PROFILE

[Email Page] [Print Page]

Spreading its arms around the world, the SBIs International Banking Group delivers the full range of cross-border finance solutions through its four wings the Domestic division, the Foreign Offices division, the Foreign Department and the International Services division. The Domestic wing provides services like merchant banking, shipping finance and project export finance. The Foreign Offices wing offers the entire range of international trade and industrial finance products, while the Kolkatta-based Foreign Department undertakes treasury and currency operations. The International Services division renders specialized services like correspondent banking, global link services and country and bank risk exposure monitoring. Being Indias largest and most trusted commercial bank, the SBI offers you a network of relationships unmatched in strength and span by any other Indian financial entity. The bank has a network of 66 offices/branches in 29 countries spanning all time zones. The SBIs international presence is supplemented by a group of Overseas and NRI branches in India and correspondent links with over 522 leading banks of the world. SBIs offshore joint ventures and subsidiaries enhance its global stature. The bank has carved a niche for itself in Euroland with branches strategically located in Paris, Frankfurt and Antwerp. Indian banks and corporates are able to avail single-window Euro services from SBI Frankfurt. These strengths are reinforced by a dedicated and highly skilled team of professionals deployed by the bank in each specific segment.

Home | Sitemap | FAQs| E-Poll | Right to Information Act 2005 | Disclaimer This site best viewed on resolution 800 x 600 2005 Copyright State Bank of India credits: Interpublicity ABOUT US [Email Page] [Print Page] State Bank of India welcomes you to explore the world of premier bank in India. In this section, you can access detailed information on Overview of the Bank, Technology Upgradation in the Bank, Board of Directors, Financial Results and Shareholder Info. The Bank is actively involved since 1973 in non-profit activity called Community Services Banking. All our branches and administrative offices throughout the country sponsor and participate in large number of welfare activities and social causes. Our business is more than banking because we touch the lives of people anywhere in many ways. Site

Our commitment to nation-building is complete & comprehensive. BOARD OF DIRECTORS [Email Page] [Print Page] Directors on the Bank's Central Board as on 1st July 2006 Sl.No Name of Director Shri.O. P. Bhatt Shri.T.S.Bhattacharya Section under SBI Act Section19(a) Section19(b) Section19(c) Section19(c) Section19(c) Section19(c) Section19(ca) Section19(cb) Section19(d) Section19(d) Section19(d) Section19(e) Section19(f)
KEY POINTS

1. Chairman

2. Managing Director 3. Prof. M.S. Swaminathan 4. Shri.Ajay G.Piramal 5. Shri.Suman Kumar Bery 6. Dr. Ashok Junjhunwala 7. Shri.A.C.Kalita
8. Shri. Amar Pal Shri.Arun Singh Shri.Rajiv Pandey Shri.Piyush Goyal Shri.Ashok K Jha Smt.Shyamala Gopinath

9. 10. 11. 12. 13.

EVOLUTION OF SBI

[Email Page] [Print Page]

Establishment Business Major change in the conditions Presidency Banks Act Presidency Banks of Bengal Imperial Bank First Five Year Plan

The origin of the State Bank of India goes back to the first decade of the nineteenth century with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three years later the bank received its charter and was re-designed as the Bank of Bengal (2 January 1809). A unique institution, it was the first joint-stock bank of British India sponsored by the Government of Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed the Bank of Bengal. These three banks remained at the apex of modern banking in India till their amalgamation as the Imperial Bank of India on 27 January 1921. Primarily Anglo-Indian creations, the three presidency banks came into existence either as a result of the compulsions of imperial finance or by the felt needs of local European commerce and were not imposed from outside in an arbitrary manner to modernise India's economy. Their evolution was, however, shaped by ideas culled from similar developments in Europe and England, and was influenced by changes occurring in the structure of both the local trading environment and those in the relations of the Indian economy to the economy of Europe and the global economic

Home | Sitemap | FAQs| E-Poll | Right to Information Act 2005 | Disclaimer This site best viewed on resolution 800 x 600 2005 Copyright State Bank of India Site credits: Interpublicity

PERSONAL BANKING
[Email Page] [Print Page]

RELATED LINKS

TERM DEPOSITS PERSONAL FINANCE

INTEREST RATES

Welcome to SBI's Retail Banking

State Bank of India offers a wide range of services in the Personal Banking Segment which are indexed here. Click on each of them to access the details.Our products are designed with flexibility to suit your personal requirements. Enjoy 24 hour facility through our ATMs - growing speeadily it has crossed the 5000 mark Watch this space for more details.

EMI Calculator Maturity Value Calculator LIST OF PBB BRANCHES

SBI Term Deposits SBI Recurring Deposits SBI Housing Loan SBI Car Loan SBI Educational Loan SBI Personal Loan

SBI Loan For Pensioners Loan Against Mortgage Of Property Loan Against Shares & Debentures Rent Plus Scheme Medi-Plus Scheme Rates Of Interest

Experience a whole new world of banking at our newly opened Personal Banking Branches (PBBs)- often dubbed boutique branches by others. Customer friendly knowledgeable staff will cater to your financial requirements with speed and efficiency. Do visit one and find out for yourself. Click here for addresses of our PBBs. Note:All loans at the sole discretion of the Bank.

Home | Sitemap | FAQs| E-Poll | Right to Information Act 2005 | Disclaimer This site best viewed on resolution 800 x 600 2005 Copyright State Bank of India Site credits: Interpublicity CORPORATE BANKING [Email Page] [Print Page] SBI is a one shop providing financial products / services of a wide range for large , medium and small customers both domestic and international. Working Capital Financing Assistance extended both as Fund based and Non-Fund based facilities to Corporates , Partnership firms , Proprietary concerns Working Capital finance extended to all segments of industries and services sector such as IT Term Loans To support capital expenditures for setting up new ventures as also for expansion, renovation etc.

Deferred Payment Guarantees To support purchase of capital equipments. Corporate Loans For a variety of business related purposes to corporates. Export Credit To Corporates / Non Corporates Strategic Business Units (i) Corporate Accounts Group (CAG) (ii)Project Finance (iii) Lease Finance An exclusive unit providing one s shopping to Corporates A dedicated set up specialised in financing of infrastructure and other large projects Exclusive set up for handling large ticket leases. Pricing SBI's Prime Lending Rates (PLR) are among the lowest Presently Bank has two PLR's SBAR for loans payable on demand and upto one year SBMTLR for loans payable beyond one year.

PROFILE
[Email Page] [Print Page]
Spreading its arms around the world, the SBIs International Banking Group delivers the full range of cross-border finance solutions through its four wings the Domestic division, the Foreign Offices division, the Foreign Department and the International Services division. The Domestic wing provides services like merchant banking, shipping finance and project export finance. The Foreign Offices wing offers the entire range of international trade and industrial finance products, while the Kolkatta-based Foreign Department undertakes treasury and currency operations. The International Services division renders specialized services like correspondent banking, global link services and country and bank risk exposure monitoring. Being Indias largest and most trusted commercial bank, the SBI offers you a network of relationships unmatched in strength and span by any other Indian financial entity. The bank has a network of 66 offices/branches in 29 countries spanning all time zones. The SBIs international presence is supplemented by a group of Overseas and NRI branches in India and correspondent links with over 522 leading banks of the

world. SBIs offshore joint ventures and subsidiaries enhance its global stature. The bank has carved a niche for itself in Euroland with branches strategically located in Paris, Frankfurt and Antwerp. Indian banks and corporates are able to avail single-window Euro services from SBI Frankfurt. These strengths are reinforced by a dedicated and highly skilled team of professionals deployed by the bank in each specific segment.

Home | Sitemap | FAQs| E-Poll | Right to Information Act 2005 | Disclaimer This site best viewed on resolution 800 x 600 2005 Copyright State Bank of India Site credits: Interpublicity

STATE BANK ACADEMY, GURGAON

KEY POINTS

[Email Page] [Print Page]

About Us Our Mission

About Us The State Bank Academy (SBA), formerly known as State Bank Staff College was set up at Gurgaon, on the 18th November, 1982. It is a key institutional resource and is recognised within the Indian Banking fraternity as a reputed centre for training middle and senior management officials of the State Bank group and other organisations in India and abroad. Our Mission "To be a professionally excellent, techno-savvy centre for training and research, facilitating overall development of customer-centric and market oriented professional managers and providing research-based support in strategy formulation for achievement of corporate goals." Programmes The programmes at SBA Gurgaon have attained a steady - stream maturity over the years. SBA has imparted training to over 19,000 managers during the past five years (see table below). SBA's significant training throughput is testimony to its overarching goal to offer an unparalleled service promise to its vast base of customers. SBA, Gurgaon visualises an unfolding opportunity in the use of new, technology enabled training methods as a supplemental training medium. To this end, it has designed and launched an institution-wide e-learning programmes to be used by managers at various branches of the bank. This endeavour is intended to deepen and lengthen the collective training exposure of SBI managers. Technology today offers a hitherto unparalleled cost effective training solution for an institution as large and as diversified in dispersed locations as the State Bank of India. SBA delivers on SBI's promise of serving the needs of savers in villages, small towns, cities and in every corner of India. The State Bank Academy with its dedicated high bandwidth network will integrate instructional excellence with contemporary contact curricula to take SBI's skillbuilding and behavioural training programmes to new pinnacles of service delivery.

Faculty Training Training Helpline On-Site Programmes Course Material External users Collaborations Advisory Council Activities Our Publications Infrastructural Facilities

Home | Sitemap | FAQs| E-Poll | Right to Information Act 2005 | Disclaimer This site best viewed on resolution 800 x 600 2005 Copyright State Bank of India Interpublicity Site credits:

Business
Features: Magazine | Literary Review | Metro Plus | Open Page | Education | Book Review | Business | SciTech | Entertainment | Young World | Folio |
Business

Published on Thursdays Select Articles Auto Expo: beyond vehicles A vision for the largest bank Net agent portal CII prescription

A vision for the largest bank

Archives

Datewise

Janki Ballabh

Janki Ballabh began his tenure as Chairman of the country's largest bank, State Bank of India, on November 1, 2000. He brings with him considerable experience (36 years) in a variety of fields. A low key but extremely effective team-man Mr. Ballabh term extends up to October 31, 2002. In this interview with C. R. L. Narasimhan and Oommen A. Ninan, Mr. Ballabh says "To retain its premier position, the bank will aim at sustained profitability through greater attention to cutting costs... .." Excerpts: Janki Ballabh: What is your strategy to maintain the premier position of State Bank

News News Update Front Page National Regional: Southern States Other States International Opinion Business Sport Miscellaneous Index

of India? SBI is the largest commercial bank in the country with a balance sheet size of over Rs. 315,600 crores supported by a large network of over 9000 domestic branches and 51 branches in 31 countries. The bank has been rated as the best bank in India for the year 2001 by The Banker, U.K., and is also the only Indian bank to find a place among the top 20 banks in Asia in terms of Tier 1 capital. This strong capital base supported by technology and skilled manpower allows the bank to take large exposures. The bank has the largest customer base and offers a wide range of products. With eight banking and seven non-banking associates/subsidiaries in the country, State Bank Group is a universal bank and offers a range of services including investment banking, asset management, credit cards, insurance, securities trading and factoring. The bank also has six banking subsidiaries abroad, State Rank is a pioneer in many fields from financing agriculture and small-scale industry to the recently liberalised insurance sector. As a premier financial services group with worldclass standards and significant global business, the bank is committed to excellence in customer, shareholder and employee satisfaction. "To retain its premier position, the bank will aim at sustained profitability through greater attention to cutting costs, increasing volumes, improving asset quality, expanding fee-based incomes including treasury operations, customised products, and new products, with close attention to risk management and asset liability management". What is the strategy to leverage SBI's traditional strengths such as size, network, and ownership as also performance, in the past end present? Do you consider some of

the past strengths as weaknesses? SBI aims to be a one-stop shop for financial products and the bank's foray into fresh fields is in line with its objective to offer a wide range of products to its customers. The state of technology absorption by the bank: one, from the efficiency parameters and secondly more importantly from the point of view of outside perception? We see technology as the key driver of change. We will fully leverage technology to increase our focus on retail banking and build up volumes through value added services, achieve efficiency of operations and focus on the needs of all categories of customers with special reference to customers in the younger age group. In due course we propose to integrate on a common site all the arms of the State Bank Group which would enable cross selling. "We will use technology to create a new paradigm in Indian banking and change the way customers see the bank, becoming business driven with IT as enabler. Core banking solutions, networking of branches/ATMS, ALM and treasury management, Internet banking, call centres, mobile banking and e-commerce are other planks of the bank's IT strategy". This question from a marketing perspective how do you see SBI being positioned? Previously, the emphasis was on a variety of services without any statement of niche areas. In the past, the bank's lending was concentrated mainly in industry, which made it vulnerable to any downturn in industry. In the last decade, economic reforms increased incomes in the economy, particularly in services. At the same time, with

increasing competition, customers have also become more demanding. Deregulation offered banks the opportunity to expand the frontiers of their business. All this has increased the scope for consumer finance and retail banking. To leverage its reach covering a large number of consumers all over the country and diversify its asset portfolio, the bank has made consumer finance and retail banking a key focus area. The bank will also focus on infrastructure, enlarging coverage of midcorporates, trade, housing finance, and agriculture. Since your new areas retail, trade finance, technology, oriented products such as ATM are those in which you have lagged behind, how do you plan to make up for lost time? The idea is to focus on key areas and support it fully. In the personal banking area, for instance, the bank has set up a dedicated network of specialised fully computerised personal banking branches, using state-of-the-art technology. These branches are targeted at middle and higher-end of personal banking clientele and provide a complete range of personal banking products and services like Internet banking, tele-banking and home banking. The bank will also concentrate on specialised branches for other segments, including commercial branches for mid-corporates, specialised branches for top customers, SSI branches for small industries and hitech agriculture finance branches for high-value agricultural customers. At the same time, the long term IT strategy and MIS support will put the bank on a fully integrated technology platform and this will be backed by efficient customer service. Does the Government ownership cramp SBI's style and shareholders' profitability? This is a broad question and one can discuss RIBs for

instance or the role of external agencies such as CVC. At the outset let me clarify that the majority ownership of SBI has always been with the RBI and SBI has never been owned by the Government. Following financial sector reforms, this share has fallen in the last ten years from around 98 per cent to 59.7 per cent at present. The remaining 40.3 per cent stake is held by other shareholders including FIls, OCBs, NRIs corporates and individuals. However, this has never constrained the bank in its functioning. With regard to RIB and IMD, SBI has the largest network of international offices among Indian banks, which helps in mobilising large deposits from investors abroad. All public sector entities are subject to scrutiny by the CVC and a public sector bank, SBI is no exception. What are your views on financial sector reforms? Since 1990-93, several steps have been taken to strengthen the Indian banking system to make it both viable and efficient. Reserve requirements have been brought down, interest rates deregulated, internationally accepted prudential norms relating to income recognition, asset classification, provisioning and capital adequacy, have been put in place. The share of government in banks' equity has been reduced by allowing nationalised banks to access capital markets, new private banks have come up and the policy towards foreign banks has also been relaxed. In addition, supervision has been strengthened and new institution's such as ombudsman and debt recovery tribunals have been set up to facilitate debt recovery. The key indicators of banking sector performance during the past few years show that there has been a distinct improvement in the financial health of banks. For example, the net

profit of all of all scheduled commercial banks as a percentage of their total assets has been turned around from a negative figure of minus 1 per cent on an average during 1992-93 and 1993-94 to a positive thereafter. Business per employee and profit per employee have also shown improvement and almost all public sector blanks have achieved the minimum capital adequacy norm of 9 per cent. The net non-performing assets of scheduled commercial banks as percentage of net advances declined from 7.6 per cent in March 1999 to 6.2 per cent by March 2001. Now in the second phase of financial sector reforms, the focus is on consolidation, strengthening the legal and institutional framework, risk based supervision and benchmarking Indian banks more closely with global standards. Infrastructure funding problems? Since infrastructure holds the key to continued economic growth, the Government has taken several policy initiatives over the lost few years to facilitate financing of infrastructure in the private sector. There is no statutory ceiling on the amount of term loan that a bank can grant, except of course the normal prudential norm requirements as laid down by RBI, which again have also been liberalised. However, the complexity of the transactions and the large funding requirements, demand an innovative approach towards financial structuring and use of variety of financial instruments. In particular, the relationship between project lender and borrower in such projects make the debt and equity as points in a continuum rather than distinctly separate categories. In India such financing is usually undertaken by the specialised term lending agencies, particularly IDBI, ICICI, IDFC, IL&FS and IFCI. Commercial

banks like SBI rarely take equity positions in projects. It also needs to be clearly understood that lenders are not equity risk takers and are not in the venture capital business. The lenders are taking a credit risk and they need to be satisfied that they are going to be repaid. Send this article to Friends by E-Mail Business
Features: Magazine | Literary Review | Metro Plus | Open Page | Education | Book Review | Business | SciTech | Entertainment | Young World | Folio | The Hindu Group: Home | About Us | Copyright | Archives | Contacts | Subscription Group Sites: The Hindu | Business Line | The Sportstar | Frontline | Home |

Comments to : thehindu@vsnl.com Copyright 2002, The Hindu Republication or redissemination of the contents of this screen are expressly prohibited without the written consent of The Hindu