INTRODUCTION OF E-BANKING

Banking is defined as the business activity of accepting and safeguarding

money owned by other individuals and entities, and then lending out this
money in order to conduct economic activities such as making profit or simply
covering operating expenses.
The Bank has had the assorted phases of its growth flight over hundred years
of its existence. Growth of Canara Bank was fantastic, significantly once
nationalization among the year 1969, attaining the standing of a national level
player in terms of geographical reach and other people segments. Eighties was
characterized by business diversification for the Bank. In June 2006, the Bank
completed a century of operation within the canara banking system. Not just in
commercial banking, the Bank has also carved a distinctive mark, in various
corporate social responsibilities, namely, serving national priorities, promoting
rural development, enhancing rural self-employment through several training
institutes and spearheading financial inclusion objective
Online banking is also known as Internet banking or web banking. Online
banking offers customers almost every service traditionally available through a
local branch including deposits, transfers, and online bill payments it is just the
utilization of telecommunications networks and electronic networks for
conveying different financial services and products. Through e-banking, a client
can acquire his record and manage numerous exchanges utilising his cell phone
or personal computer.
E-banking is a fully automatic service for traditionally banking customers
products based on information technology platforms. E-banking services
provide customer access to accounts, the ability to move their money between
different accounts or making payments via e-channels.
Electronic banking is a form of banking in which funds are transferred through
an exchange of electronic signals rather than through an exchange of cash,
checks, or other types of paper documents. Transfers of funds occur between
financial institutions such as banks and credit unions.
Online banking is a digital payment network that allows clients of a financial
institution to perform various money transfers via the website including its
financial institution as well as the so-called Internet Banking or Cloud banking
system. Explanation. E-banking applies to e-banking or online network
banking.
It has been a magnificent moment in the history of both Canara and Syndicate
banks to become a unified entity. Both the banks, having humble beginnings
and a rich heritage of customer care and service have achieved many
milestones in the history of banking. This great coming together would further
strengthen the fundamentals of our banking system.
Canara Bank established in 1906 was set up as Canara Hindu Permanent Fund
Ltd, whereas Syndicate bank setup in 1925 had its name as Canara Industrial &
Banking Syndicate Ltd. The Corporation Bank which was also set up in 1906
had its name as Canara Banking Corporation Ltd., While all the 3 banks had
Canara as a common thing in their names, I think Canara bank and Syndicate
bank was desgined to be together ultimately in my view, the banks have to be
judged on two parameters. The customer service and the impact it had created
on the society in uplifting the down trodden and helping the needy,
safeguarding the hard earned money of depositors, the goodwill it has created
and the deep impact created in the minds of its customers. Most nations have
institutionalized a system known as fractional reserve banking under which
banks hold liquid assets equal to only a portion of their current liabilities. In
addition to other regulations intended to ensure liquidity, banks are generally
subject to minimum capital requirements based on an international set of
capital standards, known as the Basel Accords. Banking in India in the modern
sense originated in the last decades of the 18th century. Among the first banks
were the Bank of Hindustan, which was established in 1770 and liquidated in
1829-32; and the General Bank of India, established in 1786 but failed in
1791.Prior to 2000, the bank employment was taken as a life me employment
and very few had looked at alternate opportunities so also the opportunity The
Indian banking sector is broadly classified into scheduled banks and non-
scheduled banks. The scheduled banks are those which are included under the
2nd Schedule of the Reserve Bank of India Act, 1934. The scheduled banks are
further classified into: nationalized banks; State Bank of India and its
associates; Regional Rural Banks (RRBs); foreign banks; and other Indian
private sector banks. The term commercial banks refer to both scheduled and
non scheduled commercial banks which are regulated under the Banking
Regulation Act, 1949
The amalgamation of two great institutions those were born in the same soil
will pave the way for a beer banking experience. The future looks highly
challenging and at the same me, it brings a plethora of opportunities for the
amalgamated entity Since it is an integration of two identical organisations, the
evolution of our bank to a most superior brand with intermixing of elements
from both sides experience. The heavy impact of the Pandemic Covid-19 has
plummeted will irrefutably be an unruffled the economy worldwide and its
ripples are visible in almost all sectors. Let this new entity blossom to a new
level during these tempestuous message and bring splendid results.
The payment and settlement system over the years had undergone
unbelievable changes with the help of technology and improved
telecommunication. From physical presentation of cheques by one bank on
another on behalf of their customers to establishment of clearing houses,
MICR clearing to image-based clearing. The changes from Mail Transfer,
Telegraphic Transfer, Demand Drafts to NEFT, RTGS, mobile payment systems
is to be believed if you have experienced the same as were limited. But there
were few who crisscrossed between banks and especially Canara & Syndicate.
If we do Leaders must be able to describe the impetus behind the new “Brand
Canara”, create excitement, and hope for the employees to become game
changers in the Indian economy. The training intervention will focus on this
transformational journey, building & sustaining transparent communication
creating visions, dealing with the angst & the ambiguities of the team, building
sustainable relationship & trust with the new colleagues and create an
environment for continuous learning & development, the unwritten moo of
“Brandcanara”
To capitalize on the skill-development initiaves undertaken, it is critical for us
to formalize the training approaches in maintaining and improving capabilities
– under the umbrella of “Brand Canara”. Though it is important to encourage
employees to develop their skills, it is equally important to align the learning
objectives with business needs. So the underlying tenet of every training
intervention will be to educate and guide the workforce about the perceived
changes in the business matrix, their roles & responsibilities and equip them to
deal with the work place challenges in an efficient and effective way. The
“People Capability” workshops envisaged will specifically deal with engaging
employees through building capabilities to work together as a team, share
common ethos across the bank and actively contribute towards the sustenance
and development of the new brand status. Our e-Learning endeavor Candle –
(Canara Digital Learning Experience) will also add to the impetus through
specific online modules and learning interfaces on cultural integration and
capacity building which the employees can easily access even from the
confines of their homes. The blended learning modules, fine-tuned to be in
congruence with the organizational objectives, will form a crucial element in
the disseminaon of vital information and seamless learning processes during
the amalgamation process. Any successful change process involves critical
steps like creating vision, managing transition and sustaining momentum. The
training vertical will be as the vital link between the new brand objectives and
the employee expectations and abridge whatever ambiguities / knowledge gap
that exist in limbo. The focus will be in arranging relevant pieces of content in a
meaningful manner, providing value-added insights and creating an optimized
learning experience that is personalized to each employee and driving them
towards the perceived organizational goals and objectives.
 Need of the study
The Indian public sector banks are facing a tough competition with the entry
of private and multinational banks. All the banks offering novel services to their
customers like ATM card facility, Credit Card, Debit Card, Core Banking System,
E-Banking, Mobile Banking, etc., at minimum cost to all type of customers.
E-banking is way to keep existing customers and attract new ones to bank the
transaction costs of providing e-banking services customers consider a lot of
factor which influence their judgement for some customers the response and
efficiency of the services provider would be greater importance.
Building a long relationship with customer can be the most important
requirement for international and local banks so those they can keep their
position in market and complete globally bank should understand how they
can attract the customer for different countries cultures and background to
use their services online and offline also.
Most common issues faced by e-banking around the globe are security, fraud,
customer awareness, trust, risk, privacy, phishing attacks and government
laws. The objective of this study is to highlight the issues faced by e-banking in
developing countries like Pakistan.
Even though so many banks are available in the banking sectors, the Canara
bank offers some special schemes. In view of the above, the researcher
considers the topic as pertinent to have account with Canara bank. Now- a-
days so many private and international banks are entered in the banking field
and they rendering so many tremendous services to the customers. The
private banks have motto “banks are nothing but Super markets” which means
they are ready to provide any services for attracting the customers. In this
critical situation, the nationalized banks have lot of problems to compete with
the private sector banks. Therefore an in-depth study of the services provided
by the CANARA BANK for their customers is undertaken. Generally banking in
India is fairly mature in terms of supply, product range and reach even though
reach in rural India and to the poor still remains a challenge. The government
has developed initiatives to address this through the State Bank of India
expanding its branch network and through the National Bank for Agriculture
and Rural Development with facilities like microfinance.
 Objectives of the study
 To recognize the various facilities provided by Canara bank for welfare
of customers.
 To analyse the difficulties and problems faced by the customers.
 To recommend remedial measures to overcome the problems faced by
the customers.
 To provide suitable suggestions based on the findings of the study.
 To analyse and the present of e-banking scenario concerned with ATM
internet banking mobile banking credit card debit card fund transfer and
others e-banking services.
 To suggest improvement in the banking services of the bank under study
(canara study)
 To explain the different ways of online banking and analyst the rules and
regarding online banking guided by RBI.
 To learn more about voluntary retirement schemes of canara bank .
 To identify the effectiveness of the risk management system undertaken
by the bank.

Generally banking in India is fairly mature in terms of supply, product

range and reach even though reach in rural India and to the poor still
remains a challenge. The government has developed initiatives to
address this through the canara bank expanding its branch network and
through the National Bank for Agriculture and Rural Development with
facilities like microfinance.
 Scope of the study
The study was made with the customers who was e-banking services provided
by profile sectors banks. All the class of customers were taken it consideration
the aim of the study is to access the e-banking services of the banks in koppal
district and effort have been taken to identify banking facilities available for
account holders and how the are availing the facilities .
Bank has an appropriate credit risk measurement and monitoring processes.
The measurement of risk is through a pre-sanction exercise of credit risk rating
and scoring models put in place by the Bank. The Bank has a separate Risk
Rating Policy for identifying the parameters under each of these risks as also
assigning weighted scores thereto and rating them on a scale of I to VII. Grade
VIII or High Risk Grade III is termed as default grade. The risk rating policy also
entails the guidelines on usage/mapping of ratings assigned by the recognized
ECAIs (External Credit Assessment Institutions) for assigning risk weights for
the eligible credit exposures as per the guidelines of the RBI on standardized
approach for capital computation and also for pricing purposes.
The Bank has embarked upon a software solution to get system support for
establishing a robust credit data warehouse for all MIS requirements,
computation of Risk Weighted Assets (RWA), generate various credit related
reports for review of exposure and monitoring, and conducting analysis of
credit portfolio from various angles.
Monitoring of special watch accounts at various levels. Formation of Slippage
Management Committee at HO / Circles to monitor the accounts with
exposure of 1 Crore & above, among the list of accounts appearing in SWL
 Monitoring tools like Credit Monitoring Format (web-based), Quarterly
Information Systems, Half Yearly Operation Systems, Stock Audits, Special
Watch List Accounts, etc.
 Credit Monitoring Officers at branches in charge of monitoring functions.
 In order to strengthen pre-disbursement monitoring of compliance to
sanction terms and conditions, obtention of stipulated collateral securities
ensuring perfection of securities before disbursement etc, Pre-release Audit
System has been introduced.
 Research and methodology
statement of problem
E-Banking is ways to keep existing customers and attract new ones to the
banks the transactions costs of providing these services on net are lower than
traditional approach .when we are judging the quality of providing e-banking
services customers consider a lot of the factor which influence their judgement
for some customers the response and efficiency of the service provider would
be greater importance. Creating a long relationship with customers can be the
most importance requirement for international and local banks so those can
keep their positions in market and complete globally bank should understand
how they can attract the customers for different countries cultures and
backgrounfs to use their services online and offlines .
Primary data
The data has been collected by canara bank manager and officer .

Secondary data
Secondary data are data published or unpublished, which have already
been collected and processed by some agencies for their statistical work,
are termed as secondary data as far as second agency is concerned. It
also includes Journals, ledgers, book of various authors, company’s
various websites. Etc. & there is no sampling used in this study. The data
used in this research is secondary data.
 Limitations of study
 Some of customers are reluctant to disclose information.
 Time constraint was major limitations.
 The working hours of the bank branches where limitations in order to
approach the respondent .
 The data and interpretations are limited only to the bank under study
and cannot be generalised to other banks or branches.
 2 lakh. There is no upper ceiling for RTGS transactions. For NEFT
transaction there is no lower and upper value limit.
 As per RBI guidelines, you are entitled to 3 FREE* transactions in 6 Metro
Centre (Mumbai, Delhi, Chennai, Kolkata, Hyderabad & Bengaluru) 5
FREE* transactions (Financial and Non-Financial) in a calendar month
(for Savings Bank account holders only) at other centres.
Chapter 2
Company profile
Canara Bank (Canara) is a provider of retail and corporate banking products
and related financial solutions. Its retail offering comprises savings accounts,
time deposits, auto loans, home loans, personal loans, consumer loans, gold
loans and education loans, debit cards, credit cards, travel currency cards,
mutual funds and bancassurance products. Corporate portfolio consists of
syndication services, corporate advisory services, project appraisals, capital
market-related services, attorney services and cash management services.
Canara also provides MSME banking solutions, including general, cluster-
specific and subsidy related schemes, export advance, and non-fund based
facilities, as well as NRI banking solutions. The bank has an operational
presence in India, the UK, Hong Kong, China, South Africa, the US, the UAE, and
Tanzania. Canara is headquartered in Bangalore, Karnataka, India. Widely
known for customer centricity, Canara Bank was founded by Shri Ammembal
Subba Rao Pai, a great visionary and philanthropist, in July 1906, at
Mangalore, then a small port town in Karnataka. The Bank has gone through
the various phases of its growth trajectory over hundred years of its existence.
One of India's largest banks, Canara Bank (also known as (Canara Bank) has a
network of nearly 5,700 branches throughout India, in addition to seven
foreign branches. All of Canara Bank's branches -- including those located in
rural areas -- are computerized, in a country where that is not a given.
The Bank has gone through the various phases of its growth trajectory over
hundred years of its existence. Growth of Canara Bank was phenomenal,
especially after nationalization in the year 1969, attaining the status of a
national level player in terms of geographical reach and clientele segments.
Canara Hindu Permanent Fund Ltd. formally registered with a capital of 2000
shares of Rs. 50/- each, with 4 employees. Became the first Bank to articulate
and adopt the directive principles of “Good Banking”. Opened a 'Mahila
Banking Branch', first of its kind at Bangalore, for catering exclusively to the
financial requirements of women clientele.
Canara Bank's first acquisition took place in 1961 when it acquired Bank of
Kerala. This had been founded in September 1944 and at the time of its
acquisition on 20 May 1961 had three branches. The second bank that Canara
Bank acquired was Seasia Midland Bank (Alleppey), which had been
established on 26 July 1930 and had seven branches at the time of its takeover.
In 1958, the Reserve Bank of India had ordered Canara Bank to acquire G.
Raghumathmul Bank, in Hyderabad. This bank had been established in 1870,
and had converted to a limited company in 1925. At the time of the acquisition
G. Raghumathmul Bank had five branches. The merger took effect in 1961.
Later in 1961, Canara Bank acquired Trivandrum Permanent Bank. This had
been founded on 7 February 1899 and had 14 branches at the time of the
merger.
Canara Bank acquired four banks in 1963: the Sree Poornathrayeesa Vilasam
Bank, Thrippunithura, Arnad Bank, Tiruchirapalli, Cochin Commercial Bank,
Cochin, and Pandyan Bank, Madurai. Sree Poornathrayeesa Vilasam Bank had
been established on 21 February 1923 and at the time of its acquisition it had
14 branches. Arnad Bank had been established on 23 December 1942 and at
the time of its acquisition had only one branch. Cochin Commercial Bank had
been established on 3 January 1936, and at the time of its acquisition had 13
branches.
The government of India nationalised Canara Bank, along with 13 other major
commercial banks of India, on 19 July 1969. In 1976, Canara Bank inaugurated
its 1000th branch. In 1985, Canara Bank acquired Lakshmi Commercial Bank in
a rescue.
In 1996, Canara Bank became the first Indian Bank to get ISO certification for
"Total Branch Banking" for its Seshadripuram branch in Bangalore. Canara
Bank has now stopped opting for ISO certification of branches.
On 30 August 2019, Finance Minister Nirmala Sitharaman announced that
Syndicate Bank would be merged with Canara Bank. The proposed merger
would create the fourth largest public sector bank in the country with total
business of ₹15.20 lakh crore (US$200 billion) and 10,324 branches. The Board
of Directors of Canara Bank approved the merger on 13 September. The Union
Cabinet approved the merger on 4 March 2020. The merger was completed on
1 April 2020 with Syndicate Bank shareholders receiving 158 equity shares in
the former for every 1,000 shares they hold .
Overseas subsidiaries, branches and offices
Canara Bank established its international division in 1976. In 1983, Canara Bank
opened its first overseas office, a branch in London. Two years later, Canara
Bank established a subsidiary in Hong Kong, Indo Hong Kong International
Finance. In 2008–9, Canara Bank opened its third foreign operation, this one a
branch in Shanghai. Later Canara Bank established a branch each in Leicester
and Bahrain, and converted its Hong Kong subsidiary into a branch. Since 1983,
Canara Bank has been responsible for the management of Eastern Exchange
Co. WLL, Doha, Qatar, which Abdul Rahman M.M. Al Muftah established in
1979.
Industrial profile

Canara Bank head office at 112 J C Road, Town Hall

Junction, Bangalore, Karnataka

Type Nationalised Bank

Traded as BSE: 532483
NSE: CANBK

 Banking
Industry
 Financial services

Founded  1 July 1906

 Canara Bank Hindu Permanent
Fund (1906; 116 years ago
at Mangalore)
 Canara Bank Ltd (1910)
 Canara Bank (1969)

Headquarters Bangalore
, 
India

Number of  9,877 branches

locations  11,819 ATMs
 (June 2021)

Key people Lingam Venkat Prabhakar (MD & CEO)

Products  Asset management

 Commercial banking
 Credit cards
 Investment banking
 Mortgages
  Pensions
 Private banking
 Retail banking

 ₹84,525 crore (US$11 billion) (2021)
Revenue

Operating  ₹20,009 crore (US$2.6 billion) (2021)

income

Net income  ₹2,557 crore (US$340 million) (2021)

 ₹1,153,675 crore (US$150 billion) (2021)
Total assets

Owner Government of India (69.33%)

Number of 86,919 (March 2022)

employees

Parent Ministry of Finance, Government of India

Capital ratio 13.36%

Website canarabank.com

Domestic Business of Canara Bank crossed Rs. 16 Lakh Crore and Bank has

recorded a Net Profit of Rs. 2558 Crore in FY21. Widely known for customer
centricity, Canara Bank was founded by Shri Ammembal Subba Rao Pai, a great
visionary and philanthropist, in July 1906, at Mangalore, then a small port town
in Karnataka. Amalgamation of erstwhile Syndicate Bank with Canara Bank,
thus creating the country’s fourth largest Bank with a strong network of 10391
domestic branches, 13423 ATMs. Domestic Business of Canara Bank crossed
Rs. 16 Lakh Crore and Bank has recorded a Net Profit of Rs. 2558 Crore in FY21.
Over the years, the Bank has been scaling up its market position to emerge as a
major Financial Conglomerate with as many as ten subsidiaries/sponsored
institutions/joint ventures in India and abroad. As at March 2022, Canara Bank
services over 10.6 crore customers through a network of 9,734 branches and
12,208 ATMs/Recycler spread across all Indian states and Union Territories.
Not just in commercial banking, the Bank has also carved a distinctive mark, in
various corporate social responsibilities, namely, serving national priorities,
promoting rural development, enhancing rural self-employment through
several training institutes and spearheading financial inclusion objective.
Promoting an inclusive growth strategy, which has been formed as the basic
plank of national policy agenda today, is in fact deeply rooted in the Banks
founding principles. "A good bank is not only the financial heart of the
community, but also one with an obligation of helping in every possible
manner to improve the economic conditions of the common people". These
insightful words of our founder continue to resonate even today in serving the
society with a purpose. The growth story of Canara Bank in its first century was
due, among others, to the continued patronage of its valued customers,
stakeholders, committed staff and uncanny leadership ability demonstrated by
its leaders at the helm of affairs. We strongly believe that the next century is
going to be equally rewarding and eventful not only in service of the nation but
also in helping the Bank emerge as a "Preferred Bank" by pursuing global
benchmarks in profitability, operational efficiency, asset quality, risk
management and expanding the global reach.
VISION
To emerge as a ‘Preferred Bank’ by pursuing global benchmarks in profitability,
operational efficiency, asset quality, risk management and expanding the
global reach.
MISSION
To provide quality banking services with good customer care, create value for
all stakeholders and continue as a responsive corporate social citizen.
Awards/Accolades Received during 2021-22
 
 Canara Bank has received APY annual award 2021-22 from PFRDA.
 Canara Bank has been awarded 2nd Position under implementation of
Prime Minister Employment Generation Programme (PMEGP) for FY
2020-21 by KVIC, Ministry of MSME.
 Canara Bank has received Runner-up award in IBA’s 17th Annual Banking
Technology Conference and Awards 2020-21 “Next Gen Banking” under
the category “The Best Payment Initiatives”.
 Canara Bank has been awarded " BEST MSME BANK OF THE YEAR (PSU)-
RUNNER UP” at 8th MSME EXCELLENCE AWARDS BY ASSOCHAM.
 Canara Bank has been awarded DSCI Excellence Awards 2021 as Winner
in Best Security practices in Banking Sector.
 Canara Bank has been awarded DSCI Excellence Awards 2021 as Winner
in Security Leader of the year (BFSI).
 Canara Bank has been awarded DSCI Excellence Awards 2021 as Finalist
in Best Security Operations Centre of the year.
 Canara Bank won Best in House Magazine by Feather Business Solutions
with Economic Times as media Partner for in-house Magazine “Shreyas”.
 Canara Bank received first prize for “Rajbhasha Kirti Award 2020-21” in
September 2021 for in-house Magazine “Canara Jyothi”.
Product profile
 Canara Bank provides various banking products and services primarily in
India. The company offers personal banking products and services,
including savings, current, fixed, and recurring deposits, as well as auto
renewal deposits, deposit schemes for senior citizens, and other
deposits; and loan products comprising housing loans, home
improvement loans, vehicle loans, teachers loans, gold loans, pension
loans, mortgage loans, reverse mortgage loans for senior citizens, loans
for medical practitioners, and education loans. Canara Bank's personal
banking products and services also comprise ATM and debit cards, inter-
bank funds transfer and electronic funds transfer services, mutual fund
products, insurance products, foreign exchange and international
banking services, credit cards, consultancy services, and depository
services, as well as safe deposit lockers, custody services, and retail sale
of gold coins. The company was founded as Canara Bank Hindu
Permanent Fund in 1906 and its office is based in Karnataka . you will be
redirected to Canara Bank Internet Banking login page. In the next
screen Click on the option "PAY TAX". If your credentials are valid, you
can proceed to select the account from which you wish to pay tax. After
verifying the details confirm and click on the button “Pay Tax” to
proceed with the transaction. THE NATIONALIZED BANKS
(MANAGEMENT AND MISCELLANEOUS PROVISIONS) SCHEME, 1970
Investor Education and Protection Fund Authority (Accounting Audit,
Transfer and Refund) Rules, 2016 LISTING: Canara Bank Shares are listed
with BSE Ltd., and National Stock Exchange of India Ltd., SEBI (LISTING
OBLIGATIONS AND DISCLOSURE REQUIREMENTS) REGULATIONS, 2015.
Customer (both Retail and Corporate) who is having Internet Banking
facility in Canara Bank can pay Cyber Treasury payments through Net
Banking at their convenience from anywhere any time. After entering
the details in the Cyber Treasury site, select Canara Bank from the Bank
name list and submit.