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9thAnnual India Unlimited. InvestorConference
Mr. Bipin Kabra
March 9, 2010
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Origin
Capital of
11,000
7 employees
Nov 14, 1927
Trichur
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Milestones
Incorp.
1927
1st
Branch
Br. o/s
Kerala
SCB
status
100
branches
Public
issue
1stATM
Rights
issue
1937
1975
1977
1980
1996
2000
2002
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The distant past
Dependency in Kerala
Banking business
Infrastructure
Employees

Bulk of the business from the SME segment

High NPA level
Low employee base and Higher age of employees
207 branches and 72 ATMs
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The Turning Point
As per RBI guidelines
Net worth of Rs. 300 crores
No single shareholder with control in excess of 10%

Decline in holding by the largest shareholder from 37% to

10%
Change in Board of Directors with induction of highly reputed
professionals
Rights issue made in April, 2008 at a price of Rs. 62 per share
Revamp in the top and senior management with emphasis on
proven industry credentials and execution capabilities
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Vision
Large Profitable A Rated Bank
Large
Profitable
A Rating
To be amongst the top 5 Private Sector BanksBalance sheet sizeAsset QualityProfi
tsBranch network
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Mission
There is nothing in a caterpillar
that tells you it.s going to be a
butterfly.
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Growth phases
Change is the deviation from one condition to another condition, one process
to another process, one stage to another stage, one phase to another phase
Past
Capacity
Productivity
OptimisationC:\Documents and Settings\Administrator\Desktop\New Folder\dILIP.JPE
G
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Capacity
Branding
Treasury & Fee Income
Operation and Technology
Business Mix
Human Resources
Liabilities
Channels
Product Suite
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Continuous progression in strategy
Capacity
Productivity
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Five speed transmission
.Balanced Scorecard
.Retail Assets
.Capital Raising Plan
.Fee income -New products
.Strengthening Channels

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Other Initiatives
.Wealth Management
.Mutual Fund
.BPO

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India.s Fastest Growing Mid-size Bank by
on the basis of a KPMG survey
Awarded Best bank in the private sector by the State
Forum of Bankers. Clubs at their Banking Excellence
Awards

Accolades Last 12 monthsBT_logo copy.jpg

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Name
Age
Total Work Experience
Mr. G.N. Bajpai
Chairman
66
HehashadadistinguishedcareerintheIndianfinancialsectorandiscurrentlyDirectorofFu
tureGeneraliLifeInsurance,FutureGeneraliInsurance,InventARCPrivateLimited,Inform
ericsValuationandRatingPrivateLimited.Heistheex-
chairmanofLifeInsuranceCorporation&SecuritiesExchangeBoardofIndia(SEBI)
Mr. Amitabh
Chaturvedi
MD & CEO
41
ACharteredAccountantbyqualificationhavingexperienceofover18yearsintheareasofBank
ing,AssetManagement,InvestmentBanking.LifeInsurance,GeneralInsurance,Broking&Dis
tribution.HewastheGroupPresidentofRelianceCapitalLimitedandwasinchargeoffinancia
lservicesarmofRelianceADAgroup.PriortotheRelianceGroup,hewasinchargeoftheRetailB
ankinggroupatICICI.Mr.
ChaturvediwasappointedontheBoardoftheBankonOctober10,2008.
Mr. Shailesh
Haribhakti
53
ACharteredAccountantbyqualification,heistheonlyIndianMemberontheStandardsAdvisor
ycounciloftheInternationalAccountingStandardsBoard(IASB).
HeistheChairmanofFPSB,India.HeisaCommitteememberofFutures&OptionssegmentofNSE,SE
BICommitteeonDisclosureandAccountingStandards,
ManagingCommitteesofASSOCHAMandIMC,andCorporateGovernanceCommitteesofASSOCHAMand
CII.Hehasbeenawarded TheBestNonExecutiveIndependentDirectorAward-2007 bytheAsianCent
reforCorporateGovernanceandIMCinJanuary2008.

Board of Directors
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Board of Directors (contd.)
Name
Age
Total Work Experience
Mr. S.
Santhanakrishnan
64
RetiredasDeputyManagingDirectorofSBIafterservingthem36years.AnindependentDirecto
ronBoard.HewasalsotheexecutiveChairmanofCreditInformationBureau(India)Limited(CI
BIL).
Mr. K. S. Reddy
56
HehasbeeninIndianCivilServicesforover16yearsandworkedinMinistriesofPlanningandPr
ogrammeImplementation,FoodProcessingIndustries,Defense,Communications,
WelfareandTourismandCivilAviation.
Mr. VidyadharaRaoChalasani
64
Anadditional/independentdirectoronboard.Hehasoverthreedecadesexperienceinfinanci
alservices.Currently,heistheDirectorofAdviceAmerica(California,USA).
During1987-2000,hewasthechiefinvestmentstrategistofWachoviaSecurities.
Mr. GhanshyamDass
57
HewastheManagingDirectorofNASDAQQMXforAsiaPacificuntilFebruary2009.HewasalsotheC
EOofBritishBankofMiddleEastinIndia&MajanInternationalBankintheSultanateofOman.Cu
rrently,heistheSeniorAdvisorofKPMGandAdvisor,IntelCapital.
Mr. SateeshKumar
Andra
41
Heisontheboardofstart-upslikeMetromelaInternetServicesPrivateLimited,GingerSoftM
ediaPrivateLimited,PressmartIndiaLimitedandMetrikusIndiaPrivateLimited,
startedbyyoungandfirstgenerationentrepreneurs.HewasthePromoterandCEOofEUCLIDsoft
ware,aleadingproviderofBusinessIntelligenceforIT.Heisengagedasventurepartnerwith
DFJ(DraperFisherJurvetson)India,whichlendssupporttoenterprisingentrepreneurs.
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Shareholding Pattern as on Dec 31, 2009
Stakeholders
December 31, 2009
September 30, 2009
Shares in
million
%
Shares in
million
%
Resident Individuals
30.0
46.86
27.9
43.55
Foreign Institutional Investors
14.8
23.15
14.9
23.30
Corporate Bodies
14.3
22.24
15.0
23.34
Non Resident Indians
3.6
5.63
3.5
5.46
Banks / Financial Institutions
0.2
0.39
0.7
1.06
Others *
1.1
1.74
2.1
3.29
Total
64.1
100.00
64.1
100.00

* Includes insurance companies, Mutual funds, Trusts and Clearing members

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Financial Overview
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Balance SheetRs. in crores
Particulars
Dec 31,
2009
Sept 30,
2009
June 30,
2009
Mar 31,
2009
Dec 31,
2008
Y-O-Y
growth
Capital
64
64
64
64
64
-
Reserves
378
377
371
360
346
9.3%
Deposits
6,002
5,629
5,070
4,969
4,615
30.1%
Borrowings
299
140
38
-
-
-
Other Liabilities
406
407
249
250
232
75.1%
Total
7,149
6,618
5,792
5,643
5,256
36.0%
Cash & bank
balance
546
678
589
686
965
(43.4)%
Investments
1,940
1,698
1,523
1,567
1,170
65.8%
Advances
4,391
4,002
3,489
3,196
2,939
49.4%
Fixed assets
55
48
46
46
44
24.9%
Other Assets
217
192
145
147
138
57.8%
Total
7,149
6,618
5,792
5,643
5,256
36.0%
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Profit and loss statement
Particulars
Q3 -
FY2010
Q3 -
FY2009
Y-O-Ygrowth
9m -
FY2010
9m -
FY2009
Y-O-Ygrowth
Interest income
139.8
111.8
25.0%
384.1
293.5
30.9%
Interest expenses
100.6
74.4
35.2%
287.4
200.1
43.6%
Net interest income
39.2
37.4
4.8%
96.7
93.4
3.5%
Non Interest income
16.6
12.1
37.2%
59.1
38.4
53.9%
Operating expenses
53.0
29.2
81.5%
128.8
81.9
57.3%
-Staffcost
30.2
16.6
81.9%
74.4
45.8
62.4%
Provisions
2.7
(4.0)
-
7.0
(1.3)
-
Profit before tax
0.1
24.3
(99.6)%
20.0
51.2
(60.9)%
Provision for tax
(1.2)
7.4
-
2.3
16.0
(85.6)%
Profit after tax
1.3
16.9
(92.3)%
17.7
35.2
(49.7)%

Rs. in crores
Non interest income driven by an increased focus on fee based business
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Net Interest Income
Rs. in crores
Particulars
Q3 -
FY2010
Q3 -
FY2009
Y-O-Ygrowth
9m -
FY2010
9m -
FY2009
Y-O-Ygrowth
Interest Income
139.8
111.8
25%
384.1
293.5
31%
-from Advances

108.0
78.8
37%
304.0
204.0
49%
-from Investments

30.8
21.4
44%
73.6
60.3
22%
-from balances with
RBI / other banks

0.6
11.6
(95)%
4.5
29.2
(85)%
-Others

0.4
-
-
2.0
-
-
Interest Expenses
100.7
74.4
35%
287.4
200.1
44%
Net Interest Income
39.2
37.4
5%
96.7
93.4
4%
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Trend in Net Interest Margin
Margins improved on a sequential basis due to higher growth in low cost
deposits from the new branches and renewed thrust on the SME segment2.38%
1.91%
2.52%
1.4%
1.6%
1.8%
2.0%
2.2%
2.4%
2.6%
2.8%
3.0%
Q1-2010Q2-2010Q3-2010
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Trend in Operating expenses
13
16
17
1718
26
30
12
1213
14
14
18
23
25
28
29
31
32
4453
0
10
20
30
40
50
60
Q1-09
Q2-09
Q3-09Q4-09
Q1-10
Q2-10
Q3-10
Rs. in croresOthersStaff cost
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Key Ratios (%)
Particulars
Q3 -
FY2010
Q2 -
FY2010Q1 -
FY2010
9m -
FY2010
9m -
FY2009
Yield on Advances
10.41
10.55
11.46
10.81
12.04
Cost of Funds
6.36
6.86
7.22
6.78
7.06
Net Interest Margin
2.52
1.91
2.38
2.35
3.29
Cost / Income ratio
94.94
79.71
71.15
82.67
62.14
Credit -Deposit ratio
75.31
74.17
71.04
75.31
69.52
Return on Equity
1.19
5.70
9.31
5.32
11.45
Return on Assets
0.07
0.50
0.71
0.37
1.07
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Key Ratios (contd.)
Particulars
Dec 31,
2009
Sept 30,
2009
June 30,
2009
Mar 31,
2009
Dec 31,
2008
Capital Adequacy Ratio
Basel I (%)
13.36
14.93
13.38
14.44
14.33
-Tier I
9.14
10.16
11.97
12.90
12.82
Basel II (%)
14.29
15.90
14.14
15.38
-
-Tier I
9.78
10.81
12.65
13.75
-
Gross NPA ratio (%)
1.76
1.73
1.92
1.99
2.27
Net NPA ratio (%)
0.89
0.86
0.96
0.88
0.89
Gross NPAs (Rs. in crores)
77.88
70.26
67.96
64.43
67.76
Net NPAs (Rs. in crores)
39.14
34.43
33.70
28.24
26.12
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Particulars
Dec 31,
2009
Sept 30,
2009
June 30,
2009
Mar 31,
2009
Dec 31,
2008
Y-O-Y
growth
CASA
1,323.6
1,244.9
1,126.0
1,207.6
1,166.3
13.5%
CASA (%)
22%
22%
22%
24%
25%
-
Term Deposits
4,678.5
4,384.6
3,944.6
3,761.1
3,448.4
35.7%
Total Deposits
6,002.1
5,629.4
5,070.6
4,968.8
4,614.7
30.1%
Net Advances
4,390.6
4,001.8
3,488.6
3,196.1
2,938.8
49.4%

Rs. in crores
Credit -Deposit Growth
Growthindepositsandadvancescontinuetobehigherthantheindustryaverage
Depositsgrewby30%ascomparedtoindustrygrowthof18%
Advancesroseby49%vis-à-vis14%increaseintheindustry
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Thank You
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Appendix
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Payment Services -
Bill pay, Money
transfer, charity,
Religious
offerings, etc.
Bill
Discounting, BGs,
LCs, Working
capital
finance, Term
loan, project
finance etc.
Retail Loans -
Mortgages, Vehicle, Gold, Shares,
Property etc.
Credit / Debit
Card
Investment Banking
Third Party
Products -
MF, Insurance, Gold, Forex, Depository
etc.
Liabilities -
Current, Saving,
Term, Recurring,
Roaming account
etc.
Liability
Products
Loan Products
Transaction
products
Product Suite
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.Branch

.ATM

.Internet

Channel Development
Total touch points will increase to 726 as at March
2010 from 279 as at March 2009
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Regional Bank
All India BankPresence in 600
locations
Branch network increased from 207 to 273
140 Locations covered
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Branches -Old look
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infra\chirakadavu br\140920091085.jpg
C:\Documents and Settings\Administrator\Desktop\New Folder\New pho\dlb existing
infra\chirakadavu br\140920091082.jpg
Picture 007
E:\sameer on 172.19.122.188\PPG\Financials\budget-11\dlb existing infra\chirakad
avu br\080920091070.jpg
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Branches -New look
2
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Euronet
New Operational ATM
Proposed ATM
.Increasefrom73to453
. Paypertransaction
.No.oftransactionsrosefrom1.7lakhsp.m.to3.2lakhsp.m.

ATMs
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Old Look New look
E:\sameer on 172.19.122.188\PPG\Financials\budget-11\pi\PICT0090.JPG
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Old Web site site1.gif
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New Web site dhanbank.comInternet banking hits increased from 7 lakhs to 34 lakhs
p.m.
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Business Mix
Micro/Agri11%
TAG14%
WBG62%
Retail13%
High volume, less
margin, less risky
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Business Mix -Geographical
44%
30%
56%
70%
20%
30%
40%
50%
60%
70%
80%
31/03/2009
15/02/2010KeralaNon Kerala
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.Change of culture at Branches from Lending to Liabilities
.Dedicated sales team of 1,000 people
.Focus on CASA -Average CASA deposits increased from Rs.
1,054 crores (March 2009) to Rs. 1,275 crores (Feb 2010)
.30 to 1,000 new accounts per day

.Tapped deposits from new geographies / new clients

.Cross selling started
.Commenced Door step banking

Liabilities
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Evolution into a contemporary and modern
brand identity
dhanalaksmi final logo copy
dlb logo
Dhanalakshmi_logo
dhanalakshmi
dhanalaksmi final logo copy
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Unveiling the new identity
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Pan India Signage and communication
under new identitySTA60127.JPG
100_3845
101_1801
STA60054.JPG
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Unified CommunicationC:\Documents and Settings\Abid_Ansari\Desktop\Dhanlaxmi Ban
k\SDC16827.JPG
C:\Documents and Settings\Abid_Ansari\Desktop\Dhanlaxmi Bank\IMG_0033.JPG
C:\Documents and Settings\Abid_Ansari\Desktop\Dhanlaxmi Bank\IMG_0042.JPG
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Unified Communication (contd.)
VISITING CARD
LETTERHEAD
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Recruited over 2,500 employees
Introduction of ESOPs
Average employee age reduced to 34 years (Dec 2009)
from 48 years (Sept 2008)
Senior management team
Recruited senior management from Industry
Formed core team of existing and new members

Human Resources
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Awards won at the World HRD Congress
Continuous Innovation in HR Strategy at Work
Most Innovative Recruiting and Staffing Program / Initiative and
Recruiting & Staffing Industry Leader of the Year
Our Chairman Mr. G.N. Bajpaiwas honouredwith the Lifetime
Achievement Award under the Global HR Excellence Award category
Awarded Best Employer Brand among private

sector banks by the Employer Branding Institute

in Southern Region
Human Resources (contd.)
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Senior Management
Name
Designation
Qualification
Previous Org.
Exp.
Mr. Amitabh Chaturvedi
MD & CEO
CA
Reliance Capital, ICICI
18
Mr. Bipin Kabra
Chief Financial Officer
ICWAI, CA
Reliance Capital, ICICI,
SBI
17
Mr. Manish Kumar
Head -HR & CSR
PGDPM
IDFC, Reliance, ICICI
15
Mr. Rajeev Deoras
Head -Wholesale Banking
B.E., CAIIB
KotakMahindra Bank,
ICICI, SBI
25
Ms. SheranMehra
Head -Marketing
MBA
Barclays, HSBC
11
Mr. SalilDatar
Head -Branch Banking
MMS
ICICI
19
Mr. Deepak Singh
Head -Insurance
PGBM
HDFC Sales
14
Ms. Jaya Janardanan
Head -Operations
M.Com, MFM
Brics Online Services,
ICICI
14
Mr. S. Balasubramanian
Head -Trade & Advances
CA
Kotak Mahindra Bank
23
Mr. Manish Sarraf
Head -Treasury
MBA
Siemens, Citibank
17
Mr. AnandKumar Gupta
Head -Alternate Channels
B.E.
ICICI
13
Mr. RajrishiSinghal
Head -Policy & Research
M.A.
Economic Times
24
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Senior Management (contd.)
Name
Designation
Qualification
Previous Org.
Exp.
Mr. SachinSikka
AGM -New Delhi
BA, MBA
ICICI Bank
10
Mr. K.V. Ajay Kumar
AGM -Karnataka
B.Com.
Kotak Mahindra Bank
15
Mr. ParagKothari
Head -Investment Banking
B.E., MFM
CholamandalamDBS
19
Mr. V. VenkatKrishnan
AGM -IT Projects
MCA
HSBC, ICICI
14
Mr. SachinSaraf
AGM -Infrastructure
Diploma in Int.
Designing and
Decoration
HSBC
12
Mr. DilipJanardhanan
AGM -Regional Head, T.N.
MBA, AMFI, IRDA
Kotak Mahindra Bank
11
Mr. P Balachendil
AGM -Regional Head, Mumbai
B.E., CFA, PGDBA
Tata AIG General
Insurance
10
Mr. P. S. Sankaran
Dy. Zonal Head, Kerala
MBA, CAIIB
IndusIndBank
23
Mr. Venugopal
AGM -HR
MBA, MHRM,
PGDCA
Reliance Capital
19
Mr. Raj Gaurav
AGM -HR
PGDM
CanaraHSBC Life
Insurance
10
Mr. J. Renganathan
DGM -Credit
MLS
SBI
24
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Name
Designation
Qualification
Previous Org.
Exp.
Mr. LalitGupta
AGM -Corporate Banking
MIB
GE Capital
12
Mr. Rajesh Rajah
AGM -NRI
PGDM
ICICI Bank
14
Mr. VishalKukreja
AGM -HR
MBA
IDFC
7
Mr. Sureshkumar
AGM -HR
MSW
HDFC
11
Ms. Jayachandran
Zonal Head -Kerala
B.Com
HDFC Bank
9
Mr. P.J. Manjunaath
AGM -Credit
CAIIB,DBF
IndusIndBank
30
Mr. KiranDeshwal
AGM -Corporate Banking
M.Sc., PG Dipl. in
Agri. Business Mgmt.,
CAIIB
BNP Paribas
7
Mr. Ashok Gupta
Zonal Head -West & East Zone
MMS,CAIIB
State Bank of India
27
Mr. NeerajMadhekar
Zonal Head -TAG, Rest of Mah.
MBA, CAIIB
ICICI Bank, Axis Bank
14
Mr. D. A. Dhananjaya
Head -Broking & Distribution
B.Com
Reliance Money
11
Mr. M. Guruvayurappan
Regional Head -Corporate
Banking
MBA
ICICI Bank
17
Mr. M. Muralidharan
Senior Advisor to MD & CEO
M.A., CAIIB
BRICS Online Services,
ICICI, SBI
24

Senior Management (contd.)

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IMG00012
datacenter
Old order change yielding place to new collage1
ITPL Datacenter
New Managed Datacenter
Chembur
Chembur Branch IT
New Infrastructure Setup
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Freeing up Branch -62%
38%
55%
7%
BRANCH
CENTRALISATION
OUTSOURCED
CMS
DP and Trading
Trade Finance
Credit card operations
Account opening
Loan set up
Logistics
Clearing
FD processing
Outstation cheques
ECS
Corporate salary
Service desk
Credit process

Branch Activities Vs. DCS / RPC Centralised

Activities
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Operations and Technology
Moving to a Managed Data centre model
End-to-end online tracking system for account opening forms
Bank carried out successful rollout of
Loan Flow software
Treasury Dealer Board and Core Treasury Solution
New accounting system (Oracle Financial)
Risk Management software

Upgrade to the latest version of Flex Cube in process

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Treasury & Fee Income
Treasury
Leverage our Multichannel distribution network
Insurance distribution tie up with Bajaj Allianz
Mutual Funds
Bullion, IPO.s, D.mat, G-sec, E-broking, etc.

Online trading platform with Destimoney

Locker charges, LC / BG income
CMS facility
Targets 35% of the revenue from fee income
page 3.jpg
Treasury
.Gilts trading business rose from nil to about 50-60 crores per day
.Fx volumes (interbank side) touched $300 million per month
.Two way Quote (market maker) from plain price taker
.New Fx customers added: Cooperative Banks, travel agencies, etc.
.Increase in Bank limits
.Selective rise in non-SLR business
.No equity investment during the year
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Tie up with five Mutual Funds
.
.
.
.
page 3.jpg
Online Trading
Competition
.ICICI Direct with 19 lakhcustomers
.Reliance Securities with 10 lakhcustomers
.India Infolinewith 3 lakhcustomersUniqueness of our offering
.Funds lying in the Bank account need not be segregated
Unique proposition in the industryBenefits to the Bank

.Increase in Savings account balance

.Customer stickiness increases
.Fee income arising out of service charges and broking income

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What is a Balanced Scorecard?
At the highest level, the Balanced
Scorecard is a frameworkthat helps
organizations translate strategyinto
operational objectivesthat drive both
behavior and performance
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Translate the strategy to operational terms
Measurement is the
language that gives
clarity to vague
concepts
Measurement is used
to communicate, not to
control
Strategy can be
described as a series of
cause and effect
relationship

The Strategy

Financial Perspective
"If we succeed, how will we
look to our shareholders?"

Customer Perspective
"To achieve my vision, how
must I look to my customers?"

Organization Learning
"To achieve my vision, how must
my organization learn &
improve?"

Internal Perspective
"To satisfy my customer, at which
process must I excel?"
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The Conclusion
Measurement must be linked to strategy
StrategyBalancedScorecard
Measurement to Communicate, not to ControlMeasurement communicates Values,
Priorities and Direction
The Premise
Premise behind the BSC
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Changing Consumer Demographics
Consumer
Demographics of
India
Increasingly affluent, with a bulging middle
class
The youngest population in the world
65% of population below 35 years of age
Rising savings rate >30%
Increasing literacy levels
Higher adaptability to technology
Urbanization is a continuing trend
Increasing "consumption" mindset in India
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Growing Per capita GDPConsuming class
population
estimated at
about 260 mn*
Consuming
class population
estimated at
about 350 mn*
2000: Per capita GDP
$5002007: Per capita GDP
$1,00035%
growth
Consuming class
population
estimated at
about 600 mn*
2015: Per capita GDP
$1,500
70%
growth
Per capita GDP to rise from $1,000 to $1,500: consuming
population to grow manifold
However, retail credit / GDP is at low at 10% as compared to
37% in Malaysia and 59% in the Taiwan
Low penetration leaves tremendous growth opportunity

* Estimates based on NCAER data. Consuming class comprises middle and high incom
e households
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Retail Products
Mortgages
Home Loan, Commercial Property
LAP, LRD

Vehicles
Commercial vehicles
Dealer funding
Auto loan

Construction Equipment
Loan against Gold / Securities
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Capital raising
Overall requirement of Rs. 3,000 crores next 5 years
To raise Rs. 200 crores of Tier II capital by March 2010
No capital dilution till September 2010

Issued Tier II capital of Rs. 150 crores to high net worth NRIs
CARE and ICRA upgraded rating for Tier II capital by two
notches to A (minus)
Higher Investment limits for FIIs/NRIs
from 24% to 49% for FIIs and 10% to 24% for NRIs
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Fee Income -New productsE:\sameer on 172.19.122.188\PPG\Financials\budget-11\pho
to\gold-coins-images[1].jpg
Gold coinE:\sameer on 172.19.122.188\PPG\Financials\budget-11\photo\easy-forex-t
rading-online2[1].jpg
Forex / TCs / Fx Card
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Channel Initiatives proposed for FY 2011
Addition of about 500 ATMs
Fully functional Corporate Internet Banking
Retail Internet Banking -enhancements
E-tax payments
Two factor authentication
Verified by VISA

Fully functional Customer Contact Center with

IVR, Voice, Email, Chat

Launch of Mobile Banking