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List of Directors on the Central Board of State Bank of India (As on 10th August 2012) Sr. Name No.

1 2 3 4 5 6 7 8 Shri Pratip Chaudhuri Shri Hemant G. Contractor Shri Diwakar Gupta Shri A. Krishna Kumar Shri Dileep C. Choksi Shri S. Venkatachalam Shri D. Sundaram Shri Parthasarathy Iyengar Shri Jyoti Bhushan Mohapatra Dr. Rajiv Kumar Shri Deepak Ishwarbhai Amin Shri D. K. Mittal Dr. Subir V. Gokarn Designation Under Section of SBI Act 1955 19 (a) 19 (b) 19 (b) 19 (b) 19 (c) 19 (c) 19 (c) 19 (c)

Chairman Managing Director Managing Director Managing Director Director Director Director Director Workmen Employee Director Director Director Director Director

9 10 11 12 13

19 (ca) 19 (d) 19 (d) 19 (e) 19 (f)


The State Bank of India, the country’s oldest Bank and a premier in terms of balance sheet size, number of branches, market capitalization and profits is today going through a momentous phase of Change and Transformation – the two hundred year old Public sector behemoth is today stirring out of its Public Sector legacy and moving with an agility to give the Private and Foreign Banks a run for their money.

The bank is entering into many new businesses with strategic tie ups – Pension Funds, General Insurance, Custodial Services, Private Equity, Mobile Banking, Point of Sale Merchant Acquisition, Advisory Services, structured products etc – each one of these initiatives having a huge potential for growth.

The Bank is forging ahead with cutting edge technology and innovative new banking models, to expand its Rural Banking base, looking at the vast untapped potential in the hinterland and proposes to cover 100,000 villages in the next two years.

It is also focusing at the top end of the market, on whole sale banking capabilities to provide India’s growing mid / large Corporate with a complete array of products and services. It is consolidating its global treasury operations and entering into structured products and derivative instruments. Today, the Bank is the largest provider of infrastructure debt and the largest arranger of external commercial borrowings in the country. It is the only Indian bank to feature in the Fortune 500 list.

The Bank is changing outdated front and back end processes to modern customer friendly processes to help improve the total customer experience. With about 8500 of its own 10000 branches and another 5100 branches of its Associate Banks already networked, today it offers the largest banking network to the Indian customer. The Bank is also in the process of providing complete payment solution to its clientele with its over 21000 ATMs, and other electronic channels such as Internet banking, debit cards, mobile banking, etc.

With four national level Apex Training Colleges and 54 learning Centres spread all over the country the Bank is continuously engaged in skill enhancement of its employees. Some of the training programes are attended by bankers from banks in other countries.

The bank is also looking at opportunities to grow in size inIndia as well as Internationally. It presently has 173 foreign offices in 33 countries across the globe. It has also 7 Subsidiaries in India – SBI Capital Markets, SBICAP Securities, SBI DFHI, SBI Factors, SBI Life and SBI Cards - forming a formidable group in the Indian Banking scenario. It is in the process of raising capital for its growth and also consolidating its various holdings.

Throughout all this change, the Bank is also attempting to change old mindsets, attitudes and take all employees together on this exciting road to Transformation. In a recently concluded mass internal communication programme termed ‘Parivartan’ the Bank rolled out over 3300 two day workshops across the country and covered over 130,000 employees in a period of 100 days using about 400 Trainers, to drive home the message of Change and inclusiveness. The workshops fired the imagination of the employees with some other banks in India as well as other Public Sector Organizations seeking to emulate the programme.

the State Bank of India is undertaking. Bhatt in January 2008. EVOLUTION OF SBI [Print Page] 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). O. . Bank of Bengal H. it was the first jointstock bank of British India sponsored by the Government of Bengal. P. 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. however.O. Mr. and has awarded the prestigious Indian of the Year – Business. shaped by ideas culled from similar developments in Europe and England. to its Chairman. Network 18 recognized this momentous transformation journey. 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 framework. The Bank of Bombay (15 April 1840) and the Bank of Madras (1 July 1843) followed the Bank of Bengal. Primarily Anglo-Indian creations.The CNN IBN. 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. The elephant has indeed started to dance. Their evolution was. A unique institution.

bank notes and government balances made up the bulk of the investible resources of the banks. viz. for a long time. This right of note issue was very valuable not only for the Bank of Bengal but also its two siblings. So was the associated innovation in banking. The .Establishment The establishment of the Bank of Bengal marked the advent of limited lakh and the period of accommodation confined to three months only. The three banks were governed by royal charters. Each charter provided for a share capital. the decision to allow the Bank of Bengal to issue notes. and especially upto the time that the three presidency banks had a right of note issue. Group Photogaph of Central Board (1921) Business The business of the banks was initially confined to discounting of bills of exchange or other negotiable private securities. which managed the affairs of each bank. But. which would be accepted for payment of public revenues within a restricted geographical area. a capital on which the proprietors did not have to pay any interest. the Banks of Bombay and Madras. which were revised from time to time. invariably civil servants. joint-stock banking in India. It meant an accretion to the capital of the banks. Loans were restricted to Rs. four-fifth of which were privately subscribed and the rest owned by the provincial government. were mostly proprietary directors representing the large European managing agency houses in India. one of whom was elected as the president of the board. even investment on behalf of the clients) by the indigenous bankers had not spread as a general habit in most parts of India. The members of the board of directors. The concept of deposit banking was also an innovation because the practice of accepting money for safekeeping (and in some cases. The rest were government nominees. keeping cash accounts and receiving deposits and issuing and circulating cash notes.

while the business of discounts on private as well as salary bills was almost the exclusive monopoly of individuals Europeans and their partnership firms. bullion. Indians were the principal borrowers against deposit of Company's paper. Demand promissory notes were signed by the borrower in favour of the guarantor. land or other real property was. plate. Loans against goods like opium. But the main function of the three banks. treasure. for such loans was public securities. was to help the latter raise loans from time to time and also provide a degree of stability to the prices of government securities. cotton. which began to be financed later. commonly called Company's Paper. were either pledged or hypothecated to the bank. salt woollens. forbidden. Bombay and Madras occurred after 1860. cotton piece goods. the right of note issue of the presidency banks was abolished and the Government of India assumed from 1 March 1862 the sole power of issuing paper currency within British India. But as soon as the three presidency bands were assured of the free use of government . mule twist and silk goods were also granted but such finance by way of cash credits gained momentum only from the third decade of the nineteenth century. Lending against shares of the banks or on the mortgage of houses. which was in turn endorsed to the bank. The task of management and circulation of the new currency notes was conferred on the presidency banks and the Government undertook to transfer the Treasury balances to the banks at places where the banks would open branches. With the passing of the Paper Currency Act of 1861. jewels. sugar and jute. however. Old Bank of Bengal Major change in the conditions A major change in the conditions of operation of the Banks of Bengal. or goods 'not of a perishable nature' and no interest could be charged beyond a rate of twelve per cent. None of the three banks had till then any branches (except the sole attempt and that too a short-lived one by the Bank of Bengal at Mirzapore in 1839) although the charters had given them such authority. including tea. as far as the government was concerned. All commodities.

10 Presidency Banks Act The presidency Banks Act. . agencies and sub agencies of the three presidency banks covered most of the major parts and many of the inland trade centres in India. though the banks continued to hold charge of the public debt offices in the three presidency towns. brought the three presidency banks under a common statute with similar restrictions on business. terminated. however. The pace of expansion witnessed in the previous decade fell sharply although. Bank of Madras Note Dated 1861 for Rs. By 1876. in the case of the Bank of Madras.Treasury balances at places where they would open branches. seasonal branches and sub agencies. the branches. Bank of Madras The decision of the Government to keep the surplus balances in Reserve Treasuries outside the normal control of the presidency banks and the connected decision not to guarantee minimum government balances at new places where branches were to be opened effectively checked the growth of new branches after 1876. Bombay and Madras into which sums above the specified minimum balances promised to the presidency banks at only their head offices were to be lodged. which came into operation on 1 May 1876. While the Bank of Bengal had eighteen branches including its head office. The Government could lend to the presidency banks from such Reserve Treasuries but the latter could look upon them more as a favour than as a right. it continued on a modest scale as the profits of that bank were mainly derived from trade dispersed among a number of port towns and inland centres of the presidency. they embarked on branch expansion at a rapid pace. the Banks of Bombay and Madras had fifteen each. The proprietary connection of the Government was. The Act also stipulated the creation of Reserve Treasuries at Calcutta. and the custody of a part of the government balances.

. a portion of which found its way into the foreign markets. But this creation was preceded by years of deliberations on the need for a 'State Bank of India'. which held government deposits. manufacturing and mining activity in the sub-continent. Not only was such business considered risky for these banks. The new bank took on the triple role of a commercial bank.India witnessed rapid commercialisation in the last quarter of the nineteenth century as its railway network expanded to cover all the major regions of the country. New irrigation networks in Madras. Punjab and Sind accelerated the process of conversion of subsistence crops into cash crops. it was also feared that these banks enjoying government patronage would offer unfair competition to the exchange banks which had by then arrived in India. This exclusion continued till the creation of the Reserve Bank of India in 1935. All these resulted in the expansion of India's international trade more than six-fold. the hills of Assam and the Nilgiris into regions of estate agriculture par excellence. Bank of Bombay Presidency Banks of Bengal The presidency Banks of Bengal. What eventually emerged was a 'half-way house' combining the functions of a commercial bank and a quasi-central bank. The triad had been transformed into a monolith and a giant among Indian commercial banks had emerged. Bombay and Madras with their 70 branches were merged in 1921 to form the Imperial Bank of India. a banker's bank and a banker to the government. the Bank of Madras went into the financing of large modern manufacturing industries. the Bank of Madras went into the financing of small-scale industries in a way which had no parallel elsewhere. Tea and coffee plantations transformed large areas of the eastern Terais. While the Banks of Bengal and Bombay were engaged in the financing of large modern manufacturing industries. But the three banks were rigorously excluded from any business involving foreign exchange. The three presidency banks were both beneficiaries and promoters of this commercialisation process as they became involved in the financing of practically every trading.

But it continued to maintain currency chests and small coin depots and operate the remittance facilities scheme for other banks and the public on terms stipulated by the Reserve Bank. The latter ceased to be bankers to the Government of India and instead became agent of the Reserve Bank for the transaction of government business at centres at which the central bank was not established. All these enabled the Imperial Bank to acquire a pre-eminent position in the Indian banking industry and also secure a vital place in the country's economic life. the increases in some cases amounting to more than six-fold. It also acted as a bankers' bank by holding their surplus cash and granting them advances against authorised securities. investments and advances. The bank was also the biggest tenderer at the Treasury bill auctions conducted by the Reserve Bank on behalf of the Government. Imperial Bank The Imperial Bank during the three and a half decades of its existence recorded an impressive growth in terms of offices. Stamp of Imperial Bank of India .The establishment of the Reserve Bank of India as the central bank of the country in 1935 ended the quasi-central banking role of the Imperial Bank. The earlier restrictions on its business were removed and the bank was permitted to undertake foreign exchange business and executor and trustee business for the first time. The establishment of the Reserve Bank simultaneously saw important amendments being made to the constitution of the Imperial Bank converting it into a purely commercial bank. The management of the bank clearing houses also continued with it at many places where the Reserve Bank did not have offices. reserves. But the lofty traditions of banking which the Imperial Bank consistently maintained and the high standard of integrity it observed in its operations inspired confidence in its depositors that no other bank in India could perhaps then equal. The financial status and security inherited from its forerunners no doubt provided a firm and durable platform. deposits.

the development of rural India was given the highest priority.72. An act was accordingly passed in Parliament in May 1955 and the State Bank of India was constituted on 1 July 1955.11. BANKING SUBSIDIARIES ASSOCIATE BANKS [Email Page] [Print Page] . Later. The concept of banking as mere repositories of the community's savings and lenders to creditworthy parties was soon to give way to the concept of purposeful banking subserving the growing and diversified financial needs of planned economic development. enabling the State Bank of India to take over eight former State-associated banks as its subsidiaries (later named Associates). More than a quarter of the resources of the Indian banking system thus passed under the direct control of the State.85 crores. The commercial banks of the country including the Imperial Bank of India had till then confined their operations to the urban sector and were not equipped to respond to the emergent needs of economic regeneration of the rural areas.14 crores and Rs.94 crores respectively and a network of 172 branches and more than 200 sub offices extending all over the country. to serve the economy in general and the rural sector in particular. and integrating with it. sub offices and three Local Head Offices inherited from the Imperial Bank. the Imperial Bank had a capital base (including reserves) of Rs. In order. First Five Year Plan In 1951. The State Bank of India was destined to act as the pacesetter in this respect and lead the Indian banking system into the exciting field of national development. deposits and advances of Rs. therefore. the All India Rural Credit Survey Committee recommended the creation of a state-partnered and statesponsored bank by taking over the Imperial Bank of India. when the First Five Year Plan was launched. The State Bank of India was thus born with a new sense of social purpose aided by the 480 offices comprising branches.When India attained freedom. the State Bank of India (Subsidiary Banks) Act was passed in 1959.275. the former state-owned or state-associate banks.

State Bank of India has the following five Associate Banks (ABs) with controlling interest ranging from 75% to 100%. the five ABs have a combined network of 4748 branches in India which are on core banking and 4713 ATMs networked with SBI www. In crores) Deposits Loans 317581 240601 Investments 97439 Total Assets 378565 Return on Assets No.12% as on 30th June 2011. State Bank of Travancore (SBT) As on June 30. State Bank of Hyderabad (SBH) 3. 2011. State Bank of Bikaner and Jaipur (SBBJ) 2.mysorebank.79 crores as on 30th June 2011. respectively.735.32%.The highlights of performance of the five ABs for the quarter ended June 11 are as follows: (Rs.39% and 16. State Bank of Patiala (SBP) 5.sbhyd.sbbjbank.67% over the previous year to reach www. The combined Net NPA ratio of all ABs was at 0. providing value added services to clientele. during the year. State Bank of Mysore (SBM) 4. 1. of Branches Url SBBJ SBH SBM www. The combined net profit of these banks increased by 10. Deposits and advances grew by 12.79% 4748 .

is customer focussed.07. presently. with a paid up capital of USD 10 Million. Attractive rates of interest are offered. and offers to all its clients. The principal activities include:  Acceptance of deposits in foreign currencies mainly US www. .2011. Return on Assets was at 0.40 crore. which is an integral part of its operations having a significant impact on services rendered. with the expertise of its management and personnel. clients spread over 40 countries.0. as at 30th June 2011. fully owned by SBI): SBICI Bank Ltd has two branches. The Bank has since been acquired by SBI on 29.304. Deposits.67% as on 30. operating in Mumbai.SBP SBT www. The Bank lays emphasis on technology. Pound Sterling.. all over the world. The Bank recorded a net profit of Rs. It has.6. The Bank has had a consistent record of having earned profits since its very first year of operations. Rs.416.27 crore during quarter ended June 11. SBIIML.95 crore and SBICI Bank Ltd (Banking Subsidiary. Loans and Investments were at Rs.2011. cost effective professional services and innovative while Capital Adequacy Ratio stood at 29. fully computerised.233. SBI International (Mauritius) Ltd. Offshore Bank (A subsidiary of State Bank of India) State bank of India International (Mauritius) Ltd is one of the first offshore banks to be established in Mauritius in 1990.89 crore. high quality. respectively. Euro and also other currencies.

Hedging of exchange and interest rate risks on behalf of customers. FINANCIAL PERFORMANCEAS ON 31.2004 ITEMS RESOURCES Capital & Reserves Deposits Borrowings Other Liabilities Total DEPLOYMENT Investments & Placements Advances All other Assets 37. including issuance of/negotiations under documentary letters of credits and issuance of bank guarantees. IN CRORES . Trade Services.42 6.50 491.49 USD MIO RS.74 31.91 29. Rendering custodial services for offshore funds registered in Mauritius.       The Bank adopts the best Corporate Governance practices.43 578.39 38.93 83.03. and comprehensive risk management policies and systems ensure effective control of risks.84 132. A strong capital base. and near zero non-performing assets further add to the strength and stability of the Bank.30 176. Sales and Purchases of foreign currencies in the Spot and Forward Market.10 112.14 7.67 165.34 166. International remittances in all major currencies through SWIFT. Loans/syndications in major currencies. Products tailored to suit the requirements of customers.16 19. like Euro/Dollar/Japanese Yen.91 773. quickly and effectively.

STATE BANK OF INDIA (CALIFORNIA) State Bank of India (California). the Bank caters to the Banking needs of the community. 2102651 FAX: (230) 2122050 Cable:Bankofshor SWIFT:INILMUMU Contact Person: M C Mulay -Managing Director.93 1.. ATM service and Credit Cards. The Bank also provides Internet Banking. ethnic and non-ethnic alike. a wholly owned subsidiary in California is a California State Chartered Bank and a member of the Federal Deposit Insurance Corporation.Total Assets NET PROFIT CONTACT DETAILS: Address 176. Current position should be ascertained from the Bank. Tele-Banking.98 SBI International (Mauritius) Ltd. SBIC takes prides in providing state-of-the-art remittance facility to its customers.2009 . President John Kennedy Street. Harbour Front Building.50 4.03.14 773.:(230)212 2054/2055. 2101485. With eight full service branches. Port Louis Tel. through various deposit and loan schemes. 7th floor. Note : The above information is liable to change. FINANCIAL PERFORMANCE AS ON 31.

65 4.21 749.35 3800.38 3800.39 429.32 451. 707 Wilshire Blvd. Suite 1995 Los Angeles CA 90017.01 749.55 15. IN CRORES 89.46 2898. 19th Floor.ITEMS RESOURCES Capital & Reserves Deposits Borrowings Other Liabilities Total DEPLOYMENT Investments & Placements Advances All other Assets Total Assets NET PROFIT CONTACT DETAILS: Address State Bank of India (California).26 497.:(213)623-7250 FAX: (213)622-2069/622-8082 USD MIO RS.35 21.13 2521.04 375.05 74.55 178.01 571.12 904.32 3.45 84.82 . USA Tel.

64 0 72.71 USD MIO RS. STATE BANK OF INDIA (CANADA) State Bank of India (Canada) .259 0 Note : The above information is liable to change. FINANCIAL PERFORMANCE AS ON 31.414 603. Mississauga. advisory and logistic support to Canadian and Indian corporates. Abbotsford and Brampton extending various facilities to the Indians settled in Canada such as remittance of funds through a network of over 11500 offices of State Bank of India.193 545.sbical.Cable:SBIC SWIFT:SBCAUS6L Contact Person: Mr. visit www. Vancouver. the largest commercial bank in India and through the branches of its Associate Banks. Current position should be ascertained from the Bank. Dinesh Pandey-President & CEO For more details on our subsidiary. Scarborough. SBI(C) has also been instrumental in fostering trade ties between India and Canada by extending financial.a wholly owned subsidiary of State Bank of India has been operating in Canada at seven locations Toronto.2010 ITEMS RESOURCES Capital & Reserves Deposits Borrowings Other Liabilities 121.03.15 2708. IN CRORES . Surrey.

252 740.Total DEPLOYMENT Investments & Placements Advances All other Assets Total Assets CONTACT DETAILS: Address 740. Ontario.87 3326.866 740.President & CEO For more details on our subsidiary.sbicanada.50 2468.50 164.50 200 Bay Street. North Tower Toronto. Sunil Kumar Tandon . visit www. Suite#1600 Royal Bank Plaza.sbicanada.921 Website: Contact Person Mr.13 117.866 3326. .M5J 2J2 Tel: (01905) ? (416) 865 0414 Fax: (416) 865 1735/0324 Working Hours: (Mon-Fri) 9:30am ? 4:00pm Weekly Holidays: Saturday & Sunday SWIT code: SBINCATX Cable: STAT BANK Email: sbican@sbicanada. Current position should be ascertained from the Note : The above information is liable to change.693 26.

35 0. LAGOS A subsidiary of SBI.930 12.02 USD MIO RS.480 31.720 0. (formerly Indo-Nigerian Merchant Bank Ltd) was incorporated on 26/11/1981 under the Banking Act. PortHarcourt and Ikeja (recently opened).INMB BANK LTD. INMB Bank Ltd. The Bank has carved a niche for itself in the banking industry as a bastion of professionalism. FINANCIAL PERFORMANCE AS ON 31. The principle activity of the Bank is providing Banking Services. mainly to corporate clients. integrity and transparency.2004 ITEMS RESOURCES Capital & Reserves Deposits Borrowings Other Liabilities Total DEPLOYMENT Investments & Placements 2. Kano.81 10.020 6. IN CRORES . corporate finance activities. Such services include the granting of loans and advances.33 138.09 28. In August 2002.570 45. The Bank is operating five branches in Nigeria namely Lagos. financial advisory services. the Bank was licensed by Central Bank of Nigeria to begin retail banking. 1969. Abuja.350 14.25 64. It is among the few ?A? Rated financial institutions in the country.03. equipment leasing.

Adeola Hopewell Street. Private Mail Bag No.180 55.Advances All other Assets Total Assets NET PROFIT/(LOSS) CONTACT DETAILS: Address INMB Bank Ltd. undertaking full . visit www.:2621323/2610052/0053/3195/3993 FAX: 2619955. The salient features of our Bank are as under: A) Our Bank is a full fledged forex licensed bank.2622794 Cable:STAT BANK SWIFT:INMBNGLA Contact Person 12. 42.910 31. Nigeria Tel.01 5.inmb.65 69. 12656 Lagos.570 1.55 138. BANK SBI Indonesia (SBII) Bank SBI Indonesia is a subsidiary of SBI established in Indonesia.15 S S Ranjan . under SBI management since June 2007.730 15. Current position should be ascertained from the Note : The above information is liable to change. Victoria Island.Managing Director & Chief Executive For more details on our subsidiary.

Our competitive rates help trade services on both sides for mutual benefit with our partner banks. your bank can extend a complete package to your customers for their projects being set up in Indonesia. Indonesian exporters face problems in negotiation/ discount of export bills under LCs of Indian banks. Hence. including advising of LCs to the Indian banks directly. which may be required at this end. At present. we may point out that SBI has committed to the Central Bank of Indonesia to honour all liabilities of SBI Indonesia in any extraordinary . D) SBI Indonesia also provides support to Indian companies entering Indonesia by tying up suitable arrangements with their Indian bankers. importers here have difficulties in establishing LCs for imports from India. Although SBII is currently not rated by any Ratings agency. E) The audited financial parameters of SBII are placed in Annex I. for creation of their security charge over the borrower’s assets in Indonesia. SBII has developed excellent relationships with local important and leading groups in Industry and trade. For TLs/WC extended by Indian banks. Similarly. We can also provide funding support to your customers in Indonesia by relying on some comfort from you. As may be observed. We have 14 offices spread over the islands of Java (Jakarta. Surabaya and Bandung) and Sumatra (Medan).range of banking activities. We also provide support to Indian banks by way of information/opinion/legal due diligence etc. we can provide Security Trustee facilities etc. SBII has sound financials and has shown excellent performance and growth after the management takeover by SBI. C) We provide excellent trade related facilities for bilateral trade between India and Indonesia. particularly for remittances to India in INR USD. We enjoy unique advantage by our competitive and attractive services. We provide all these facilities and other services to facilitate bilateral trade and our efficient services. the main business centers in Indonesia. B) We are an important source for handling remittances by expats/ Indonesians importers to all banks in India.

D Hari Krishna 579.harik@sbi.saran@sbiindo.1 In Indonesia. Annexure I SBI Indonesia records rapid growth for the year ended 31st March. Rajiv Saran President Dir.33% .7 249. Luky Permadhi Director (Ops) Manager Manager. 2010 Bank SBI Indonesia achieved substantial growth during the period 2007-10 after takeover of management by SBI in 1128. Sathyamurthy Mr. The contact details of our key officials at our Head Office are placed below:Name Designation Phone Mobile ISD:0062 21 ISD:0062 39838747 ex 307 39838747 ex 208 39838747 ex 215 39838747 ex 270 e-mail Mr. 81586417137 d. 2007. IBG 81585108010 rajiv. sathyas100@gmail. S. although this was a very difficult period for the economy. 3 banks failed and a mid-sized bank had to be bailed out by the Government in 2008-09. The critical financial parameters in this period are given below: Performance Indicators (IDR in billions ) Increase As at 31st Mar 2007 2008 2009 2010 (2007-10) 1 Total Deposits 8129919631 81585108009 dirops@sbiindo. particularly for the financial sector and banks.

69% 57.9 3.9 17.3 23.3 4.1 17.797 million upto June 07. The Bank had incurred a loss of IDR 1.7 1. the new management not only wiped out all the losses but also closed the year with profits and good business growth.58% (i) SBI took over management control in June 07.64% 92. it was a loss making bank.26% of the equity on an annualised basis.8 31.4 2.62% 629.5 22.6 756.6 157.2 58. restoring the healthy functioning of the Bank.2 585. (iii) SBI Indonesia received forex licence and now undertakes full range of banking facilities.8 1.4 0. (ii)At the time of takeover by SBI.2 2.5 532.Total Advances Total Assets Investments Market Borrowings Net Profit Net Intt Income Non Intt Income Non Intt Expense ROAA (%) ROAE (%) Net NPL to Net 12 Advances 13 Total Equity 14 CAR (%) Notes: 2 3 4 5 6 7 8 9 0 11 159. SBI is the only Indian Bank in Indonesia which is actively supporting Indian Banks and corporates.8 9.0 33.5 2.80 246.7 1.1 28.9 4.5 4. (iv) After takeover. wiping out 21.8 19. introduced latest .05 251.9 22.14% 153.5 5.33% -28.1 561.2 2.3 141. After takeover.7 (-) 4.07 167.05% -85.1 2. Bank has doubled the branch network.8 2.69% 157.57% 261.6 163.53% 166.9 6.9 222.1 38.2 (-) 1.0 370. advances & profitability.9 29.6 362.2 17.63% 313. Performance of Bank in the pretakeover period Dec 06-June 07 was poor due to declining levels of deposits.1 1310.30 (-) 0.67% 62.0 3.9 0. Excellent growth could be achieved in less than 3 years after management takeover by SBI in June 2007.0 309.87% 463.4 1.4 2.

debt placements.SBI Factors & Commercial Services Pvt Ltd 4. On the international front SBICAPs bagged an infrastructure (water) advisory assignment from the Ministry of National Economy. ATMs at all branches. particularly in the energy sector. mobile banking.SBI General Insurance Company Limited SBI Capital Markets Ltd (SBICAP) SBICAP undertakes merchant banking activities. book-building issues. and sales and distribution. During the year. SBICAP’s current focus is on infrastructure project advisory and syndication mandates. NON BANKING SUBSIDIARIES [Print Page] The Bank has the following Non-Banking Subsidiaries in India: 1. Ltd. (SBICPSL) 5. project appraisal. urban infrastructure and power.SBI Cards & Payments Services Pvt. sales & distribution. Oman and was an integral part of the team effort for SBI’s first acquisition of a bank overseas. The other focus areas are public issues of equity. shifting Head Office to Central Business District etc.SBI DFHI Ltd 6. All this was achieved from internal resources of the Bank while maintaining good profitability. system upgradation. change of name.SBI Capital Markets Ltd 2. It was also . project advisory and structured finance. broking. particularly in sectors.technological products including ATM/Debit cards. It focused on infrastructure project advisory and syndication mandates. SBICAPs forged ahead in issue management. credit syndication and securities broking.SBI Funds Management Pvt Ltd 3. which is reckoned as the critical growth driver in the growth of the economy. which are reckoned as the growth drivers. advisory services. such as.

SBI FUNDS reported a total inflow of Rs. The Bank holds 100% equity of the Company.09 crore in 2003-2004.312 crores as on the 31st March 2003.23 crore in the last year shows a y-o-y growth of approx. During 2003-04.523 crore.88. PAT of Rs.12.sbimf. For more information visit http://www.06 crore as against Rs.10. The total net assets of domestic funds under management stood at Rs.6.21 crore in the preceding year and paid a dividend of 10%.associated with SBI for providing advisory in respect of participation of Societe Generale Asset Management.927 crore for the year as against a net inflow of Rs.175.12 crore as against Rs.450 crore in the openended funds.686 crore in the previous year. which hit the primary market during the period. Total redemption amounted to Rs.40%. SBI FUNDS recorded a profit after tax of Rs.5.1. 63.340 crore as on the 31st March 2004 as against Rs. For more information visit http://www.sbicaps. 23%. as against Rs. leaving a net inflow of Rs. It handled seven public issues out of the thirty four issues. France in SBI Mutual SBI Funds Management Pvt Ltd (SBI FUNDS) SBI FUNDS is the Asset Management Company (AMC) set up for managing the affairs of SBI Mutual Fund.75 crore in the previous year.3. The Company recorded an improved financial performance during the year with gross income amounting to Rs. a y-o-y growth of SBI DFHI Ltd (SBI DFHI) .10.

94 crores for the year 2010-11 and paid a dividend of 12. It is a market leader in the Primary Dealer segment of the domestic debt market.sbidfhi.The company bought back 25% of its paid up equity capital during the year 2010-11. SBI DFHI Ltd was created out of the merger in 2004 of two leading players in the domestic Money and Debt Markets. SBI and its Associates Banks hold 70% stake in SBI Factors. Fertilizer Bonds . 700. Secs and Rs. For more information. Factoring is a Collection and finance service designed to improve the cash flow position of SMEs by turning their credit invoices into ready cash. PSU Bonds.17% of the company’s share capital as on 31st March 2011. 135351 cr. in T-Bills during FY 2010-11. The major strength of the company is that it has put in place a technology driven platform for offering integrated receivables management. The State Bank Group holds 72. SBI Factors and Commercial Services Pvt Ltd (SBI FACTORS) SBI Factors. including small lots. in G. The company has posted a post tax profit of Rs.2005. please visit www. The company also trades in various types of other securities like Corporate Bonds.SBI DFHI LTD is a Primary Dealer – an Institution created by RBI to support the book building process in Primary Auctions of Government securities and provides necessary depth and liquidity to the Secondary Market in Government Securities. It is a major participant in the Government Securities market and posted an impressive turnover of Rs.5%. 85628 cr. SBIF offers Domestic Factoring With Recourse and Without Recourse. 852. a subsidiary of State bank of India (SBI) is one of the leading factoring companies in India with an asset base of Rs. The company is active in retailing of Government securities. Certificate of Deposits the RBI promoted Discount & Finance House of India (DFHI) and SBI Gilts Ltd. Purchase . 56. It was established in February 1991 with the primary objective to provide domestic factoring services to Small and Medium Enterprises (SMEs). with a Net Worth of Rs.10 crores as on 30.69 crores (as on 31st March 2011) and a presence in all major financial centers of the country.09.

an instalment loan programme. Market leadership in VISA petrol spends in India. For more information visit http://www. Factoring of Usance Bills Under LC.03. Ltd. Ten per cent maiden dividend declared. It has achieved a turnover of Rs. SBI Hyderabad and SBI Bangalore city affinity cards.09.64 crores and PAT Rs. 6. Launch of SBI Delhi. . It has declared a dividend of 8% during the year 2005. Launch of “Flexipay”. For more information visit http://www. (SBICPSL) 1.2005. Channel Financing of Dealers / Distributors and Export Factoring Facilities. 4. 6. SBIF has ten branches all over the country and it has plans to open three more branches during the year.2005.54 Crores with Prepayment Outstanding of Rs. All its products have been well received by its clients.Bill Factoring. It has a market share of SBI Cards & Payments Services Pvt. 2.03. Launch of e-bill payment of SBI Credit Card for SBI account holders. 5. 1489. 9.sbicard. It has recorded a NIL NPA position as at 31.12 Crores for the year 2004-05. SBI owns 74% of the total capital and IAG the remaining 26%.30% as on 30. SBI General commenced its business operation in India late March 2010 in a limited way and is working towards a nationwide launch with a larger product SBI General Insurance Company Limited SBI General Insurance Company Limited is a joint venture between the State Bank of India and Insurance Australia Group (IAG). Launch of Elite card which is offered by invitation only. 459.35 crores for the year ended 31. 3.sbifactors.2005. The profit before tax was Rs.

Agency. SBI-SG Global Securities Private Limited 1. 2.SBI General will be a technology driven company with state-of-the-art IT systems. Bancassurance will be the major channel during the initial years. SBI General is in the process of setting up a unique multi-distribution model encompassing Bancassurance.000 crore and a paid up capital of Rs 1. SBI General’s Vision is to emerge as the most trusted protection provider with fair and transparent business practices and lead the nation’s effort in increasing general insurance penetration as well as partnering the nation in reducing risks systematically. SBI General in course of time will introduce innovative and well-diversified portfolio of products at competitive prices & convenient to buy. SBI Life Insurance Company Ltd (SBI LIFE) SBI Life Insurance. It will be a multi-product.sbigeneral. is a joint venture between State Bank of India and BNP Paribas Assurance SBI owns 74% of the total capital and BNP Paribas Assurance the remaining 26%. . SBI Life Insurance has an authorized capital of Rs. For more information visit JOINT VENTURES [Print Page] The Bank has the following Joint Ventures in India: 1. SBI Life Insurance Company Ltd (SBI LIFE) 2. multi-segment and multi-channel company. Broking & Retail Direct (On-line & Tele Sales) channels. India’s largest private life insurance. SBI General Insurance Company Limited 3.000 crores.

is one of the oldest foreign banks with a presence in India dating back to 1860. SBI Life extensively leverages the SBI Group relationship as a platform for cross-selling insurance products along with its numerous banking product packages such as housing loans and personal loans. Globally topped at the prestigious MDRT 09. offers door to door insurance solutions to customers. Agency and Corporate Solutions.BNP Paribas Assurance is the insurance arm of BNP Paribas . Agency Channel. SBI Life Insurance’s mission is to emerge as the leading company offering a comprehensive range of Life Insurance and pension products at competitive prices. and a worldwide leader in Creditor insurance products offering protection to over 50 million clients. in terms of number of Million . BNP Paribas Assurance operates in 41 countries mainly through the bancassurance and partnership model. SBI Life has a unique multi-distribution model encompassing Bancassurance. comprising of the most productive force of over 68. BNP Paribas.000 Insurance Advisors. SBI Life’s Key Accomplishments: Bagged the coveted personal finance award-Outlook Money NDTV Profit “best Life Insurer 2008”. part of the worlds top 10 groups of banks by market value and part of Europe top 3 banking companies. ensuring high standards of customer service and world class operating efficiency.Euro Zone’s leading Bank. BNP Paribas Assurance is the fourth largest life insurance company in France.

Dollar Round Table (MDRT) members. Retains ISO 9001:2000 certificate for superior claim settlement process For more information. Agency. SBI General Insurance Company Limited SBI General Insurance Company Limited is a joint venture between the State Bank of India and Insurance Australia Group (IAG). First life insurer to receive CRISIL’s highest financial rating AAA/Stable. ICRA too has assigned iAAA rating indicating highest claims paying ability to SBI Life Insurance. SBI General will be a technology driven company with state-of-the-art IT SBI owns 74% of the total capital and IAG the remaining 26%. Bancassurance will be the major channel during the initial 2. SBI General commenced its business operation in India late March 2010 in a limited way and is working towards a nationwide launch with a larger product portfolio. It will be a multi-product. SBI General’s Vision is to emerge as the most trusted protection provider with fair and transparent business practices and lead the nation’s effort in increasing . Broking & Retail Direct (On-line & Tele Sales) channels. SBI General is in the process of setting up a unique multi-distribution model encompassing Bancassurance. multi-segment and multi-channel company. please visit www.

SBI-SG Global Securities Services Private Limited SBI-SG Global Securities Services Private Limited is a joint venture between State Bank of India (SBI) and Societe Generale Securities Services (SGSS). Fund Accounting & Fund Administration. For more information visit 3. please visit www. Corporates. For more information. Insurance Companies. The joint venture is leveraging SBI’s strength in the Indian financial sector and SGSS is contributing its recognized experience and best practices as one of the leading global custodians providing securities services across 80 countries worldwide.sbigeneral. Mutual Funds. SBI General in course of time will introduce innovative and well-diversified portfolio of products at competitive prices & convenient to buy. Portfolio Management Services. Pension insurance penetration as well as partnering the nation in reducing risks . Risk Analysis & Performance Measurement and Registrar & Transfer Agency Services to domestic investors like Financial Institutions. This joint venture has been set up to offer high quality Custody Services. Private Banks. It is a state-of-the-art service delivery with total focus on rendering world class service to all the major players in the Securities Industry in India.sbisgcsl. Brokers and overseas investors like Global Custodians or Foreign Institutional Investors in the Indian Securities Market.

CODE OF CONDUCT FOR THE BANK’S BOARD OF DIRECTORS AND CORE MANAGEMENT APPROVED BY THE CENTRAL BOARD [Print Page] I. The Bank acknowledges the need to uphold the integrity of every transaction it enters into and believes that honesty and integrity in its internal conduct would be judged by its external behaviour.Bank’s belief system This Code of Conduct attempts to set forth the guiding principles on which the Bank shall operate and conduct its daily business with its multitudinous stakeholders. government and regulatory agencies. It recognises that the Bank is a trustee and custodian of public money and in order to fulfil its fiduciary obligations and responsibilities.The Bank shall be committed in all its actions to the interest of the countries in which it operates. it has to maintain and continue to enjoy the trust and confidence of public at large. requires. II. as part of Corporate Governance the listed entities to lay down a Code of Conduct for Directors on the Board of an entity and its Senior Management. The Bank is conscious of the reputation it carries amongst its customers and public at large and shall endeavour to do all it can to sustain and improve upon the same in its discharge of obligations. and anyone else with whom it is connected.Need and objective of the Code Clause 49 of the Listing Agreement entered into with the Stock Exchanges. Accordingly the State Bank of India has laid down this Code for its Directors on the Central Board and its Core Management (Core Management means top executives of the Bank at the level of Deputy Managing Directors). Senior Management has been defined to include personnel who are members of its Core Management and functional heads excluding the Board of Directors. The Bank shall . media.

which are customer. which an ordinary person is expected to take in his/her own business. rules and regulations. including proper and ethical procedures in dealing with actual or apparent conflicts of interest between personal and professional relationships. A “Conflict of Interest” occurs when personal interest of any member of the Board of Directors and of the Core Management interferes or appears to interfere in any way with the interests of the Bank. d)to address misuse or misapplication of the Bank’s assets and resources. to ensure the interests. at offsite locations where the business is being conducted whether in India or abroad. harmonious and productive work environment and business organization. positive.centric and which promote financial prudence. Although this duty does not prevent . efficient. Every member of the Board of Directors and Core Management has a responsibility to the Bank. e)the highest level of confidentiality and fair dealing within and outside the Bank. These standards need to be applied while working in the premises of the Bank. ii . safety and welfare of customers. General Standards of conduct The Bank expects all Directors and members of the Core Management to exercise good judgement. employees.continue to initiate policies. i. or at any other place where they act as representatives of the Bank. at Bank-sponsored business and social events. b)full. its stakeholders and to each other. c)compliance with applicable laws. and other stakeholders and to maintain a cooperative. Philosophy Of The Code The Code envisages and expects a)adherence to the highest standards of honest and ethical conduct. The Directors and members of the Core Management while discharging duties of their office must act honestly and with due diligence. They are expected to act with that amount of utmost care and prudence. III. fair and accurate disclosures in the periodic reports required to be filed by the Bank with government and regulatory agencies.

They are prohibited from engaging in any activity that interferes with their performance or responsibilities to the Bank or otherwise is in conflict with or prejudicial to the Bank.Related Parties .The members of the Core Management are expected to devote their total attention to the business interests of the Bank.Business Interests .Employment / Outside Employment . b. c. their ability to influence the Bank’s decisions. the Directors and members of the Core Management should avoid conducting Bank’s business with a relative or any other person or any firm.them from engaging in personal transactions and investments. association in which the relative or other person is associated in any significant role. it does demand that they avoid situations where a conflict of interest might occur or appear to occur.They are expected to perform their duties in a way that they do not conflict with the Bank’s interest such asa.Additionally. supplier or competitor.As a general rule. or of the other entity. their access to confidential information of the Bank. company. supplier or competitor should be considered in determining whether a conflict exists. they should disclose to the Bank any interest that they have which may conflict with the business of the Bank. and the nature of the relationship between the Bank and the customer.If any member of the Board of Directors and Core Management considers investing in securities issued by the Bank’s customer.Relatives shall include:         Spouse Father Mother (including step-mother) Son (including step-son) Son’s wife Daughter (including step-daughter) Father’s father Father’s mother . they should ensure that these investments do not compromise their responsibilities to the Bank. Many factors including the size and nature of the investment.

C.Applicable Laws The Directors of the Bank and Core Management must comply with applicable laws.They should report . fair and accurate disclosures in the periodic reports required to be filed with Government and Regulatory agencies. B.Disclosure Standards The Bank shall make full.               Mother’s mother Mother’s father Son’s son Son’s son’s wife Son’s daughter Son’s Daughter’s husband Daughter’s husband Daughter’s son Daughter’s son’s wife Daughter’s daughter Daughter’s daughter’s husband Brother (including step-brother) Brother’s wife Sister (including step-sister) Sister’s husband i. they must fully disclose the nature of the related party transaction to the appropriate authority. rules and regulatory orders.The members of Core Management of the Bank shall initiate all actions deemed necessary for proper dissemination of relevant information to the Board of Directors. as may be required by applicable laws. regulations.If such a related party transaction is unavoidable. Any dealings with a related party must be conducted in such a way that no preferential treatment is given to that party. Auditors and other Statutory Agencies. rules and regulations.In the case of any other transaction or situation giving rise to conflicts of interests. ii. the appropriate authority should after due deliberations decide on its impact.

It includes all trade related information. employee related information. confidential information may have to be disclosed to potential business partners. administration. acting on behalf of the Bank in any transaction in which they or any of their relative(s) have a significant direct or indirect interest. strategies. demanding. All confidential information must be used for Bank’s business purposes only. E. ii. technical data that are either provided to or made available to each member of the Board of Directors and the Core Management by the Bank either in paper form or electronic media to facilitate their work or that they are able to know or obtain access by virtue of their position with the Bank. ii. information or position for personal gain. accepting or agreeing to accept anything of value from any person while dealing with the Bank’s assets and resources. legal. which the Bank has rightfully received under non-disclosure agreements. This obligation extends to confidential information of third parties.This responsibility includes the safeguarding. securing and proper disposal of confidential information in accordance with the Bank's policy on maintaining and managing records.Care should be taken to .any inadvertent non-compliance.Such disclosure should be made after considering its potential benefits and risks. scientific. Confidentiality and Fair Dealings Bank’s Confidential Information i. using corporate property. iii. if detected subsequently. iii.Use of Bank’s Assets and Resources Each member of the Board of Directors and the Core Management has a duty to the Bank to advance its legitimate interests while dealing with the Bank’s assets and resources. research in connection with the Bank and commercial.The Bank's confidential information is a valuable asset. soliciting. customer information. Members of the Board of Directors and Core Management are prohibited from: i. D. trade secrets. To further the Bank’s business. confidential and privileged information. to the concerned authorities.

the Bank may request that a third party provide confidential information to permit the Bank to evaluate a potential business relationship with that party. . IV.divulge the most sensitive information. Therefore. that is perceived as intended. shareholders/ stakeholders. payment promise to pay. Such confidential information should be handled in accordance with the agreements with such third parties. General Managers should be fully compliant with the laws. any commission of fraud.Good corporate governance practices Each member of the Board of Directors and Core Management of the Bank should adhere to the following so as to ensure compliance with good Corporate Governance practices. directly or indirectly. At other times. or opportunity for the commission of any fraud. ii. etc. suppliers. any act or failure to act. or anything of value from customers. only after the said potential business partner has signed a confidentiality agreement with the Bank. Other Confidential Information The Bank has many kinds of business relationships with many companies and individuals. statutes. should include a disclaimer that the publication or statement represents the views of the specific author and not the bank. special care must be taken by the Board of Directors and members of the Core Management to handle the confidential information of others responsibly. or authorization to pay any money. Directors and the members of Core Management shall not accept any offer. The Bank requires that every Director and the member of Core Management. made outside the scope of any appropriate authority in the Bank. to influence any business decision. Sometimes. they will volunteer confidential information about their products or business plans to induce the Bank to enter into a business relationship. i.. gift. Any publication or publicly made statement that might be perceived or construed as attributable to the Bank. rules and regulations that have the objective of preventing unlawful gains of any nature whatsoever. iv.

Don’ts i.Waivers Any waiver of any provision of this Code of Conduct for a member of the Bank’s Board of Directors or a member of the Core Management must be approved in writing by the Board of Directors of the Bank. good conduct and integrity of the staff. and are essential to the Bank's ability to conduct its business in accordance with its value system. Do not reveal any information relating to any constituent of the Bank to anyone. iii. (This stipulation does not apply to the Chairman. buildings or sites for Bank’s premises. which will interfere with and / or be subversive of maintenance of discipline. architects. iv. notes and Minutes. The matters covered in this Code of Conduct are of the utmost importance to the Bank. Do not sponsor any proposal relating to loans. Attend Board meetings regularly and participate in the deliberations and discussions effectively. investments. v. the Managing Directors and the Core Management. lawyers and other professionals etc.Study the Board papers thoroughly and enquire about follow up reports on definite time schedule. iii. Do not do anything. v. ii. V. Do not interfere in the day to day functioning of the bank. doctors. its stakeholders and its business partners. Do not display the logo / distinctive design of the Bank on their personal visiting cards / letter heads.) ii.Be familiar with the broad objectives of the Bank and the policies laid down by the Government and the various laws and legislations.Dos i.Involve actively in the matter of formulation of general policies iv. auditors. enlistment or empanelment of contractors. Ensure confidentiality of the Bank’s agenda papers. (This does not prevent the Chairman. Managing Directors and Core Management from using DO Letterheads or visiting cards with SBI’s logo thereon). .

Name: Signature: Place & Date: .I have received and read the Bank's Code of Conduct and agree to comply with the same.