A

Project Report

On

Central bank of India

Submitted to

Maratha Mandir’s

Babasaheb Gawde Institute of Management Studies

Mumbai Central

Submitted by

Aniket Bodhak

Roll no.A-08

Under the Guidance of

Prof. Chitra

Specialisation

Finance

Batch: 2018-20

Master of Management Studies (MMS)

University of Mumbai
 DECLARATION

I, Aniket Bodhak, & Roll no-A-08 , Semester IV student of Master of Management Studies, of Maratha

Mandir’s Babasaheb Gawde Institute of Management Studies, hereby declare that I have successfully

completed general project Central Bank of India . The information incorporated in this project is true and

original to the best of my knowledge.

Date : _________________ ______________________

Signature
 MARATHA MANDIR’S

Babasaheb Gawde Institute of Management Studies

Mumbai Central

CERTIFICATE FROM THE INSTITUTE

This is to certify Aniket Bodhak & Roll no-A-08, Semester IV is a Bonafide student of this Institute. As a
part of academic fulfilment of Master of Management studies (M.M.S) examination, the student has
completed general project on Zee Entertainment Enterprise Pvt. Ltd.

Name &Signature of Institute stamp

(Director)

Date : ________________
 MARATHA MANDIR’S
Babasaheb Gawde Institute of Management Studies
Mumbai Central

CERTIFICATE

This is to certify that Aniket Bodhak & Roll no-A-08, MMS Semester IV has successfully
completed the general project work on Central Bank of India. under my guidance.

Prof. Chitra _____________

Name of Faculty Guide Signature

Date : _________________
 ACKNOWLEDGEMENT
First of all, I would like to acknowledge “God”, the supreme authority of the universe. This report is a
product of hard study; query involves many people’s considerate attention to it. Without their assistance,
suggestion, direction, and co-operation preparation of this report would have been impossible. So, I want
to pay my gratitude to them.

I want to express my gratitude mainly to my supervisors Mrs. Chitra Mam , Maratha Mandir’s Babasaheb
Gawde Institute of Management Studies, who helped me from the very beginning of my project. My
honourable supervisors from time to time give me appointment and suggest me to prepare this report that
finally made me possible to complete this report which is a partial requirement of MMS program.

I am highly grateful to my friends for their guidance as well as for providing necessary information
regarding the project & also for their support in completing the project.

I would like to express my gratitude towards my parents for their kind co-operation and encouragement
which help me in completion of this project.

I extend my warm gratitude and regards to everyone who helped me during my completion of the project.
 Executive Summery
I, Aniket Bodhak, student of MMBGIMS have done my general management project on
Central Bank of India. This project covers detailed study of the company which includes
study of the company profile, general management practices carried out in that company,
issues and difficulties in day-to-day operations of the company and measures and actions
taken up for solving and ensuring smooth functioning of operations/ activities of the
company.

The reason behind choosing this bank is because Central Bank of India is the most popular
Bank and trusted Bank in India. It has grown business in India as well as around the globe.
The industry is expected to grow at a much faster rate than the global average rate. Main
objective behind this project is to understand different management practices in different
industry. This project has covered areas like entire company profiles, organizing structure,
decision- making process of the company, company staff and culture of the company, etc.

This project has helped me to focus on each and every area of the company and also helped
to study this media and entertainment industry.
 INDEX

Sr. No. Particulars Page No.

1 Introduction 01-06
i) Industry Details & Economic
Performance.
ii) Reasons for selection of the
company.
iii) Research Objectives.
iv) Method of data collection.
2 Company Profile 07-

3 Organising

4 Directing, Motivating, and

Leadership
5 Legal and Regulatory compliances
for the company.
6 Facility Location & Layout
i) Factors Influencing location
decision
7 HR Policies of the organisation.
i) Wages of the employees
ii) Recruitment and Selection
Process.
iii)Welfare measures.
8 Management information system.

9 Conclusion

10 Suggestion

11 Reference
CENTRAL BANK OF INDIA
 CHAPTER 1 :- INTRODUCTION

1. Industry Details & Economic Performance in the Country–

Central Bank of India, a government-owned bank, is one of the oldest and largest
commercial banks in India. It is based in Mumbai which is the financial capital of India
and capital city of state of Maharashtra.
It is one of eighteen public sector banks in India to get recapitalised in 2009.
Central Bank of India has approached the Reserve Bank of India (RBI) for permission to
open representative offices in five more locations – Singapore, Dubai, Doha and London.
As on 30 September 2019, the bank has a network of 4,681 branches, 3,477 ATMs, ten
satellite offices and one extension counter. It has a pan-India presence covering all 28
states, seven out of nine union territories and NCT Delhi, 574 district headquarters and
626 districts out of 707 districts in the country.
he Central Bank of India was established on 21 December 1911 by Sir Sorabji
Pochkhanawala with Sir Pherozeshah Mehta as Chairman, and claims to have been the
first commercial Indian bank completely owned and managed by Indians]
Early-20th century
By 1918 it had established a branch in Hyderabad. A branch in
nearby Secunderabad followed in 1925
In 1923, it acquired the Tata Industrial Bank in the wake of the failure of the Alliance
Bank of Simla. The Tata bank, established in 1917, had opened a branch in Madras in
1920 that became the Central Bank of India, Madras
Central Bank of India was instrumental in the creation of the first Indian exchange bank,
the Central Exchange Bank of India, which opened in London in 1936.
However, Barclays Bank acquired Central Exchange Bank of India in 1938.
Also before World War II, Central Bank of India established a branch in Rangoon. The
branch's operations concentrated on business between Burma and India, and especially
money transmission via telegraphic transfer. Profits derived primarily from foreign
exchange and margins. The bank also lent against land, produce, and other assets, mostly
to Indian businesses
Post-World War II
In 1963, the revolutionary government in Burma nationalized Central Bank of India's
operations there, which became People's Bank No. 1.
In 1969, the Indian Government nationalized the bank on 19 July, together with 13
others.
Nameboard of Central Bank of India, Shankar Sheth Road Branch, Pune

In the 1980s the managers of the London branches of Central Bank of India, Punjab
National Bank, and Union Bank of India were caught up in a fraud in which they made
dubious loans to the Bangladeshi jute trader Rajender Singh Sethia. The regulatory
authorities in England and India forced all three Indian banks to close their London
branches.
Central Bank of India was one of the first banks in India to issue credit cards in the year
1980 in collaboration with Mastercard.
On its 108th Foundation day Central Bank of India launched its first step towards robotic
banking, a robot named "MEDHA"
Established in 1911, Central Bank of India was the first Indian commercial bank which
was wholly owned and managed by Indians. The establishment of the Bank was the
ultimate realisation of the dream of Sir Sorabji Pochkhanawala, founder of the Bank. Sir
Pherozesha Mehta was the first Chairman of a truly 'Swadeshi Bank'. In fact, such was
the extent of pride felt by Sir Sorabji Pochkhanawala that he proclaimed Central Bank of
India as the 'property of the nation and the country's asset'. He also added that 'Central
Bank of India lives on people's faith and regards itself as the people's own bank'.

During the past 106 years of history the Bank has weathered many storms and faced
many challenges. The Bank could successfully transform every threat into business
opportunity and excelled over its peers in the Banking industry.

A number of innovative and unique banking activities have been launched by Central
Bank of India and a brief mention of some of its pioneering services are as under:

1921 Introduction to the Home Savings Safe Deposit Schemeto build saving/thrift
habits in all sections of the society.
 192 An Exclusive Ladies Department to cater to the Bank's women clientele.
4

192 Safe Deposit Locker facility and Rupee Travellers' Cheques.

6

192 Setting up of the Executor and Trustee Department.

9

193 Deposit Insurance Benefit Scheme.

2

196 Recurring Deposit Scheme.

2

Subsequently, even after the nationalisation of the Bank in the year 1969, Central Bank
continued to introduce a number of innovative banking services as under:

197 The Merchant Banking Cell was established.

6

198 Centralcard, the credit card of the Bank was introduced.

0

198 'Platinum Jubilee Money Back Deposit Scheme' was launched.

6

198 The housing subsidiary Cent Bank Home Finance Ltd. was started with its
9 headquarters at Bhopal in Madhya Pradesh.
 199 Quick Cheque Collection Service (QCC) & Express Service was set up to
4 enable speedy collection of outstation cheques.

Further in line with the guidelines from Reserve Bank of India as also the Government of
India, Central Bank has been playing an increasingly active role in promoting the key
thrust areas of agriculture, small scale industries as also medium and large industries. The
Bank also introduced a number of Self Employment Schemes to promote employment
among the educated youth.

Among the Public Sector Banks, Central Bank of India can be truly described as an All
India Bank, due to distribution of its large network in all 29 States as also in 6 out of 7
Union Territories in India. Central Bank of India holds a very prominent place among the
Public Sector Banks on account of its network of 4659 Branches, 1 Extension
counters, along with 10 Satellite Offices (as on February 2019) at various centres
throughout the length and breadth of the country

Customers' confidence in Central Bank of India's wide ranging services can very well be
judged from the list of major corporate clients such as ICICI, IDBI, UTI, LIC, HDFC as
also almost all major corporate houses in the country.
 CHAPTER 2 : COMPANY PROFILE

Central Bank of India

Central to You Since 1911

Type Public

Traded as BSE: 532885
NSE: CENTRALBK

Industry Banking, Financial services

Founded 21 December 1911; 109 years ago

Headquarters Mumbai, Maharashtra, India

Key people Tapan Ray

(Non-Exe Chairman) [1]
Pallav Mahapatra
(MD & CEO)

Revenue ₹2,526.68 crore (US$350 million)(2019)

Operating ₹2,733 crore (US$380 million)(2019)
income
Net income ₹-5,105 crore (US$−720 million) (2019)

Total assets ₹326,225.28 crore (US$46 billion) (2019)

Owner Government of India

Number of 37,162 (2019)
employees
Capital ratio 09.46% (2019)

Website www.centralbankofindia.co.in
Corporate Vision Mission Value statement  
      
 Nature Of business

Central Bank of India is a leading Bank. It is a service industry Bank is an institution

which deals in money and credit. It accepts deposits from the public and grants loans
and advances to those who need funds for various purposes. Banking activity which
involves acceptance of deposits for the purpose of lending or investing. In addition to
accepting deposits and lending funds, banking also involves providing various other
services along with its main banking activity.

 Savings Bank Account:

Saving Bank account cultivates the habit of saving which helps the depositors to
maintain financial discipline. Depositors have an assurance that, in case of financial
need, they can have access to their account not only when the Bank is working but also
when the Bank is closed, through Rupay Debit Card. Here depositors can withdraw
money from any of the ATMs of BCCB as well as of other banks anywhere in India.
One can easily remit funds to any part of the country through RTGS, NEFT and do
many other business via Internet Banking.

 Current Account:
All the branches of Central Bank of India are on core banking service (CBS) platform
which helps the depositors to transact through any convenient branch. One can easily
remit funds to any part of the country through RTGS, NEFT. There is no restriction on
number of deposits and withdrawals as this is a business account.
Any Branch Banking of Central Bank of India

Central Bank of India service helps its customer operate and transact from any of the
branches of the bank, thus there is no compulsion for a customer to transact in the
home branch only, for any of the services provided by us.

 Your bank provides you the facility to operate your Savings / Current / Overdraft /
Cash credit from any Branch of the Bank.
 This facility offers you convenience and ease of doing following types of
transactions from your Account: -
 Cash Deposit: -
Your Business Associates or partners can deposit cash in your Account from
any of our Branch. This facility is available for Savings, Current, Cash Credit,
Overdraft, Recurring Deposit (Installments) and payment of Loan Installment.

 Cash Payment: -
You can withdraw cash from any Branch in case of your urgent need of Cash.
This facility is available for Savings, Current, Cash credit and Overdraft
Account.

 Funds Transfer: -
You have the facility like funds transfer out (remitting funds from your A/c),
transfer in (collection of cheques in your favor issued by other customer of
Bank) and Remote Transfer of funds.

 Balance Enquiry / Statement Printing: -

You can enquire about the Balance and request for Statement of your Account
from any Branch.

 Deposit Interest Credit: -

Your account situated at any Branch will be credited with interest amount on
all deposits scattered in various Branches.

 Cheque Deposit Facility: -

Any branch cheque can be deposited
 TOTAL BRANCHES AND ATM’S OF CENTRAL BANK OF INDIA

Central Bank of India has been pioneer in introducing various services. Some of
those can be listed as below:
 Introduced Home Savings Safe Deposit Scheme for building thrift/savings
habits in 1921.
 Opened up an exclusive Ladies Department for the women customers in
1924.
 Safe Deposit Locker facility in 1926.
 Set up Executor and Trustee Department in 1929.
 Deposit Insurance Benefit Scheme in 1932.
 Recurring Deposit Scheme in 1962.
Branches
Central Bank of India has its presence in all the Indian state but one, and 4 out of 7 Union Territories of the
country. It has an extensive network of 3,546 branches as well as 218 extension counters across the country.

Total Branches 3546

Rural 1379

Semi Urban 889

Urban 680

Metropolitan 598

ATMs 400

CBS Branches 1211

Branches
1.2

1.4
Rural
Semi Urban
Urban
Metropolitan

3.2 8.2

-
Shareholding Pattern

Following is the shareholding pattern of Central Bank of India (as on September 30, 2009):

Shareholder Percentage
Government of India 80.20

FIs 7.17

FIIs 3.86

Insurance Companies 0.23

Other Body Corp. 0.80

Public 6.42

Others 1.32
 Products & Services

Central Bank of India offers following products and services to its customers:

Deposits
 Recurring Deposit with Personal Accident Cover
 CENT Uttam Scheme
 Monthly Interest Deposit Receipt (MIDR)
 CENT Tax Saving Deposit
 CENT Bal Bhavishya
 Senior Citizen Deposit Scheme
 Money Multiplier Deposit Certificate (MMDC)
 CENT Bachat Khata
 Quarterly Interest Deposit Receipt (QIDR)
 Central's Flexi Yield Deposit Scheme
Loans
 Gold Coins Scheme
 Cent Vidyarthi
 Loan for Purchase of Hyundai Cars
 CENT Swabhiman Plus
 Cent Personal Gold Loan
 Scheme for Financing Executive MBA
 Loan to Students of IIMs
 Cent Doctor Scheme
 Cent Vehicle
 Cent Trade
 Cent Mortgage
 Cent Computer Loan
 Cent Liquid Scheme
 Cent Buy
 Cent Rentals
 Cent Vyapari Scheme
 Cent Multipurpose
 Personal Loan Scheme (Corporate)
 Personal Loan Scheme (Non corporate)
 Loans to Pensioners Drawing Pension
 Personal Loan to Teachers
 Personal Loan to Commission Agents LIC
 Cent Vivah
 Cent Safar
 Cent School
 Cent Kalyani
 Cent Suvidha
Other Services
 MasterCard Prepaid Gift Card
 Visa Platinum Card
 Bank Visa Gold Card
 Cash Management Services
 CENT Billpay
 Bancassurance
 Mutual Funds
 Depository Services
 Central Card Electronic
 Central Card
 Debit Card

E-Payment
 Online Bill Payment
 Central Excise & Service Tax Payments
 Collection of Direct Taxed
 DGFT Online E-payment
 West Bengal State Govt. Tax

Useful Information
Central Bank of India
Corporate Office
Chander Mukhi, Nariman Point
Mumbai – 400 021
Ph: +91-22-6638-7777
Web: www.centralbankofindia.co.in
Chapter no 3 : Organizing
Layout
Item Provision Information
No.
4(1)bi The particulars of organization Central Bank of India is a Public Sector Bank
functions and duties. constituted by the Banking Companies
(Acquisition & Transfer of undertakings) Act,
1970. 100% of its shares are held by Govt. of
India.

Its organizational structure are-

details

4(1)bii The powers and duties of its offices All the officers from JMGS to DGM grade of
and employees. the bank working in branches have certain
financial powers depending upon their position.
Further the Senior Officers working in
administrative offices viz. RO, ZO and Central
Office also have certain financial powers
depending upon their position. The delegation
of financial powers to various grades of officials
is decided by the Board of Director of the Bank.
These powers are revised periodically,
depending upon the organization’s requirement
and also Government/RBI guidelines.

Whether to sanction a loan or not, is the

absolute discretion of the concerned sanctioning
authority of the Bank and such discretion is
exercised, after taking into consideration the
relevant facts and circumstances of each case.

4(1)biii The procedure followed in the
decision making process,
including channels of supervision
and accountability.
There is a well defined system in the
Bank regarding the decision making
process. Financial decisions are taken at
various levels by the lending authorities
of the Bank. The various lending
authorities of the Bank are-

 Branch Managers in different

categories of branch.

 Assistant Regional Manager and

Regional Manager in Regional Offices.

 Chief Manager/Assistant General

 Manager in Zonal Office/Branch.

 Dy. General Manger in Zonal

Office/Central Office/Branch.

 General Manager in Zonal

Office/Central Office.

 Executive Director.

 The Chairman and Managing

Director.

 Management Committee of
board.

 Board of Directors.

Within the overall lending powers, there

are specific ceiling for non-fund based
facilities. Specific ceiling on lending
powers are also fixed against certain types
of securities like Book debt, Shares, NSC,
KVP, Relief Bonds etc. In case of Retail
Lending Schemes the lending powers of
the delegates are scheme specific. The list
of Retail lending Schemes and Terms and
Conditions of such schemes are available
in the website as well as at the branches

Further, there is a well defined

organizational structure and a clear
system of accountability which also take
into account the RBI/CVC guidelines.
Each officer will have to consider loan
proposals and take a decision in terms of
the scheme of delegation of powers. All
loans sanctioned will have to be reported
to the higher authority for control
purpose. The system of exercising proper
delegation of powers and submission of
control returns are monitored by the

4(1)biv The norms set by the Bank for
the discharge of its functions.
4(1)bv The rules, regulations,
instructions, manuals and
records, held by the Bank or
under its control or used by its
employees for discharging its
functions.
4(1)bvi A statement of the categories of
documents that are held by the
controllers and through audits.
Central Office of the Bank decides the
rate to be offered by the Bank for the
deposits, for different tenures which are
displayed in the Bank’s website and also
at the branches. Regarding the advances,
again Central Office takes a decision on
introduction of various loan products and
details of which are available in the
website as well as all the branches.
Central Office also decides about the rates
of interest for various advances which
again are available on our website and
also at the offices/branches of the Bank.
Whether to sanction a loan or not, is the
absolute discretion of the concerned
sanctioning authority of the Bank and
such discretion is exercised, after taking
into consideration the relevant facts and
circumstances of each case.
There are quite a number of documents
like manuals of instructions, codified
circulars, scheme of delegation of powers,
proceedings of the board etc and also the
periodical circulars, used by the
employees for discharging various
functions.
(These are all meant for internal
circulation and can not be shared with
public).
These are mainly record of the
Proceedings of the Board Meetings and
 Bank or under its control.
4(1)bvii The particulars of any
arrangement that exists for
consultation with, or
representation by the members of
the public in relation to the
formulation of its policy or
implementation therof
4(1)bviii A statement of the boards, councils,
committees and other bodies
consisting of two or more persons
constituted as its part or for the
purpose of its advice, and as to
whether meetings of those boards,
councils, committees and other bodies
are open to the public, or the minutes
of such meetings are accessible for
public
various Committee Meetings. Documents
executed by customers/borrowers/
guarantors. Contracts with Third Parties
etc.
(These are all meant for internal
circulation and can not be shared with
public).
The Board of Director while formulating
the policies of the Bank keep in mind the
state of the economy, the Govt. policies
and the issues concerning the public.
Further the Bank’s annual
results/reports are published in the bank’s
website periodically for information of
public as well as all stakeholders which
would give an idea about the policies of
the bank and implementation thereof.
Bank has appointed various committees for
different purposes. Following are some of the
important Committees managing the key affairs
of the Bank:
 Risk Management Committee.
 Asset Liability Management
Committee
 Audit Committee.
 Central Management Committee.
 Board of Directors.
Public are not entitled to participate on the above
committee meetings and minutes are not
accessible to public.
4(1)bix A directory of its officers and
employees.
4(1)bx The monthly remuneration received
by each of it officers and employees,
including the system of compensation
as provided in its regulations.
4(1)bxi The budget allocated to each of its
agency indicating the particulars of all
the plans, proposed expenditures and
reports on disbursements made.
4(1)bxii The manner of execution of subsidy
programmes including the amounts
allocated and the details of
beneficiaries of such programmes.
4(1)bxiii Particulars of recipients of
concession, permits or authorizations
granted by it.
4(1)bxiv Details in respect of the information
available to or held by it reduced in an
electronic form.
Since the number of employees is quite large
and they are subject to transfers, it is not
possible for the Bank to publish the list of
officers/employees and keep the same updated
from time to time. Any person interested in
seeking the information about any officer or
employee of the Bank can approach
the CPIOs of the respective Region or Zone in
that behalf.
The list of offices/branches is already available in the
website for reference by public.
Pay scales of employees/officers may be
published.
There are no plans and budgets for expenditure
of public money and disbursements and the
provision is not applicable to Central Bank of
India.
There are no subsidy programmes or plans for
lending activities of the Bank as a whole except
for targets for priority sector lending. There are
different schemes for advances of the Bank and
the terms and conditions are already available in
the Bank’s website.
There was no programmes in the Bank for grant
of concessions, authorization etc., and there is
no material in the Bank relevant to this
provision.
All the general information regarding deposits,
advances and other services officered by the
Bank are already available in the bank’s
website.
4(1)bxv. The particulars of facilities available
to citizens for obtaining information
including the working hours of a
library or reading room if maintained
for public use.
4(1)bxvi The names, designation and other
particulars of the Public Information
Officers.
The list of toll free numbers/telephone numbers
has already been published on the website. The
public can approach theACPIOs for information
regarding banking products for details of which
are not available in the website.
Mr. C Lakshami Prasad, General Manager
(Legal) at Central office has been designated as
Appellate Authority for Central office.
Field General Managers/Zonal Managers of Zonal
offices have been designated as Appellate
Authority for Regional Offices. Falling under their
respective Zones
Senior Regional Managers/Regional Managers
have been designated as CPIO for their respective
Regional office and branches/offices falling under
their jurisdiction.
Dy. Zonal Managers at Zonal Offices have been
designated as CPIO for their respective Zonal
office.
Mrs Sulbha Pande (DGM Operation Dept. ) has
been designated as CPIO for all departments at
Central office( Other than HRD & Vigilance
Dept.)
SHRI P C Bairwa (DGM HRD. ) has been
designated as CPIO for all training colleges
( SPBTC,CBOTCs& ZSTCs),HRD & VIG.DEPT
at C.O.
DGMs posted at CFB, Mumbai and Mumbai Main
Office have been designated as CPIO for their
respective offices.
All Branch Managers, Asstt. Regional Managers
& Regional Managers under Zone are hereby
designated as Central Assistant Public Information
Officer (CAPIO) under section 5(2) of the said
 Act.

All Chief Managers, Astt. General Managers

at the Central Office are designated as
Central Assistant Information Officer
( CAPIO)

4(1)bxvi Such other information as may be NIL

i prescribed.

Awards and Achievements

 Central Bank of India awarded FIRST PRIZE for excellent implementation

of Official Language Policy of Govt. of India for the Year 2016-2017
 Central Bank of India was awarded Fintech India Award 2016 under
category Mobile Banking at a function organized at Mumbai
 Central Bank of India awarded Rajbhasha Kirti Puraskaar
 Central Bank Of India awarded with three 'FIRST' Prizes for all the
three lingustic regions under 'RBI RAJBHASHA SHIELD SCHEME'.
 Banking technology award to Central Bank Of India
 Central Bank of India awarded FIRST PRIZE for excellent
implementation of Official Language Policy of Govt of India
STATE BANK OF INDIA – 28%
CENTRAL BANK OF INDIA – 24%
ICICI BANK - 22%
HDFC BANK - 19%
OTHER BANK - 7%
Central-Bank-of-India-logo-1-644×362
Published December 6, 2017 at 644 × 362 in Central-Bank-of-India-logo-1-644×362

THE CONCEPT AND MEANING OF THE BANK’S SYMBOL

True to its continued transformational model of Banking business, Central Bank of India
had changed its symbol, logo and baseline in 1982 so as to state its objectives in more
clear and better terms and to give a new meaning to its motto. The present form of
symbol and its concept and meaning is as under :
The common man generates savings that are mobilized and channelized for the
development of Industries. The Industries contribute to the prosperity of the Nation. The
Nation in turn provides for the welfare of man.

The four squares in the symbol of the bank represent the four focal points, viz., Man,
Finance, Industry and Nation evolving their harmonious inter-relationships, on which the
Bank focuses the services rendered by it vis-à-vis its role in the economy. The bars that
join the squares effectively depict the two-way interactions between the said focal points
of the Bank. Further, the symbol implies the Bank’s role in establishing the desirable
balance between ‘Man’ and ‘Industry’ and between the ‘Nation’ and ‘Finance’ by placing
the focal points at top, bottom and at sides respectively.
Career
HR MISSION OF THE BANK
“To make HRM a strategic business partner by leveraging HR for the competitive
advantage of the Bank in tune with business strategy, planning and Corporate goals of the
Bank.”

INSTITUTIONAL APPROACH TOWARDS ‘CENTRALITES’

The following definition of the term ‘CENTRALITE’ , a passionate name representing
the ‘TEAM CENTRAL BANK’ truly portrays the Management’s philosophy towards its
‘People’ :

C –Creating Commitment towards the Task

E – Employee Engagement for heralding a culture of ‘Most Preferred Employer’
N - Non Traditional in approach towards – business & people
T –Trust in Team Building
R – Respect to Employee
A – Agent of Change
L – Learning Organization
I – Incentives for High Performance
T – Transformational Leadership
E – Equity & Fair Play

The philosophy being followed for each of these themes are as under :

C – Creating Commitment towards the Task :

We aim to align and empower employees to deliver the appropriate customer experience
in a consistent fashion. Theseprocesses include, but are not limited to, internal
communications, training support, leadership practices, reward & recognition programs,
recruitment practices and sustainability factors. All these endeavours are aiming at to
create a volition among the workforce towards the assigned tasks.

E– Employee Engagement for heralding a culture of ‘Most Preferred Employer’ :

Our philosophy of “Employee Engagement” equates it with both Emotional as well as
Transactional relationship of employees with our Bank. Only when employees are
aligned with both the dimensions, they will be strongly motivated and optimistic about
heir work goals and will deliver superior performance to help the organization to achieve
desired goals. Our Pan-India presence of more than 4300 branches gives opportunity to
the employees to serve nearer their home town and also gives choice for promotional
posting. These endeavoures are aiming at to make the Institution a Most Preferred
Institution for the job aspirants.

N - Non Traditional in approach towards – business & people :

Over a period, o graduated towards breakthrough innovation and it has been ingrained in
its culture so as to keep the Institution constantly on dynamic mode. We have been the
flag bearers in changing the way banking has been done in India right from specialized
industry best technology platform for serving clients to Benchmarked practices followed
for Business delivery. Our employees have been aptly tuned to the same in terms of their
skills, knowledge and attitudes etc.

T – Trust in Team Building :

Our employees are urged to work smarter and not just harder, in an effort to deliver the
desired results. It is the joint efforts of the whole team that eventually decide the success
or failure of a project. Team building helps to foster better and open communication
between the employees themselves, as well as between the employees and the higher
management. It goes a long way in improving professional relations, understanding and
co-operation, and this is very much reflected in the quality of work being executed in the
Bank. Hence, as a Corporate philosophy, our Bank laid more thrust in building cordial
relationships, cohesive well-knit Teams to have shared vision and collective efforts to
achieve the common goals of the Institution.

R – Respect to Employee :

Laying renewed focus on enhancing respect in our work environment is one of the
strategies to support employees to feel valued. Respect can be demonstrated through
verbal and non-verbal communication, our behavior, the choices we make andhow we
delegate responsibilities.

We believe in adopting ultimate moral attitude towards our juniors, peers, subordinates
and seniors and uphold an environment where everyone is treated equally and fairly.

A – Agent of Change :
We believe in inculcating the entrepreneurial culture which rely on informal and
personal networks. Advanced support mechanisms are in place which enhances
coordination across different business verticals of our bank. It allows our employees
to work through business dilemmas and come up with solutions that are thought
provoking and meet the problems we may face in future. We inculcate a passion
among our workforce to transform themselves as ‘Change Agents’ and Brand
Ambassadors of our Bank thereby creating value to the Institution for its
competitive advantage.

L – Learning Organization :

We have evolved a progressive, contemporary Learning systems where the employees are
kept constantly on learning mode with a passion and urge to learn new knowledge. Our
learning systems are the role models for other peer banks and such systems start from
‘on-boarding’ of new employees and nomination to external learning Institutes of high
repute. The Training in overseas has been made performance-driven and the proven
performers are being provided with enough opportunities for overseas training. All these
initiatives are aiming at to turn the Institution as ‘Learning Organization’, in pursuit of
constant competition that is emerging in the banking space.

I – Incentives for High Performance :

We aim to ensure that all our people are appropriately remunerated and rewarded for high
performance. Remuneration should be equitable and sufficiently competitive to attract,
motivate and retain the best people. We also recognize the contribution of our people
who provide excellent service to, or ensure the safety of, our customers or their
colleagues. We have a variety of internal recognition programs and processes in terms of
issuance of appreciation letters etc to recognize the better work done/executed in addition
to cash pay-outs in terms of performance-liked incentives in recognition of high
performance.
We are regularly assessing our programmes to determine whether they are hitting the
value target of employees. This value is balanced against the rewards cost of the
population’s changing needs for making positive impact on the minds

of our employees in terms of Bank’s investment in their personal and professional lives.
These initiatives are aiming at to build and sustain a high performance culture right
across the Institution.

T – Transformational Leadership :
We believe in developing our leaders who have the ability to get people to change, to
improve, and to be led. It involves assessing associates’ motives, satisfying their needs,
and valuing them which in turn, make our Bank more successful by valuing its associates.

Our Managers are being nurtured to provide the “additive” effect of Idealized influence,
Inspirational motivation, Intellectual Stimulation &Individual consideration for pulling
together the components to reach “performance beyond expectations.” The whole
exercise is to transform the ‘Managers’ into ‘Leaders’ who should be more creative and
developmental than focusing on maintenance roles.

E – Equity & Fair Play :

We are an equal opportunity employer. ‘Equal employment opportunity’ refers to

employment practices that are designed to enable existing and potential employees to
compete on their merits for employment, promotions, transfers, training and other
employment related benefits, without reference to diversity traits such as gender, race and
disability.
Chapter 4: Directing Motivation and Leadership

CORPORATE GOVERNANCE - CODE OF CONDUCT for the

Bank’s Board of Directors and Core Management approved by the
Board

I. NEED AND OBJECTIVE OF THE CODE

Clause 49 of the Listing Agreement entered into with the Stock Exchanges requires, 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. Senior Management has been defined to include personnel who are members of its Core
Management (top Executives at the level of General Managers) and functional heads excluding the Board of
Directors.

Accordingly the Bank has laid down this Code for its Directors on the Board and its Core Management.

II. 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, media, and anyone else
with whom it is connected. It recognises that the Bank is a trustee and custodian of public money and in order to
fulfill its fiduciary obligations and responsibilities, it has to maintain and continue to enjoy the trust and
confidence of public at large.

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. The Bank shall be
committed in all its actions to the interest of the countries in which it operates. 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. The Bank shall continue to initiate policies, which are
customer centric and which promote financial prudence.

III. PHILOSOPHY OF THE CODE

The Code envisages and expects -

➢ adherence to the highest standards of honest and ethical conduct, including proper and ethical
procedures in dealing with actual or apparent conflicts of interest between personal and professional
relationships.
➢ full, fair, accurate, sensible, timely and meaningful disclosures in the periodic reports required to be
filed by the Bank with government and regulatory agencies.
➢ compliance with applicable laws, rules and regulations.
➢ to address misuse or misapplication of the Bank’s assets and resources.
➢ the highest level of confidentiality and fair dealing within and outside the Bank

➢ GENERAL STANDARDS OF CONDUCT

 The Bank expects all Directors and members of the Core Management to exercise good judgement, to ensure
the interests, safety and welfare of customers, employees, and other stakeholders and to maintain a
cooperative, efficient, positive, harmonious and productive work environment and business organization.
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 the extent of utmost care and prudence, which
an ordinary person is expected to take in his/her own business. These standards need to be applied while
working in the premises of the Bank, at offsite locations where the business is being conducted whether in
India or abroad, at Bank-sponsored business and social events, or at any other place where they act as
representatives of the Bank.

➢ CONFLICT OF INTEREST
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. Every member
of the Board of Directors and Core Management has a responsibility to the Bank, its stakeholders and to each
other. Although this duty does not prevent them from engaging in personal transactions and investments, 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 as:
• Employment / Outside Employment - The members of the Core Management are expected to
devote their total attention to the business interests of the Bank. 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.

• Business Interests - If any member of the Board of Directors and Core Management considers
investing in securities issued by the Bank’s customer, supplier or competitor, they should
ensure that these investments do not compromise their responsibilities to the Bank. Many
factors including the size and nature of the investment; their ability to influence the Bank’s
decisions; their access to confidential information of the Bank, or of the other entity, and the
nature of the relationship between the Bank and the customer, supplier or competitor should
be considered in determining whether a conflict exists. Additionally, they should disclose to
the Bank any interest that they have which may conflict with the business of the Bank.

• Related Parties – The Directors of the Bank and Core Management must comply
with policy formulated on materiality of related party transactions and on
dealing with Related Party Transactions. As a general rule, the Directors and
members of the Core Management should avoid conducting Bank’s business with
a relative or any other person or any firm, Company or Association in which the
relative or other person is associated in any significant role. Relative in relation
to an individual, means the spouse, son, daughter, brother, sister, father and
mother who may be expected to influence, or to be influenced by, that individual
in his/her dealings with the reporting enterprises.
 Chapter – 5
Legal and regulatory compliances for the company

A. APPLICABLE LAWS

The Directors of the Bank and Core Management must comply with applicable laws, regulations, rules and
regulatory orders. They should report any inadvertent non- compliance, if detected subsequently, to the
concerned authorities.

B. DISCLOSURE STANDARDS

The Bank shall make full, fair, accurate, timely and meaningful disclosures in the periodic reports required
to be filed with Government and Regulatory agencies. 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, Auditors and other Statutory Agencies, as may be required by applicable laws, rules and
regulations.

C. 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. Members of the Board of Directors
and Core Management are prohibited from:
➢ using corporate property, information or position for personal gain;
➢ soliciting, demanding, accepting or agreeing to accept anything of value from any person while
dealing with the Bank’s assets and resources;
➢ 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.

D. CONFIDENTIALITY AND FAIR DEALINGS

1. Bank’s Confidential Information

➢ The Bank's confidential information is a valuable asset. It includes all trade related information,
trade secrets, confidential and privileged information, customer information, employee related
information, strategies, administration, research in connection with the Bank and commercial,
legal, scientific, 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. All confidential information must be used for Bank’s business purposes
only.

➢ This responsibility includes the safeguarding, securing and proper disposal of confidential
information in accordance with the Bank's policy on maintaining and managing records. This
obligation extends to confidential information of third parties, which the Bank has rightfully
received under non-disclosure agreements.
➢ To further the Bank’s business, confidential information may have to be disclosed to potential
business partners. Such disclosure should be made after considering its potential benefits and
risks. Care should be taken to divulge the most sensitive information, only after the said
potential business partner has signed a confidentiality agreement with the Bank.

➢ Any publication or publicly made statement that might be perceived or construed as attributable
to the Bank, made outside the scope of any appropriate authority in the Bank, should include a
 disclaimer that the publication or statement represents the views of the specific author and not
the bank.

2. Other Confidential Information –

The Bank has many kinds of business relationships with many companies and individuals. Sometimes,
they will volunteer confidential information about their products or business plans to induce the Bank to
enter into a business relationship. At other times, the Bank may request that a third party provide
confidential information to permit the Bank to evaluate a potential business relationship with that party.
Therefore, special care must be taken by the Board of Directors and members of the Core Management
to handle the confidential information of others responsibly. Such confidential information should be
handled in accordance with the agreements with such third parties.

➢ The Bank requires that every Director and the member of Core Management should be fully
compliant with the laws, statutes, rules and regulations that have the objective of preventing
unlawful gains of any nature whatsoever.

➢ Directors and the members of Core Management shall not accept any offer, payment promise to
pay, or authorization to pay any money, gift, or anything of value from customers, suppliers,
shareholders/stakeholders, etc. that is perceived as intended, directly or indirectly, to influence
any business decision, any act or failure to act, any commission of fraud, or opportunity for the
commission of any fraud.

IV. GOOD CORPORATE GOVERNANCE PRACTICES

Each member of the Board of Directors of the Bank should adhere to the following so as to ensure
compliance with good Corporate Governance practices.

(a) Dos

➢ Attend Board meetings regularly and participate in the deliberations and discussions effectively.
➢ Study the Board papers thoroughly and enquire about follow-up reports on definite time schedule.
➢ Involve actively in the matter of formulation of general policies.
➢ Be familiar with the broad objectives of the Bank and the policies laid down by the Government and the
various laws and legislations.
➢ Ensure confidentiality of the Bank’s agenda papers, discussions at
the Board/Committee Meetings, notes and Minutes.

(b) Don’ts

➢ Do not interfere in the day-to-day functioning of the bank (This stipulation does not apply to Managing
& Executive Directors and Core Management).
➢ Do not reveal any information relating to any constituent of the Bank to anyone.
➢ Do not display the logo/distinctive design of the Bank on their personal visiting cards/letter heads (This
does not prevent the Chairperson & Managing Director, Executive Directors and Core Management
from using their DO Letterheads).
➢ Do not sponsor any proposal relating to loans, investments, buildings or sites for Bank’s premises,
enlistment or empanelment of contractors, architects, auditors, doctors, lawyers and other professionals
etc.
➢ Do not do anything, which will interfere with and/or be subversive of maintenance of discipline, good
conduct and integrity of the staff.

(C) Duties of Independent Directors:

Besides following “Dos” and “Don’ts” as mentioned above, the

Independent Directors shall also —

(1) undertake appropriate induction and regularly update and refresh their skills, knowledge
and familiarity with the Bank;

(2) seek appropriate clarification or amplification of information and, where necessary, take
and follow appropriate professional advice and opinion of outside experts at the expense
of the Bank;

(3) strive to attend all meetings of the Board of Directors and of the Board committees of
which he is a member;

(4) participate constructively and actively in the committees of the Board in which they are
chairpersons or members;

(5) strive to attend the general meetings of the Bank;

where they have concerns about the running of the Bank or a proposed action, ensure that these
are addressed by the Board and, to the extent that they are not resolved, insist that their
concerns are recorded in the minutes of the Board meeting;

(6) keep themselves well informed about the Bank and the external environment in which it
operates;

(7) not to unfairly obstruct the functioning of an otherwise proper Board or committee of the
Board;

(8) pay sufficient attention and ensure that adequate deliberations are held before approving
related party transactions and assure themselves that the same are in the interest of the
Bank;
(9) ascertain and ensure that the Bank has an adequate and functional vigil mechanism and
to ensure that the interests of a person who uses such mechanism are not prejudicially
affected on account of such use;
(10) report concerns about unethical behaviour, actual or suspected fraud or violation of the
Bank’s code of conduct or ethics policy;

(11) acting within his authority, assist in protecting the legitimate interests of the Bank,
shareholders and its employees;
(12) not disclose confidential information, including commercial secrets, technologies,
advertising and sales promotion plans, unpublished price sensitive information, unless
such disclosure is expressly approved by the Board or required by law.

V. 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.
The matters covered in this Code of Conduct are of the utmost importance to the Bank, its stakeholders and its
business partners, and are essential to the Bank's ability to conduct its business in accordance with its value
system.
Career

AN ORGANISATION SYNONYM WITH STRONG TEAM-

WORK

With the slogan of ‘TEAM CENTRALITES’ the Institution has build a strong Team of
around 41,000+ dedicated employees who are promising to turn this Institution as a force
to reckon with in the Banking Industry. The following pictorial representations depict this
team spirit among the CENTRALITES :

 
ILLUSTRATIVE LIST OF PROGRAMMES TO DEVELOP
LEADERSHIP SKILLS AMONG OFFICERS

The internal leaders who are promising to rise in the organsiational hierarchy are
developed through various programmes which are as under :

 Imparting intensive Leadership Development programmes preferably through

deputing to external Institutes of repute
 Providing constant avenues to exhibit and harness their leadership qualities
through nominating them to important assignments of business significance
 Evolving different career tracks for potential leaders in difference to the regular
tracks of promotions
 Offering opportunities to handle their choice job roles
 Constant performance assessment and incentivising it through providing
monetary and non-monetary incentives
 Tweaking the HR Policies to foster exceptional growth in their career graph
 Leverage and institutionalize their expertise by encouraging them to disseminate
their success stories throughout the Institution
Chapter No 7
HR Policies of the organization

MAJOR INNOVATIVE HR PRACTICES INTRODUCED BY OUR

BANK

Some of the major Innovative HR Practices introduced by the Bank to enhance the
Corporate excellence are as under :

 Strategic HR Manpower Plan.

 Induction of young talents through recruitment mode.
 ‘Performance’ and ‘Merit’ are the key determinants for career elevations.
 Transparent and value-driven Performance Appraisal Systems.
 Transition from ‘Successive Plan’ to ‘Succession Plan’ – Formulation of robust
& sustained Succession Plan.
 Capability Building & Knowledge Management – A constant thrust.
 Attaining ‘Inclusive Growth’ through enhanced knowledge among lower-rung
workforce.
 E-learning – Towards making the Institution a ‘Learning Organisation’.
 Launching exclusive Portal for sharing ‘ Major HR Policies & Schemes – An
endeavour to disseminate the HR Policies and Schemes among workforce.
 ‘Performance-linked Incentives’ : A step towards attaining ‘Inclusive
Performance’.
 ‘CENT SAMADHAN’ – Web Portal for expeditious resolution of staff
grievances.
 ‘CENT-SUJHAV’ – Web Portal for Employee Suggestions – A creative step
toward encouraging employee participation in Management.
 Silver Jubilee Award to employees – An inspirational step towards rewarding
Organisational loyalty.
 ‘Scheme for presenting memento to staff members at the time of their retirement
on reaching the age of superannuation – A good-will step towards maintaining
bondage beyond service.
 Instituting ‘HR Excellence Award’ among Regions – An initiative to encourage
field functionaries to implement the Corporate HR Practices with mission mode.
 Enhancing confidence levels among officers.
 Communications from the desk of Chairman & Managing Director – A
manifestation to Transparency and Openness in Management functioning.
 Town Hall meetings by Chairman & Managing Director / Executive Directors :
A step further towards enhancing the Transparency.
 Establishing ‘Grievance Cell’ for resolution of retirees’ grievances.
 Business Development Meetings with representative Unions – A Novel way of
promoting ‘Workers Participation in Management’.
 Concern on ‘Work-Life Balance’ of employees.
 Allowing study leave to employees – A step towards enhancing intellectual
capital.
 Extra-ordinary leave with full pay upto certain period of hospitalization in case of
major diseases.
 Introduction of ‘Sabbatical Leave for Women Employees’ : A reflection of
Management’s concern for the problems of Women Employees.
 Grant of duty leave and reimbursement of full medical expenses to employees
who sustain injuries during the course of performance of duty.
 Scheme for extending Legal & Financial support to officers against whom
motivated false complaints are made by outside people/agencies.
 Exgratia payment to the legal heirs of the deceased employees OR
Compassionate Appointment to the next kin of the deceases in certain
circumstances.
 Gradual shift from Employee-Welfare’ to Employee-Wellness’.
Some of the major Innovative Strategies for as Institutionalized by the Bank on
Employee Welness front :

 Silver Jubilee Award to employees – An inspirational step towards rewarding

Organisational Loyalty.
 ‘Provision of Residential Accommodation to officers.
 Provision of Furniture & Fixtures at the residence of officers.
 Facilities associated with transfers
 Rent reimbursement facility anywhere in India in certain circumstances
 Allowing two accommodations and Mid-Academic Transfer Allowance for
officers who are transferred on between of the Academic Session
 Hotel Facility for first 15 days of transfer and lumpsum amount equal to the
rent reimbursement ceiling for certain period thereafter Transfer Traveling
Allowance
 Joining Time for shifting the Family
 Concern on ‘Work-Life Balance’ of employees.
 Leave Travel facility.
 Reimbursement of Hospitalisation expenses.
 Allowing Loans to staff members for various purposes under soft
terms/conditions.
 Maternity Leave.
 Extraordinary leave on loss of pay on medical grounds.
 Extraordinary leave with full pay upto certain period of hospitalization in case of
major diseases.
 Special leave for Blood Donation and for promoting Small Family Norms.
 Reimbursement of Club Membership fee.
 Grant of Duty Leave and reimbursement of full medical expenses to employees
who sustain injuries during the course of performance of duty.
 Scheme for extending Legal & Financial support to officers against whom
motivated false complaints are made by outside people/agencies.
 Exgratia payment to the Legal heirs of the deceased employees OR
Compassionate Appointment to the next kin of the deceased in certain
circumstances.
 Reimbursement of conveyance expenses incurred by the officers in discharge of
their official duties.
 Reimbursement of cost of News paper to employees.
 Reimbursement of additional expenses to employees/family members who are
hospitalized/for domiciliary treatment.
 Reimbursement of cost of Health-Check up to employees and/or their family
members.
 Tie up with certain reputed and specialized Hospitals (Sankara Netalaya &
Bombay Hospital).
 Establishing Transit Homes for treatment purpose to the staff members and their
family members.
 Relief to family of the employees who die in harness.
 Reimbursement of Tuition fee for school education to children of staff members.
 Reimbursement of College fee to sons/daughters of the staff members.
 Reward to children of employees who pass SSC/HSC examination meritoriously.
 Canteen Subsidy.
 Establishing Holiday Homes for rest & recuperation of staff members and their
families.
 ‘Scheme for presenting memento to staff members at the time of their retirement
on reaching the age of superannuation’.
 Scheme for reimbursement of Hospitalisation expenses for retired employees.
 ‘Winning’ is a passion for our Bank and accordingly, we have show-cased our
performance in various areas of business & people importance in the competitions/Award
functions held by various organizations/Institutions of high repute. Accordingly, during
the last three year ie., 2011 to 2013, the following are some of the prestigious Awards
and Accreditions won/received by the Bank :

Nature of Award/ List of Awards and Accreditations won / received during last
Accreditation 3 years

HR Awards  ‘GOLDEN PEACOCK HR EXCELLENCE

AWARD’ From Institute of Directors (IOD),
New Delhi, a Non-Profit professional Organisation of high
repute.
 ‘CEO WITH HR-ORIENTATION’ Award to CMD
by ‘Star News’ under the auspices of
‘WORLD HRD CONGRESS 2012’.
 ‘HR LEADERSHIP AWARD FOR HR
EXCELLENCE FOR INNOVATIVE HR
PRACTICES’
 to the Bank by ‘Star News’ under the auspices of
‘WORLD HRD CONGRESS 2012’.
 ‘HR LEADERSHIP AWARD FOR LEADING HR
PRACTICES IN QUALITY OF
WORK-LIFE, PHYSICAL & MENTAL WELL-
BEING’ by ‘Shine.com (Hindustan Times)
under the auspices of ‘WORLD HRD CONGRESS 2012’.
 Two Awards for ‘Best HR Strategies’ &
‘Innovation in Employee Retention
Strategies’ conferred by Greentech Foundation.
 ‘Greentech HR Excellence Award – 2013’ for
‘Training Excellence’ by Greentech
 Foundation.
 ‘HR-Oriented CEO’ Award to our CMD by
Greentech Foundation during April 2013.
 ‘Lifetime Achievement Award’ our CMD by
Greentech Foundation during April 2013.

Quality Awards
 ‘PERSON OF THE YEAR’ Award conferred on Shri
M V Tanksale, CMD in January 2012
by SKOCH Foundation for his contribution in the area of
‘Financial Inclusion’.
 ‘BEST BANKER AWARD – 2012’ conferred on Shri
R K Dubey, Executive Director,
in February 2012 by Small & Medium Business
Development Chamber of India for
ensuring ‘Growth of SMEs for better future’.
 ‘GOLDEN PEACOCK AWARD’ for the year 2011
by Institute of Directors (IOD) for
innovative product/service ie., ‘CENT-SAHAYOG’.
 ‘INDIRA GANDHI RAJBHASHA’ Award
(2011) for successful implementation of
Official Language Policy.
 ‘INDIRA GANDHI RAJBHASHA’ Award
(2012) for successful implementation of
Official Language Policy.
 ‘IMPLEMENTATION OF OFFICIAL
LANGUAGE POLICY OF GOVT OF INDIA’
 by Reserve Bank of India for the year 2010-11 under
Linguistic Region ‘A’.
 ‘SKOCH AWARD 2010’ for implementing ‘e-Shakti’
– a Project launched by
Government of Bihar.
 Winner in the category of ‘BEST EDUCATION
LOAN PROVIDER’ conferred by
Outlook Money NDTV Profit Awards 2009.
 ‘BEST CUSTOMER TECHNOLOGY AWARD’ by
 IBA-TFDI 2009.
 ‘BANKING EXCELLENCE AWARD, by
Hospitality India 2009.
 ‘IMM AWARD FOR EMINENT ORGANISATION’
for 2010.
 SKOCH Challenger Award for ‘BEST BUSINESS
MODEL 2010’.
 ‘PROFESSIONAL EXCELLENCE’ Award
conferred on CMD by Rotary International
District 3020.
 Bank won National recognition through SKOTCH
Digital Inclusion Award
 under 3 categories viz.,
 (i) Skill Development under NSDC Platform
(ii) MAST
(iii) Developing Youth Enterprise.
 ‘National level Award – 2009’ for excellence in
Khadi & Village Industries
and adjudged as Best Bank in East Zone for propagating
KVI Programme under
REGP/PMEGP Scheme.
 “Best BFSI Company” Award by Business &
Economy magazine.
 Bank was awarded with “Exemplary Brand Leader
Award” for projecting
excellent Brand image in the country by Indira Group of
Institute, Pune.
 ‘Outstanding Leadership Award’ at the IPE BFSI
Awards
(Institute of Public Enterprise Banking Financial Services
& Insurance)
from Director IPE Hyderabad.
 ‘INNOVATIVE FINANCIAL INCLUSION
IMPLEMENTATION MODEL’ conferred
on Bank in the 30th ‘SKOTCH SUMMIT’ in Sept.2012.
 ‘GREENTECH CSR AWARD’ conferred on Bank
for its active role in CSR activities
towards upliftment of the poor & providing help to needy
& weaker section of the
Society at Pan India Level, in October, 2012.
 ‘RAJBHASHA RATNA’ award conferred on Shri M.
V Tanksale, Chairman &
Managing Director by prestigious socio-cultural Institute
‘Ashirwad’
in Nov.2012 at Mumbai.
 ‘CEO OF THE YEAR’ Award conferred on Shri M.
V. Tanksale, Chairman &
Managing Director by Global Awards for ‘Branch
Excellence’ in Nov.2012 at Mumbai.
 ‘CSR LEADERSHIP AWARD’ conferred on Shri M.
V. Tanksale, Chairman &
Managing Director by IPE CSR Corporate Governance
Awards, 2012
for embodying the principles of Corporate Responsibilities
in business
philosophy & operations.
 ‘BRAND EXCELLENCE AWARD’ conferred on
Shri M.V. Tanksale,
Chairman & Managing Director by ZEE Business at
Mumbai.
 ‘CORPORATE EXCELLENCE
AWARD’ conferred on Bank by Institute of
Public Enterprises in Dec. 2012.
 ‘MAHARASHTRA STATE LEVEL BANKER
COMMITTEE (RAJBHASHA)
 has awarded Second Prize to our Bank for best
implementation of Official
Language Policy of Govt of India for the year 2011-12 in
Jan.2013.
 ‘SKOCH FINANCIAL INCLUSION AWARD’ for
‘REACHING LAST MILE’ on
 ‘FINANCIAL INCLUSION DAY 2013’ conferred on
Bank.

ISO
 Bank’s Apex Training College – Sir Sorabji
CERTIFICATIONS & Pochkhanawala Bankers’ Training
ACCREDITIONS College (SPBTC), Mumbai was accredited with ‘ISO
9001:2000’ Certification by an
Agency of Global repute ie., International Certification
Services Pvt Ltd for
implementing the Quality Standards in Training &
Development function.
 Got accreditation as second among all PSBs in
Financing Tata Motors Booking
Loans.
 Ranked 4th Best Public Sector Bank in India under
‘Brand Equity –
Top 100 Most Trusted Brands 2011’ as per the Survey
conducted by
Economic Times.
 Ranked at 16th position in 2011 under ‘India’s Most
Trusted Service Brands’
Category as per survey conducted by Economic Times.
 Adjudged and rewarded as one of the ‘TOP 3
NATIONALISED BANKS’ in the
Economic Times Brand Equity’s List of Top 50 Service
Brands, 2009.
 Among top five Most Trusted Banks by a Survey
conducted by AC Nielsen &
Economic Times.
 Principal Banker for E-Shakti Project in Patna of
Bihar Government.
 Principal Banker for Project ‘SUFI’ of Sikkim
Government - for bridging
Bharat and India.
 MOU entered into with Unique Identification
 Authority of India (UIDAI).
 Participated in National Seminar on Skilling India’s
Youth Organized by
American India Foundation (AIF) in collaboration with
the National Skill
Development Corporation (NSDC) and supported by the
Bank in the presence
Of Former President of India, Dr. APJ Abdul Kalam.
 Bank hosted ‘BANCON 2010’ successfully and with
required passion and
precision as a curtain raiser for its Centenary Year with
the contemporary
Theme – ‘TRANSFORM TO OUTPERFORM : IDEATE,
INNOVATE & INSPIRE’.
 Held grand Inaugural Function of Centenary which
was graced by the
President of India, Smt. Pratibha Devi Singh Patil on
23rd December 2010
and other dignitaries viz., Governor and Chief Minister of
Maharashtra State.
 Bank rolled out several activities of value creation
during its Centenary Year
 from 21st December 2010 to 21st December 2011.
 ‘CERTIFICATE OF EXCELLENCE’ for the
proactive Role in establishing Rural
Self Employment Training Institute (RSETI) across the
country during the year 2011-12.
Chapter no 9
CONCLUSION
The above illustrative list of HR best practices & Strategies imbibed by our Bank clearly
demonstrates that we are second to none in taking due care of employee Welfare &
Wellness and to provide right opportunities for career progression alongside developing
their capabilities to meet the growing challenges of competition.

 
Chapter no-10
Suggestion

 Create the culture and organizational model needed to promote greater

commitment accountability and competency
 Need to provide easily accessible mechanisms appropriate financial advice
and customizing services
 Creates a better consistent customer experience across channels
 Improve the branches the ultimate destination for purchase action
 Improve the online experience- ease of use of accuracy
 Make better use of customer information need to develop products and
services that their clients even know they need them
 Shift from customer volume based strategies to customer value based
strategies
 Inbound Customer Marketing- Focus on Specific Customer and situations,
responds properly and Integrate transversal customer information throughout
channels