is invoked, as these transactions are not deleted. But they may not get displayed when Q_GLASON is invoked as the Sub-GL/ Breakup-GLs are deleted. This will result in anomaly m the R_GLASON report generated by the branch for dates of the earlier year. In order to ascertain whether such mistakes have taken place in the branch, the
program R_GLSCAN shall be run which will read the transaction files and generate a report of such of those transactions for which master details of GL/ Sub-GL / Breakup-GLs are not available. If any Sub GL / Breakup-GLs are missing, the same should be created using
M_GLSH and M_GLGB (option 17 and 18 of Main Menu). The program R_MISSSG shall give a report on missing Sub-GL for Breakup-GLs. The
missing Sub-GLs can be created using M_GLSH. Wherever unwanted break-up GLs exist and if there is no balance or no
transactions during the last 2 years, the same may be deleted. The existing GL/SUB-GL at the branch has to be mapped to the standardized GL
supplied by the Core. If the branch finds any Breakup-GL which has been now brought to the level of BABASAB PATIL 36
GL/ SUB-GL in the standard supplied by the CORE, they are to be mapped accordingly. Branches have to write the mappings in the R_GLASON report taken at the branch.
STANDARDIZATION OF MASTERS
Under the Core Banking environment, standardization of MASTERS has been earned out. A List of standardized MASTERS is enclosed (Annexure-5 and Annexure-6). Some instances have been observed wherein the branches have deleted some SUBTYPES of some account types after putting through transactions in those accounts and sub types for some time. This is similar to deletion of Sub-GL / Breakup GL as explained earlier resulting in some anomaly. In order to identify such deletion, the programs R_AMTYPE, and R_BLTYPE shall be run which shall give report on missing Parent Master for Account type/Sub type, Bill type. These reports shall indicate account type/bill type used and subsequent deletion of the account type/bill type master. '***' in the report indicates missing Master but used at the account level. The Conversion Team from the Zonal Computer Centre shall decide whether such master is to be added or not. If it is to be added, as some live accounts could be available, after adding the same such account types/bill types are to be mapped to the standard masters supplied to the branch. The Conversion Team from the Zonal Computer Centre shall map all the deviations in the master with the Standard Master supplied by the Core Centre. The branch shall then take the printouts of Masters using print option available in the respective master programs. (Refer Annexure 5 & Annexure 6)
BRANCH SPECIFIC PARAMETERS

modules As mentioned earlier, standardized parameters shall be created for each of the
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Arid these parameters shall be bifurcated as given below: (a) Parameters maintained by the Core Centre which is applicable to all branches (b) Branch specific parameters, For example, parameters like Deposit Interest Rate, TDS Rate, Account Closure,
Outward Bills Charges, DD/PO accounting parameter etc. are maintained at the Core and the branches will not be in a position to modify these parameters whereas parameters like Locker Charges, DD/PO charges etc. which are specific to branches are examples of Branch-wise parameters which can be changed by the branches. The branch specific parameters shall be kept ready by all branches identified for Core Banking for different modules like : Demand Drafts Pay Orders, Telegraphic Transfer/Mai 1 Transfer, Bills/Cheques for Collection, Purchase of Bills/cheques, Outward clearing returns, Inward clearing returns, Locker rent, Folio charges, Cheque book issue charges, Charges for duplicate statement of accounts, Charges for not maintaining minimum balances, Charges for utilizing cheque leaves, Other charges for OD/CC accounts while calculating interest etc. These branch specific parameters will be updated at the Core Centre, branch-wise as a
one time measure before the branch goes live under the Core environment. Subsequent changes BABASAB PATIL 38
required for these parameters are to be effected by the branches by choosing the appropriate options. Branch shall also provide the following information in the Annexure-7 format. Last Inter Branch Transaction Serial Number used (TSL. NO.) Last used Pay Order Serial Number Last used Account Serial Numbers under each account types and sub-types. Last used serial numbers of LC/BG/LOCKER Last used serial number for Telegraphic Transfer Last used serial number for Mail Transfer Last used serial numbers for Inward & Outward Bills/Cheques Last used serial number for TDS- 16A
STANDARDISATION OF LOGIN-ID/USER-ID
In the Core Banking environment, the Login-ID for the Core UNIX Server shall be the
respective Employee numbers (E.g. E02336). Standardization has also been made in respect of Login-IDs in the Core UNIX Server and User-IDs in the Application Software. Since the operating system used in the Core server being UNIX is case sensitive, the users shall take care to remember the upper or lowercase in which the characters are entered while keying in the passwords for logging into the Core UNIX Server The User-ID in the application software shall always be in upper case as hitherto being
used in IBAS6, Hence, the alphabet 'E' at the beginning of the employee number of the user-id shall be given in upper case only, (E.g. E02336). Please note that the Password is also case
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sensitive. (E.g. the password LASER is different from laser and Laser is different from Laser) In view of the above changes and to assist the Core Migration Team to create the
users of each branch, the branches are required to prepare a list mentioning the following details in respect of all the employees working presently in the branch : E. No. Name Designation Signing Power Number (In the case of Special Assistant & Officers) Date of joining at the Bank and Branch Details of employees on deputation to the branch need to be mentioned with Information about their base branches as per format in Annexure-8
PHASE-1-HISTORY DATA
On completion of the aforesaid exercises, the backup of data shall be taken with the
assistance of the officials of the ZCCs. The officials of the ZCC shall also scan the data of the branch for any corruption. Once the scanning process is completed, the data from the date of computerization of the branch till the previous quarter shall be backed up in CDs in 3 sets / copies by the officials of the ZCC. The CDs containing the files *.7*, *.8*, *.9*, *.0* (except current quarter) shall be sent to Core Centre, Bangalore in advance so as to enable the Core Centre to start the preparatory work in connection with data migration in advance. The Branch shall also send a letter in duplicate enclosing the CDs to the Core Centre, Bangalore as per format in Annexure-10. The Core Centre on receipt of the CDs shall return the duplicate copy of the letter to the branch duly signed, as a BABASAB PATIL 40
confirmation for having received the CDs. It is essential for the Core Centre to receive the data CDs of the branches identified for migration to Core banking at least 15 days in advance. One copy each of CDs shall be kept in the fireproof cabinet at the branch as well as at the Zonal Computer Centre.
PHASE-H-CURRENT QUARTER DATA

It is ideal to take up the migration process only on weekly holiday / holiday of the
branches so that the converting team has sufficient time to convert the data. One day prior to the planned date of migration (on Friday in most of the cases if Sunday is the weekly holiday) the data of the branch shall be scanned by the officials of the ZCC for corruption, if any, so that such corrupted data can be recovered and kept ready for being sent to the Core centre, the next day. Once the data is ensured free from corruption, the *.BNK and *.0* files of current quarter, *.COB, *.SCN, *.EXE, *.BAT, *,MSG & *.COM, *.DLL etc. available in the LIVE AREA i.e. L:\1BAS6 and also the reports generated in J:\REPORTS\CORE shall be copied in CDs by the officials of the ZCC. The CDs shall be cut into 3 copies / sets. The Branch shall send a letter in duplicate enclosing the CDs to the Core Centre, Bangalore as per format in Annexure-10. The Core Centre on receipt of the CDs shall return the duplicate copy of the letter to the branch duly signed, as a confirmation for having received the CDs. It shall be ensured that the copying of data from the live area to
CDs as mentioned above shall be undertaken only after tallying RD/TB and completing the EOD process for that day i.e. on the eve of migrating to Core Banking. It shall also be ensured that if any Outward Clearing Returns have been marked, the same has been debited to the respective accounts / heads by executing 'Clearing the Unclear option'. This is required since in
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the new software, procedure for marking the returns has been changed to accept the Clearing date & Serial number under which the instruments have been returned. One copy of the CDs containing the data of the current quarter shall also be sent to
the Zonal Computer Centre and another copy shall be kept in the fireproof cabinet at the branch.
NEW MENU (FOR INFORMATION)

Under the Core Banking software, flexibility is available to define the MENU to be shown To different levels of users such as: Manager & Officer Operator
A copy of the new menu list is provided to the branch so as to enable the staff members to become familiar. The details of the different levels of the menus are displayed in Annexure-9
STATUS OF MODULES IMPLEMENTED

In order to ascertain whether all the modules have been ported and also for the purpose of migrating al the implemented modules, the branches shall provide the details in the format as per Annexure-12.
MANAGEMENT OF HISTORY DATA IN THE NOVELL SERVER

The branch servers used until the date of migration will be available in the branches only for verification of entries made, printing of old entries in Pass Book, attending to the queries of Customers, Government Agencies etc.
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The data from the beginning of the previous financial year onwards, till the current date of migration will only be migrated to Core immediately.[ i.e. a branch getting migrated to Core Banking in the financial year 2003-04 from TEA shall have only data from 01-04-2002 in the Core Banking setup]. The migration of data from the date of computerization of the branch till the year end up to which the data has been migrated to Core Banking [i.e. 31-03-2002 in the above case] will be taken up at a later date. Therefore, till such time the entire history data is migrated to Core Banking, the branch shall use the Novell Server for all the queries, pass book printing, statement of accounts, report generation etc. As a security measure, all the entry programs in the Novell Server shall be deleted by the officials of the ZCC permanently so that it is not possible to put through any entries / transactions in the Novell Server. Further, the officials of the branch shall once login to the Novell Server using Admin-ID and password to ascertain whether the password is accepted / correct. Once successfully logged into the Novell Server using ADMIN ID and password, the Admin password shall be kept in a sealed cover and preserved in the Double Lock of the branch. A copy of the Admin password shall be also kept in a sealed cover and handed over to the ZCC official who visits the branch for Migration activity for preservation at ZCC under double lock.
POST-CORE ACTIVITIES
User ID of Branch Officials Once the data migration is completed, the USER-IDs of the branch officials will be created at the Core Centre. The default password will also be given at the Core Centre. These User-IDs and the default passwords will be communicated to the respective branches.
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User ID of the Branch Staff As soon as the officials of the branch using the User-IDs, log in to the Core UNIX Server, There will be a prompt to change the password. The Branch Officials shall change the password immediately. The USER-IDs for all the staff members working at the branch shall be created. The same need to be authenticated by two officials other than the official who has created the USER IDs. Generation of reports in Core Unix Server Based on the information provided on Mapping of Account Types, GLs, Sub-GLS, Breakup GLs, Masters etc., the Core Team shall execute a set of programs for mapping the branch data to the core data and perform a process by which the Master and Transaction data of the branch will be migrated to a format as required by the Core Banking Software. As the migration process has also ensured standardized masters, GL, SubGL, Breakup GLs, Account Types etc., it is necessary to check the integrity of the converted data. A report will be generated at the Core Centre showing the details of the mappings carried out. This report will be sent to the Branch and the Officials at the branch / Branch Manager shall verify the report and certify the accuracy on the same day. Specimen of the Certificate is attached as Annexure-11. To perform such an integrity check, the branch shall generate various reports mentioned above from the migrated data from Core Unix Server and verify with the reports generated earlier in TEA [IBAS6] of Novell Server. The figures in both the reports should tally. The Branch shall report the inconsistencies if any, to the Core Conversion team immediately.
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If the Branch is satisfied about integrity of the data based on the various reports generated from the Core UNIX Server, they should give a certificate to the effect that the Branch has successfully converted, on the migration day itself. Specimen of the format of the Certificate is attached as Annexure-11. The Certificate along with the reports generated both in NOVELL SERVER and CORE UNIX SERVER should be authenticated by the branch officials/Branch Manager. The same should be filed and kept in double lock for future verification and auditing.
CASH FLOW STATEMENT OF CORPORATION BANK

The cash flow statement is distinct from the income statement and balance sheet because it does not include the amount of future incoming and outgoing cash that has been recorded on credit. Therefore, cash is not the same as net income, which, on the income statement and balance sheet, includes cash sales and sales made on credit.
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Cash flow is determined by looking at three components by which cash enters and leaves a company: core operations, investing and financing,
OPERATIONS
Measuring the cash inflows and outflows caused by core business operations, the operations component of cash flow reflects how much cash is generated from a company's products or services. Generally, changes made in cash, accounts receivable, depreciation, inventory and accounts payable are reflected in cash from operations. Cash flow is calculated by making certain adjustments to net income by adding or subtracting differences in revenue, expenses and credit transactions (appearing on the balance sheet and income statement) resulting from transactions that occur from one period to the next. These adjustments are made because non-cash items are calculated into net income (income statement) and total assets and liabilities (balance sheet). So, because not all transactions involve actual cash items, many items have to be re-evaluated when calculating cash flow from operations.
INVESTING
Changes in equipment, assets or investments relate to cash from investing. Usually cash changes from investing are a "cash out" item, because cash is used to buy new equipment, buildings or short-term assets such as marketable securities. However, when a company divests of an asset, the transaction is considered "cash in" for calculating cash From investing. BABASAB PATIL 46
FINANCING
Changes in debt, loans or dividends are accounted for in cash from financing. Changes in cash from financing are "cash in" when capital is raised, and they're "cash out" when dividends are paid. Thus, if a company issues a bond to the public, the company receives cash financing; however, when interest is paid to bondholders, the company is reducing its cash.
BENEFITS FROM USING CASH FLOW

The cash flow statement is one of the four main financial statements of a company. The cash flow statement can be examined to determine the short-term sustainability of a company. If cash is increasing (and operational cash flow is positive), then a company will often be deemed to be healthy in the short-term. Increasing or stable cash balances suggest that a company is able to meet its cash needs, and remain solvent. This information cannot always be seen in the income statement or the balance sheet of a company.
LITERATURE SURVEY
The title of the project report is To Determine the Effectiveness of Core Banking On Cash Flow of corporation bank at RNR BRANCH.
BODY OF THE REPORT:

The research is under taken to determine the effectiveness of core banking on cash flow introduced by corporation bank. Primary data was collected by administration questionnaire of 100 customers employees (All) of corporation bank at RNR BRANCH. & 10
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The questionnaire was specially framed to meet the requirement of the survey. Direct contact was made with the respondents through random sample to collect the needful information with reference to our objective as for to meet the survey requirements.
STATEMENT OF PROBLEM:
To Determine the Effectiveness of Core Banking On Cash Flow of Corporation bank at RNR BRANCH.
MANAGEMENT PROBLEM:
Today every bank is offering the services which can simplify the banking system. Corporation Bank is serving the customer community since past 101 years & has now introduced a unique concept of banking that is core banking at RNR BRANCH. The Management now wants to know the effectiveness of core banking on cash flow.
PURPOSE OF THE STUDY:

Since corporation bank at RNR BRANCH has introduced the concept of core banking recently. The Management, in this survey wants to find out the growth percentage of cash
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flow by introduction of core banking solutions & also to know the impact of core banking on employees & customers of corporation Bank.
OBJECTIVES OF THE STUDY

The main objective of the study is to determine the effectiveness of core banking on cash flow. To know the impact of core banking on employees & customers of corporation Bank. To analyze the core banking Activities To find out the growth percentage of cash flow by introduction of core banking. To analyze the difficulties of core banking and suggest suitable remedies.
METHODOLOGY Sample size:
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A sample of 100 customers & 10 employees of the bank were chosen for the purpose of study.
Sampling procedure:
Random Sampling Method.
From the large number of account holders of the bank, 100 customers were selected randomly from the banks data base & since there are only 10 employees working under the concept of core banking all the employees were considered for the study.
Research design
Since the management problem is already known the research design best suitable for this research is Descriptive research design.
Data Collection Method

To fulfill the objectives of my study, I have taken both into considerations viz primary & secondary data.
Primary Data:
Primary data was collected through making survey, which is systematic collecting of information directly from the respondents i.e. through Questionnaires.
Secondary Data:
Secondary data was collected through Organizational records. The various sources that were used for the collection of secondary data are o Internal files & materials o Websites www.corporation.com
Measuring tools
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For this purpose measurement technique used for survey is questionnaire to collect information from the respondents. Having collected the information, the information was represented by using statistical tools like bar charts and pie charts.
Second measuring tool is the result of the analysis of cash flow statements.
ANALYSIS AND INTERPRETATION

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(ONLY FOR EMPLOYEES)

1. EMPLOYEE EXPERIENCE PARTICULARS A. SINCE 1 YEAR B. SINCE 2-5 YEARS C. MORE THAN 5 YEARS FREQUENCY 1 2 7 PERCENTAGE 10 20 70
TOTAL
10
100
80 70 PERCENTAGE 60 50 40 30 20 10 1 0
CE IN AR CE IN S 5 2-
70
20
10
YE 1
RS EA Y RE MO
2
AN TH YE 5
S AR
A.
B.
C.
PARTICULARS
INTERPRETATION:
The objective of the question was to know the employees experience in this bank. This will reflect the relationship with the bank.10% of the Employees have been working in this bank
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since 1 year, 20% of the Employees have been working in this bank since last 2-5 years and 70% of the Employees have been working in this bank more than 5 years.
2. SATISFACTION LEVEL. PARTICULARS 1. VERY MUCH SATISFIED 2. SATISFIED 3. DELIGHTED FREQUENCY 6 4 PERCENTAGE 60 40 -
TOTAL
10
100
70 PERCENTAGE 60 50 40 30 20 10 6 4 0 0 0
IS AT S CH MU D FIE 2. S AT D E 3. L DE I TE GH D
60 40
FI IS
1.
Y ER V
PARTICULARS
INTERPRETATION:
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The Objective of the question is to understand the satisfaction level of the employees. Most of the employees are satisfied with the concept of core banking. The percentage of the satisfaction is 60% and 40% respectively. It states that most of the employees are satisfied. The concept can be more effective if all the employees are fully satisfied with the concept.
3. ANALYSIS ON BENEFIT OF CORE BANKING.
PARTICULARS 1.YES 2.NO
FREQUENCY 10 -
PERCENTAGE 100 -
TOTAL
10
100
120 100 PERCENTAGE 80 60 100 40 20 10 0 0 0
1 .Y
ES
O 2. N
PARTICULARS
INTERPRETATION:
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The Objective of the question is to understand whether the customers of the bank are really benefited from the concept or not. The percentage of the response is 100%.It states that most of the employees believe that the concept is really helping the customers of the bank.
4. IMPACT ON CASH FLOW.
FREQUENCY 8 2
PERCENTAGE 80 20
TOTAL
10
100
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90 80 70 PERCENTAGE 60 50 40 30 20 10 8 2 0
ES
80 20
O .N 2
1 .Y
PARTICULARS
INTERPRETATION:
The Objective of the question was to know the effectiveness of core banking on cash flow. The percentage of the response is 80% and 20% respectively. It states that majority of the employees believe that the concept of core banking solutions helps in increasing the cash flow. The percentage of the response can be increased if the problems are properly diagnosed which in turn helps in knowing the effectiveness of core banking on cash flow.
5. ANALYSIS OF TIME & MONEY.
FREQUENCY 9 1
PERCENTAGE 90 10
TOTAL
10
100
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100 90 80 PERCENTAGE 70 60 50 40 30 20 10 9 1 0
S O 2.N
90 10
.YE
PARTICULARS
INTERPRETATION:
The Objective of the question was to know whether the concept of core banking saves time & money of the employees & customer of the bank. The percentage of the response is 90% and 10% respectively. It states that majority of the employees believe that the concept of core banking solutions saves time & money of the employees & customer of the bank .Hence it is effective as far as time & money is concerned.
6. COMPARISION WITH PREVIOUS CONCEPT.
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PARTICULARS 1.IBAS 2.CORE BANKING
FREQUENCY 10
PERCENTAGE 100
TOTAL
10
100
20 18 16 14 12 10 8 6 4 2 0
20
PE RC EN TA
GE
10
AS 1.IB OR 2.C
0
K IN AN EB G
LARS TICU PAR
INTERPRETATION:
The Objective of the question was to know which of the concept is more easier and advantage one is the core banking concept and another is IBAS (which was used before core banking) .The percentage of the response is 100% respectively. It states that majority of the employees
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believe that the concept of core banking solutions is easier and advantage as compared to IBAS.
7. ANALYSIS OF TRAINING. PARTICULARS 1.YES 2.NO FREQUENCY 10 0 PERCENTAGE 100 0
TOTAL
10
100
120 100 80
pe rc en ta ge
60 100 40 20 10 0 0 0
1.YES
2.NO
ul ars arti c p
INTERPRETATION:
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Since the concept of core banking is new to the organization, the Objective of the question was to know whether bank/management has given any training for the employees for the smooth operation of the work. The percentage of the response is 100% and 0% respectively. This clearly shows that bank/management given any training with respect to core banking for the smooth operation of the work.
8. EFFECTIVENESS OF TRAINING.
PARTICULARS 1.VERY MUCH SATISFIED 2. SATISFIED 3. NOT AT ALL SATISFIED
FREQUENCY 3 7 0
PERCENTAGE 30 70 0
TOTAL
10
100
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60
80 70 60
pe rc en ta ge
50 40 30 20 10 3 0 30 7 0 0 1.VERYMUCH SATISFIED 2.SATISFIED 3.NOTATALL SATISFIED 70
ul ars arti c p
INTERPRETATION:
The Objective of the question was to know the effectiveness of the training program given by the bank. This will help in analyzing the problem with the concept of core banking. The percentage of the response is 30% and 70% respectively.
9. ANALYSIS OF DRAWBACK. PARTICULARS 1.YES 2.NO FREQUENCY 6 4 PERCENTAGE 60 40
TOTAL
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10
100
61
60 50 40
60 40
ge pe rc e nt a
30 20 10 6 4 0
ul a partic
rs 1.YES
2.NO
INTERPRETATION:
The Objective of the question was to know the drawback of the concept if there are any. This will help in analyzing the problem with the concept of core banking and coming out with a problem solution. The percentage of the response is 60% and 40% respectively. This clearly shows that some employees of the bank are not completely satisfied with the concept since they believe there are some drawbacks. Once the drawbacks are analyzed the concept can be called as effective.
10. ANALYSIS OF PROBLEM.
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PARTICULARS 1. LACK OF TRAINING 2. AWARENESS 3. TIME CONSUMING
FREQUENCY 2 8 0
PERCENTAGE 20 80 0
TOTAL
10
100
80 70 60
80
rc en ta ge pe
50 40 30 20 10 2 0 0
1. 2. 3. LA A W TI CK ME AR OF CO EN TR ES NS AIN S UM ING IN G
20 8
parti
s cul ar
INTERPRETATION:
The Objective of the question was to know the problem that the employees of the bank are facing with respect to core banking. This will help in analyzing the problem with the concept of core banking and coming out with a problem solution. The percentage of the response is 20% and 80% respectively. This clearly shows that some employees of the bank are facing problem BABASAB PATIL 63
with lack of training and awareness of the concept. If this problem is over come then the concept can be called effective.
11. NEED FOR IMPROVEMENT OF THE CONCEPT.
FREQUENCY 10 0
PERCENTAGE 100 0
TOTAL
10
100
100
100 90 80 70 60 50 40 30 20
pe rc e
nt a
ge
10 0 0
1 .YE S 2.N O
10 0
parti
s cular
INTERPRETATION:
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The Objective of the question was to know scope for improvement of the concept. This will help in further improvement of the concept. The percentage of the response is 100% respectively.
(ONLY FOR CUSTOMERS)
12. ANALYSIS DURATION OF CUSTOMERSHIP.
PARTICULARS 1.SINCE 1 YEAR 2.SINCE 2-5 YEARS 3.MORE THAN 5 YEARS
FREQUENCY 26 43 31
PERCENTAGE 26 43 31
TOTAL
100
100
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50 45 40 35
PERCENTAGE
30 25 43 20 15 10 5 0 1.SINCE1YEAR 2.SINCE2-5YEARS 3.MORETHAN5 YEARS 26
31
PARTICULARS
INTERPRETATION: The objective of the question was to know the period for which the customers are the account holders of the bank. This will reflect the relationship with the bank.26% of the customers have been the customers of this bank since1Year,43% of the customers have been the customers of this bank since 2-5 Years and 31% of the customers have been the customers of this bank since last 5 years.
13. ANALYSIS ON AWARENESS
PARTICULARS 1. YES 2. NO
FREQUENCY 87 13
PERCENTAGE 87 13
TOTAL
100
100
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100 90 80 70
PERCENTAGE
60 50 87 40 30 20 10 0 1.YES 2.NO
13
PARTICULARS
INTERPRETATION: The objective of this question was to know the awareness of Core Banking, 87% of the customers are aware of Core banking and another 13% of the customers are not aware of this concept. The response from the respondents about the awareness of this concept will help the banker to understand awareness level among the existing customers.81% of the customers are aware of the system and this is a plus point to the bank.
14. UTILIZATION OF CONCEPT.
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FREQUENCY 69 31
PERCENTAGE 69 31
TOTAL
100
100
80 70 60
PERCENTAGE
50 40 69 30 20 31 10 0 1.YES 2.NO
PARTICULARS
INTERPRETATION: Corporation Bank has introduced this concept for the better services for its customers.69% of the respondents have used the concept while other 31% are just aware of the concept, but they have never worked with the concept. Though the respondents are aware of the concept,
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sometimes they have not avail the benefit of the concept. If they are taking the benefit of the concept then we can find out the effectiveness of core banking in the banking Organization.
15. SATISFACTION LEVEL.
PARTICULARS 1.VERY MUCH SATISFIED 2. SATISFIED 3. DELIGHTED
FREQUENCY 25 53 22
PERCENTAGE 25 53 22
TOTAL
100
100
60
50
PERCENTAGE
40
30 53
20 25
22
10
0 1.VERYMUCHSATISFIED 2.SATISFIED 3.DELIGHTED
PARTICULARS
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INTERPRETATION: The Objective of the question is to understand the satisfaction level of the customers. Most of the customers are satisfied with the concept of core banking. The percentage of the satisfaction is 25%, 53% and 22% respectively. It states that most of the customers. The concept can be more effective if all the customers are fully satisfied with the concept.
16. EMPLOYEE RESPONSE TOWARDS THE CONCEPT.
PARTICULARS 1.VERY GOOD 2. GOOD 3. SATISFACTORILY
FREQUENCY 28 56 16
PERCENTAGE 28 56 16
TOTAL
100
100
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60
50
PERCENTAGE
40
30
56
20 28
10
16
0 1.VERYGOOD 2.GOOD 3.SATISFACTORILY
PARTICULARS
INTERPRETATION: The Objective of the question is to understand the employees response towards customers. Most of the customers are satisfied with the employees response. The percentage of the satisfaction is 28%, 56% and 16%.
17. ANALYSIS OF PROBLEM.
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PARTICULARS 1.TIME CONSUMING 2. AWARENESS 3. FLEXIBILITY
FREQUENCY 37 43 20
PERCENTAGE 37 43 20
TOTAL
100
100
50 45 40 35
PERCENTAGE
30 25 43 20 15 10 5 0 1.TIMECONSUMING 2.AWARENESS 3.FLEXIBILITY 20 37
PARTICULARS
Interpretation: The Objective of the question was to know the problem that the customers of the bank are facing with respect to core banking. This will help in analyzing the problem with the concept of core banking and coming out with a problem solution. The percentage of the response is 37%, 43% and 20% respectively.
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18) As a customer which system do prefer comfortable?
PARTICULARS a) SMS Banking b) E-banking c) R.T.G.S d)N.E.F.T e)ATM any where withdrawal f) At par cheques g) Fund transfer
FREQUENCY 2 9 5 6 42 28 8
PERCENTAGE 2 9 5 6 42 28 8
TOTAL
100
100
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45 40 35 30 25 42 20 15 10 5 2 0 9 6 5 8 28 a )S M S b )E- c)R.T .G .S )N.E.F .T e )AT M a n y f)Atp a r g )F u n d d Ba n kin g n kin g ba w h e re ch e q u e s tra n sfe r w ith d ra w a l
Interpretation : The Objective of the question was to know the prefererence towards the services of core banking . This will help in analyzing the preference with the concept of core banking and coming out with a solution. The percentage of the response is 2%, 9%,5% , 6%,42%,28%,8% respectively.
19) Which product do you prefer in banking?
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PARTICULARS A) S B A/C B) Super A/C C) Current A/C D) O D A/C E) F D A/C F) Gold Loans G) Agri Loans H) Auto Loans
FREQUENCY 30 6 16 8 7 6 18 9
PERCENTAGE 30 6 16 8 7 6 18 9
TOTAL
100
100
35 30 25 20 30 15 10 16 5 6 0
A)SBA/C B)Super A/C C)Current A/C D)ODA/C E)FDA/C F)Gold Loans G)Agri Loans H)Auto Loans
18 9
Interpretation: The Objective of the question was to know the product prefererence towards the services of core banking. This will help in analyzing the product preference with the
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concept of core banking and coming out with a solution. The percentage of the response is 30%, 6%, 16%, 8%, 7%, 6%, 18%, and 9% respectively.
ANALYSIS OF CASH FLOW STATEMENT OF CORPORATION BANK The analysis of cash flow statement of corporation bank at RNR BRANCH is for 2 years. Since bank has introduced the concept of core banking last year i.e. the analysis of 2 years of cash flow statement helps in knowing the growth percentage of cash flow of corporation bank, which in turn helps in knowing the effectiveness of core banking on cash flow. Cash flow is an accounting term that refers to the amounts of cash being received and spent by a business during a defined period of time, sometimes tied to a specific project. Measurement of cash flow can be used

To evaluate the state or performance of a business or project. To determine problems with liquidity. Being profitable does not necessarily mean being liquid. A company can fail because of a shortage of cash, even while profitable.
To generate project rate of returns. The time of cash flows into and out of projects are used as inputs to financial models such as internal rate of return, and net present value.
To examine income or growth of a business when it is believed that accrual accounting concepts do not represent economic realities. Alternately, cash flow can be used to 'validate' the net income generated by accrual accounting.
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CORPORATION BANK CASH FLOW STATEMENT FOR THE YEAR MARCH 2007 AND MARCH 2006. (Rs. In 000)
Particulars
Year ended 3103-2009
Year ended 3103-2008
A. Cash flow from operating activities.
41519533
24067254
B. Cash flow from investing activities.
872197
5005797
C. Cash flow from financing activities.
1820585
1594266
D. Balances at the beginning of the year: (cash & Balances)
89158549
67191358
E. Balances at the end of the year: (cash & Balances) F.Total cash flow during the year (a+b+c)
127985300 38826750
89158549 21969664
(Compared to previous year there has been an increase of 43. 42% on cash flow)
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LESS: Interest paid Operating expenses Provisions Profit on sale of fixed assets Dividend received from subsidiaries ADD: depreciation Provision for contingencies
43710184 10018982 9054655 8247 50000 62825574 551324 9054655 9605979 18558647 5540039 13018608 186160656
30630925 8922584 5129028 3288 0 44679249 596688 5129028 5725716 13224627 2360807 10863820 130838891
Cash flow from operations(B.T) LESS: Taxes Paid Cash flow from operations(A.T) Cash flow from operating ASSETS -AND LIABILITIES Cash flow from operations
28500925 41519533
13203434 24067254
Cash flow from investing activities Addition in fixed assets Dividend from subsidies Total Cash flow from financing activities Increase in share capital Share premium Dividend
1404529 532332 0 872197
552636 46839 0 505797
0 0 1820585 1820585
0 3 1594269 1594266
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CORPORATION BANK CASH FLOW STATEMENT FOR THE YEAR MARCH 2007 AND MARCH 2006.
T O T A L C A S H F L O W D U R IN G T H E YE A R
140000000 120000000 100000000 80000000 60000000 40000000 20000000 0
41 519533 1820585 87 2197 38826751 24067254 505797 1594266 21967191 89158549 89158 549 67191358 127985300
Yea
09 -03-20 31 ended r
Yea
08 -03-20 31 ended r
INTERPRETATION: An analysis was being made on cash flow statement of corporation bank for a period of 2 years, which helps in knowing the growth percentage on cash flow after the introduction of core banking, from the analysis it was found that there has been 43.42% increase in cash flow as compared to previous years.
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FINDINGS
Employees of the bank should be given proper training with respect to core
banking.
Customers should be educated with respect to all the benefits available with the
core banking.
The concept of core banking should be speeded up so that it saves the time of
employees & customers.
All the details with respect to core banking should be displayed at the counter hall
so that the customers come to know the procedure instead of wasting their time.
Customer meet should be held in the branch to introduce the product and its
utilization for customers as a mass practical campaign.
Detailed scheme broachers should be held at branch counters which helps the
customers to read leisurely.
Customers are very much comfortable at ATM & at-par cheques. Customers normally prefer products like S.B account , Current account &
Agricultural loan accounts
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SUGGESTIONS & RECOMMENDATIONS.

The project analysis has helped in knowing the satisfaction level of the Employees based on the analysis it was found that majority of the employees are satisfied, the satisfaction level could further be increased if the employees are given proper training with respect to core banking. An analysis was being made on cash flow statement of corporation bank for a period of 2 years; from the analysis it was found that there has been an increase of 43.42% on cash flow as compared to previous year. The growth percentage would further be increased if the employees of the bank are given effective and complete training on core banking and also by educating & increasing the awareness level of core banking to the customers of the bank. Customers of the bank are less aware of the concept of core banking so employees of the bank are suggested to conduct some awareness program with respected to core banking. Customers should be educated with respect to all the benefits available with the core banking. Some suggestions were given to the employees of the bank to educate & increase the awareness among customers. The following are the details: All the details with respect to core banking should be displayed at the Counter hall so that the customers come to know the procedure instead of wasting their time. Customer meet should be held in the branch to introduce the product and its utilization for customers as a mass practical campaign.
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Detailed scheme broachers should be held at branch counters which helps the customers to read leisurely.
CONCLUSION
The study was conducted to understand the effectiveness of core banking cash flow of corporation bank RNR BRANCH. To serve the state objective of the survey, the response has been collected from employees & 100 customers of the bank & also An analysis was being made on cash flow statement of corporation bank for a period of 2 years, which helped in knowing the growth percentage on cash flow after the introduction of core banking, from the analysis it was found that there has been an 43.42% increase on cash flow as compared to previous years. This shows that the introduction of core banking has made a significant impact on cash flow of corporation bank at RNR BRANCH. The growth percentage would further be increased if the employees of the bank are given effective and complete training on core banking and also by educating & increasing the awareness level of core banking to the customers of the bank. Everything has been taken into account to judge the effectiveness. To conclude with the concept of core banking has made a significant effect on cash flow of corporation bank at RNR BRANCH.
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QUESTIONNAIRE
Dear sir/madam
Name Address E-mail Mobile No
: _____________________________________________________ : _____________________________________________________ :_____________________________________________________ : _____________________________ Ph No _________________
(ONLY FOR EMPLOYEES) 1. How long you have been working in this bank? a) Since 1 year b) since 2-5 years c) More than 5 years
2. How much are you satisfied with the concept of core banking solutions? a).Very much satisfied b).Satisfied c).Delighted 3. Do you believe that Core Banking Solutions is really helping customers of this Bank? a) Yes b) No
4. Do you think that concept of core banking solutions helps in increasing the cash flow?
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a) Yes
b) No
5. Does the concept of core banking saves time & money of employees & customers of this bank? a) Yes b) No
6. Which of the concepts do you feel is easier and advantage? a) IBAS b) Core Banking Solutions?
7. Has bank given you any training program with respect to core banking? a) Yes b) No
8. If yes how much are you satisfied with the training program? a).Very much satisfied b).Satisfied c).Delighted 9. Does the concept of core banking solutions have any draw backs? a) Yes b) No
10. As an Employee what problems do you face with the core banking concept? a). Lack of Training b). Awareness c). Time consuming 11. Do you think there is a need to improve in the concept of core banking? a).Yes b) No
(ONLY FOR CUSTOMERS)
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12. How long you have been the customer of this bank? a) Since 1 year b) since 2-5 years c) More than 5 years
13. Do you know that bank has introduced the concept of core banking? a) Yes b) No
14. Did you ever use the concept of Core Banking Solutions? a) Yes b) No
15. How much satisfied are you with the concept of core banking solutions?
a).Very much satisfied b).Satisfied c).Delighted 16. How well does the employees of the bank response to the concept? a).Very Good b).Good c). Satisfactorily 17. As a customer what problems do you face with the core banking concept? a). Time consuming b). awareness c). Flexibility
18) As a customer which system do prefer comfortable?
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A) SMS Banking B) E-banking c) R.T.G.S D) N.E.F.T E) ATM any where withdrawal f) At par cheques g) Fund transfer 19) Which product do you prefer in banking?) A) S B A/C b) Super A/C c) Current A/C D) O D A/C E) F D A/C F) Gold Loans g) Agri Loans h) Auto Loans
THANKS FOR YOUR COOPERATION
BIBILOGRAPHY
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BOOKS:
M.Y.KHAN and P.K. JAIN (1981). Management Accounting, New Delhi: Tata McGraw-HILL Publishing Company Limited.
REPORTS Corporation bank (2009).Annual Report, Manglore. WEB SITES

http://www.corpbank.com http://www.google.com http://www.encyclopedia.com http://www.wikipedia.com http://www.tutor2u.com
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Effectiveness of Core Banking at Corporation Bank Project Report

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To Determine the Effectiveness of Core Banking On Cash Flow

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NEED FOR THE STUDY

OBJECTIVES OF THE STUDY

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

INTRODUCTION TO THE TOPIC:

To Determine the Effectiveness of Core Banking On Cash Flow

NEED FOR THE STUDY

To Determine the Effectiveness of Core Banking On Cash Flow

Public (BSE, NSE:CORPBANK) Udipi, 1906

Key people Industry Products Revenue Net income Website

To Determine the Effectiveness of Core Banking On Cash Flow

Corporation Bank (Profile)

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To Determine the Effectiveness of Core Banking On Cash Flow

CUSTOMER SERVICE AND TECHNOLOGY BABASAB PATIL 9

To Determine the Effectiveness of Core Banking On Cash Flow

Automated Teller Machines

To Determine the Effectiveness of Core Banking On Cash Flow

Corporation Bank Self-Employment Training Institute

To Determine the Effectiveness of Core Banking On Cash Flow

Corp Bank Homes Ltd

MERGER OF CORP BANK HOMES LIMITED

CORP BANK SECURITIES LIMITED

To Determine the Effectiveness of Core Banking On Cash Flow

CORPORATE GOVERNANCE IN CORPORATION BANK

To Determine the Effectiveness of Core Banking On Cash Flow

COMPLETES A 100YRS OF BANKING

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

Clerk Clerk BABASAB PATIL Cash Receipts Cash Payment

Clerk Cash Clearing

Clerk Cash Term Deposits

To Determine the Effectiveness of Core Banking On Cash Flow

CHAIRMAN & MANAGING DIRECTOR

To Determine the Effectiveness of Core Banking On Cash Flow

The Board of Directors

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

Integrated Risk Management System

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

WHAT IS CORE BANKING?

Core Banking is normally defined as the business conducted by a banking

To Determine the Effectiveness of Core Banking On Cash Flow

The technologies have cut down time, working simultaneously on different

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow

PRE-CORE ACTIVITIES AT BRANCHES

To Determine the Effectiveness of Core Banking On Cash Flow

REPORT GENERATION IN IBAS6

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To Determine the Effectiveness of Core Banking On Cash Flow

To Determine the Effectiveness of Core Banking On Cash Flow