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Yes to Human Capital Optimization and Engagement for Achieving Business

Excellency- Secondary Case Study

Article · February 2016

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YES TO HUMAN CAPITAL OPTIMIZATION AND ENGAGEMENT FOR
ACHIEVING BUSINESS EXCELLENCE

“We believe that high quality Human Capital is the biggest asset in an organization and have
been focused on attracting and retaining the best talent from India and abroad. We believe that best
performance can only be achieved through empowered employees and therefore, we offer all Yes
Bankers an opportunity to work in a growth environment with a young work force.”1
- Rana Kapoor, CEO and Managing Director, Yes Bank, 2007

1. INTRODUCTION
Yes Bank was founded by Mr. Rana Kapoor in 2003 to establish a high quality, customer
centric, service driven, private Indian Bank catering to the future businesses of India. Yes
Bank was recognized amongst the top and fastest growing banks in various Indian Banking
League Tables by prestigious media houses and Global Advisory Firms. The bank was
steadily evolving as the Professionals’ Bank of India and was the only Indian bank to be
awarded Greenfield Bank license by RBI. The bank had received several national and
international honours for its various businesses including Corporate Investment Banking,
Treasury, Transaction Banking, and Sustainable practices through Responsible Banking.
The foundation of Yes Bank strategy lied in its name “YES”, which underlined the twin
ethos of service and trust. Bank had promised to deliver a truly delightful and unprecedented
banking experience to all customers to become the best quality bank of the world in India. To
achieve its objectives, bank had leveraged on human capital engagement practices,
innovative management framework and cutting edge technology to create distinctive,
consistent work culture and delightful customer experience across all Indian branches.
Bank’s first tenet was to emphasize care, empathy and sensitivity towards employees. Second
tenet was to implement robust owner-manager-partner approach, so that employees would be
vested with authority to work towards organizational goals by improving the level of
customer satisfaction.
The bank believed in the philosophy of providing insightful knowledge banking solutions
to nascent sectors of Indian economy and was the recipient of numerous awards and
accolades in the last 10 years. The bank was adjudged “Strongest Bank in India by Balance
Sheet 2015” by The Asian Banker Magazine, Singapore. That was the 3rd time in the last 4
years that Yes Bank had received that recognition. It has received “Global Performance
Excellence Award 2014” for its services by Asia Pacific Quality Organization (APQO) in
Chicago, USA; ‘Account Growth Rate – Rising Depository’ Best Performer at NSDL Star
Performers (2014); India’s best managed bank (2011-2013) by Asian Banker Magazine,
Singapore; Golden Peacock Award for Sustainability – 2012; Environment Management –
2014; Best Midsized Bank for 2013, 2012, 2010, 2009 & 2008 by Business Today
(KPMG’s Best Banks Annual Survey); RBNQ Business Excellence Awards 2013 by IMC
(Ramkrishna Bajaj National Quality Awards); Rank 1 Sustainable Bank of the Year

1
"Yes Bank Awarded CEO with HR Orientation," Moneycontrol.com, June 16, 2016, 33.
1
 (Asia/Pacific) in FT/IFC Sustainable Finance Awards (2012, 2011); Emerging Companies
Excellence Awards (Nov-7, 2014) and was conferred with The OKOVISION Sustainability
Leadership Award by ÖKOWORLD LUX S.A. YES BANK’s Founder, MD & CEO- Rana
Kapoor received The Best BANKER award at 4th Rajiv Gandhi Excellence Awards 2013
and Asian Banker CEO Leadership Award 20132.
The bank had started its operations with just 250 employees and two branches in 2004.
As of October 2007, it was operating with 60 branches and 3,263 employees. By September
30, 2015, total headcount stood at 12,700 with increase of 3,088 employees over September
30, 2014. By the end of FY 2015-2016 the human capital strength of bank had crossed the
significant milestone of 15,000. Banks belonged to service industry, where talent
maintenance and development had been the key to competitive advantage. Since inception,
Yes Bank had been receiving awards and honors from different forums for its HR initiatives,
(refer Annexure VI)3. It won the Best use of Technology in Human Resources, Training &
eLearning Initiatives award at the IBA Technology Awards FY 15 and the Inspiring Work
Place Award 2014 in the Private Sector Banks Category – Banking Frontiers at the 23rd
Global HR Excellence Awards4.
2. BACKGROUND NOTE
Yes Bank was incorporated on November 21, 2003 and started its banking operations on
May 24, 2004. The bank had wide span structure with a decentralized model and was
organised into different divisions as per the banking business areas (refer Exhibit I). Yes
Bank had adopted international best practices, highest standards of service quality and
operational excellence to offer comprehensive banking and financial solutions to all its
valued customers. The bank had established a paradigm shift in Indian banking through
innovation and excellence across 29 states and 7 Union Territories. The bank had been a part
of global thought leadership forums like the Clinton Global Initiative (CGI), Triple Bottom
Line Investing (TBLI) and Tallberg Forum. It had become the first Indian Bank as a
signatory with the United Nations Environment Programme (Financial Initiative)5. Yes Bank
had partnered with various companies for delivering quality products and services namely
Cash Tech, Cisco Systems, Gartner, Intel, i–flex, Reuters, VSNL, Wipro, De La Rue, Murex,
Wincor Nixdorf and Sanovi.
Exhibit I: Yes Bank Business Areas
Corporate The bank offers a broad range of financial and risk management solutions to
and clients such as large Indian corporates and groups, multinational companies,
Institutional central and state governments, government bodies and public sector
Banking enterprises.
Business Yes Bank offers a range of products, services and resources to small and
Banking medium businesses.

2
“Yes Bank announces financial results for the quarter ended September 30, 2015”. Newsvoir.com, June 14, 2016, 31.
3
“Awards and Honours”. Yesbank.in, June 15, 2016, 6.
4
“Awards and Honours”. Yesbank.in, June 15, 2016, 6.
5
“Yes Bank Ltd.” Profit.ndtv.com, June 15, 2016, 27.

2
 Corporate It offers corporate finance solutions to various clients such as local
Finance corporates, multinational companies, financial institutions and public sector
undertakings.
Retail Under that, the bank offers wide range of products and services such as
Banking saving account, current account, fixed deposit, retail loan, depository
services and many more.
Investment Yes Bank offers investment banking services in area of mergers and
Banking acquisitions, divestitures, private equity syndication and IPO advisory.
Source: “Yes Bank Ltd.” Profit.ndtv.com, June 15, 2016, 27.
As part of the distinguished strategy, Yes Bank had focused on development banking
through its interventions in the areas of Food & Agribusiness, Infrastructure, Microfinance,
and Sustainability. Yes Bank believed in engaging directly with its clients without involving
call centers or outsourcing agencies with a focused team for subject, sector and segment for
ensuring high service quality. Bank’s strategy to attract and retain customers was derived
from understanding of customer’s needs (comprehensive product suite, customized and
tailor-made financial solutions). Yes Bank had designed comprehensive product suite of
Corporate Finance, Wealth Management, Financial Markets, Investment Banking, Branch
Banking, Transaction and Business Banking in all Indian branches (refer Exhibit II).
EXHIBIT II: COMPREHENSIVE SUITE OF PRODUCTS OFFERED

Source: “Comprehensive suite of products offered by Yes Bank Ltd.”. Cocubes.com, December 30, 2015, 38.
3. WHY YES BANK?
Yes Bank, on the occasion of its 11th anniversary (2015), launched a movement of new
prospering India, as indicated below:-
“From small steps
to taking giant strides…
3
 From overcoming obstacles
to seizing opportunities…
From technology that challenges
to technology that empowers…
Yes Bank salutes this indomitable spirit of India that echoes…
INDIA bole YES”6
A set of Yes Bank values, embodied since inception, continued to nurture the pursuit of their
vision as India’s Finest Quality Large Bank by 2020. Yes Bank had adapted the following 5 Key
Pillars, which epitomized the growing strengths of the Bank:-
3.1 Corporate governance for growth: Yes Bank had always followed the recommendations
of Banking Regulations, the Ganguly Committee, Clause 49 required for stock exchanges for
formation of Board of Directors and other governance regulations. The bank had always
promised growth for its internal and external stakeholders; symbolizing Say YES to Growth!7
3.2 Brand creation through trust: The bank had faith that its differentiation was created due
to its services offered and trust mark 'YES'. 'YES' represented the true spirit of bank and showed
its thrust on service-orientation. Yes Bank was tagged as the first Indian Bank to receive
certification for its “Complaints Management System (ISO 10002:2004)” by British Standard's
Institution (BSI) (August 25, 2010) and it also became the first Indian Commercial and Retail
Bank to be awarded by Bureau Veritas (Global Leaders in ISO Certification) (March 31, 2010)
for its “Quality Management Framework (ISO 9001:2008)”.
3.3 Knowledge Banking and human capital optimization: To go beyond traditional banking,
Yes Bank had implemented knowledge driven entrepreneurial approach and offered financial
solutions beyond traditional realm of banking. Since inception, the bank was committed for
development of food & agribusiness, media & entertainment, information technology,
infrastructure, renewable energy, telecommunications, manufacturing and textiles, life sciences
etc., to expand its reach. Yes Bank had always believed in person-fit recruitment to enhance its
human capital quality and represented the finest talent in Indian banking. By June 2012, Yes
Bank was able to rope in 9 senior bankers from its competitors in 2 months8. Yes Bank was also
closely associated with international consultants like Hewitt and Korn Ferry to acquire best talent
in the banking industry.
3.4 Technology: Yes Bank had established highest standards in customer service by adopting
innovative technology, such as outsourcing of processes and getting engaged with leading
companies as partners for providing specific solutions to clients to differentiate it from other
competitors. Yes Bank had received RBI approval for setting up of an Asset Management
Company (AMC), which would leverage the bank’s distribution network for customer
acquisition and provide customers a seamless DIGICAL experience for their investments &
savings solutions. The Bank had adopted an 'Alliances, Relationships & Technologies - ART'

6
“India-bole-yes”. Yesbank.in, June 15, 2016, 19.
7
“A report on Yes Bank”. Scribd.com, June 16, 2016, 1.
8
Chakraborty and Saraswathy. “Yes Bank ropes in 9 senior bankers in 2 months”. Business-standard.com, June 11, 2016, 8.
4
approach to Digitized Banking Process by building strong relationships with financial
technology firms and leveraging their innovations to provide a superior Banking experience9.
3.5 Responsible Banking: Yes Bank held transparency, accountability and responsible
banking as its business focus to build flexibility, openness and ‘sustainability mandate’ in the
market. The triple bottom line of bank focused on development of planet, people and profits
through long term value-addition.

4. YES TO A GREAT WORK PLACE

Different advisory firms and prestigious media houses had not only rated Yes Bank as one of
the top and fastest growing banks, but also a superlative place to work as employees. The bank
had been focusing on building human capital competency and had aligned employee’s goal with
corporate goals to attain business
excellence and employer branding. EXHIBIT III: YES BANK ESOP
Efforts of Yes Bank were
recognised at Asia’s Best Yes Bank had instituted Stock Option Plans to enable its
employees to participate in bank’s future growth and financial
Employer Brand Awards 2012 at
success. It provide employees a platform for participating in
Singapore with six awards, important decision making and instilling long term commitment
including awards for talent towards future growth of the Bank by way of rewarding them
management, excellence in through Stock Options. The Stock Option Schemes also enable
training, and continuous the Bank to hire the best talent for its senior management and key
innovation in HR strategy at work. positions.
The Bank has Four Employee Stock Option Schemes viz.:
Yes Bank had been known for
 Joining Employee Stock Option Plan II (JESOP II);
its practice of meritocracy in  Joining Employee Stock Option Plan III (JESOP III);
nurturing, recognizing and  YBL ESOP (consisting of two sub schemes JESOP IV/
rewarding talent(s)/team(s) with PESOP I); and
either incentives or leadership  YBL JESOP V/PESOP II (consisting of three sub
roles for excellent performance. schemes JESOP V/ PESOP II/PESOP II –2010).
The Employee Stock Option Plans are administered by the
Bank offered compensation
Nomination & Remuneration Committee of the Board of the
package, benefits including Bank.
employee stock options plan
(ESOP) (refer Exhibit III)10 and
work environment which were best commensurate with the industry. Yes Bank believed in
employee engagement through its learning programs, mentorship sessions, guidelines and tips on
personality, wellness and grooming, to manage workforce diversity and enhance the performance
culture at the bank. The following were the Yes Bank efforts to augment its employee
engagement and productivity:-
4.1YES to business partners’ engagement model: Yes Bank employees were treated as
partners for planning, managing, developing and accomplishing organizational goals through
engagement in ‘creating and sharing value' driven by professional entrepreneurial ethos. Yes

9
“Yes Bank Ltd.”. Economictimes.indiatimes.com, June 15, 2016, 32.
10
“Yes Bank Ltd.” Profit.ndtv.com, June 15, 2016, 27.
5
Bank believed in highly competent human capital as the real source of competitive advantage
and hence focused to develop them with leadership mindset, which would result into high
performance and exceptional proficiency in an entrepreneurial environment. Thus, Human
Capital Management (HCM) practices at Yes Bank had targeted to develop brand image as an
'Employer of Choice'. The bank had always focused on best talent acquisition, their performance
management, career growth, retention and succession planning to maintain balanced human
capital lifecycle. Yes Bank adopted the strategy of long term investments to achieve its vision of
becoming best quality bank by implementing 5 C’s engagement model (refer Exhibit IV) of Yes
Bank’s core business values. The model encouraged honest communication, supported career
development, promoted open culture, emphasized on care (for stakeholder, employee and
customers) and strengthened connection among employees and community. That’s what made
Yes Bank a ‘Great Place to Work’11 .
EXHIBIT IV: YES BANK’S 5 C’S EMPLOYEE ENGAGEMENT MODEL

Source: “YES! It’s our bank”. Yesbank.in, June 15, 2016

4.2 Yes Bank key engagement differentiator

 5 Years commendation initiative: In April, 2009, Yes Bank had institutionalized an
initiative in which a Commendation Certificate and a Yes Bank PIN were awarded to
recognize bankers who had completed their 5 years of partnership and commitment with
the bank.
 YES - Golden Pin: This award was started in April 2009 to honor selective Yes Bankers
who had consistently upheld the track record of continuous achievements which resulted

11
“India's Best Companies to Work For: Industry Wise”. Greatplacetowork.in, December 31, 2015, 20.

6
 in extraordinary success with a path breaking contribution. The award was also printed
on visiting cards of achievers.
 CEO’S league of excellence: The award was given to honor high performing Yes
Bankers for their outstanding contribution in delivering core business objectives. It was
specially designed to identify exceptional contributors in the areas of Customer
Relationship Management, Business Support, Service Delivery, Productivity
Management and Branch Profitability.
 YES personality - Grooming, Attitude & Wellness was a unique and differentiated
proposition which promoted employee’s focus towards prosperity and wellbeing. To
achieve those goals, all branches of Yes Bank were supported with best-in-class
systems, designed for high class business environment which helped to evolve
employee’s personality, professionalism and personal conduct, resulting in
personal/professional effectiveness and success. Different Yes Bank’s forums kept
circulating useful tips and guidelines on personal grooming and health/wellness which
made employees highly positive.
 YES club fit – Yes Bank had launched an innovative pedometer-based wellness initiative
called ‘YES CLUB FIT’ to help executives irrespective of age, gender, physical ability
and fitness levels to increase their health quotient. Yes Club Fit was complemented with
regular sessions on ergonomics, meditation, zumba and lifestyle management.
 Yes Bank’s HRIT system - "YESforYOU": In January, 2008, Yes Bank had started 'YES
for YOU', an HR - IT system, a step forward in achieving the vision of becoming India’s
most 'Technologically Architected' bank. YESforYOU was a comprehensive Human
Capital Management (HCM) system with which YES executives could manage their
requirements with transparency, convenience and minimum time. The bank had made
available "virtual HCM team members" for continuous transactional support of leave,
performance management, payslip, career progression and access to all HCM policies to
make HR system more effective.
 YES Connect: The programme was launched in July, 2009 to provide a platform for
celebrating togetherness and bonding among colleagues to improve productivity,
harmony and share best practices among themselves. It was generally hosted on first
Friday evening of every month, to recognize and cheer the "Extra Mile'ers" (who had
shown exemplary achievement in their jobs). The newly joined employees were also
invited with their families for a small get together. During leisure, work reviews of past
months were conducted to identify performance areas to be focused.
 YES to my voice: Yes Bank had developed a grievance redressal portal for its employees
named ‘my voice’ since 2009. ‘My voice’ aimed to provide a platform to post enquires
and grievances with built-in tracking and escalation mechanism to make grievance
redresses more quick and effective. All queries of ‘my voice’ were screened by the head
of HCM team. An Exhibit V below indicates the analysis of ‘my voice’ data of 2013
&14, which depicts that most of the time employees just required clarification on
different issues and most enquires were raised regarding payroll.

7
 EXHIBIT V: MY VOICE PORTAL FOR YES BANK EMPLOYEE

Source: “Annual Report 2013-2014”. Yesbank.in, January 11, 2016, 5.

 YESave: It was a programme launched in July-2008 which targeted to reduce cost from 5%-
20% through role clarification among employees and identifying all unwanted expenditures
and optimization of wastes. All Yes bankers were encouraged to suggest different solutions
online for addressing any particular issue. As a result, every branch’s monthly expenses
were tracked with statistical charts hosted on bank’s in-house portal to view and minimize
cost at the grass root level.
Yes Bank had also institutionalized an engagement plan in which personalized appreciation
letters were delivered to all key partners from MD & CEO. Yes Bank shared quarterly financial
updates with its Human Capital Management (HCM) partners and celebrated successes with
them. Recently, Yes bank had introduced Facebook as work solution to improve the internal
communication flow within the organization thereby helping to increase the vigilance and
swiftness in decision making as well as strengthening the interpersonal relationships and
engagement across multiple teams in the bank12.
5. YES TO BEST HR PRACTICE
Yes bank had adopted certain best HR practices as part of their strategic plan that enabled
improved services to employees and increased profitability for the employer.
 YES talent optimization program (y-top): Y-top was institutionalized in 2007-08 to
ensure a transparent, timely, result- oriented and unbiased appraisal process which was
linked to rewards and recognition for potential employees. Meritocracy was the base for
performance and potential recognition was done by Balanced Score Card approach. Team

12
“Yes bank launches ‘Facebook at Work’ across entire workforce”. Computer.financialexpress.com, June 11, 2016, 34.

8
 goals and individual goals were aligned with corporate strategy to achieve business
objectives.
 YES–mentor: It was initiated in 2006 to engage and ensure the wellbeing of Bank’s high
potential human capital. The effort was to integrate potential employees professionally
and culturally into Yes Bank’s mainstream by senior management team members known
as YES mentors. YES mentors were responsible for providing support and guidance to
bank employees to improve communication, interpersonal relations and counseling for
certain grievances. The programme aimed to develop highly disciplined work culture
and environment to enable individual and business achievements. The high level of
motivation and morale among bank employees indicated the successful implementation
of Yes-mentor, however, an ongoing review of the initiative was always done by MD &
CEO of Yes Bank.
 Learning and development initiatives: Yes Bank laid major emphasis on knowledge
driven approaches to focus on capability and competency development. Learning and
development, talent management and leadership programs were designed and delivered
under the aegis of Yes School of Banking (YSB). YSB was institutionalized to create
center for excellence to stimulate, assess, deploy and support innovative approaches to
sustain human capital and achieve brand image as a ‘Preferred Employer of Choice.’
 YSB internal and knowledge trainers were utilized as specialist trainers for other
employees. The program aimed to ensure fast knowledge dissemination among
employees across all locations. Often, external trainer was also hired to train new
methodologies.
 Online Learning Solutions was an online library facility where executives could
access a variety of books and magazines (including facilities of borrowing and
returning) such as Harvard Business Review etc.
 My learning@YES: Yes Bank’s private learning management system (LMS)
offered customized online learning modules about all business units for its
employees to gain insight and knowledge.
 Talent management initiatives: Yes bank had taken following initiatives to develop and
enhance competency of its human capital:-
 University & School Relationship Management (USRM) was an initiative of bank
to partner with top B-schools to create learning engagement for its employees and
bridge the knowledge gap between academia and industry.
 YES Professional Entrepreneurship Program (Y-PEP) was a talent acquisition
program institutionalized to hire young leaders from best B-schools and prepare
them for future business endeavors.
 Talent Management & Leadership Development Program was developed for top
executives to prepare them for succession.
6. YES TO EMPLOYER BRANDING
Yes Bank had always envisioned an enterprise based on Employee Value Proposition
(EVP), which would help Yes Bank to develop the employer brand image. EVP had been

9
integrally linked with bank’s core value, process and systems (refer Exhibit VI) to derive
maximum effectiveness.
Objectives:
 To shape a strong employer brand.
 To gain desired ranking in financial and banking industry.
 To ensure bank’s long term success by attracting and retaining talent.

Focus: Yes Bank had been focusing on building world class professional team, through
the method of person-fit recruitment and training them to share bank’s core values. Yes
Bank believed that appropriate transmission of its external brand value to potential
customers and promoting the same as internal brand value for employees would help
them to imbibe organization’s core values (refer Exhibit VII & VIII).
EXHIBIT VI: VALUE PROPOSITION

Source: “Employee Value Proposition”. Yesbank.in, January 11, 2016, 16.

EXHIBIT VII: BRAND PROPOSITION

Source: “Employee Value Proposition”. Yesbank.in, January 11, 2016, 16.

10
 EXHIBIT VIII: CUSTOMER AND EMPLOYER VALUE CHAIN PROPOSITION

Source: “Employee Value Proposition”. Yesbank.in, January 11, 2016, 16.

7. YES TO BUSINESS EXCELLENCE

Yes Bank had grown at a tremendous pace since its inception, during first two quarters
(2004-2005)13 its balance sheet was standing at 1,300 million rupees (US $ 19279273)14, which
paved the way for successful ventures in India. Yes Bank performed well during the Financial
Year (FY) 2015-16 with a net profit of 2,539.45 crore rupees (US $ 376633193.91) (refer
Annexure II, Profit and Loss sheet), which was an increase of 26.6% from FY 2014-15 (refer
Annexure III, Balance sheet). Yes Bank had continued to accelerate and build momentum into
strong liability franchise with CASA ratio at 28.1% at the end of FY 2015-16 (refer Annexure IV
and V, Ratio analysis and Cash flow). Yes Bank had maintained best-in-class Asset Quality
amidst a volatile environment owing to its prudent risk management practices15.
Yes Bank had total network of 738 branches and 1,371 ATMs as on December 30, 2015,
which stood as 860 branches and 1609+ ATMs as on March 31, 2016 (Annexure VIII).
The bank was determined to establish its single largest National Centralised Operations
Management and Services delivery facility in Ambattur, Chennai. The facility was planned to be
spread over 7.5 lac sq ft in two phases. Bank’s investment in the state-of-art-facility was in sync
with the Bank’s continuous endeavor to provide a superior service experience, and to attain its
objectives of creating a highly scalable and growing retail banking business by 2020.
Bank had already commenced operations at its IBU branch in the GIFT city with an initial
capital infusion of $20 Million. That would significantly enhance Yes Bank’s International
Banking product offerings for the Bank’s corporate clientele while enabling long term Foreign
Currency Fund raising at competitive rates16. Yes Bank had signed MoU of $ 220 million with

13
“A report on Yes Bank”. Scribd.com, June 16, 2016, 1.
14
As on July 1st, 2016, 1 $ (dollar) is equal to 67.43 rupees of Indian currency
15
“Yes Bank Ltd.”. Economictimes.indiatimes.com, June 15, 2016, 32.
16
“Yes Bank announces financial results for the quarter ended September 30, 2015”. Newsvoir.com, June 14, 2016, 31.
11
OPIC (Development Finance Institution and Wells Fargo of US Government) to explore
financing of MSMEs in India.
Yes Bank had collaborated with Blue Dart and Snapdeal to make ‘Cash on Delivery’ process
faster and streamlined. Yes Bank had achieved the milestone of being the only bank in the world
to get featured in United Nations’ Secretary General’s Climate Finance Report. The report was
launched at the Climate Finance Ministerial Meeting in Peru. Yes Bank underwent rigorous
assessments across economic, social and environmental dimensions to get selected as first Indian
bank in Dow Jones Sustainability Indices in the Emerging Markets Index in New York.
Yes Bank continued to maintain strong credit ratings across International and Domestic
Rating agencies. Moody’s had assigned a Long-term rating of Baa3 which was in line with the
Sovereign Rating of India and Domestic Rating agencies (ICRA & CARE) had assigned Long-
Term rating of AA+ for the Bank’s Basel III compliant Tier II instruments as well as for
Infrastructure Bonds17.
Yes bank had entered the industry significantly late, when the banking industry was already
crowded with other private players. Yes Bank had been identified as youngest bank among the
competitors and in spite of all constraints the bank was able to maintain its fastest pace of
growth. It was able to make its strong mark in the Indian Banking Industry by positioning its
strategies and acquiring talent in such a way that it helped the bank to differentiate itself from
others in the banking sector. It had adopted unique 'knowledge banking approach', emphasized
on technology and human capital, which provided specialized services to various diversified
industries and customers through domain experts.
As per Yes Bank website, motivated and talented manpower had helped the bank to achieve
business excellence and its human capital was the real asset. Yes Bank had decided to fully
capitalize domestic and global markets through focusing on its core competency, flexibility and
the spirit of “CARPE DIEM-Seize the Opportunity, Everyday”. Crape Diem was about
leveraging optimum advantage of present environment with high dedication, motivation and
tapping employee’s latent potential to get the best outcome in every situation. YES BANK has
endeavored to ensure its Human Capital Management strategies were proactive by providing
integrated supply chain for talent, training, planning for future talent requirements, forecasting
skill gaps, re-skilling and resupply to reinsure its efforts for becoming “The Best Quality Bank of
the World in India by 2020”.
One may argue that the growth and business excellence of Yes Bank was the repercussion of
human capital optimization and engagement, and if that was the case, what initiatives and
strategies were necessary to continue to be competitive and sustain the growth in the times to
come. As the bank was poised to grow exponentially, it faced the challenge of identifying and
developing talent required for future business growth and performance at all levels and
institutionalizing the system of fair, consistent and equitable reward to people as per their
organizational value. It remained to be seen whether it was going to be easy for the bank, in a
highly volatile and competitive environment, to continue its focus on the enablers of care,
connect, career, culture and communication.

17
“Yes Bank announces financial results for the quarter ended September 30, 2015”. Newsvoir.com, June 14, 2016, 31.
12
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2014-15&Category=AwardsandRecognitions&FYear=2014-15, June 15, 2016
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2015
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October 2013), January 26, 2014
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engagement.html, December 30, 2015
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20Innovation.pdf, December 31, 2015
18. “HRIT System- YesforYou”. https://www.yesbank.in/human-capital/employee-
engagement/yes-bank-s-hrit-system-yesforyou.html, December 23, 2015
19. “India-bole-yes”. https://www.yesbank.in/about-us/india-bole-yes, June 15, 2016
20. “India's Best Companies to Work For: Industry Wise”.
http://www.greatplacetowork.in/best-companies/indias-best-companies-to-work-
for/industry-wise-winners#, December 31, 2015
13
21. “Kotak Mahindra Bank”. https://en.wikipedia.org/wiki/Kotak_Mahindra_Bank, June
15, 2016
22. “Media Centre”. http://www.axisbank.com/media-center/bank-profile.aspx, June 15,
2016
23. “Investor Presentation”.
http://www.hdfcbank.com/assets/pdf/Investor_Presentation.pdf, June 15, 2016
24. “Performance-management-yes-talent-optimization-program-y-top”.
https://www.yesbank.in/human-capital/employee-engagement/performance-
management-yes-talent-optimization-program-y-top.html, December 23, 2015
25. Sharma Leena. “Employee Value Preposition (EVP)”.
https://www.linkedin.com/in/leena-sharma-662b534a, June 15, 2016
26. Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”.
International Journal of Management and Social Sciences Research, 2(10) (October
2013), http://www.irjcjournals.org/ijmssr/oct2013/10.pdf, June 15, 2016
27. “Yes Bank Ltd.” http://profit.ndtv.com/stock/yes-bank-ltd_yesbank/reports , June 15,
2016
28. "Yes Bank Awarded CEO with HR Orientation"
http://m.moneycontrol.com/news/business/yes-bank-awarded-ceohr-
orientation_300885.html?type=business&category=business, June 16, 2016.
29. “YES! It’s our BANK”. https://www.yesbank.in/work-with-us/yes-its-our-bank, ,
June 15, 2016
30. “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com,
http://www.indianotes.com/research-analysis/company/company-
financial.php?cc=MTQwMzAxNDQuMDA=&i=capital-structure, June 15, 2016
31. “Yes Bank Announces Financial Results for the Quarter Ended September 30, 2015”.
http://www.newsvoir.com/release/yes-bank-announces-financial-results-for-the-
quarter-ended-september-30-2015-5600.html, June 14, 2016
32. “Yes Bank Ltd.”. http://economictimes.indiatimes.com/yes-bank-
ltd/directorsreport/companyid-16552.cms,, June 15, 2016
33. “Yes Bank Ltd.”
http://www.moneycontrol.com/competition/yesbank/comparison/YB, June 15, 2016
34. “Yes bank launches ‘Facebook at Work’ across entire workforce”. Computer.
http://computer.financialexpress.com/news/yes-bank-launches-facebook-at-work-
across-entire-workforce/17631/, June 11, 2016
35. “Yes Bank Ltd., Executive Summary”.
https://www.yesbank.in/images/all_pdf/YBL_Exec_summary_27_Jan_2014.pdf
(January 27, 2014), December 21, 2015
36. “Yes Mentor”. https://www.yesbank.in/human-capital/employee-engagement/yes-
mentor.html, December 26, 2015
37. “Yes Connect”. https://www.yesbank.in/human-capital/employee-engagement/yes-
connect.html, December 23, 2015

14
 38. “Yes business partners engagement model”. https://www.yesbank.in/human-
capital/employee-engagement/yes-business-partners-engagement-model.html,
January 01, 2016
39. “Yes Bank Ltd”. https://www.cocubes.com/yesbank#about_yes_bank, December 29,
2015
40. “Yes School of Banking”. https://www.yesbank.in/human-capital/yes-school-of-
banking.html, December 23, 2015
41. “Yes Golden Pin”. https://www.yesbank.in/images/all_pdf/the_yes_golden_pin.pdf,
December 31, 2015
42. “Yesave”. https://www.yesbank.in/images/all_pdf/cost_management_yesave.pdf,
December 31, 2015

ANNEXURE I: CAPITAL STRUCTURE FOR YES BANK LTD.

Current Equity: 421.00 Crore Rupees18

Authorized Issued Paid Up

From To Paid Up Paid Up Capital
Class of Share Capital Capital Face
Year Year Shares (Nos) (Crores)
(Crores) (Crores) Value

2015 2016 Equity Share 600.00 420.53 420,531,641 10.00 420.53

2014 2015 Equity Share 600.00 417.74 417,736,098 10.00 417.74

2013 2014 Equity Share 600.00 360.63 360,633,626 10.00 360.63

2012 2013 Equity Share 600.00 358.62 358,622,289 10.00 358.62

2011 2012 Equity Share 600.00 352.99 352,987,424 10.00 352.99

2010 2011 Equity Share 400.00 347.15 347,147,124 10.00 347.15

2009 2010 Equity Share 400.00 339.67 339,667,269 10.00 339.67

2008 2009 Equity Share 400.00 296.98 296,978,930 10.00 296.98

2007 2008 Equity Share 400.00 295.79 295,789,750 10.00 295.79

2006 2007 Equity Share 400.00 280.00 280,000,000 10.00 280.00

2005 2006 Equity Share 400.00 270.00 270,000,000 10.00 270.00

2003 2005 Equity Share 400.00 200.00 200,000,000 10.00 200.00

Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

18
As on June 18, 2016, 1 $ (dollar) is equal to 66.07 rupees of Indian currency
15
 ANNEXURE II: PROFIT & LOSS FOR YES BANK LTD.

Mar' 16 Mar' 15 Mar' 14 Mar' 13 Mar' 12

Income: (Rupees in Crore)

Operating Income 13,533.44 11,572.01 9,981.35 8,294.00 6,307.36

Expenses

Material Consumed 0.00 0.00 0.00 0.00 0.00

Manufacturing Expenses 0.00 0.00 0.00 0.00 0.00

Personnel Expenses 1,296.80 979.66 784.40 655.54 475.15

Selling Expenses 0.00 0.00 0.00 0.00 0.00

Administrative Expenses 1,569.01 1,220.00 902.31 627.29 416.57

Expenses Capitalised 0.00 0.00 0.00 0.00 0.00

Cost Of Sales 11,832.54 10,283.84 8,951.80 7,358.04 5,583.44

Operating Profit 1,700.91 1,288.17 1,029.55 935.96 723.92

Other Recurring Income 2,712.15 2,046.46 1,721.58 1,257.43 857.12

Adjusted PBDIT 4,413.05 3,334.63 2,751.13 2,193.39 1,581.04

Financial Expenses 8,966.72 8,084.17 7,265.09 6,075.21 4,691.72

Depreciation 110.56 85.04 63.17 51.71 40.82

Other Write offs 0.00 0.00 0.00 0.00 0.00

Adjusted PBT 3,766.20 2,910.11 2,326.28 1,925.73 1,450.02

Tax Charges 1,226.75 904.75 708.50 625.05 473.02

Adjusted PAT 2,539.45 2,005.36 1,617.78 1,300.68 977.00

Non Recurring Items 0.00 0.00 0.00 0.00 0.00

Other Non-Cash adjustments 0.00 0.00 0.00 0.00 0.00

Reported Net Profit 2,539.45 2,005.36 1,617.78 1,300.68 977.00

Earnigs Before Appropriation 6,759.50 5,212.82 3,956.15 2,959.07 2,092.06

Equity Dividend 334.91 299.42 239.48 180.27 118.29

Preference Dividend 0.00 0.00 0.00 0.00 0.00

Dividend Tax 85.62 76.55 49.03 34.91 22.91

Retained Earnings 6,338.97 4,836.86 3,667.64 2,743.90 1,950.86

Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

16
 ANNEXURE III: BALANCE SHEET FOR YES BANK LTD.

Mar' 16 Mar' 15 Mar' 14 Mar' 13 Mar' 12

SOURCES OF FUNDS (Rupees

in Crore) 19

Owners' Fund

Equity Share Capital 420.53 417.74 360.63 358.62 352.99

Share Application Money 0.00 0.00 0.00 0.00 0.00

Preference Share Capital 0.00 0.00 0.00 0.00 0.00

Reserves & Surplus 13,366.07 11,262.25 6,761.11 5,449.05 4,323.65

Loan Funds

Secured Loans 0.00 0.00 0.00 0.00 0.00

Unsecured Loans 111,719.53 91,175.85 74,192.02 66,955.59 49,151.71

Total 125,506.13 102,855.83 81,313.76 72,763.26 53,828.34

USES OF FUNDS

Fixed Assets

Gross Block 411.95 293.40 273.29 218.45 169.06

Less: Revaluation Reserve 0.00 0.00 0.00 0.00 0.00

Less: Accumulated Depreciation 0.00 0.00 0.00 0.00 0.00

Net Block 411.95 293.40 273.29 218.45 169.06

Capital Work-in-progress 58.77 25.57 20.18 11.09 8.04

Investments 48,838.47 46,605.24 40,950.36 42,976.04 27,757.35

Net Current Assets

Current Assets, Loans &

9,525.88 6,139.24 6,247.33 4,833.21 4,117.04
Advances

Less : Current Liabilities &

8,098.30 7,094.18 6,387.75 5,418.72 5,640.85
Provisions

Total Net Current Assets 1,427.57 -954.94 -140.42 -585.51 -1,523.81

Miscellaneous Expenses not

0.00 0.00 0.00 0.00 0.00
written

Total 50,736.76 45,969.26 41,103.42 42,620.08 26,410.65

Note

Book Value of Unquoted

0.00 0.00 0.00 0.00 0.00
Investment

19
As on June 18, 2016, 1 $ (dollar) is equal to 66.07 rupees of Indian currency
17
 Market Value of Quoted
0.00 0.00 0.00 0.00 0.00
Investment

Contingent liabilities 332,798.07 338,673.20 202,013.89 248,481.75 164,537.78

Number of Equity shares

4,205.32 4,177.36 3,606.34 3,586.22 3,529.87
outstanding (in Lacs)
Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

ANNEXURE IV: RATIOS FOR YES BANK LTD.

Mar' 16 Mar' 15 Mar' 14 Mar' 13 Mar' 12

PER SHARE RATIOS (Rupees=Rs.)

Adjusted E P S (Rs.) 60.39 48.01 44.86 36.27 27.68

Adjusted Cash EPS (Rs.) 63.02 50.04 46.61 37.71 28.83

Reported EPS (Rs.) 60.39 48.01 44.86 36.27 27.68

Reported Cash EPS (Rs.) 63.02 50.04 46.61 37.71 28.83

Dividend Per Share 10.00 9.00 8.00 6.00 4.00

Operating Profit Per Share (Rs.) 40.45 30.84 28.55 26.10 20.51

Book Value (Excl Rev Res) Per Share (Rs.) 327.84 279.60 197.48 161.94 132.49

Book Value (Incl Rev Res) Per Share (Rs.) 327.84 279.60 197.48 161.94 132.49

Net Operating Income Per Share (Rs.) 321.82 277.02 276.77 231.27 178.69

Free Reserves Per Share (Rs.) 0.00 0.00 0.00 0.00 0.00

PROFITABILITY RATIOS

Operating Margin (%) 12.56 11.13 10.31 11.28 11.47

Gross Profit Margin (%) 11.75 10.39 9.68 10.66 10.83

Net Profit Margin (%) 18.76 17.32 16.20 15.68 15.48

Adjusted Cash Margin (%) 16.31 15.34 14.36 14.15 14.20

Adjusted Return On Net Worth (%) 18.41 17.16 22.71 22.39 20.89

Reported Return On Net Worth (%) 18.41 17.16 22.71 22.39 20.89

Return On Long Term Funds (%) 92.35 94.12 134.67 137.76 131.32

LEVERAGE RATIOS

Long Term Debt / Equity 0.00 0.00 0.00 0.00 0.00

Total Debt/Equity 8.10 7.81 10.42 11.53 10.51

Owners fund as % of total Source 10.98 11.35 8.75 7.98 8.68

Fixed Assets Turnover Ratio 0.09 0.09 0.10 0.10 0.10

18
LIQUIDITY RATIOS

Current Ratio 1.18 0.86 0.97 0.89 0.72

Current Ratio (Inc. ST Loans) 0.07 0.06 0.07 0.06 0.07

Quick Ratio 14.02 12.25 10.40 10.18 7.88

Inventory Turnover Ratio 0.00 0.00 0.00 0.00 0.00

PAYOUT RATIOS

Dividend Payout Ratio (Net Profit) 16.55 18.74 17.83 16.54 14.45

Dividend Payout Ratio (Cash Profit) 15.86 17.98 17.16 15.91 13.87

Earning Retention Ratio 83.45 81.26 82.17 83.46 85.55

Cash Earnings Retention Ratio 84.14 82.02 82.84 84.09 86.13

COVERAGE RATIOS

Adjusted Cash Flow Time Total Debt 42.16 43.62 44.14 49.51 48.29

Financial Charges Coverage Ratio 0.49 0.41 0.37 0.36 0.33

Fin. Charges Cov.Ratio (Post Tax) 1.30 1.26 1.23 1.22 1.22

COMPONENT RATIOS

Material Cost Component (% earnings) 0.00 0.00 0.00 0.00 0.00

Selling Cost Component 0.00 0.00 0.00 0.00 0.00

Exports as percent of Total Sales 0.00 0.00 0.00 0.00 0.00

Import Comp. in Raw Mat. Consumed 0.00 0.00 0.00 0.00 0.00

Long term assets / Total Assets 0.83 0.88 0.86 0.89 0.87

Bonus Component In Equity Capital (%) 0.00 0.00 0.00 0.00 0.00
Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

ANNEXURE V: CASH FLOW FOR YES BANK LTD.

(Rupees in Crore) Mar' 16 Mar' 15 Mar' 14 Mar' 13 Mar' 12

Profit Before Tax 3,766.20 2,910.11 2,326.28 1,925.73 1,450.02

Net CashFlow-Operating Activity -363.15 -1,448.87 4,448.94 540.64 -2,421.70

Net Cash Used In Investing Activity -4,035.28 -4,459.61 -2,798.92 -6,741.53 -4,863.45

NetCash Used in Fin. Activity 5,059.70 7,573.96 175.89 6,681.11 7,374.72

Net Inc/Dec In Cash And Equivlnt 661.27 1,665.49 1,825.90 480.22 89.56

Cash And Equivalnt Begin of Year 7,557.15 5,891.66 4,065.76 3,585.54 3,495.98

Cash And Equivalnt End Of Year 8,218.42 7,557.15 5,891.66 4,065.76 3,585.54
Source: “Yes Bank Ltd.”, Capital Structure for YES Bank Ltd. Indiannotes.com, June 15, 2016, 30.

19
 ANNEXURE VI: AWARDS AND HONOURS FOR HR INITIATIVES (2014-2015)
9th Employer Branding Awards

 Award for Innovation in Career Development

 Award for Talent Management

 Award for Best HR Strategy in Line With Business

 Award for Managing Health at Work

 Award for Excellence in HR through Technology

 Award for Continuous Innovation in HR Strategy at Work

23rd Global HR Excellence Awards

 Application for Best Workplace Practices

 Organization with Innovative HR Practices

 Award for Institution Building

 Award for Talent Management

 Award for Best HR Strategy in Line with Business

 Fun at work Award

 Inspiring Work Place Award 2014 in the Private Sector Banks Category – Banking Frontiers

HR & Leadership Awards

 Best Talent Management Award

 Pride of the Profession Awarded to Deodutta Kurane – Group President (Human Capital
Management)

Learning & Development Awards

 Top Learning & Development Organization under the ‘Special Category’ of CII HR
Excellence Awards

 Training Company of the Year - Asia Training & Development Excellence Awards 2014

 Innovation in Learning Series - Asia Training & Development Excellence Awards 2014

 Best use of Technology in Human Resources, Training & eLearning Initiatives - IBA
Technology Awards FY 15

Source: “Awards and Honours”. Yesbank.in, June 15, 2016, 6.

20
 ANNEXURE VII: YES BANK AND OTHER PRIVATE BANKS
Net
Market Cap.
Name Last Price Interest Net Profit Total Assets
(Rupees in Crore)20
Income

HDFC Bank 1,162.15 294,226.32 60,221.45 12,296.23 590,503.07

ICICI Bank 239.05 139,053.52 52,739.43 9,726.29 720,695.10

Kotak Mahindra 754.45 138,452.89 16,384.19 2,089.78 192,259.79

Axis Bank 523.45 124,917.34 40,988.04 8,223.66 461,932.39

IndusInd Bank 1,100.25 65,500.52 11,580.66 2,286.45 140,056.99

Yes Bank 1,060.55 44,653.55 13,533.44 2,539.45 165,263.42

ING Vysya Bank 1,027.00 19,719.13 5,205.22 657.85 60,413.23

IDFC Bank 47.00 15,945.33 3,648.83 466.85 0.05

Federal Bank 57.70 9,919.85 7,744.69 475.65 82,850.47

City Union Bank 107.85 6,462.89 2,944.21 444.69 27,871.13

Karur Vysya 475.55 5,795.05 5,443.39 567.63 53,152.49

JK Bank 68.50 3,320.73 6,843.57 416.04 76,085.46

DCB Bank 99.20 2,822.95 1,422.42 191.18 19,118.53

South Ind Bk 20.15 2,720.89 5,557.20 333.27 63,174.88

Karnataka Bank 135.20 2,548.15 4,992.21 415.29 51,836.60

Lakshmi Vilas 90.05 1,616.05 2,568.30 180.24 28,732.16

Dhanlaxmi Bank 23.50 416.99 1,204.27 -209.45 14,351.90

Source: “Yes Bank Ltd.” Moneycontrol.com, June 15, 2016, 33

20
As on June 18, 2016, 1 $ (dollar) is equal to 66.07 rupees of Indian currency
21
 ANNEXURE VIII: OVERVIEW OF YES BANK AND ITS COMPETITORS

Company Kotak Mahindra

Yes Bank LTD.21 HDFC Bank22 ICICI Bank23 Axis Bank25
Name Bank24

Company
Active Active Active Active Active
Status
Geographic
PAN India PAN India PAN India PAN India PAN India
Location

Industry Banking & financial Banking & Banking & financial Banking & Banking & financial
services financial services services financial services services

Company Company limited by Company limited Company limited by Company limited Company limited
Category share by share share by share by share
Company Sub Non-government Non-government Non-government Non-government Non-government
Category company company company company company
Class of
Limited Company Limited Company Limited Company Limited Company Limited Company
Company
February 2003
(alreay into finance
Start-up
May 24, 2004 January 1995 June 1994 service as Kotak April 1994
Function Date
Mahindra Finance
Ltd since 1985)
21 years 22 years 13 years (other 22 years
Age of
12 years wise 31 Years in
Company
industry of finance)
Number of 15,000+ (March 76,286 (March 74,096 (2016) 29,200 (before 42,420 (March
Employee 2016) 2015) merger with ING 2014)27
Vysya) (2015)

40,000 approx
(after merger with
ING Vysya)
(2016)26

Number of 860 (2016) 4520 (2016) 4,450 (2016) 641(before merger 3062 (including
branches with ING Vysya) extension counters,
(2015) 2016)29

21
“Yes bank launches ‘Facebook at Work’ across entire workforce”. Computer.financialexpress.com, June 11, 2016, 34.
22
“About Us”. HDFCbank.com, June 10, 2016, 2.
23
“About Us”. ICICIbank.com, June 10, 2016, 3.
24 “About Us”. Kotak.com, June 10, 2016, 4.

25
“Media Centre”. Axisbank.com, June 10, 2016
26
“Kotak Mahindra Bank”. Wikipedia.org, June 09, 2016
27
"Earnings Presentations - Half year results for FY 2013-14". Axis Bank. (17 October 2013). January 26, 2014.
22
 1261 (after merger
with ING Vysya)
(2016)28

Number of 1609+ (2016) 12,000 (2016) 13,999 (2016) 1,159 (before 12922 (2016)
ATMs merger with ING
Vysya) (2015)

Business  Corporate and  Investment  Credit cards  Deposit  Credit cards

Areas Institutional Banking Consumer accounts
Banking banking  Consumer
 Investment  Loans banking
 Business Management  Corporate
Banking banking finance  Investment  Corporate
 Wealth and insurance services banking
 Corporate Management
Finance  Investment  Finance and
 Private banking insurance
 Retail Banking Banking
 Mortgage loans  Investment
 Investment  Corporate banking
Banking Banking  Private banking
 Mortgage
 Private  Wealth loans
Equity management
 Private
 Finance and  Personal Loan banking
Insurance
 Payment  Private equity
 Consumer Solutions.
Banking  Wealth
management
 Mortgages

 Credit Cards

ANNEXURE IX: BALANCE SHEET OF YES BANK AND ITS COMPETITORS

Balance Sheet (Rupees in Kotak

Yes Bank HDFC Bank ICICI Bank Axis Bank
Crore)30 Mahindra

Mar '16 Mar '15 Mar '16 Mar '16 Mar '15

Capital and Liabilities:

Total Share Capital 420.53 501.30 1,163.17 917.19 474.10

29
“Axis Bank”. Wikipedia.org, June 09, 2016, 7.
28
“Kotak Mahindra Bank”. Wikipedia.org, June 09, 2016, 21.
30
As on June 18, 2016, 1 $ (dollar) is equal to 66.07 rupees of Indian currency
23
Equity Share Capital 420.53 501.30 1,163.17 917.19 474.10

Share Application Money 0.00 0.00 6.70 3.41 0.00

Preference Share Capital 0.00 0.00 0.00 0.00 0.00

Reserves 13,366.07 61,508.12 85,748.24 23,041.87 44,202.41

Revaluation Reserves 0.00 0.00 2,817.47 0.00 0.00

Net Worth 13,786.60 62,009.42 89,735.58 23,962.47 44,676.51

Deposits 111,719.53 450,795.64 421,425.71 138,643.02 322,441.94

Borrowings 31,658.98 45,213.56 174,807.38 20,975.34 79,758.27

Total Debt 143,378.51 496,009.20 596,233.09 159,618.36 402,200.21

Other Liabilities & Provisions 8,098.30 32,484.46 34,726.44 8,678.96 15,055.67

Total Liabilities 165,263.41 590,503.08 720,695.11 192,259.79 461,932.39

Assets

Cash & Balances with RBI 5,776.16 27,510.45 27,106.09 6,903.43 19,818.84

Balance with Banks, Money at

2,442.26 8,821.00 32,762.65 3,976.28 16,280.19
Call

Advances 98,209.93 365,495.03 435,263.94 118,665.30 281,083.03

Investments 48,838.47 166,459.95 160,411.80 51,260.22 132,342.83

Gross Block 411.95 3,121.73 7,576.92 1,551.59 2,413.05

Accumulated Depreciation 0.00 0.00 0.00 0.00 0.00

Net Block 411.95 3,121.73 7,576.92 1,551.59 2,413.05

Capital Work In Progress 58.77 0.00 0.00 0.00 101.26

Other Assets 9,525.88 19,094.91 57,573.70 9,902.97 9,893.19

Total Assets 165,263.42 590,503.07 720,695.10 192,259.79 461,932.39

Contingent Liabilities 332,798.07 997,538.88 922,453.51 257,574.33 640,183.59

Bills for collection 0.00 0.00 0.00 0.00 0.00

Book Value (Rs) 327.84 247.39 149.92 130.61 188.47

Source: (Dion Global Solutions Limited) “Yes Bank Ltd.” Moneycontrol.com, June 15, 2016, 33.

24
 ANNEXURE X: YES BANK AND COMPETITORS HUMAN CAPITAL APPROACH

Company Kotak Mahindra

Yes Bank LTD. HDFC Bank ICICI Bank Axis Bank
Name Bank

Global YES YES YES YES YES

Presence

People is core to
Human Human capital is
People Are Our Diversity based the client
Capital the biggest asset in FLAME 31
Business intervention experience it
Approach an organization
wants to offer
Employee, Employee,
Value Customer, Stack Employee, Customer, Employee, Customer,
Customer, Customer,
Preposition holder33 Stakeholders 34 Stakeholders35
Stakeholders32 Stakeholders36

HRIT system Oracle Human

Resources
Kotak HR
applications
YESforYOU PeopleSoft HRMS Information System HRMS
(Oracle
Portal
Balanced
Scorecard)

ANNEXURE XI: AVERAGE TOTAL EXPENDITURE PER EMPLOYEE

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social
Sciences Research, 2(10) (October 2013), June 15, 2016, 26.

31
“Employee Proposition”. Kotak.com, June 15, 2016, 4.
32
“Employee Value Proposition”. Yesbank.in, June 15, 2016, 16.
33
“Investor Presentation”. HDFCbank.com, June 13, 2016, 2.
34
Sharma Leena. Linkedin.com, June 17, 2016, 25.
35
“Employee Proposition”. Kotak.com, June 15, 2016, 4.
15
“Differentiation' is key for Axis Bank's India wealth management” Hubbis.com (Aug 11, 2015), June 16, 2016, 12

25
 ANNEXURE XII: AVERAGE BUSINESS PER EMPLOYEE

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social
Sciences Research, 2(10) (October 2013), June 15, 2016, 26
ANNEXURE XIII: AVERAGE TOTAL INCOME PER EMPLOYEE

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social
Sciences Research, 2(10) (October 2013), June 15, 2016, 26.
ANNEXURE XIV: AVERAGE PROFIT PER EMPLOYEE

Source: Singh and Kamlesh. “Employee Productivity of Private Sector Banks in India”. International Journal of Management and Social
Sciences Research, 2(10) (October 2013), June 15, 2016, 26.

26

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