Org Study Canara Bank 150904183048 Lva1 App6892

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Executive summery
ECONOMIC ENVIRONMENT
India was one of the first countries to recover from the global crisis on account of its
strong domestic demand and healthy financial sector. Growth in GDP averaged 6.7%
in the first three quarters of FY11 and it is expected that the strong growth momentum
will continue in the fourth quarter as well. As per the advance estimates released by
the Central Statistical Organization (CSO), the Indian economy is expected to grow
by 7.2% in 2010-2011 vis-à-vis a 6.7% growth in the previous fiscal. Agriculture
sector is estimated to contract by 0.2% and services to record a moderate growth.
India’s industrial production (IIP) registered an impressive 10.4% growth for the
financial year 2010-2011 as against a growth of 2.8% a year ago. The continued
strong growth in manufacturing, which accounts for nearly 80% of India’s industrial
production, indicates the resilience of domestic demand.
During 2010-2011, the primary concern among the policy makers was inflation.
Monthly wholesale price inflation rose significantly to 9.9% in March 2010, primarily
due to rising prices of primary articles, especially food items as against an increase of
1.2% a year ago.
India's exports, which had been contracting upto October 2010, have finally turned
positive in November 2010 and the uptrend has been continuing for the fifth
consecutive month. As per the provisional data released by the Directorate General of
Commercial Intelligence and Statistics (DGCI&S), during April-March 2010-2011
merchandise exports of India aggregated to US $177 billion, recording a negative
growth of 4.7%. Cumulative value of imports during April-March 2010-2011
amounted to US$279 billion, registering a decline of 8.2%. The trade deficit for April-
March 2010-2011 was estimated at US $ 102 billion, lower than the deficit of US $
118 billion during April-March 2010-11.
Economic Environment in Karnataka
Karnataka is one of the fastest growing States in India. Widely acclaimed for its
internationally reputed Information and Bio-technology companies, the State is home
to varied industrial activities, leading research and development institutions and a
pool of skilled manpower. As per the Economic Survey of Karnataka 2010-2011, the
real growth in Gross State Domestic Product (GSDP) is anticipated to be around 5.5%
during 2010-2011. Canara Bank, owing its origin to the State, is continuing its
leadership position in the State. The Bank has been playing a leading role in
extending financial services to large number of people through its over 600 branches
spread across the State. The State contributes over 16% of total domestic business of
the Bank as at March 2010. The total business of the Bank in the State stood at Rs.
RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 1

HRIHE COLLEGE, HASSAN
ORGANISATION STUDY
63412 crore comprising Rs. 35732 crore under deposits and Rs. 27680 crore under
advances as at March 2010.
I. CANARA BANK IN 2010-2011
FINANCIAL PERFORMANCE
For Canara Bank, 2010-2011 was a year of reckoning and crossing of milestones. It
was a year of robust performance on the business front coupled with unprecedented
gains in profits and profitability. Continued buoyancy in core business operations and
costs containment helped the Bank to sustain and enhance the top line earnings while
maintaining a stronger bottom-line.
Net profit reached an all time high of Rs. 3021 crore, signifying a strong 45.8%
growth y-o-y and substantially higher than Rs. 2072 crore recorded during the
preceding year. Operating profit recorded a 27.7% growth to reach a level of Rs. 5061
crore.
Return on average assets (RoAA) for the year stood at 1.30%, well above the
international benchmark of 1%. Cost to Income ratio declined by 288 basis points to
40.73%. Profit per employee, moved up to Rs.7.36 lakh compared to Rs.4.97 lakh in
the previous financial year.
Enhancing Shareholder Value: In conformity with its commitment to enhance value
for shareholders, the Bank showed steady improvement in Earnings Per Share (EPS)
and Book Value. While Book Value increased to Rs.305.83 as at March 2010 as
compared to Rs.244.87 for the previous financial, EPS rose to Rs.73.69 for the year
ended March 2010 compared to Rs.50.55 a year ago. A dividend of 100%, amounting
to Rs.410 crore, was recommended by the Board of Directors of the Bank for 2010-
2011.
INCOME AND EXPENDITURE ANALYSIS
The Bank’s interest income recorded a y-o-y growth of 9.5% to reach Rs.18752 crore
compared to Rs.17119 crore recorded during the previous financial year. Non-interest
income increased to Rs. 2858 crore, recording a robust growth of 23.7%.
Capital and Reserves
Networth of the Bank, as at March 2010, stood at Rs.12949 crore compared to

Rs.10040 crore as at March 2010. With the paid-up capital at Rs.410 crore, reserves

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and surplus increased to Rs.14262 crore. To augment the capital resources, the Bank
raised Rs. 600 crore through the Innovative Perpetual Tier I Bonds during the year.
(Amt. in Rs. Crore)
Composition of Capital March 2010 March 2011

Basle II Basle II
Risk Weighted Assets 125111 150623
Tier I Capital 10023 12870
CRAR (%)(Tier I) 8.01 8.54
Tier II Capital 7623 7362
CRAR (%)(Tier II) 6.09 4.89
Total Capital 17646 20232
CRAR (%) 14.10 13.43
Capital to Risk Weighted Assets Ratio (CRAR) of the Bank under Basle II stood at
13.43%, well above the 9% regulatory benchmark. Significantly, the Bank has
attained a Tier I capital ratio of 8.54%. The medium term objective of the Bank is to
maintain the CRAR ratio above 12%. With the still undiluted 73.17% Government of
India shareholding, the Bank has large headroom available under both Tier I and Tier
II options to raise capital and support business growth momentum.
BUSINESS GROWTH
Deposits
Total Deposits of the Bank registered a growth of 25.6% to reach Rs. 2,34,651 crore
as at March 2010. In accordance with the strategic focus, the Bank's core deposits
recorded a growth of 32.3%, supported by 19.3% growth in savings deposits.
Unrelenting focus on augmenting of low cost resources yielded good results. While
savings deposits during FY09 grew by Rs.6544 crore, in FY10, aided by the Bank’s
mega savings bank deposit campaign, it surged by Rs.8064 crore. The share of CASA
deposits (current and savings bank deposits) in domestic deposits stood at 29.85%.
With a CASA per branch at Rs. 22.4 crore, the Bank continues to be one of the best
among the peers. Pursuing a strategy of broad basing deposit clientele, all the
branches together added nearly 2.35 million deposit accounts, taking the total tally
under deposit accounts to 32.85 million.
ADVANCES (NET)
The Bank's advances (net) witnessed a robust 22.5% growth in 2010-2011 to reach
Rs. 1,69,335 crore. In quantum terms, credit increased by over Rs.31000 crore. The
Bank stepped up credit to all productive segments of the economy like agriculture,

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Micro, Small and Medium Enterprises (MSMEs), exposure to corporate and

infrastructure segments. The number of borrowal accounts, as at March 2010, rose to
4.49 million.
Total Business of the Bank grew by 24.3% to reach Rs. 4,03,986 crore as at
March 2010 as against Rs. 3,25,112 crore during the preceding year.
Productivity, as measured by business per employee, increased to Rs.9.83 crore
from Rs.7.80 crore a year ago, continuing to be one of the best among the peers.
With several enterprise-wide initiatives and measures, the Bank added 2.54
million clientele during the year.
RETAIL LENDING OPERATIONS

Retail lending operations of the Bank regained the growth momentum during the
year. While disbursals under the retail lending stood at Rs. 8653 crore, the outstanding
advances rose to Rs. 23902 crore, accounting for about 15% of the domestic credit.
(Amt. in Rs. Crore)
Retail Lending March March Growth

2010 2011 (%)
Retail Lending 19798 23902 20.7
Housing (Direct) 7896 10116 28.1
Retail Trade 4451 5383 20.9
Other Personal (Including 7451 8403 12.8
Education Loan)
The Bank took several measures during the year to expand retail credit, including
special packages for housing and auto loans. Under Canara Mobile loan, the Bank
sanctioned 24,000 accounts, amounting to Rs. 803 crore. To facilitate speedy disposal
of proposals and credit flow, a total of 25 Centralized Processing Units (CPU)/ Retail
Assets Hubs (RAH) for housing and other retail loans were functioning at major
centres across the country.

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TREASURY AND INTERNATIONAL OPERATIONS
Aggregate investments of the Bank, as at March 2010, moved up to Rs.69,677 crore.

Portfolio modified duration (years) increased from 4.08 to 4.97 as at March 2010 due
to redemption of short dated securities and T-Bills and fresh investments made in long
dated securities. The modified duration of the Available for Sale (AFS) portfolio
increased to 1.93 as at March 2010 from 1.87 a year ago on account of investments
made in dated securities and reduction of investments in treasury bills. The trading
profit during the year was higher at Rs.872 crore as against Rs.675 crore in the
previous year. The yield on investments stood at 7.52% as at March 2010.
Foreign Business Turnover of the Bank, as at 31st March 2010, aggregated to

Rs. 1,27,614 crore, comprising Rs.45,777 crore under exports, Rs.37,235 crore under
imports and Rs.44,602 crore under remittances. Outstanding export credit of the
Bank was at Rs.8966 crore.
Across the borders, the Bank’s presence covered three branches at London, Hong
Kong and Shanghai as at March 2010. On April 12, 2010 the Bank opened its fourth
overseas branch at Leicester (UK), taking the number of foreign branches to 4.
Besides, a joint venture bank, namely, Commercial Bank of India LLC in association
with State Bank of India is also operational in Moscow.
Business performance of overseas branches as on 31.03.2011.
Overseas Branch Deposits Advances Gross Net Profit

Profit
London (GBP Mn) 992.69 771.08 8.88 0.30
Hong Kong (USD Mn) 61.85 363.25 5.50 2.48
Shanghai In first year of operation
NATIONAL PRIORITIES
Priority Sector Advances
As one of the leading players in the domestic banking industry, the Bank continues to
accord importance to varied goals under national priorities. The remarkable
performance during 2010-2011 has further reinforced the Bank’s commitment to the
large and growing productive segments of the economy, including agriculture, small
enterprises, education, micro-credit, weaker sections, SC/STs and minorities.
The Bank has achieved stipulated mandatory targets under Total Priority, Total
Agriculture and Weaker Sections Advances with comfortable margin.

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Financial Inclusion
Actively supporting the national agenda of 100% financial inclusion, the Bank has
been playing an important role of enhancing financial inclusion across the country.
The Bank has come out with a scheme by bringing all financial inclusion products
under one umbrella called "Canara Nayee Disha" for financial deepening under the
second phase. Notably, the Bank achieved Total Financial Inclusion in all the 26 Lead
Districts spread over five States, namely, Karnataka, Kerala, Tamil Nadu, Bihar and
Uttar Pradesh.
Lead Bank Scheme
Canara Bank has lead bank responsibilities in 26 districts in the country, viz., eight in
Karnataka, seven in Tamil Nadu, five in Kerala, five in Uttar Pradesh and one in
Bihar. The Bank also works as the Convenor of the State Level Bankers’ Committee
(SLBC) in the State of Kerala.
CORPORATE SOCIAL RESPONSIBILITY
Following the century old tradition and founding principles, the Bank has set fine
examples in fulfilling varied Corporate Social Responsibility (CSR) activities. The
Bank has been taking numerous initiatives over the years to promote rural
development and has set up many self-employment training institutes to counter
poverty and unemployment among rural youth. To provide basic amenities in the
rural areas, the Bank is encouraging setting up of rural clinics, drinking water
facilities and engaging rural volunteers for betterment of communities.
ORGANISATION AND SUPPORT SERVICES

BRANCH NETWORK
The year was significant for the Bank in expanding domestic operations across the
country. Befitting its 104th year of existence, the Bank on its Founder’s Day i.e., 19 th
November, 2010, opened 104 branches across the country, inaugurated by Hon’ble
Finance Minister Shri Pranab Mukherjee. The Bank opened 314 branches during the
year, taking the total tally under the branch network to 3046 branches.
Composition of domestic branch network

No. of Branches
31.03.2010 31.03.2010
Category

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Metropolitan 629 727

Urban 674 744
Semi-urban 691 793
Rural 735 779
Total Branches 2729 3043
The Bank has 118 specialized branches catering to the specific financial needs of
different clientele categories.
Categories of Specialized Branches 31.03.2010
1. SMEs 37
2. Overseas 17
3. Agri-Finance 10
4. Micro Finance Branches 9
5. Savings 7
6. NRIs 7
7. Asset Recovery Management 7
8. Prime Corporate 7
9. Industrial Finance 5
10. Stock Exchange 3
11. Capital Market 3
12. Mahila Banking 3
13. Consumer Finance 1
14. Housing Finance 1
15. Branch for Physically Challenged 1
TOTAL 118
INFOTECH PROGRESS
The Bank took several initiatives in the InfoTech front during the year. As at the end
of March 2010, number of branches covered under Core Banking Solution (CBS)
expanded to 1809, besides 29 Extension Counters, 92 Currency Chests and 80 Service
Units.
As at March 2010, the Bank had 2017 ATMs spread across 728 centres, including 745
offsite ATMs and 180 ATMs in railway stations. It has also set up 150 e-kiosks for
booking railway tickets. Debit card base of the Bank further increased to about 50
lakhs as at March 2010.
Infotech Progress 31.03.2010 31.03.2011

Core Banking Branches 1053 1809

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Any Where Banking Branches 2062 2091

Internet and Mobile Banking Branches 1362 1959
NEFT and RTGS 2729 3037
MANPOWER PROFILE
As at March 31, 2010, the Bank had 43,380 employees on its rolls.
March March
2010 2011
Total No. of Employees 44090 43380
Officers 17551 17338
Clerks 16500 16285
Sub-Staff* 10039 9757
Reservation Policy in respect of SCs and STs
As at March 2010, the number of Scheduled Castes and Scheduled Tribes together
constituted 25.83% of total staff strength of the Bank. The composition of SC/ST
employees in the Bank as at March 2010 was as under:
Cadre Scheduled Castes Scheduled Tribes

Officers 3072 1131
Clerks 2911 867
Sub-staff + PTEs 2773 449
Total 8756 2447
TRAINING / HUMAN RESOURCE DEVELOPMENT (HRD)
Human resources form the basic lifeline for a service-oriented industry like banking.
The HR policies of the Bank have been reinvented and refocused time and again to
suit to the changing banking scenario. HR interventions like SPANDAN for bringing
attitudinal change among front line staff, PRATIBHA for grooming in-house talents
in varied specialized areas and executive grooming through reputed institutes and
other significant HR tools like Quality Circles, Study Circles, Staff Meetings and
Brain Storming Sessions have been implemented for effective team building and
collective excellence.

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Customer Orientation
The Bank’s endeavour has always been to respond to customers by taking conscious
initiatives and showing proactive response to changing customer expectations. The
Bank offers a personalized range of specialized and diversified products and quality
service to customers. The Bank made arrangements for providing copies of the ‘Code
of Bank’s Commitment to Customers’ to customers at branches. An informative
booklet containing all the relevant information on 'Frequently Asked Questions by
Customers' was made available at all branches towards better Customer Service. The
Policy guidelines relating to Collection of Cheques/Instruments, Grievance Redressal
Mechanism and Compensation Policy were placed on the Bank’s website for use of
the customers. As a part of Customer Relationship Management initiatives, a Call
Centre was setup during March 2009. The call centre caters to the customers in 6
languages viz., English, Hindi, Kannada, Tamil, Telugu and Malayalam. The number
of calls received by the Call Centre during the year was more than 7.5 lakh.
Systems and Procedures
Risk Based Internal Audit (RBIA) was conducted in all the 2078 branches/ units
programmed for on-site RBIA during the year. Information Security Audit was
conducted along with RBIA. Concurrent / Continuous Audit was conducted in 763
branches/service units, of which 250 branches and 35 units were subjected to
concurrent/continuous audit by internal auditors and 461 branches and 17 service
units were subjected to concurrent audit by external auditors covering 55.01% of
deposits and 87.5% of advances (as per the Business position as at 31.3.2010). 357
branches were subjected to income/revenue audit, which included branches
identified for income audit on quarterly basis in addition to 763 branches which are
under concurrent/continuous audit on monthly basis.
Security Arrangements
The security environment in the Bank remained, by and large, normal during 2010-
2011. There were 52 incidents of crime during the year involving a loss of Rs. 12.61
lakh. There was one major fire incident during the year and loss approximated to Rs.
21 lakh. The security arrangements have been reinforced by installation of CCTV in
all Currency Chests and identified branches. Modern fire safety devises have been
introduced at select Offices. Fire safety drills have been introduced and practiced at
regular intervals in order to minimize damage to property and prevent injury and loss
of life.
Ambience Improvement

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All the new branches opened in prime localities and branches shifted to new premises
during the year were provided with suitable interior to meet the present day
requirements of the customers. Besides, the Bank is providing better interiors to
augment the requirements of computer environment and also proposes to enhance the
ambience at all branches.
Promotion of Sports
Canara Bank has always been encouraging and supporting sports and contributed
generously to sporting activities all over the country, sponsoring tournaments and
providing scholarships to talented sportspersons. The Bank has also shown a keen
and abiding interest in recruiting sportspersons and today has on its rolls 42 sports
persons in six disciplines viz., Cricket, Hockey, Women’s Athletics, Badminton, Ball
Badminton and Table Tennis.
FINANCIAL SUPERMARKET
Subsidiaries, Sponsored Entities and Joint Ventures
Canara Bank, with an objective of offering ‘One Stop Banking Mart’ for the
customers, forayed into diversified business activities by opening subsidiaries during
late 1980s. Today, the Bank functions as a ‘Financial Supermarket’ with as many as
nine subsidiaries/ sponsored entities/ joint ventures in diversified areas. The Bank has
taken significant steps towards strengthening fundamentals of these entities so as to
emerge as a strong 'Financial Supermarket' in India. All the subsidiaries/ sponsored
entities/ joint ventures of the Bank recorded satisfactory performance during the
reporting year.
1. Commercial Bank of India LLC (CBIL)

2. Canbank Venture Capital Fund Limited (CVCFL)
3. Can Fin Homes Limited (CFHL)
4. Canbank Factors Limited (CFL)
5. Canbank Computer Services Limited (CCSL)
6. Canara Bank Securities Limited (CBSL)
7. Canbank Financial Services Limited (Canfina)
8. Canara Robeco Asset Management Company Limited (CRAMC)
9. Canara HSBC Oriental Bank of Commerce Life Insurance Company Limited
10. Regional Rural Banks (RRBs).

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INTRODUCTION
Methodology:
Data Collection is a Step in the preparation of project report. The information

is collected in following manner.
Primary sources:
Data is collected by the interacting with bank managers and officers.
Secondary sources:
The data is collected for report by various records maintained and standing orders of
the banks which help as lot for preparing this report. A lot of data were also collected
by referring to magazines and news paper, annual reports of bank.
Objectives:
 To study the loans and advances of the bank

 To study the evaluation and performance of the bank
 To study the financial statement
 To study the source of finance of the bank
 To study the history of the bank
 To understand functioning of bank

Limitations
 Sample size is limited due to the limited period allotted for the survey.
 Non availabity of adequate and essential information due to complex nature of
the study.
 Inability of the bank personnel to provide adequate information due to their
pre-occupation with their work.
 Survey is costly and tedious.

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INDUSTRY PROFILE
BANK
A bank is a business center that deals in financial services. A bank is a place where
your money is safe-locked and a secure place to dispose off your earnings. Banking
service in general includes receiving deposit money, lending money and processing
transactions. The history of origination of bank goes back a long way. Since then,
banks have influenced the economy of countries. India has a number of both
government undertaken banks as well as private ones.
Meaning of Banking:
A bank is an institution which deals in money and credit. Thus, bank is an
intermediary which handles other people’s money both for their advantage and to its
own profit. But bank is not merely a trader in money but also an important
manufacturer of money. In other words, a bank is a factory of credit.
Definition of Banking:
According to Section 5(1) (b), “Banking means accepting for the purpose of lending
or investing, of deposits of money from the public, repayable on demand or otherwise
and withdraw able by cheques, draft, and order or otherwise”.
Definition of Banking Company:

Section 5(1) (c), defines banking company as, “Any company which transacts the
business of banking in India”.
Features of Banking:
The following are the basic characteristics of Banking:
 Dealing in Money: The banks accept deposits from the public and advancing
them as loans to the needy people. The deposits may be different types –current,
fixed, savings, etc. accounts. The deposits are accepted on various terms and
conditions.
 Deposits must be withdraw able: The deposits made by the public can be
withdraw able by cheques, draft or otherwise, i.e., bank issue and pay cheques.
The deposits are usually withdrawable on demand.
 Dealing with credit: The bank are the institutions that can create credit i.e.,
creation of additional money for lending. Thus, “creation of credit” is the unique
feature of banking.

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Banking in India
Banking in India originated in the first decade of 18th century with The General Bank
of India coming into existence in 1786. This was followed by Bank of Hindustan.
Both these banks are now defunct. The oldest bank in existence in India is the State
Bank of India being established as "The Bank of Bengal" in Calcutta in June 1806. A
couple of decades later, foreign banks like Credit Lyonnais started their Calcutta
operations in the 1850s. At that point of time, Calcutta was the most active trading
port, mainly due to the trade of the British Empire, and due to which banking activity
took roots there and prospered. The first fully Indian owned bank was the Allahabad
Bank, which was established in 1865.By the 1900s, the market expanded with the
establishment of banks such as Punjab National Bank, in 1895 in Lahore and Bank of
India, in 1906, in Mumbai - both of which were founded under private ownership.
The Reserve Bank of India formally took on the responsibility of regulating the Indian
banking sector from 1935. After India's independence in 1947, the Reserve Bank was
nationalized and given broader powers.
The Indian Banking industry, which is governed by the Banking Regulation Act of
India, 1949 can be broadly classified into two major categories, non-scheduled banks
and scheduled banks. Scheduled banks comprise commercial banks and the co-
operative banks. In terms of ownership, commercial banks can be further grouped into
nationalized banks, the State Bank of India and its group banks, regional rural banks
and private sector banks (the old/ new domestic and foreign). These banks have over
67,000 branches spread across the country.
Stages of development of Banks in India
Early history
During the wars
Post independence
Nationalization
Liberalization
Current scenario
Early history
At the end of late-18th century, there were hardly any bank in India in the modern
sense of the term. At the time of the American Civil War, a void was created as the
supply of cotton to Lancashire stopped from the Americas. Some banks were opened
at that time which functioned as entities to finance industry, including speculative
trades in cotton. With large exposure to speculative ventures, most of the banks

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opened in India during that period could not survive and failed. The depositors lost
money and lost interest in keeping deposits with banks. Subsequently, banking in
India remained the exclusive domain of Europeans for next several decades until the
beginning of the 20th century.
At the beginning of the 20th century, Indian economy was passing through a relative
period of stability. Around five decades have elapsed since the India's First war of
Independence, and the social, industrial and other infrastructure have developed. At
that time there were very small banks operated by Indians, and most of them were
owned and operated by particular communities. The banking in India was controlled
and dominated by the presidency banks, namely, the Bank of Bombay, the Bank of
Bengal, and the Bank of Madras - which later on merged to form the Imperial Bank of
India, and Imperial Bank of India, upon India's independence, was renamed the State
Bank of India. There were also some exchange banks, as also a number of Indian joint
stock banks. All these banks operated in different segments of the economy. The
presidency banks were like the central banks and discharged most of the functions of
central banks. They were established under charters from the British East India
Company. The exchange banks, mostly owned by the Europeans, concentrated on
financing of foreign trade. Indian joint stock banks were generally undercapitalized
and lacked the experience and maturity to compete with the presidency banks, and the
exchange banks. There was potential for many new banks as the economy was
growing. Lord Curzon had observed then in the context of Indian banking: "In respect
of banking it seems we are behind the times. We are like some old fashioned sailing
ship, divided by solid wooden bulkheads into separate and cumbersome
compartments."
Under these circumstances, many Indians came forward to set up banks, and many
banks were set up at that time, and a number of them set up around that time
continued to survive and prosper even now like Bank of India and Corporation Bank,
Indian Bank, Bank of Baroda Canaradicate Bank and Canara Bank.
During the Wars
The period during the First World War (1914-1918) through the end of the Second
World War (1939-1945), and two years thereafter until the independence of India
were challenging for the Indian banking. The years of the First World War were
turbulent, and it took toll of many banks which simply collapsed despite the Indian
economy gaining indirect boost due to war-related economic activities. At least 94
banks in India failed during the years 1913 to 1918 as indicated in the following table:

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Years No. of Banks that Authorized capital (Rs. In Paid up capital (Rs. In
failed lakh) lakh)
1913 12 274 35
1914 42 710 109
1915 11 56 5
1916 13 231 4
1917 9 76 25
1918 7 209 1
Post-independence
The partition of India in 1947 had adversely impacted the economies of Punjab and
West Bengal, and banking activities had remained paralyzed for months. India's
independence marked the end of a regime of the Laissez-faire for the Indian banking.
The Government of India initiated measures to play an active role in the economic life
of the nation, and the Industrial Policy Resolution adopted by the government in 1948
envisaged a mixed economy. This resulted into greater involvement of the state in
different segments of the economy including banking and finance. The major steps to
regulate banking included:
In 1948, the Reserve Bank of India, India's central banking authority, was
nationalized, and it became an institution owned by the Government of India.
In 1949, the Banking Regulation Act was enacted which empowered the
Reserve Bank of India (RBI) "to regulate, control, and inspect the banks in
India."
The Banking Regulation Act also provided that no new bank or branch of an
existing bank may be opened without a license from the RBI, and no two banks
could have common directors.
However, despite these provisions, control and regulations, banks in India except the
State Bank of India, continued to be owned and operated by private persons. This
changed with the nationalization of major banks in India on 19th July, 1969.
Nationalization
The nationalization of 14 major banks with deposits of Rs. 50 crores or more in July
1969 was a “historic” and momentous event in the history of India. Small industrial
and business units are continuously and consistently ignored and starved of funds,
even though the Government policy was to encourage small, tiny and cottage and
village industries. Agricultural credit was never seriously considered by banks. Public
funds were used to support anti –social and illegal activities against the interest of the
general public. It was for these reasons that the Government took over 14 top

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commercial banks in July 1969. In 1980 again the Government took over another 6
commercial banks –altogether there are 20 nationalized banks. These are in addition
to the State Bank of India and its associate banks –commonly called the State Bank of
India Group –which was taken over in 1955.
Branch Expansion:
Initially, the banks were conservative and opened branches mainly in metropolitan
cities and other major cities. Branch expansion gained momentum after the
nationalization of major commercial banks and the introduction of the Lead Bank
Scheme. Table No. 01 shows the progress of branch expansion of commercial banks:
Branch expansion of all commercial banks:
Table No. 01.
As on Total No. of Rural Rural Branches as Population per bank

June 30 Branches Branches % of the total. office
1969 8,260 1,860 22 63,800
1991 60,650 32,750 54 14,150
2003 66,640 32,270 48 15,000
Deposit Mobilization:
Planned economic development, deficit financing and increase in currency issue have
led to increase in bank deposits. At the same time, banks have contributed greatly to
the development of banking habit among people through sustained publicity,
extensive branch banking and relatively prompt service to the deposit mobilization,
due partly to the expansion of a network of bank branches and partly to the incentives
given to savers. The trend of increase in deposits and credit of scheduled banks is
given in Table No. 02.
Table No. 02.

Year No. of reporting Bank deposits Bank credit
Banks (Rs. Crores). (Rs. Crores).
1950 -51 430 820 580

1970 -71 73 5,910 4,690
1990 -91 271 1,92,540 1,16,300
2000 -2001 297 9,62,620 5,11,430
2003 -2004 288 15,01,930 8,35,380

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Since, 1950 -51 deposit mobilizations and supply of credit by banks were growing at
a rapid rate particularly after bank nationalization in 1969.
Growth of deposits in India of all scheduled commercial banks was as follows:

1951 -1971 (20 years) -700% or 7 times.
1971 -1991 (20 years) -3,260% or 32.6 times.
1991 -2004 (12 years) -780% or 7.8 times.
Liberalization
In the early 1990s the then Narasimha Rao government embarked on a policy of
liberalization and gave licenses to a small number of private banks, which came to be
known as New Generation tech-savvy banks, which included banks such as UTI Bank
(the first of such new generation banks to be set up), ICICI Bank and HDFC Bank.
This move, along with the rapid growth in the economy of India, kick started the
banking sector in India, which has seen rapid growth with strong contribution from all
the three sectors of banks, namely, government banks, private banks and foreign
banks.
The next stage for the Indian banking has been setup with the proposed relaxation in
the norms for Foreign Direct Investment, where all Foreign Investors in banks may be
given voting rights which could exceed the present cap of 10%, at present it has gone
up to 49% with some restrictions.
The new policy shook the Banking sector in India completely. Bankers, till this time,
were used to the 4-6-4 method (Borrow at 4% Lend at 6%; Go home at 4) of
functioning. The new wave ushered in a modern outlook and tech-savvy methods of
working for traditional banks. All this led to the retail boom in India. People not just
demanded more from their banks but also received more.
Current scenario
Currently (2011), overall, banking in India is considered as fairly mature in terms of

supply, product range and reach-even though reach in rural India still remains a
challenge for the private sector and foreign banks. Even in terms of quality of assets
and capital adequacy, Indian banks are considered to have clean, strong and
transparent balance sheets-as compared to other banks in comparable economies in its
region. The Reserve Bank of India is an autonomous body, with minimal pressure
from the government. The stated policy of the Bank on the Indian Rupee is to manage
volatility-without any stated exchange rate-and this has mostly been true.

ORGANISATION STUDY
With the growth in the Indian economy expected to be strong for quite some time-
especially in its services sector, the demand for banking services-especially retail
banking, mortgages and investment services are expected to be strong. M&as,
takeovers, asset sales and much more action (as it is unraveling in China) will happen
on this front in India.
Currently, India has 88 scheduled commercial banks (SCBs) - 28 public sector banks
(that is with the Government of India holding a stake), 29 private banks (these do not
have government stake; they may be publicly listed and traded on stock exchanges)
and 31 foreign banks. They have a combined network of over 53,000 branches and
17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public
sector banks hold over 75 percent of total assets of the banking industry, with the
private and foreign banks holding 18.2% and 6.5% respectively.
As far as the present scenario is concerned the banking industry in India is in a

transition phase. The Public Sector Banks (PSBs), which are the foundation of the
Indian Banking system account for more than 78 per cent of total banking industry
assets. Unfortunately they are burdened with excessive Non Performing assets
(NPAs), massive manpower and lack of modern technology. On the other hand the
Private Sector Banks are witnessing immense progress. They are leaders in Internet
banking, mobile banking, phone banking, ATMs. On the other hand the Public Sector
Banks are still facing the problem of unhappy employees. There has been a decrease
of 20 percent in the employee strength of the private sector in the wake of the
Voluntary Retirement Schemes (VRS). As far as foreign banks are concerned they are
likely to succeed in India.
Indus land Bank was the first private bank to be set up in India. IDBI, ING Vyasa
Bank, SBI Commercial and International Bank Ltd, Dhanalakshmi Bank Ltd, Karur
Vysya Bank Ltd, Bank of Rajasthan Ltd etc are some Private Sector Banks. Banks
from the Public Sector include Punjab National bank, Vijaya Bank, UCO Bank,
Oriental Bank, Allahabad Bank, Andhra Bank etc.
ANZ Grindlays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank etc
are some foreign banks operating in India

ORGANISATION STUDY
Diagram: Shows the Banking Structure in India:
Reserve Bank of India

(RBI)
Scheduled Commercial Scheduled Co –operative

Banks Banks
Regional Public Foreign Private Scheduled Scheduled

Rural Sector Banks Sector Urban State
Banks in Banks in India Banks Cooperative Cooperative
India Banks Banks
Nationalized SBI & Old New

Banks Its Private Private
Associates Banks Banks
Indian Banking Structure:
The banking system in India can be broadly divided into three categories, viz. the
central bank of the country known as the Reserve Bank of India (RBI), the
commercial banks and the co –operative banks. The Reserve Bank of India is the
supreme monetary and banking authority in the country and has the responsibility to
control the banking system in the country. It keeps the reserves of all scheduled banks
and hence is known as the “Reserve Bank”. Below figure shows the structure of
Indian banking.
Scheduled and Non –Scheduled Banks:

Under the Reserve Bank of India Act, 1934, banks were classified as scheduled banks
and non –scheduled banks. The scheduled banks are those which are entered in the

ORGANISATION STUDY
Second Schedule of RBI Act, 1934. Such banks are those which have a paid –up
capital and reserves of an aggregate value of not less than Rs. 5 lakhs and which
satisfy RBI that their affairs are carried out in the interests of their depositors. All
commercial banks –Indian and foreign, regional rural banks and State co –operative
banks –are scheduled banks. Non –Scheduled banks are those which have not been
include in the Second Schedule of RBI Act, 1934. At present, there are only three non
–scheduled banks in the country. Scheduled banks are divided into Commercial Banks
and Co –operative Banks. Commercial banks are based on profit, while co –operative
banks are based on co –operative principle.
Commercial banks have been in existence for many decades. They mobilize savings
in urban areas and make them available to large and small industrial and trading units
mainly for working capital requirements. After 1969 commercial banks are broadly
classified into nationalized or public sector banks and private sector banks. The State
Bank of India and its Associates banks along with another 20 banks are the public
sector banks. The private sector banks include a small number of Indian scheduled
banks which have not been nationalized and branches of foreign banks operating in
India –commonly known as foreign exchange banks.
The Regional Rural Banks (RRB’s) came into existence since the middle of 1970s
with the specific objective of providing credit and deposit facilities particularly to the
small a marginal farmers, agricultural laborers and artisans and small entrepreneurs.
The Regional Rural Banks have the responsibility to develop agriculture, trade,
commerce and industry in the rural areas. The RRB’s are essentially commercial
banks but their area of operation is limited to a district.

ORGANISATION STUDY
COMPANY PROFILE
Brief History
Late Sri Ammembal Subbarao Pai
Our Beloved Founder

Founded as 'Canara Bank Hindu Permanent Fund' in 1906, by late Sri.
Ammembal Subba Rao Pai, a philanthropist, this small seed
blossomed into a limited company as 'Canara Bank Ltd.' in 1910 and
became Canara Bank in 1969 after nationalization.
"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" - A. Subba Rao Pai. - A. Subba Rao Pai.
Founding Principles
To remove Superstition and ignorance.
To spread education among all to sub-serve the first principle.
To inculcate the habit of thrift and savings.
To transform the financial institution not only as the financial heart of the community
but the social heart as well.
To assist the needy.
To work with sense of service and dedication.
To develop a concern for fellow human being and sensitivity to the surroundings with
a view to make changes/remove hardships and sufferings.
Sound founding principles, enlightened leadership, unique work culture and
remarkable adaptability to changing banking environment have enabled Canara Bank
to be a frontline banking institution of global standards.
A Brief Profile of the Bank
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 in Karnataka. The Bank has gone through the various phases of its growth
trajectory over hundred years of its existence. Growth of Canara Bank was

ORGANISATION STUDY
phenomenal, especially after nationalization in the year 1969, attaining the status of a
national level player in terms of geographical reach and clientele segments. Eighties
was characterized by business diversification for the Bank. In June 2011, the Bank
completed a century of operation in the Indian banking industry. The eventful journey
of the Bank has been characterized by several memorable milestones. Today, Canara
Bank occupies a premier position in the comity of Indian banks. With an unbroken
record of profits since its inception, Canara Bank has several firsts to its credit. These
include:
Launching of Inter-City ATM Network
Obtaining ISO Certification for a Branch
Articulation of ‘Good Banking’ – Bank’s Citizen Charter
Commissioning of Exclusive Mahila Banking Branch
Launching of Exclusive Subsidiary for IT Consultancy
Issuing credit card for farmers
Providing Agricultural Consultancy Services
Over the years, the Bank has been scaling up its market position to emerge as a major
'Financial Conglomerate' with as many as nine subsidiaries/sponsored
institutions/joint ventures in India and abroad. As at March 2011, the Bank has further
expanded its domestic presence, with 3253 branches spread across all geographical
segments. Keeping customer convenience at the forefront, the Bank provides a wide
array of alternative delivery channels that include 2216 ATMs, covering 846 centres.
With 100% CBs, the Bank offers technology banking, such as, Internet Banking and
Funds Transfer through NEFT and RTGS across all branches. The Bank has further
enhanced its basket of new tech-products for customer convenience like Canara Gift
Cards, Canara Campus Card, Canara Platinum Card, Bills Desk for utility bills
payment, Cash withdrawal at Point of Sale (PoS) machines at Merchant
Establishments, VISA money transfer and the ASBA (Application Supported by
Blocked Amount) facility during FY11.
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 Bank's 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

ORGANISATION STUDY
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 "Global Bank with Best Practices". This justifiable belief is
founded on strong fundamentals, customer centricity, enlightened leadership and a
family like work culture.
Canara Bank is one of the most prominent commercia l banks of India. The bank was
established in the year 1906 at Mangalore, Karnataka by a well known personality
Mr. Ammembal Subba Rao Pai. Initially, it was founded with the name Canara Bank
Hindu Permanent Fund, but later on the name was changed to Canara Bank Limited.
Mr. Ammembal Subba Rao Pai had envisioned the bank to not only offer financial
services but also fulfill social causes such as removal of superstitions and ignorance,
promotion of habit of saving, providing assistance to the people in need and develop a
sense of humanity among the people.
Key Attributes
Apart from setting other benchmarks in the field of providing comprehensive banking
services to the consumers, Canara Bank has a number of achievements to its credit,
which include being the first bank in India to have launched Inter-City ATM network,
being the first bank to have been awarded ISO Certification for one of its branches,
providing credit card for farmers for the first time in India along with offering
Agricultural Consultancy Services.
Vital Details
Canara Bank has established a strong presence in the country, with 2710 branches
across the nation as of September 2011. The bank boasts of having the maximum
number of ATM installations among all the nationalized banks summing up to more
than 2000 of them at 698 centres. Also, 1351 branches of the bank provide Internet
and Mobile Banking (IMB) services, while ‘Anywhere Banking’ services are being
provided at 2027 of its branches. All the branches of Canara Bank are enabled with
Real Time Gross Settlement (RTGS) and National Electronic Fund Transfer (NEFT)
transaction facilities, insuring smooth and swift money transfer from any corner of the
nation to another corner.
Products and Services

Canara Bank offers a host of banking and value added services to its customers,
which include Personal Banking Services, Corporate Banking Services, NRI Banking
Services and Priority & SME Credit Services.

ORGANISATION STUDY
Significant Milestones
Year
1st Canara Hindu Permanent Fund Ltd. formally registered with a capital of
July 2000 shares of Rs. 50/- each, with 4 employees.
1906
1910 Canara Hindu Permanent Fund renamed as Canara Bank Limited
1969 14 major banks in the country, including Canara Bank, nationalized on
July 19
1976 1000th branch inaugurated
1983 Overseas branch at London inaugurated
Cancard (the Bank’s credit card) launched
1984 Merger with the Laksmi Commercial Bank Limited
1985 Commissioning of Indo Hong Kong International Finance Limited
1987 Canbank Mutual Fund & Canfin Homes launched
1989 Canbank Venture Capital Fund started
1989- Canbank Factors Limited, the factoring subsidiary launched
90
1992- Became the first Bank to articulate and adopt the directive principles of
93 “Good Banking”.
1995- Became the first Bank to be conferred with ISO 9002 certification for one
96 of its branches in Bangalore
2001- Opened a 'Mahila Banking Branch', first of its kind at Bangalore, for
02 catering exclusively to the financial requirements of women clientele.
2002- Maiden IPO of the Bank
03
2003- Launched Internet & Mobile Banking Services
04
2004- 100% Branch computerization
05
2005- Entered 100th Year in Banking Service
06 Launched Core Banking Solution in select branches
Number One Position in Aggregate Business among Nationalized Banks
2011- Retained Number One Position in Aggregate Business among
07 Nationalized Banks.
Signed MoUs for Commissioning Two JVs in Insurance and Asset
Management with international majors viz., HSBC
(Asia Pacific) Holding and Robeco Groep N.V respectively
2011- Launching of New Brand Identity
08 Incorporation of Insurance and Asset Management JVs
Launching of 'Online Trading' portal

ORGANISATION STUDY
Launching of a ‘Call Centre’

Switchover to Basel II New Capital Adequacy Framework
2011- The Bank crossed the coveted Rs. 3 lakh crore in aggregate business
09 The Bank’s 3rd foreign branch at Shanghai commissioned
2011- The Bank’s aggregate business crossed Rs. 4 lakh crore mark.
10 Net profit of the Bank crossed Rs. 3000 crore.
The Bank’s branch network crossed the 3000 mark.
2010- The Bank’s aggregate business crossed Rs.5 lakh crore mark. Net profit of
11 the Bank crossed Rs. 4000 crore. 100% coverage under Core Banking
Solution The Bank’s 4th foreign branch at Leicester and a Representative
office at Sharjah, UAE, opened
The Bank raised Rs. 1993 crore under QIP. Govt. holding reduced to
67.72% post QIP.
As at March 2011, the total business of the Bank stood at Rs. 5,06,440 crore.
Vision and Mission

Vision
To emerge as a ‘Best Practices 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 enhanced customer orientation, higher value
creation for stakeholders and to continue as a responsive corporate social citizen by
effectively blending commercial pursuits with social banking.
Awards and achievements
 The Bank has been conferred with the Second Best Bank Award under
National Awards for Excellence in lending to Micro Enterprises for the year
2009-10, by the Ministry of MSME and Outstanding Performer at National
level for implementation of Interest Subsidy Eligibility Scheme (ISEC) of
KVIC in the country for 2009-10.
 The Bank was conferred 4 awards by the Public Relations Council of India
(PRCI), in the following categories
 Silver Award for Corporate Film ( TV Commercial ) – English
 Bronze Award for House Journal/Magazine – Languages
 Bronze Award for Table Calendar
Bronze Award for Corporate Advertisement – Single - English

ORGANISATION STUDY
BOARD OF DIRECTORS
Sl.
Directors
No.
Chairman & Managing

1 Mr S Raman
Director
2 Smt. ARCHANA S. BHARGAVA Executive Director
Director representing
3 Dr. THOMAS MATHEW
Government of India
Director representing Reserve

4 Shri G Padmanabhan
Bank of India
5 Shri. DEVENDER DASS RUSTAGI Workmen Employee Director
6 Shri. G.V. MANIMARAN Officer Employee Director

7 Shri. KHALID LUQMAN BILGRAMI Part -time Non-Official
Director
8 Part-time Non-Official
Shri. S. Shabbeer Pasha
Director
Part-time Non-Official
9 Shri. Pankaj Gopalji Thacker Director
10 SRI. P. V. MAIYA Director Representing

Shareholders
11 SRI. SUNIL GUPTA

Shareholder Director

ORGANISATION STUDY
SHAREHOLDER INFORMATION
LISTING:
Canara Bank Shares are listed at Mumbai and National Stock exchanges.
ADDRESS OF COMPANY SECRETARY:

The Company Secretary,
Secretarial Department,
Chairman & Managing Director's Secretariat,
Head Office,
112, J.C.Road,
Bangalore - 560 002.
Phone : 080- 2210 0250

Fax 080- 22248831
E.Mail : hosecretarial@canarabank.com
(Exclusive E-Mail ID designated for investors' grievances / complaints pursuant to Clause 47(f) of
the Listing Agreement with the Stock Exchanges)
In terms of Clause 47 (a) of the Listing Agreement, Shri B Nagesh Babu, Company Secretary is the
Compliance Officer of the Bank.
SHARE TRANSFER AGENTS :
The Bank has appointed M/s. Karvy Computershare Private Limited, Plot No. 17 to 24, Vittal Rao
Nagar, Madhapur, Hyderabad - 500 081 as its share transfer agent to whom communications
regarding change of address, change in Bank Mandate, transfer of shares , Mandate for ECS etc.
should be addressed.
Phone No.: 040 - 44655000,

Fax: 040-23420814
Email: einward.ris@karvy.com
SHARE TRANSFER SYSTEM

Interms of SEBI guidelines, the Registrar and Transfer agent of the Bank is extending the facility
of simultaneous transfer -cum dematerialization of shares to the investors. On transfer of shares in
the name of the transferee, they are being apprised to submit letters to their depository participants
for dematerialization of shares. On receipt of Demat request forms, the shares are dematerialized
and confirmation through electronic mode is sent. If the demat request number is not received
within a period of 30 days, the duly transferred share certificate is dispatched to the transferee.
PAN requirement for transfer of shares in Physical Form :
As per the guidelines of the Securities and Exchange Board of India (SEBI), for securities market

ORGANISATION STUDY
transactions and off-market / private transactions involving transfer of shares in physical form, it
shall be mandatory for the transferee/s to furnish copy of PAN Card to the Registrars and Transfer
Agents (RTA) for registration of such transfer of shares.
Further, it shall be mandatory to furnish a copy of PAN in the following cases: -
1. Deletion of name of the deceased shareholder(s), where the shares are held in the name of two or
more shareholders.
2. Transmission of shares to the legal heir(s), where deceased shareholder was the sole holder of
shares.
3. Transposition of shares - when there is a change in the order of names in which physical shares
are held jointly in the names of two or more shareholders.
DETAILS REGARDING DEPOSITORIES:
Names of Depositories for Dematerialization:

1. National Securities Depository Ltd (NSDL)
2. Central Depository Services (India) Ltd (CDSL)
The Bank has entered into an agreement with National Securities Depository Ltd and Central
Depository Services (India) Ltd as an issuer company for Dematerialization of Bank shares. In
accordance with the directions of the Securities and Exchange Board of India, trading in Canara
Bank Shares by all categories of Investors will only be permitted in dematerialized form.
MEANS OF COMMUNICATION:
SUBSIDIARIES
CANARA ROBECO ASSET MANAGEMENT COMPANY LIMITED
CANBANK FINANCIAL SERVICES LIMITED
CANARA BANK SECURITIES LIMITED
CANBANK COMPUTER SERVICES LIMITED
CAN FIN HOMES LIMITED
CANBANK FACTORS LIMITED
CANBANK VENTURE CAPITAL FUND LIMITED

ORGANISATION STUDY
BRANCHES AND OFFICES ABROAD
Canara Bank established its International Division in 1976, to supervise the

functioning of its various foreign departments, to give required thrust to foreign
exchange business, particularly exports and to meet the requirements of NRIs.
Though small in size, the Bank's presence abroad has brought in considerable foreign
business, particularly NRI deposits.
The Bank has its presence abroad, as under:
CANARA BANK, LONDON BRANCH

P O BOX NO. 174, GROUND FLOOR,
NO. 10 CHISWELL STREET,
LONDON EC 1Y 4UQ
PH: 0044 207 628 1145 / 0044 207 628 4103
FAX: 0044 207 374 2468 / 0044 207 256 6620
E-MAIL :canarabankldn@btclick.com
CANARA BANK, LEICESTER BRANCH,

188, BELGRAVE ROAD,
LEICESTER LE4 5AU - THE UNITED KINGDOM
PH: 0044 116 2663799
FAX: 0044 116 2666736
E-MAIL :canarabankldn@btclick.com
CANARA BANK HONG KONG BRANCH

No. 904, AON CHINA BUILDING
29, QUEENS ROAD
CENTRAL, HONG KONG
PH: 00852 2529 1398 / 00852 2529 6225
FAX: 00852 2529 1921
E-MAIL : canarabank@canbank.com.hk
CANARA BANK SHANGHAI BRANCH

2601, BANK OF SHANGHAI MANSION,
168, MIDDLE YINCHENG ROAD,
LUJIAZUI, PUDONG,
SHANGHAI 200 120, PRC

ORGANISATION STUDY
PH: 008621 52080806 / 008621 68596017

E-MAIL :canarashanghai@canbank.co.in
CANARA BANK SHARJAH REPRESENTATIVE OFFICE, UAE ,

Flat No. 504, 5th FLOOR,
AL MEENA ROAD,
AL SOOR AREA,
SHARJAH, UAE
Ph: 009716 575 6521
Fax: 009716 575 6523
E-MAIL :canarash@eim.ae
COMMERCIAL BANK OF INDIA LLC

(A JOINT VENTURE WITH STATE BANK OF INDIA)
109147 MOSCOW
UL MARXISTSKAYA 16
PH 007495 230 6032, 230 6335
E-MAIL :cbil.credit@col.ru
AL RAZOUKI INTERNATION EXCHANGE CO

(secondment agreement and DD drawing facility on Canara Bank branches)
HEAD OFFICE
SHOP NO 1 & 2 KHYBER BUILDING
OPP. RAFFA POLICE STATION
NEAR BUR DUBAI TAIX STAND
RAFFA DUBAI UAE

ORGANISATION STUDY
Types of services given by canara bank
 NRI BANKING
NRI CONSULTANCY
Attorney ship Services
This is a specialized service to help our non-resident customers and others who find it
difficult to operate their accounts personally.
We obtain power of attorney from the customer in our favor and execute his
instructions promptly and meticulously. It gives the customer great confidence that his
money is safe.
SERVICES
The following services are a few examples of our attorney ship services
Making investments in shares/debentures in Indian Companies by direct subscription/
through market operation.
Sale of shares/debentures of Indian companies through market operation.
Making other investments like fixed deposits/NSC/Units of UTI/Govt. securities/
bonds of Public sector undertakings etc., (The above services are offered on Non
discretionary basis and specific instructions are to be given for each transaction).
Opening of demat account with the depository participant and handling their demat
accounts.
Making payment of Insurance premiums/subscription to Associations etc.
Collection of income on investments/ realization of investments/ safe custody of
securities.
Obtaining RBI permission for purchase/sale of shares. Follow-up for purchase/sale of
shares.
Collection of income like rents and other receipts/effecting remittances as per
instructions / Computation of income and filing of Income tax returns.
Payment of LIC premium, telephone bills etc.

ORGANISATION STUDY
NRI BANKING
This is a specialized service to help our non-resident customers and others who find
it difficult to operate their accounts personally.
We obtain power of attorney from the customer in our favor and execute his
instructions promptly and meticulously. It gives the customer great confidence that
his money is safe.
Services
The following services are a few examples of our attorney ship services
Making investments in shares/debentures in Indian Companies by direct
subscription/ through market operation.
Sale of shares/debentures of Indian companies through market operation.
Making other investments like fixed deposits/NSC/Units of UTI/Govt. securities/
bonds of Public sector undertakings etc., (The above services are offered on Non
discretionary basis and specific instructions are to be given for each transaction).
Opening of demat account with the depository participant and handling their demat
accounts.
Making payment of Insurance premiums/subscription to Associations etc.
Collection of income on investments/ realization of investments/ safe custody of
securities.
Obtaining RBI permission for purchase/sale of shares. Follow-up for purchase/sale
of shares.
Collection of income like rents and other receipts/effecting remittances as per
instructions / Computation of income and filing of Income tax returns.
Payment of LIC premium, telephone bills etc.
NRI LOANS & ADVANCES
Housing Loan Home Improvement Loan
Canara Cash (Shares) Canara Mobile (Vehicle)
Canara Rent Canara Mortgage
Canara Site Loan

ORGANISATION STUDY
NRI OTHER SERVICES
Safe Custody Safe Deposit Lockers
Nomination Facility Investments
Attorney ship Services NRI Service Centers
Facilities for returning Indians
Obtain Your PAN Card
NRI REMITTANCE FACILITIES
CANBANK REMITMONEY SCHEME
BANK-WESTERN UNION REMITTANCES SCHEME
SWIFT
Lock Box Service
Rupee Drawing Arrangement

ORGANISATION STUDY
 PRIORITY CREDIT WING
I. PRIORITY CREDIT
Agriculture And Rural Credit Schemes
Education Loan And Other Priority Sector Loans
Government Sponsored Schemes
Lead Bank Activities
Lending to minority communities
Financial Inclusion And Micro-finance Initiatives
Financial Inclusion Plan
List of Villages taken up by the Bank for providing Banking Service under
Financial Inclusion Plan
II. SME BUSINESS

Click Here For Details
Click here for applying for SME Loan online.
MSME care centers of the bank
SME SULABH
Special Benefits for Women Entrepreneurs in Micro & Small Enterprises
III. SME MARKETING DESK

SME Marketing Unit
IV. REGIONAL RURAL BANKS

Canara Bank-Regional Rural Banks (RRBs)- Pragathi Gramin Bank
Canara Bank-Regional Rural Banks (RRBs)-South Malabar Gramin Bank
Canara Bank-Regional Rural Banks (RRBs)- Shreyas Gramin Bank
V. AGRICULTURAL CONSULTANCY SERVICES

Introduction
Range Of Services
A Unique Division
Specialists In High Tech Projects
Resources
Clientele Coverage
Contact Us / Mode Of Availing Services
VI. AGRI-BUSINESS MARKETING DESK

Agri-Business Marketing Unit
VII. RURAL DEVELOPMENT

Canara Bank Centenary Rural Development Trust (CBCRDT)
In Promotion Of Self Employment

ORGANISATION STUDY
Rural Development Schemes
Contact Details
VIII. CENTRE FOR ENTREPRENEURSHIP DEVELOPMENT FOR

WOMEN
Overview
Objectives
Functions Of Ceds For Women
Vikas
Mahila Banking Branch
Contact Details of CEDs For Women At Corporate Office & Circle Offices
IX. SOCIAL BANKING

Social Banking Cell
 PERSONAL BANKING
 ANCILLARY SERVICES
RETAIL SALE OF GOLD COINS
SAFE DEPOSIT LOCKERS
Keep your valuables in our lockers and have peace of mind.

Lockers available at select branches where Safe Deposit Vaults are installed. Bank
lets on hire safe deposit lockers to individuals (Singly or jointly), Firms, Companies,
Association or Clubs, Trustees on nominal rent.
SAFE CUSTODY SERVICES

This subsidiary service is rendered by the Bank to most valued customers. Bank
undertakes the responsibility of safe custody of articles entrusted by the customer
under a contract and returns the same according to terms agreed upon.
NOMINATIONS
This facility has been devised with an aim of minimizing the hardships caused to the
family members on the death of the depositor/s. Nominations can be made in respect
of all types of deposit accounts by the individual account holders in their own
capacity singly or jointly.
7 DAY BANKING
Now we are open on all days - Seven days a week.
Facility available at select branches.

ORGANISATION STUDY
EXTENDED BANKING HOURS

Now you can do your Banking operations for more time. We have extended our
business hours by one hour more for your convenience. (At select computerized
branches).
DD SHOPPE
Get your demand drafts through our exclusive DD outlets. Our DD Shoppe issues
demand drafts up to one hour before close of office hours. Facility available at select
branches.
CONSULTANCY SERVICES
INTRODUCTION:
Canara Bank has been in the forefront in extending various need based ancillary
services to customers. One such specialized service is the Executor, Trustee, Taxation
and Attorney ship services that the Bank has been offering for more than three
decades now.
A later unique addition to our services to the Corporate Sector is the Debenture
Trustee services and Security Trustee services.
These services are unique in nature and are not available at several other banks.
These services are aimed at caring for the personal needs of the customer and
enhancing customer satisfaction. For example, drawing up a Will and acting as
executor of the Will for a customer, which is crucial to a person's wealth and assets,
gives him a great relief and confidence.
Our other services referred above are also of great value.
ADVANTAGES :
The advantages of appointing the Bank as Executors and Trustees are as follows:
Continuity of management: By appointing the bank as Executor/Trustee, the testator
or the author of a Trust gets completely relieved of any anxiety of proper management
and fulfillment of his wishes.
Individuals do not manage administration; instead, the same is taken care by a full
complement of officers.
Efficient administration
Long experience &
Professional training
Courtesy and impartiality, Secrecy, Safety and Security.
Personal tax Assistance & Investment Counseling

ORGANISATION STUDY
Our services include preparation of income tax and wealth tax returns and filing the
returns. These services are offered at nominal charges based on the work load
involved in each case. The assistance is extended at present only to customers having
income under the heads salary, house property, capital gain and income from other
sources. This is very useful service to non-residents who have income in India, as
their income is subject to tax deduction at source itself even if their total Indian
income is less than maximum amount not chargeable to tax. In case of retired persons
and other salaried persons also these services will be of immense use as they can rest
by entrusting the work of filing income tax and wealth tax return to the institution
which possesses the expertise to deal with such situation. Given the authority and
details of sources, we ourselves will collect the income details from various sources
and ensure proper filing of tax returns within stipulated time.
TAX ASSISTANCE SERVICES:
Come March! Everyone gets worried about filing his Tax returns!
Our Bank offers Taxation services to both customers and non-customers.
Our specialized and professionally competent officials advise on Tax planning and
filing of returns.
This unique service is offered by us presently at Bangalore only.
We undertake compiling and filing of Income tax returns.
Both NRI and resident customers filing returns at Bangalore can make use of these
services.
ESTATE & WILLS SERVICES:
Absence of your Will can result in your wife and children benefiting quite differently
from your intentions.
Wisdom lies in making the right choice at right time.

LET CANARA BANK IS YOUR CHOICE, EXECUTOR & TRUSTEE FOR YOUR
WILL.
Make your Will today and relieve your dear ones of added troubles and anxieties.
A will is a document where an individual leaves instructions for disposal of his/her

properties after his/her death.
CANARA BANK undertakes appointment in the following and similar capacities.

Drafting of "Will" and witnessing execution of the same.

ORGANISATION STUDY
Executor of Will: The Bank if appointed as executor under Will, to administer the
estate property, carries out the same after the lifetime of testator/testatrix as per Will.
Extending all possible assistance with its expertise, even in case when there are
disputes, tries to safeguard the wishes of the testator/testatrix, wherever necessary.
The Bank arranges for abstention of probate orders through the appropriate courts,
whenever the same is warranted.
When any Testamentary Trusts are created through the Will, the Bank acts as Trustee
and manages the trust of perpetual nature.
Safe custody facility is also available for keeping "Will" where bank is not appointed
as executor.
TRUSTEE SERVICES – PRIVATE AND CHARITABLE:
"Share your wealth with the poor and needy for getting salvation”.
Driven by this noble thought, many a customer would like to create a charitable trust
for the benefit of poor and needy.
The bank acts as Trustees for public, charitable religious and other trusts. It also acts
as trustees of a settlement, Trustees of a minor's legacy, custodian trustee of properties
held under Trusts of any description like pension, provident and gratuity fund.
The Bank if appointed as Trustee, assists the settler/author in:

Counseling and drafting of trust deeds.
Safe keep of trust property and payment of income to beneficiary/is on due dates as
per the instructions of the settlers.
Managing Religious and Charitable Trust: Making payments of income accrued on
Trust corpus, for religious and charitable purpose as per the desire of the settler.
Private settlements where formation of trust is desired for a specific period for
providing assistance and support to mentally retarded/physically handicapped persons
or other similar objectives. We accept proposals for formation of trust having
investment of Rs.1.00 lakh and above.
DEBENTURE TRUSTEESHIP:
We are SEBI registered Debenture Trustees. We accept debenture trusteeship of

debentures / bonds issued under private placement.
We advise the Debenture / Bond Issuers (Public / Private company, Govt / Semi
Government bodies) on
abstention of rating
appointment of arrangers
guidance on structured payment mechanism

ORGANISATION STUDY
clarification on legal / statutory matters in issue of debentures / bonds
documentation process
preparation of all kinds of related documents
creation of charge, registration and compliance of legal and statutory requirements in
this aspect
We are unique in this line and are equipped with

Exclusive software package for Debenture Trusteeship
Well furnished and fully computerized office equipped with modern office appliances
Team of well trained, informative, efficient, experienced and professional staff to
handle the work
 DEPOSITORY SERVICES
ONLINE TRADING
What is a Depository
A Depository is an organization which holds investors' securities in electronic form.
The depository also provides services related to various transactions in such
securities. A depository interfaces with its investors through Depository Participants.
Depository Participants maintain investors' accounts (demat accounts) which are
similar to Savings Bank/Current accounts with a Bank. Purchase and sale of securities
can be done through demat account. Presently there are two depositories in India viz.,
NSDL (National Securities Depository Limited) and CDSL (Central Depository
Services Ltd). Our Bank is a Depository Participant of NSDL.
Why Demat Account
Advantages of opening demat account:
Shares are held in electronic form
No need to safe keep share certificates;
No need to remember record dates of various companies
Immediate transfer of securities
No stamp duty on transfer of securities
Risk of bad delivery, fake securities eliminated
Reduced paper work for transfer of securities
Reduced transaction cost
Nomination facility available

ORGANISATION STUDY
Automatic noting of change of address (updating changed address in the demat
account will have the effect of updating changed address with all companies, the
shares of which is held / will be held in electronic form).
Easy transmission of securities. It is sufficient to submit one set of claim papers to DP
for transmission of all securities lying in demats account of the deceased.
Automatic credit of Dividend / bonus shares
INVESTMENT IN VARIOUS MUTUAL FUNDS MAY ALSO BE HELD IN

DEMAT ACCOUNTS
SMS alerts will be sent by NSDL upon occurrence of the following events, where
mobile telephone numbers furnished by clients is captured by DP in the DPM system
and SMS flag is ticked:
All Debits and credits (transfers); Credits for IPO, sub-division and bonus
Failed instructions; Overdue instructions
Change of mobile number; Change of address
Credit / debit of Mutual Fund Units
NSDL has launched ACE (Alerts to Clients through Email) for sending e-mails
whenever change of address is noted in DPM system.
IDeAS (Internet based Demat Account Statement) FACILITY FOR VIEWING AND
DOWNLOADING BY DP CLIENTS.
Advantages of Opening Demat Account with Canara Bank
Multi locational services across the country
Competitive charges
Customer friendly service
IDeAS (Internet based Demat Account Statement) facility available for viewing and
downloading transaction statements from internet.
Online trading facility (OLT) is offered in association with our own broking
subsidiary viz., M/s Canara Bank Securities Limited. A wide range of online services
like trading in securities, subscription to IPOs, investment in Mutual Funds, trading in
Future & Options segment, trading in currency derivatives is offered to our OLT
clients. For details customers may be advised to log in to canmoney.in or
canarabank.com.
1. Services available:
2. Account opening
3. Dematerialization
4. Transfer of securities
5. Pledge services
6. Freezing and un-freezing the depository account
7. Nomination facility

ORGANISATION STUDY
Housing Loan
Loans to fulfill your dream....
... to own a home...sweet home. !
Planning to own a home is one of life's most rewarding challenges.
Plan building a home / buying a flat.
Leave the financing to us.
We have the right housing finance scheme for you...
Online Application for Home Loan

Purpose:
For construction / purchase / repairs / additions / renovations of residential house / flat
including the purchase of land and construction thereon. For taking over of the
Housing Loan liability with other recognized Housing Finance Companies, Housing
Boards, Co-operative Banks, Co-operative Societies and Commercial Banks at our
prevailing low rate of interest.
Eligibility:
Salaried individuals, individuals engaged in business / professionals and self-
employed persons. NRIs are also eligible to avail loans without specific permission of
RBI.
Persons above the age of 55 years are also eligible subject to certain stipulations. Of
RBI.
INSURANCE
a) "Participation by the Bank's customers shall be purely on a voluntary basis"
b) "The contract of insurance is between the insurer and the insured And not between
the Bank and the insured
i. General Insurance
ii. Life Insurance
MUTUAL FUNDS
We have tie up Canara Robeco and HDFC AMC for cross selling of their mutual fund
products through our branches. Investment can be made in following schemes.
CANARA ROBECO Mutual Fund Products
HDFC Mutual Fund Products

ORGANISATION STUDY
LOANS
Housing Loan Home Improvement Canara Cash (Shares)

Loan
Canara Mobile Canara Site Loan Canara Budget(For

(Vechicle) Employed/Business)
Canara Pension Teachers Loan Swarna Loan(Gold Loan)
Canara Rent Canara Mortgage Canara Guide
Canara Jeevan Doctors Choice For Online Education Loan
SAVINGS AND DEPOSITS
SAVINGS BANK ACCOUNT KAMADHENU DEPOSIT (Re-investment

Plan)
SB GOLD SCHEME CANARA TAX SAVER SCHEME
CANARA CHAMP DEPOSIT RECURRING DEPOSITS

SCHEME
CANARA SARAL SAVINGS SPECIAL RECURRING DEPOSIT

ACCOUNT SCHEME
CURRENT ACCOUNT ASHRAYA DEPOSIT SCHEME (FOR

SENIOR CITIZENS)
CANARA PREMIUM CURRENT CANARA AUTO RENEWAL DEPOSIT

ACCOUNT (CARD)
FIXED DEPOSIT CANARA SUPER SAVINGS SALARY

ACCOUNT SCHEME

ORGANISATION STUDY
TECHNOLOGY PRODUCTS
ATM-cum-Debit Card
Facilities 1. Transactions Through Our Bank Atms And Other Bank Atms
Available 2. Purchase Of Goods And Services At POS Merchant Establishments
3. Mobile Top-up
4. VISA Money Transfer
5. E-ticketing
The following facilities are available at our ATMs. Customers can avail these services
by following the menu driven options.
Mobile Recharge
Mobile Top ups
Airline Ticket Booking
VISA Money Transfer
Deposit of Collection Cheques
RTGS / NEFT - an Inter-bank funds transfer facility for customers
Real Time Gross Settlement (RTGS) and National Electronic Fund Transfer System
(NEFT) are two efficient, secure, economical, reliable system of funds transfer from
Bank to Bank. Now fund transfer can be made to more than 36000 Bank branches
across India. These facilities are available in more than 1650 branches of Canara Bank
(addresses and IFSC codes are available in our website under 'locator') as of now and
Bank has planned to enable all its branches for RTGS /NEFT by 31.3.08
Brief details on Real Time Gross Settlement (RTGS)

An electronic payment system in which payment instructions between banks are
processed and settled individually on a real time basis
Minimum amount of funds transfer under this facility is Rs.2, 00,000/-
RTGS SYSTEM WORKS ON ALL DAYS EXCEPT ON SUNDAYS AND
NATIONAL HOLIDAYS
Charges – refer to details under service charges in our website.
Customer should furnish details of payees name, bank account number and type,
receiver bank name , branch name and IFSC code of the receiver Bank branch (IFSC
codes of all the bank branches are available in RBI website http://www.rbi.org.in/)
Brief details on National Electronic Funds Transfer (NEFT):
Another electronic payment system in which payment instructions between banks are
settled at fixed intervals
There is no minimum / maximum limit for transactions under NEFT.
NEFT SYSTEM WORKS ON ALL DAYS EXCEPT ON SUNDAYS AND
NATIONAL HOLIDAYS
Charges – refer to details under service charges in our website.

ORGANISATION STUDY
Customer should furnish details of payees name, bank account number and type,
receiver bank name , branch name and IFSC code of the receiver Bank branch (IFSC
codes of all the bank branches are available in RBI website
CREDIT CARD SERVICES
Canara Gift Card - List of Branches where Canara Gift Cards are sold
Contact Us
Verified by Visa / Secure Code
Most Important Terms and Conditions (Mitc) for Canara Credit Card
CANARA CARD is a GLOBAL CREDIT CARD from the house of Canara Bank,
one of the leading Banks in India, with around 2700 Branches and 34 million loyal
customer bases. In tune with our tradition of offering quality products with
competitive features and best customer service, we are delighted to introduce you to
the Canara Global credit Cards, offered to the privileged & elite people of the society.
Canara Card is designed to meet your high-end life style with anything you might
need to make your experience a sheer pleasure. No matter where you are across the
world, luxury and comfort is always at hand.
Our cards enjoy the privilege of worldwide acceptance and free insurance coverage.
Canara Cards are backed by a wide network of CANARA BANK branches and 24
Card Service centers located at many important cities spread across the country.
CANARA BANK is the principal member of VISA-WORLDWIDE and
MASTERCARD INC.
With its fantastic features and transparency in transactions, you will be delighted to
know, why you chose the right card. Please read further to about Canara Global cards.
 INTERNATIONAL BANKING SERVICES
Foreign Exchange & International Branches & Offices Abroad

Operations
Export Finance
FOREIGN EXCHANGE AND INTERNATIONAL BANKING SERVICES
Canara Bank entered Forex arena in 1953 with the opening of its first Foreign
Exchange Department in Mumbai.
We finance exports at pre-shipment stage as well as post shipment stage, which can

ORGANISATION STUDY
be availed either in foreign currency or Indian Rupees.
In addition we facilitate forfeiting. That is, discounting of deferred export receivables

on 'without recourse basis' from an overseas forfeiting agency.
Canara Bank is pioneer in financing of LC based International Trade transactions in

India.
The Bank not only finances at customers option in foreign currency at pre-shipment
and post-shipment stages at LIBOR related rates but also finance the import leg in
foreign currency where imported inputs are required for exports.
The Bank has the expertise in handling project exports of goods and services.
The Bank has an excellent worldwide correspondent relationship and has the
capability to handle any export, import, remittance and related transactions anywhere
in the world and in any currency.
Non fund based transactions like adding confirmations to LC, issuing inward and
outward Bid bonds & guarantees, establishing LCs for import into India, arranging
buyer's credit at attractive terms etc. are our forte.
Canara Bank has branches in London, Hong Kong and Shanghai, China. We have a
joint venture with SBI at Moscow under the name Commercial Bank of India LLC.
The Bank also manages 2 Exchange houses in the Gulf and has arrangement with 20
Exchange Houses and 17 Banks for drawing DDs from Gulf Countries on our select
branches throughout India.
The Bank has an integrated Treasury with a forex dealing room located in Mumbai in
India. Our London branch has a dealing room of its own. We are active in the Indian
forex market as well as in Overseas forex market. We provide a whole range of
services and products like purchase and sale of 7 world currencies, forward bookings
and other forex hedging instruments like currency swaps.

ORGANISATION STUDY
 CORPORATE BANKING
The speedier you are, it’s easier for you to address the challenges of globalization.
Corporate Cash Management Services (CCMS), an innovative service offered by Canara
Bank for speedy collection of cheques and other instruments, places corporates on a
faster-track. In more ways than one-such as definite funds flow, better cash management
and deployment of funds, better monitoring of funds flow, optimum allocation of funds
and effective planning of investment functions.
What is CCMS?
An innovative service specifically tailored to meet the requirements of
Corporate/Business houses/Partnership firms
Speedy collection of outstation cheques and other instruments
Pooling of funds at designated centers
More importantly, providing funds to the Corporate as per their need
Customized MIS reports
What We Offer?
Under CCMS we offer the state of the art technology products

SUPERFAST SERVICE - Local cheque collection services
FASTRACK SERVICE - Upcountry cheque collection services
BULK COLLECTION SERVICE - Bulk cheques collection services
Under 'SUPERFAST SERVICE', agents or offices of Corporates can deposit the cheques
to be cleared in the local clearing and funds will be pooled at any pooling branch
designated by the Corporate.
Under 'FASTRACK SERVICE', agents or offices of Corporates can deposit the cheques
drawn on outstation centers and proceeds will be pooled at any pooling branch designated
by Corporate.
Under 'BULK COLLECTION SERVICE', agents or offices of Corporate can deposit their
bulk (large number) instruments of small value to be cleared in the local clearing and
funds will be pooled at any pooling branch designated by the Corporate.
Benefits to the Corporate
Funds available as per need on day zero, day one, day two, day three etc.
Corporate can plan their cash flows

ORGANISATION STUDY
CORPORATE BANKING
Canara e-Tax
Direct Taxes (e-payment: pay direct taxes online)
Excise and Service Tax (e-payment: pay indirect taxes online)
Customs payment through internet
E-payment of Commercial Taxes-TamilNadu
E-payment of Sales Taxes-Maharashtra
E-payment of Commercial Taxes-Karnataka
Canara e-filing
E-filing of Income Tax Returns
ACCOUNTS & DEPOSITS
Current Deposits Fixed Deposits
Kamadhenu Deposits Recurring Deposits
Canara Bank is also one of the leading Merchant Bankers in India, offering
specialized services to Banks, PSUs, State owned Corporations, Local Statutory
bodies and Corporate sector.
We are SEBI registered Category I Merchant Banker to render Issue Management

(Public / Rights / Private Placement Issues), Underwriting, Consultancy and
Corporate Advisory Services etc.
We also hold SEBI registration Certificate to act as "Bankers to an Issue" with

network of exclusive Capital Market Service Branches and over 100 designated CBS
Branches to handle collecting / Refund / Paying Banker assignments.

ORGANISATION STUDY
We do undertake "project appraisals" with linkage to resource raising plans from

Capital Market / Debt Markets and facilitate tie-ups with Banks / Financial
Institutions and Potential Investors.
Our uniqueness is extending services under single window concept covering the
following areas:
1. Merchant Banking
2. Commercial Banking
3. Investments
4. Bankers to Issue - Escrow Bankers
5. Underwriting
6. Loan Canaradication
As leading Merchant Bankers in India, we have associated with issues ranging from
Rs.1 crore to Rs.1500 crores, involving various types of industries, banks, statutory
Bodies etc. and have an edge in handling Private Placement issues – both retail &
HNIs.
SPECTRUM OF SERVICES:
1. Equity Issue (Public/Rights) Management
2. Debt Issue Management
3. Private Placements
4. Project Appraisals
5. Monitoring Agency Assignments
6. IPO Funding
7. Security Trustee Services
8. Agriculture Consultancy Services
9. Corporate Advisory Services
10. Mergers and Acquisitions
11. Buy Back Assignments
12. Share Valuations
13. Canaradication
14. ESOS Certification

ORGANISATION STUDY
TECHNOLOGY UPGRADATION FUND SCHEMES (TUF SCHEMES)
Our Bank has been appointed as "Nodal Agency" for implementation of the following
Schemes. Technology Up gradation Fund Scheme (TUFS) of Ministry of Textiles.
Credit Linked Capital Subsidy Scheme (CLCSS) for Technology purgation of SME's of
Ministry of Micro Small Medium Entrepreneurs.(MOMSME)
Plan Scheme of Technology Up gradation of Food Processing Industries of Ministry of Food
Processing Industries. (MOFPI),
Scheme for extending assistance to Sugar Undertakings 2011 of Ministry of consumer
Affairs, Food & public distribution (SEFASU)
CANARADICATION SERVICES
A new value added fee based service of the Bank for Corporate.
Supported by a pool of experienced professionals with Engineering and Finance
background. Strong underwriting capabilities of the Bank.
The services shall be either on “Best Efforts” basis or on “Underwriting” basis.
Direct participation in projects canaradicated. An end to end project finance solution
provider. Reasonable fee structure. Benefits for Corporate: Complete menu of financing
options.
Borrowers can access from a diverse group of financial institutions for funding.
Funds can be raised at competitive price. Flexibility in structuring & pricing.
Options such as multi currency options, risk management techniques etc.
Save the time and efforts of approaching / negotiating with individual banks for sanction.
Comprehensive overview of Equity /Debt markets.
HUMAN RESOURCE
HRD INITIATIVES
Human Resources Development envisages the growth of the individual in
tandem with the organization and aims to achieve canarachronization in a
bid to attain the goals set out. It also, inter-alia, aims at the upliftment of the
individual by ensuring an enabling environment to develop capabilities and
to optimize performance. The organization, on its part, would endeavor to
tap individual talents and through various initiatives, ingrain in its human
resources, a sense of job satisfaction that would, with time, percolates down
the line.
Our Bank has, over the years, taken a series of initiatives in ensuring the
development of our human resources and a number of time – tested systems
have been put in place to hone employee talent and equip them to take the
vigor’s of office and take the measure of the competition. That we have been

ORGANISATION STUDY
largely successful in our endeavor is a testimony to the efficacy of our well
crafted systems:
1. Entry Interview
2. Training System
3. Incentives for Self Development
4. Employee Suggestion Scheme
5. Staff Meeting
6. Study Circle
7. Brainstorming Sessions
8. Quality Circle
9. Exit Interview
WORK CULTURE
Work culture where family concept is practiced among the employees.

i. Receptivity to new ideas
ii. Opportunities for experimentation
iii. Facilities which supports growth
iv. Record cordial Industrial Relations
v. HRD Initiatives
Listing Details - Canara Bank
Key Dates
Year Ending Month Mar
AGM Date (Month) Jul
Book Closure Date (Month) Jul
Listing Information
Face Value Of Equity Shares 10
Market Lot Of Equity Shares 1
BSE Code 532483
NSE Code CANBK
BSE Group A
Whether The Company Forms A Part Of The Following Indices -

Sensex No
Nifty No
BSE-100 No
BSE-200 Yes

ORGANISATION STUDY
S&P CNX 500 Yes
CNX Midcap No
CNX FMCG No
Listing On
Listed On The Stock Exchange, Mumbai,
National Stock Exchange of India
Ltd.

ORGANISATION STUDY
FINANCIAL ANALYSIS OF CANARA BANK
Capital Structure (Canara Bank)
Period Instrument Authorized Issued -PAIDUP-

Capital Capital
From To (Rs. cr) (Rs. cr) Shares Face Capital
(nos) Value
2010 2011 Equity 3000 443 443000000 10 443
Share
2009 2010 Equity 3000 410 410000000 10 410
Share
2008 2009 Equity 1500 410 410000000 10 410
Share
2007 2008 Equity 1500 410 410000000 10 410
Share
2006 2007 Equity 1500 410 410000000 10 410
Share
2005 2006 Equity 1500 410 410000000 10 410
Share
2004 2005 Equity 1500 410 410000000 10 410
Share
2003 2004 Equity 1500 410 410000000 10 410
Share
2002 2003 Equity 1500 410 410000000 10 410
Share
Dividend Declared
Announcement Effective Dividend Dividend Remarks

Date Date Type (% )
05-05-11 06-07-11 Final 110.00 -
28-04-10 14-06-10 Final 100.00 -
29-04-09 08-07-09 Final 80.00 -
28-04-08 10-06-08 Final 80.00 AGM
03-05-07 26-06-07 Final 70.00 AGM
24-04-06 14-06-06 Final 66.00 AGM

ORGANISATION STUDY
Profit & Loss account of Canara Bank
------------------- in Rs. Cr. -------------------

Mar '07 Mar '08 Mar '09 Mar '10 Mar '11
12 mths 12 mths 12 mths 12 mths 12 mths
Income
Interest Earned 11,364.56 14,200.74 17,119.05 18,751.96 23,064.01

Other Income 1,511.80 2,308.31 2,427.10 3,000.82 2,826.98
Total Income 12,876.36 16,509.05 19,546.15 21,752.78 25,890.99
Expenditure
Interest 7,337.73 10,662.94 12,401.25 13,071.43 15,240.74
expended
Employee Cost 1,609.29 1,661.28 1,877.15 2,193.70 2,954.84
Selling and 957.77 1,491.09 1,540.27 2,164.65 1,817.82
Admin Expenses
Depreciation 148.18 169.97 173.64 155.13 151.36
Miscellaneous 1,402.58 958.76 1,481.42 1,146.44 1,700.34
Expenses
Preoperative Exp 0.00 0.00 0.00 0.00 0.00
Capitalised
Operating 3,023.26 3,666.30 3,965.24 4,903.79 5,420.49
Expenses
Provisions & 1,094.56 614.80 1,107.24 756.13 1,203.87
Contingencies
Total Expenses 11,455.55 14,944.04 17,473.73 18,731.35 21,865.10

Net Profit for the 1,420.81 1,565.01 2,072.42 3,021.43 4,025.89
Year
Extraordionary 0.00 0.00 0.00 0.00 0.00
Items
Profit brought 0.00 0.00 0.00 0.00 0.00
forward
Total 1,420.81 1,565.01 2,072.42 3,021.43 4,025.89
Preference 0.00 0.00 0.00 0.00 0.00
Dividend
Equity Dividend 287.00 328.00 328.00 410.00 487.30

ORGANISATION STUDY
Corporate 48.78 56.00 55.75 70.00 80.00
Dividend Tax
Per share data (annualised)
Earning Per 34.65 38.17 50.55 73.69 90.88
Share (Rs)
Equity Dividend 70.00 80.00 80.00 100.00 110.00
(%)
Book Value (Rs) 197.83 202.33 244.87 305.83 405.00
Appropriations
Transfer to 362.21 802.00 1,508.64 1,676.35 1,765.29
Statutory
Reserves
Transfer to Other 722.82 379.01 180.03 865.08 1,693.30
Reserves
Proposed 335.78 384.00 383.75 480.00 567.30
Dividend/Transfer
to Govt
Balance c/f to 0.00 0.00 0.00 0.00 0.00
Balance Sheet
Total 1,420.81 1,565.01 2,072.42 3,021.43 4,025.89

ORGANISATION STUDY
Balance Sheet of Canara Bank
Capital and Liabilities:

Total Share 410.00 410.00 410.00 410.00 443.00
Capital
Equity Share 410.00 410.00 410.00 410.00 443.00
Capital
Share 0.00 0.00 0.00 0.00 0.00
Application
Money
Preference 0.00 0.00 0.00 0.00 0.00
Share Capital
Reserves 7,701.11 7,885.63 9,629.61 12,129.11 17,498.46
Revaluation 2,242.87 2,204.86 2,168.16 2,132.68 2,098.36
Reserves
Net Worth 10,353.98 10,500.49 12,207.77 14,671.79 20,039.82
Deposits 142,381.45 154,072.42 186,892.51 234,651.44 293,972.65
Borrowings 1,574.35 2,517.23 7,056.61 8,440.56 14,261.65
Total Debt 143,955.80 156,589.65 193,949.12 243,092.00 308,234.30
Other 11,651.25 13,438.55 13,488.91 6,977.30 7,804.64
Liabilities &
Provisions
Total 165,961.03 180,528.69 219,645.80 264,741.09 336,078.76
Liabilities
Assets
Cash & 9,095.19 13,364.79 10,036.79 15,719.46 22,014.79
Balances with
RBI
Balance with 7,278.74 4,513.25 6,622.99 3,933.75 8,693.32
Banks,
Money at Call
Advances 98,505.69 107,238.04 138,219.40 169,334.63 212,467.17
Investments 45,225.54 49,811.57 57,776.90 69,676.95 83,699.92
Gross Block 4,056.39 4,254.33 4,440.07 4,480.37 4,686.15
Accumulated 1,195.04 1,337.46 1,510.61 1,620.99 1,841.74
Depreciation
Net Block 2,861.35 2,916.87 2,929.46 2,859.38 2,844.41

ORGANISATION STUDY
Capital Work 0.00 0.00 0.00 0.00 0.00
In Progress
Other Assets 2,994.53 2,684.17 4,060.26 3,216.92 6,359.15
Total Assets 165,961.04 180,528.69 219,645.80 264,741.09 336,078.76
Contingent 52,150.75 95,710.87 136,851.39 110,627.02 111,805.73

Liabilities
Bills for 15,660.41 25,299.63 25,757.73 21,206.47 29,041.74
collection
Book Value 197.83 202.33 244.87 305.83 405.00
(Rs)
Cash Flow of Canara Bank

------------------- in Rs. Cr. -------------------
Net Profit Before Tax 0.00 0.00 0.00 0.00 0.00

Net Cash From 1535.43 2632.60 -990.03 4677.03 8527.34
Operating Activities
Net Cash (used -191.07 -262.41 -222.10 -166.86 -73.22
in)/from
Investing Activities
Net Cash (used 2206.02 -866.08 -6.13 -1516.74 2600.79
in)/from Financing
Activities
Net 3550.38 1504.11 -1218.26 2993.43 11054.91
(decrease)/increase In
Cash and Cash
Equivalents
Opening Cash & 12823.55 16373.93 17878.04 16659.78 19653.21
Cash Equivalents
Closing Cash & Cash 16373.93 17878.04 16659.78 19653.21 30708.12
Equivalents

ORGANISATION STUDY
CANARA BANK
RATES AT A QUICK GLANCE
DEPOSIT ACCOUNTS
NATURE RATE OF INTEREST MINIMUM BALANCE
(%)p.a.
ACCOUNT NORMAL SENIOR Rural Semi Urban
CITIZEN Urban
1. SAVINGS BANK A/C
A. Domestic 4.00% 4.00%
w.e.f. 03-05-2011
a. With cheque Rs.500/- Rs.500/- Rs1000/-
Book facility
b. Without cheque Rs.100/- Rs.100/- Rs.500/-
book facility
c. No Frills Rs.25/- Rs.25/- Rs.25/-
Account
d. SB Canchamp deposit Scheme: 4.00% p.a.
CHARGES FOR NON-MAINTENANCE OF MINIMUM BALANCE: Rs. 20/-
per month
B.Non Resident
a. NRO (03-05- 4.00% 4.00%
2011)
b. NRE (03-05- 4.00% 4.00%
2011)
2. TERM DEPOSITS
A. Domestic Rate of Interest (%) p.a.
w.e.f. 16.05.2011
Term Deposits ( All Maturities) For Deposits Less than For Deposits
Rs.1 crore Rs.1 crore &
General Senior above to less than
Public Citizen Rs.10 crore #
7 days to 14 days ** 4.00 4.50 5.00
15 days to 30 days 4.50 5.00 5.00
31 days to 45 days 4.50 5.00 6.25
46 days to 90 days 5.50 6.00 7.50 *
91 days to 179 days 7.00 7.50 8.00 *
180 days to 269 days 8.00 8.50 8.25 *
270 days to less than 1 year 8.00 8.50 8.25 *
1 year & above to 554 days 9.10 9.60 9.10 *
555 days 9.25 9.75 9.10
556 days & above to less than 2 9.10 9.60 9.10 *
years
2 years & above to 999 days 9.00 9.50 9.00 *

ORGANISATION STUDY
1000 days 9.00 9.50 9.00
1001 days & above to less than 3 9.00 9.50 9.00 *
years
3 years & above to 1199 days 8.50 9.00 8.50
1200 days 9.00 9.50 9.00
1201 days & above to less than 5 8.50 9.00 8.50
years
5 years & above to less than 8 8.75 9.25 8.75
years
8 years & above to 10 9.00 9.50 8.75
years
B. Non-Resident Accounts Rate of Interest (%) per annum

a. NRO (All Maturities) same as applicable to Domestic Term Deposit
b. NRE All Maturities) Rate of Interest (%) per annum w.e.f. 01-07-2011
1 year & above but < 2 years 2 years & above but < 3 years 3 years only
2.48 2.44 2.84
Annualised Yield
2.50 2.49 2.95
FCNR ( B )
w.e.f.01/07/2011
(Interest rate percent per annum)
CURRENCY PERIOD OF DEPOSIT
OF 1 year & 2 years & 3 years and 4 years and 5
DEPOSITS above but above but less above but above but Years
less than 2 than 3 years less than 4 less than 5
years years years
USD 1.73 1.69 2.09 2.54 2.95
GBP 2.58 2.43 2.80 3.15 3.47
EUR 3.14 3.17 3.38 3.60 3.79
CAD 2.85 2.71 2.98 - -
AUD 6.49 6.01 6.13 - -
RFC DEPOSITS
[Interest rate percent per annum]

PERIOD OF DEPOSIT CURRENCY OF DEPOSITS
USD GBP EUR CAD AUD
SAVINGS BANK (July 2011) NIL NIL NIL NIL 3.00
1 week & above but less than 1 month NIL 0.15 0.46 0.60 4.05

ORGANISATION STUDY
1 month & above but less than 3 months NIL 0.42 0.97 0.67 4.53
3 months & above but less than 6 months 0.10 0.68 1.19 0.82 4.88
6 months & above but less than 1 year 0.23 0.77 1.31 1.09 5.08
1 year & above but less than 2 years 1.73 2.58 3.14 2.85 6.49
2 years & above but less than 3 years 1.69 2.43 3.17 2.71 6.01
3 years only 2.09 2.80 3.38 2.98 6.13
Benchmark Prime Lending Rate (BPLR) of the Bank – 14.50% from

01.07.2011
RATE OF INTEREST
Effective from 01.07.2011
1. Loans for Traders & Businessmen

- Upto Rs. 2 lacs 15.00% p.a.
- Above Rs. 2 lacs 16.25% p.a.
2. IPO Financing 15.50% p.a.
3. Loans to individuals (Clean OD/ DPN other than
Teachers' loan) 18.00% p.a.
4. Loans to individuals (secured) against approved
Securities 17.50% p.a.
5. Loans against Debt Oriented Mutual Funds 15.50% p.a.
RATE OF INTEREST LINKED TO BASE RATE
1 RETAIL LENDING SCHEMES ROI p.a.
1.1 CANARA MOBILE BR+3.00%

1.2 CANARA PENSION BR+3.25%
1.3 HOME IMP. LOAN BR+4.00%
1.4 SWARNA LOAN BR+3.25%
1.5 CANARA TRADE BR+3.50%
1.6 TRADERS’ LOAN-
Upto Rs.2.00 lacs BR+4.00%
Above Rs.2.00 lacs BR+5.25%
1.7 CANARA JEEVAN BR+1.25%

1.8 CANARA BUDGET, TEACHERS LOAN,
CANARA SITE, CANARA CASH BR+6.00%
1.9 CANARA SOLAR/Loans to purchase solar
water heaters 12.50%(fixed)
1.10 ALL OTHER PERSONAL LOANS BR+5.00%

ORGANISATION STUDY
Ratio analysis
Ratio analysis is the mostly widely used method for the analysis of financial
statement. A financial ratio is a ratio of selected values on a enterprise's financial
statements. There are many standard ratios used to evaluate the overall financial
condition of a corporation or other organization. Financial ratios are used by
managers within a firm, by current and potential stockholders (owners) of a firm, and
by a firm's creditors. Security analysts use financial ratios to compare the strengths
and weaknesses in various companies. If shares in a company are traded in a financial
market, the market price of the shares is used in certain financial ratios.
Values used in calculating financial ratios are taken from the balance sheet,
income statement, cash flow statement and (rarely) statement of retained earnings.
These comprise the firm's "accounting statements" or financial statements.
The important ratios are as under,
 Return on Assets
 Earnings Per Share
 Profit Margin ratio
 Interest Expended Ratio.
Key Financial Ratios of Canara Bank
Mar Mar Mar Mar Mar

'07 '08 '09 '10 '11
Investment Valuation Ratios

Face Value 10.00 10.00 10.00 10.00 10.00
Dividend Per Share 7.00 8.00 8.00 10.00 11.00
Operating Profit Per 33.15 33.29 47.02 73.99 89.40
Share (Rs)
Net Operating Profit 282.24 378.64 441.97 508.62 552.37
Per Share (Rs)
Free Reserves Per 105.56 103.94 108.33 129.43 202.26
Share (Rs)
Bonus in Equity -- -- -- -- --
Capital
Profitability Ratios
Interest Spread 3.57 3.47 3.47 3.32 3.47
Adjusted Cash 12.81 10.65 11.80 14.46 16.23

ORGANISATION STUDY
Margin(%)
Net Profit Margin 11.60 9.61 10.89 13.77 15.65
Return on Long Term 111.05 151.48 149.13 134.69 112.95
Fund(%)
Return on Net 18.78 18.86 20.64 24.09 22.43
Worth(%)
Adjusted Return on Net 17.51 18.85 20.63 24.07 22.43
Worth(%)
Return on Assets 197.83 202.33 244.87 305.83 405.00
Excluding Revaluations
Return on Assets 252.54 256.11 297.75 357.85 452.37
Including Revaluations
Management Efficiency Ratios

Interest Income / Total 7.81 9.08 9.16 8.69 8.20
Funds
Net Interest Income / 2.86 2.84 2.89 3.24 3.09
Total Funds
Non Interest Income / 0.45 0.44 0.46 0.45 0.42
Total Funds
Interest Expended / 4.95 6.23 6.27 5.45 5.11
Total Funds
Operating Expense / 1.94 2.04 1.92 1.98 1.77
Total Funds
Profit Before 1.27 1.14 1.34 1.65 1.70
Provisions / Total
Funds
Net Profit / Total Funds 0.96 0.92 1.05 1.26 1.35
Loans Turnover 0.13 0.15 0.15 0.14 0.13
Total Income / Capital 8.26 9.52 9.61 9.14 8.62
Employed(%)
Capital Employed(%)
Total Assets Turnover 0.08 0.09 0.09 0.09 0.08
Ratios
Asset Turnover Ratio 2.85 3.65 4.08 4.65 5.22
Profit And Loss Account Ratios

Interest Earned
Other Income / Total 5.46 4.61 4.74 4.93 4.87
Income

ORGANISATION STUDY
Operating Expense / 23.49 21.48 19.93 21.65 20.48
Total Income
Selling Distribution 0.33 0.29 0.13 0.09 0.09
Cost Composition
Balance Sheet Ratios

Capital Adequacy 13.50 13.25 14.10 13.43 15.38
Ratio
Advances / Loans 75.55 71.36 78.86 77.49 77.07
Funds(%)
Debt Coverage Ratios

Credit Deposit Ratio 68.65 69.40 71.99 72.96 72.23
Investment Deposit 31.71 32.06 31.55 30.24 29.01
Ratio
Cash Deposit Ratio 6.56 7.58 6.86 6.11 7.14
Total Debt to Owners 17.55 18.57 18.62 18.71 16.39
Fund
Financial Charges 1.28 1.20 1.23 1.31 0.34
Coverage Ratio
Financial Charges 1.21 1.16 1.18 1.24 1.27
Coverage Ratio Post
Tax
Leverage Ratios
Current Ratio 0.02 0.02 0.02 0.01 0.02
Quick Ratio 9.49 9.17 11.29 26.98 30.86
Cash Flow Indicator Ratios
Dividend Payout Ratio 23.63 24.53 18.51 15.88 14.09
Net Profit
Dividend Payout Ratio 21.40 22.13 17.08 15.11 13.58
Cash Profit
Earning Retention 76.36 75.45 81.48 84.10 85.91
Ratio
Cash Earning Retention 78.60 77.86 82.91 84.88 86.42
Ratio
AdjustedCash Flow 90.78 88.86 83.24 73.93 70.38
Times
Mar Mar Mar Mar Mar

ORGANISATION STUDY
'07 '08 '09 '10 '11
Earnings Per Share 34.65 38.17 50.55 73.69 90.88
Book Value 197.83 202.33 244.87 305.83 405.00
Competitiors
Last Market Net Net Total Assets

Price Cap. Interest Profit
(Rs. cr.) Income
SBI 2,482.00 157,606.75 81,394.36 8,264.52 1,223,736.20
PNB 1,153.90 36,556.95 26,986.48 4,433.50 378,325.25
Bank of Baroda 882.65 34,671.37 21,885.92 4,241.68 358,397.18
Canara Bank 526.90 23,341.67 23,064.02 4,025.89 336,078.76
Bank of India 410.55 22,466.12 21,751.72 2,488.71 351,172.55
Union Bank 299.10 19,002.72 16,452.62 2,081.95 235,984.44
IDBI Bank 135.25 13,316.91 18,600.82 1,650.32 233,572.01
Oriental Bank 345.05 10,067.22 12,087.82 1,502.87 161,343.38
Allahabad Bank 205.60 9,790.99 11,014.69 1,423.11 151,286.36
Indian Bank 227.30 9,768.67 9,361.03 1,714.07 121,718.31
PROGRESS AT A GLANCE
(Amt. in Rs. Crore)

2007-08 2008-09 2009-10
Number of Branches 2678 2733 3046
Paid-up Capital 410 410 410
Reserves 10091 11798 14262
Aggregate Deposits 154072 186893 234651
Growth (%) 8.21 21.30 25.55
Non-Resident Deposits 12874 14043 13567
Foreign Business Turnover 136757 142301 127614
Advances (Net) 107238 138219 169335
Growth (%) 8.86 28.89 22.51
Retail Advances 17665 19798 23902
Growth (%) 1.03 12.07 20.73
Priority Sector Advances 43203 48763 59310
Growth (%) 14.16 12.87 21.63
Agriculture 17996 20144 25051
Growth (%) 15.95 11.94 24.36
Agriculture(Disbursal) 11443 14704 18130
Micro, Small and Medium Enterprises 18600 23823 31074

ORGANISATION STUDY
Growth (%) 30.57 28.08 30.44
Advances under DRI Scheme 40 48 50
Advances to SC/ST Clients 2055 2863 3905
Self Help Group (Nos.) 210441 275100 320000
Export Credit 9162 8967 8966
Clientele (In Million) 32.35 34.80 37.34
Total Number of Staff 45260 44090 43380
Total Income 16414 19430 21610
Total Expenditure 13454 15467 16549
Operating Profit 2959 3964 5061
Net Profit 1565 2072 3021

ORGANISATION STUDY
MCKINSEY’S 7S FRAMEWORK
Introduction:
The Seven –S model was developed by McKinsey’s is an important part of the

organization. The two persons who developed this model were Tom Peters and Robert
Waterman, who were consultants at the McKinsey’s. They had published their 7S
models in their respective articles named, “The Art of Japanese Management (1981)”
and “In Search of Excellence (1982)”.
McKinsey’s & Co’s 7S framework provides a useful framework for analyzing the
strategic attributes of an organization. The model starts on the premises that each and
every organization is not just a structure as it consists of seven important elements.
Strategy, Structure and Systems can be considered as “Hardware” of success while
Style, Staff, Skills and Shared Values are considered as the “Software”. Companies,
in which these soft elements are present, are usually more successful at the
implantation of the strategy. The McKensy’s framework is shown in the figure.
Soft Ss:
The four Ss across the button of the model are less tangible, more cultural in nature
and were termed as Soft Ss by McKinsey.
1). Skills: The capabilities and competencies that exist within the company are termed
as skills.
2). Shared Values: The values and beliefs of the company. Ultimately they guide
employees towards “Valued Behavior”.
3). Staff: The company’s people resources and how they are developed, trained and
motivated.
4). Style: The leadership approach of top management and the company’s overall
operating approach.
Hard Ss:
The three Ss across the top of the model are described as “Hard Ss”. The 3Ss across
the top of the model are described as “Hard Ss”.
5). Strategy: The direction and scope of the company over the long term is known as
strategy.
6). Structure : The basic organization of the company, its departments reporting lines,
areas of expertise and responsibility (and how they inter –relate).
7). Systems: These are formal and informal procedures that govern everyday activity,
covering everything from management information systems, through the systems at
the point of contact with the customer (retail systems, call center systems, online
systems, etc.).

ORGANISATION STUDY
Diagram Showing pictorial diagram of McKinsey’s 7’S Model;
7S Model of Canara Bank
(1). Structure:
The bank has a well organized three tier structure with a sound foundation of 2113
business outlets and a well defined reporting architecture as the body to support. The
corporate governance which is the breath sustaining the momentum is through a very
talented board of directors including government appointed directors employee and
office representative directors guided by RBI, Ministry of Finance, Government of
India which forms the superstructure. Below figure shows the details structure of the
Canara Bank.
ORGANISATIONAL STRUCTURE
BOARD OF DIRECTORS
CHAIRMAN & MANAGING DIRECTOR
EXECUTIVE DIRECTOR

ORGANISATION STUDY
GENERAL MANAGERS
Portfolios
1. Corporate Credit Division – I (CCD-I) 9. Priority Sector Credit Dept
2. Corporate Credit Division – II (CCD-II) 10. Premises & Maintenance Dept
3. Retail Banking Department 11. Central Accounts & Legal Dept
4. Planning & Development Dept 12. Personnel Department
5. Recoveries Dept & General Admn Unit 13. Inspection Department
6. Dept. of Information Technology 14. Vigilance Department
7. Risk Management & Monitoring Dept.
8. Treasury & International Banking Division
Regional Offices - 35
Branches – 2125

ORGANISATION STUDY
And having 21 General Manager heading different departments in the organization
Board of Directors
Chairman & Managing Director
Executive Director Scale VIII
General Manager
Deputy General Manager
Assistant General Manager
Divisional Manager
Senior Manager
Manager
Assistant Manager

ORGANISATION STUDY
2). Skills:
The blend of management skills with employee orientation and employee skills with
organizational loyalty is unique to Canara Bank. Having introduced successfully the
Core Banking Solution (CBS) with an entire in house team of I.T. and Non –I.T.
officers itself is a proof and track record for the skills of the prudent banker with the
focus of migration of another 1500 branches to the CBS is a big leap in this direction.
Training policies and programmes are suitably designed, modified and updated on a
continuous basis to upgrade the knowledge levels and skills of its Executives,
Officers, and Workmen on par with the best in the industry. While several new
programmes are introduced in tune with the Corporate Goals, the existing
programmes are made more interactive and learner –friendly. Risk Management and
Basel II are the focal areas of their training programmes to ensure Bank’s readiness to
move over to the new Basel II regime and extra care is taken to sensitize the
workforce to these issues.
The bank has taken its first step in e –learning initiative with the uploading of reading
materials on Export Finance, Agricultural Lending and Financing SSI on its Intranet.
During the year, emphasis was given to train executives / officers in the areas of Risk
Management, Risk Based Supervision, Basel II, Agricultural Lending, Credit
Management, Corporate & Retail Credit, Recovery Management, Marketing &
Relationship Banking, Foreign Exchange business and CBS.
(3). Style:
The conduct of the operations as well as administration at each operational unit

having effective internal control has a vivid style by itself. Every branch manager has
his own style of functioning individually but collectively is a canara team member,
which is the brand equity of the bank. The style of the bank in business or in
administration has a unique niche in the industry, poised to excel among the peers.

ORGANISATION STUDY
Decision making style (powers of disposal):
Chief Manager Asst. General DGM GM

Manager
Chief Manager CM or AGM DGM
CM or AGM
Desk Manager Desk Manager Desk Manager
(Scale II/ III) (Scale II/ III) (Scale II/ III)
Desk Manager
(Scale II/ III)
(4). Strategy:
Being one of the leading public sector banks with a culture of well managed private
sector professional institution, the strategy of the bank is to be a premier among the
peers and to excel in all the parameters are it business or social responsibilities. To be
the faithful and friendly financial partner to their beloved clients. The strategy also
includes concern for the middle class and the moderate income group of the society
for financial inclusions. Evolving a product called “Canara Samanya”, with zero
balance in rural and semi –urban areas and ensuring 100% coverage at all lead
districts the goal under the financial inclusion which is being met. Thus, all the
products and services are targeted towards the above focus including the core banking
and internet banking etc. which are introduced at a very nominal minimum balance
and no hidden charges.
Strategies for 2011-12

 Corporate theme for the year- “Acquire Accounts Aggressively, Add Core
Deposits Continuously”
 Year also marked as-Year of NPA resolution
(5). System:
The systems and procedures of the bank are a time tested one on sound and scientific
foundation. The systems and procedures are well defined and are available with all the
hierarchy as no need to know basis. The recently developed best practice codes and

ORGANISATION STUDY
the best behavioral practices are the guiding factors of the systems prevailing. The
well structured process manuals are available for all the functional areas, be it
business or administration or inspection and audit.
(6). Staff:
The staff composition is so mixed and having experience and loyalty to the institution
as the core credentials reflecting the customer’s loyalty and ethics. The bank has
ventured into a recruitment drive at all levels to ensure the mix of experience and
youth at appropriate level and also to ensure the age profiles of the cadres match with
technological advancement. An ongoing annual promotional process to ensure
blending of experience and expertise to be brought to the fore. A balanced team of
executives guide the operations.
The bank had a total staff strength of 28000 as on 31 -03 -2011.where as the strength
of Udupi is 85. And per employee productivity on that date is 4.98crores. The SC /ST
Employees constituted 26.23% of the total staff strength.
The HR Policy has been geared to meet the corporate objective of accelerated and
profitable growth. This includes Campus and Direct Recruitments for replenishing
skilled Man Power in Agricultural Finance, IT, Accounts and Financial Management,
International Business, Credit, Marketing, Risk Management etc. The Promotion
Policy has also been fine tuned to reward Outstanding Performance and also to
facilitate Succession Planning.
(7). Shared Values:
The core of above 6Ss is the ground rules of shared values. It is like the invisible
software which works on the above 6S as the hardware and makes the institution work
to the desired level of output.
Vision, Mission and Quality Policy:
Vision (2011 -2012):
“Consolidating position as a Premier Public Sector Bank with Increased Global

Outreach”.
“Emerging as a Strong, Vibrant Responsive Competitive Bank”.
“Embracing state of art technology harnessing human potential and effectively
participating in the process of Nation Building”.
Serving its constituents and stakeholders as a “Faithful and Friendly Financial
Partner”.

ORGANISATION STUDY
Mission of Canara Bank:

The Mission articulated for each of the functional area of the Bank is highlighted
below:
 Resources: To achieve global deposits of Rs.50 thousand crore by 2011 and

around Rs.59 thousand crore by 2010 with emphasis on low cost resources slated
to constitute at least 45% of the total resources by planned strategic initiatives
including branch expansion, aggressive marketing and active involvement of each
and every employee of the Bank.
 Advances: To build a qualitative asset base of around Rs.35 thousand crore by

2011 and Rs.41 thousand crore by 2011 to augment the income portfolio of the
Bank.
 Business: To achieve global business of nearly Rs.85 thousand crore by March

2011 and attain Rs.100 thousand crore by 2011.
 Profitability: To make every branch a profit centre to earn a net profit of Rs. One
thousand crore by 2011and guarantee best possible returns to the stakeholders
value.
 Management of Assets: To focus on improving the quality of asset portfolio by

avoiding slippage of assets to NPA and to strive to upgrade the existing non-
performing assets to performing assets.
 Human Resources & Organization structure: To mould and strengthen the

organizational structure to meet the future Business requirements and challenges.
To redefine and redevelop peoples’ management techniques so as to unleash
human potential, drive growth and nurture leadership of high quality corporate
governance.
 Customer Relationship Management: To fine-tune our marketing strategies to

meet the ever-growing market demands, to ensure that our products and services
adapt to the changing needs and expectations of the customer, to provide the
customer the ideal banking ambience, to reorient our publicity so as to provide
increasing visibility to our Brand, to get our branches / offices ISO 9001-2000
compliant.
 Risk Management: To become Basel II compliant under all facets of Risk

Management and transform the Bank into total risk enabled enterprises, which
addresses the concerns of every stakeholder by 2011.
 Information Technology: To bring minimum of 80% of the Bank’s business under

Centralized Core Banking network by 2011 spanning minimum of 700 branches
across the country, supplemented by additional delivery channels with 750 ATMs

ORGANISATION STUDY
and 750 fully automated branches, backed by a comprehensive fail safe Business
Continuity Plan.
 Forex and Treasury: To profitably manage the forex and investment assets of the
Bank to achieve a dealing room turnover of Rs. 565 thousand crore by March
2011 and a net profit of nearly Rs.100 crore.
 Para Banking: To achieve insurance premium collection of nearly Rs.200 crore

with a commission income of Rs.35 crore, a credit card base of 2 lakh that brings
in earnings of a minimum of Rs.15 crore and a debit card base of 15 lakh fetching
a net revenue of Rs.20 crore.
 Inspection: To migrate progressively from the present transaction oriented

inspection system to a risk based audit exercise enhancing the effectiveness of risk
management, control and governance processes.

ORGANISATION STUDY
SWOT ANALYSIS
SWOT Analysis refers to the strength and weakness of the company and opportunities
and threats in the environment. The investor should carry out a SWOT analysis for the
chosen industry. Take for instance, increase in demand for the industry’s product
becomes its strength, presence of numerous players in the market, i.e. competition
becomes the threat to a particular industry. The progress in the research and
development in that particular industry is an opportunity and entry of multinationals
in the industry becomes the threat to that industry.
A SWOT Analysis is a strategic planning tool used to evaluate the Strengths,

Weaknesses, Opportunities, and Threats involved in a project or in a business
venture or in any other situation requiring a decision.
The required first step in SWOT analysis is the definition of the desired end state or
objective. The definition of objective must be explicit and approved by all participants
in the process. This first step must be performed carefully because failure to identify
correctly the end state aimed for leads to wasted resources and possibly failure of the
enterprise.
Once the objective has been identified, SWOTs are discovered and listed. SWOTs are
defined precisely as follows:
Strengths: Are attributes of the organization that are helpful to the achievement of the
objective.
Weaknesses: Are attributes of the organization that are harmful to the achievement of
the objective.
Opportunities: Are external conditions that are helpful to the achievement of the
objective.
Threats: Are external conditions that are harmful to the achievement of the objective
Strength of Canara Bank:
 The Bank has a good image in the eyes of the general public. Canara bank
provides financial assistance to various sectors like Agriculture, SSI, SME etc.
 As a part of its innovative strategies in product development process, bank has
constantly reviewed and redefined many of its products to meet the ever –
changing needs and expectations of the customers. Like Canara-Samanya, Canara-
Vidhyarthi
 The security arrangements in the bank are carried out satisfactorily. To achieve
quantitative improvements in key areas of security, the Annual Security Action
Plan had been effectively implemented.
 The bank has an effective and transparent system of Corporate Governance driven
by a highly professional Board which strives to adopt the best business practices

ORGANISATION STUDY
that can enable the Institution to retain the competitive edge through innovation
and world class standards of delivery of contemporary services and products.
 In this context, the bank has placed systems in place for risk assessment and
management and provisions for continuous monitoring. The bank has been
proactive in conforming to the requirements of the Regulatory Authorities.
 It is well equipped to meet the challenges of 21 st century, in the areas of IT,
Knowledge and competition.
 It has launched Centralized Banking Solution (CBS) which covers 75% of the
total business.
Weakness of Canara Bank:
The bank has implemented Core Banking Solution (CBS) by networking 1529
branches spread across over 2120 Branches covering over 75% of the Bank’s
business, which need to cover all the branches so as to cover 100% of the
bank’s business.
IT Policy and Strategy implementation by the bank has not been covered to all
the branches. Some of the facilities provided by the Canara Bank like ATM,
Credit Card, Debit Card are with in a particular geographic area, which need to
be expanded.
The bank has only a single branch at London; more number of branches must
be developed, not only in India but also abroad.
The large portion of their existing employees in the edge of retirement, this may
create a problem in the future.
Opportunity for Canara Bank:
The Central Banking Solution (CBS) has to be implemented in every branch, so as to

improve its business activity. More opportunity is there for the bank if it implements
all its branches totally with computerized and the business may spread across the
world if it diversifies some of the branches in various countries. The bank continues
to identify new areas and activities that require attention, as well as the risk
management skills, processes, and practices that need to be developed and
strengthened.
The bank is planning to adopt best international practices in Credit Risk Management
and Basel II implementation by outsourcing end to end solution viz., on –line
appraisal system, risk assessment, risk inputs estimates, capital computation and
RAROC framework. The Bank is also in process of engaging reputed consultant to
design and implement Operational Risk Management Framework.

ORGANISATION STUDY
Threats for Canara Bank:
In this technological and fast growing world the greatest threat for the bank is to
compete with other public sector banks, private banks and also foreign banks. Canara
bank has to prove that it’s unique in providing various products and services to its
customers. This is possible by continuous improvement and adopting technological
advancements.
Government policies may go strict. More and more government policies make the
company follow the rules which ultimately affect the company revenues.
 Intense competition in the market.
 Market share redistribution.
 Market place is becoming smarter.
STRENGTHS
- Leadership in Karnataka state
- Diversified loan book
- Comfortable capital and reserve levels-
WEAKNESSES
- Declining asset quality to impact margins
- Low international exposure
OPPORTUNITIES
- Foray into high growth areas likely to broaden fee income sources
- Government support to boost capital strength
- Government initiatives likely to spur demand in financial transactions-
THREATS
- Weak monsoon likely to impact rural credit off-take
- Declining exports likely to subdue trade financing demand in India
- Intensifying competition likely to check growth opportunities
Conclusion:
It is not simply enough to identify the strengths, weaknesses, opportunities, and
threats of a company. In applying the SWOT analysis it is necessary to minimize or
avoid both weaknesses and threats. Weaknesses should be looked at in order to
convert them into strengths. Likewise, threats should be converted into opportunities.
Lastly, strengths and opportunities should be matched to optimize the potential of a
firm. Applying SWOT in this fashion can obtain leverage for a company.

ORGANISATION STUDY
LEARNING EXPERIENCE
Learning Experience Gained
Without a sound and effective banking system in India it cannot have a healthy
economy. The banking system of India should not only be hassle free but it should be
able to meet new challenges posed by the technology and any other external and
internal factors.
Various banks like Public Sector Bank, Private Sector Bank, Financial institution etc.
are making sincere efforts to meet the expectations of the customer by providing
better products and services.
Canara bank is one among the Top Tenth bank in public sector. The study has
highlighted that the bank is mainly focusing on customers’ satisfaction through
various schemes..The study reveals that the Canara Bank continues to identify new
areas and activities that require attention, for example the very recent schemes like
Pigmy plus, canara vidyarthi, canarasamanya are best examples. The risk
management skills, process, and practices that need to be developed and strengthened.
The bank is planning to adopt best international practices in Credit Risk Management
and Base II implementation by outsourcing end to end solution viz., on –line appraisal
system, risk management, risk inputs estimates, capital computation and RAROC
framework. The bank is also in process of engaging reputed consultant to design and
implement Operational Risk Management Framework. Apart from these the bank is
also aiming to:
1. Highly focused on human resources initiative. An employee is given ample
opportunities to learn and grow.
2. Bank has to give importance to:
National Priorities:
Some of the National priorities given by the bank in the areas like: Priority Sector
Credit, Agriculture and Allied Activities, Rural Extension Education Programmes,
Relief Measures for farmers, Housing Sector, Harnessing Solar Energy etc.
Social Development:
Canara Rural Development Trust, Rural Development and Self Employment
Training Institute, CanaraVidya, Implementation of Official Language (Hindi) etc.
are its some of the concern towards social development.
SME Sector:
 The bank is aiming for a minimum of 20% year –on –year growth in the
outstanding credit to SME, with a view to doubling the credit to SME’s by
2011 -12.
 The bank is also providing composite loans up to Rs. 100 lacs to tiny sector.

ORGANISATION STUDY
 The bank has the novel, exclusive schemes for providing hassle free credit to
SME’s like, Canara Laghu Udyami Credit Card wherein finance up to Rs.10
lacs can be made to small entrepreneurs and CanaraUdyog, wherein, SME’s
can be financed up to Rs. 50 lacs.
3. The security arrangements in the Bank are carried out satisfactorily. To achieve
quantitative improvements in key areas of security, the Annual Security Action
Plan had been effectively implemented.
Apart from these issues the bank has to concentrate on various aspects like:
Provide employment opportunities, provide better services, and focus on SME,
Agriculture sector because they constitute a major part for the development of GDP of
any nation; better training has to be given to the employees so that they can cope up
with the latest technology which the bank is adopting now a days (CBS).
In the present era, many banks make their best effort to attract number of customer
towards them, which resulted in aggressive competition in banking industry. So,
Canara Bank must cope up with the latest technology so as to provide better services
for the customers, they must make an effort to study well the mindset of the customer
and provide new products and services. As all the banks are trying to attract more
industry.

ORGANISATION STUDY
FINDINGS
 The bank is performing its operation successively by distributing its branch

network throughout the nation
 The banks profit is showing an upward trend from the last several years
 The administration of the head office of the bank is very systematic.
 The percentage of recovery of loan is satisfactory.
 Bank is sanctioning all types of loan amount more than what it is advancing.
 Bank has several special developmental schemes.
 The rate of interest for industrial loan is higher than for agriculture loan.
 Bank is charging high rate recovery fees.
 Bank is performing its operation throughout the nation. It has become possible for
the rural people of the nation to get very good banking facilities.
SUGGESTION AND RECOMMENDATION

In the light of the study conducted at the Canara bank and the specific issue of
credit that was examined during study period following suggestion are made for
consideration by bank management.
 Bank should simplify the procedure for granting loan
 For the efficient and effective working of the bank, bank should computerize all
the department
 Bank should increase the amount of loan.
 Since bank earns sufficient profit it can consider reduction of interest rate to loan
 Insurance facilities should be extended for all
 Bank should grant more loan
 Bank should adopt more scientific method of calculation of repaying capacity and
scale of finance
 Bank should arrange to link credit with marketing
 Bank should conduct seminar and symposium for people who taken loan
 Bank should fulfill the requirement of customers
 Bank should arrange to sanction loans for every one
 Bank should simplify the procedure for recovery of loans
 Bank should reduce recovery fees

ORGANISATION STUDY
CONCLUSION
Canara Bank Over the years has been various political, social and economic
transitions. Today, Indian banking is under reform process. Foreign Banks are
entering into market and private banks are gaining momentum. This stage is crucial
for a nationalized Bank like CanaraBank. Its future depends on how it can face threats
and cash on opportunities. Thinking globally considering local aspects is the need of
this hour. Canara Bank must use its vast banking experience to gain a strong hold in
the Indian banking system and build a globally respected brand.
CanaraBank has a bright future as it gives greater thrust towards technological up

gradation of its operations besides this, the bank has also installed ATM’s at most of
its branches.
Realizing and evolving the diverse needs of customers the Bank has diversified too,
entering several new areas such as credit card merchant banking, hire purchase and
leasing and electronic remittance service etc.
CanaraBank is one among the few banks in the country to take up principal
membership of VISA International and MasterCard International.
Thus the activities of Bank are improving day by day. Today, CanaraBank is a vibrant
institution. It has spread its branch network in all 28 states and 4 union territories of
the country and also abroad.
In this study, Credit appraisal and Monitoring to loan of the CANARA bank is
undertaken. Along with this, a study of different section of the bank has also been
undertaken. Developments of agriculture, upliftment of weaker section, rural
development, and extension of banking services are some of the important aims of the
CANARA bank. This can be achieved only if bank operates with highest efficiency
and satisfactory service. To generate income in rural and urban area co-operative
credit can contribute tremendously. In this direction the CANARA bank has
undertaken several measures to achieve goal, they opening the branches in rural area,
linking credit with marketing increasing savings and deposits, granting loans to all
sector.
The bank with its various branch network is working with highest efficiency to
ensure optimum utilization of funds with available infrastructure. It has introduced
innovative schemes in all areas to achieve development. Bank operates mostly with its
own resources without depending on any bank. This is the inherent strength of the
bank. The recovery percentage in CANARA Bank is highest. On the whole bank is
capable in providing economic growth with social justice.

ORGANISATION STUDY
BIBLIOGRAPHY
 www.finance.indiamart.com/investment_in_india/banking_in_india.html
 http://canarabank.in
 IBA bulletins.
 Brochures, Hand Books, Circulars, Magazines, Annual reports provided by

CanaraBank
 Book titled “Canara Bank A Peoples Bank” by M. V. Kamath.
 Money control.com
 www.google.in
Math homework help

https://www.homeworkping.com/


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ORGANISATION STUDY

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 1

I. CANARA BANK IN 2010-2011

Capital and Reserves

Networth of the Bank, as at March 2010, stood at Rs.12949 crore compared to

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 2

(Amt. in Rs. Crore)

Composition of Capital March 2010 March 2011

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 3

Micro, Small and Medium Enterprises (MSMEs), exposure to corporate and

RETAIL LENDING OPERATIONS

(Amt. in Rs. Crore)

Retail Lending March March Growth

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 4

TREASURY AND INTERNATIONAL OPERATIONS

Aggregate investments of the Bank, as at March 2010, moved up to Rs.69,677 crore.

Foreign Business Turnover of the Bank, as at 31st March 2010, aggregated to

Business performance of overseas branches as on 31.03.2011.

Overseas Branch Deposits Advances Gross Net Profit

Priority Sector Advances

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 5

Lead Bank Scheme

CORPORATE SOCIAL RESPONSIBILITY

ORGANISATION AND SUPPORT SERVICES

Composition of domestic branch network

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 6

Metropolitan 629 727

Infotech Progress 31.03.2010 31.03.2011

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 7

Any Where Banking Branches 2062 2091

Reservation Policy in respect of SCs and STs

Cadre Scheduled Castes Scheduled Tribes

TRAINING / HUMAN RESOURCE DEVELOPMENT (HRD)

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 8

Systems and Procedures

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 9

Subsidiaries, Sponsored Entities and Joint Ventures

1. Commercial Bank of India LLC (CBIL)

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 10

Data Collection is a Step in the preparation of project report. The information

Data is collected by the interacting with bank managers and officers.

 To study the loans and advances of the bank

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 11

Definition of Banking Company:

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 12

Stages of development of Banks in India

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 13

During the Wars

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 14

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 15

Branch expansion of all commercial banks:

Table No. 01.

As on Total No. of Rural Rural Branches as Population per bank

Table No. 02.

1950 -51 430 820 580

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 16

Growth of deposits in India of all scheduled commercial banks was as follows:

Currently (2011), overall, banking in India is considered as fairly mature in terms of

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 17

As far as the present scenario is concerned the banking industry in India is in a

RAGHAVENDRA.C.K, M.B.A, SECOND YEAR, REG NO. 10MB0725 18

Diagram: Shows the Banking Structure in India: