A

Project Report

On

Central bank of India

Submitted to

Maratha Mandir’s

Babasaheb Gawde Institute of Management Studies

Mumbai Central

Submitted by

Aniket Bodhak

Roll no.A-08

Under the Guidance of

Prof. Chitra

Specialisation

Finance

Batch: 2018-20

Master of Management Studies (MMS)

University of Mumbai
 DECLARATION

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

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

have successfully completed general project Central Bank of India . The information

incorporated in this project is true and original to the best of my knowledge.

Date : _________________ ______________________

Signature
 MARATHA MANDIR’S
Babasaheb Gawde Institute of Management Studies
Mumbai Central

CERTIFICATE

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

Prof. Chitra _____________

Name of Faculty Guide Signature

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

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

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

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

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

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

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

Sr. No. Particulars Page No.

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

3 Organising

4 Directing, Motivating, and

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

9 Conclusion

10 Suggestion

11 Reference
CENTRAL BANK OF INDIA

CHAPTER 1 :- INTRODUCTION

1. Industry Details & Economic Performance in the Country–

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

Nameboard of Central Bank of India, Shankar Sheth Road Branch, Pune

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

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

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

1921 Introduction to the Home Savings Safe Deposit Schemeto build saving/thrift
habits in all sections of the society.

192 An Exclusive Ladies Department to cater to the Bank's women clientele.

4

192 Safe Deposit Locker facility and Rupee Travellers' Cheques.

6

192 Setting up of the Executor and Trustee Department.

9

193 Deposit Insurance Benefit Scheme.

2

196 Recurring Deposit Scheme.

 2

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

197 The Merchant Banking Cell was established.

6

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

0

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

6

198 The housing subsidiary Cent Bank Home Finance Ltd. was started with its
9 headquarters at Bhopal in Madhya Pradesh.

199 Quick Cheque Collection Service (QCC) & Express Service was set up to
4 enable speedy collection of outstation cheques.

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

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

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

Central Bank of India

Central to You Since 1911

Type Public

Traded as BSE: 532885

NSE: CENTRALBK

Industry Banking, Financial services

Founded 21 December 1911; 109 years ago

Headquarters Mumbai, Maharashtra, India

Key people
Tapan Ray
 (Non-Exe Chairman) [1]

Pallav Mahapatra
(MD & CEO)

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

Operating ₹2,733 crore (US$380 million)(2019)

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

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

Owner Government of India

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

Website www.centralbankofindia.co.in
Corporate Vision Mission Value statement

 Nature Of business

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

 Savings Bank Account:

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

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

Any Branch Banking of Central Bank of India

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

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

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

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

 Balance Enquiry / Statement Printing: -

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

 Deposit Interest Credit: -

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

 Cheque Deposit Facility: -

Any branch cheque can be deposited

TOTAL BRANCHES AND ATM’S OF CENTRAL BANK OF INDIA

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

Total Branches 3546

Rural 1379

Semi Urban 889

Urban 680

Metropolitan 598

ATMs 400

CBS Branches 1211

 Branches
1.2

1.4

Rural
Semi Urban
Urban
Metropolitan

3.2 8.2

Shareholding Pattern

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

Shareholder Percentage
Government of India 80.20

FIs 7.17

FIIs 3.86

Insurance Companies 0.23

Other Body Corp. 0.80

Public 6.42

Others 1.32
 Products & Services

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

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

Useful Information
Central Bank of India
Corporate Office
Chander Mukhi, Nariman Point
Mumbai – 400 021
Ph: +91-22-6638-7777
Web: www.centralbankofindia.co.in
Chapter no 3 : Organizing
Layout

Item No. Provision Information

4(1)bi The particulars of organization functions and Central Bank of India is a Public Sector Bank
duties. constituted by the Banking Companies (Acquisition &
Transfer of undertakings) Act, 1970. 100% of its shares
are held by Govt. of India.

Its organizational structure are-

details

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

Whether to sanction a loan or not, is the absolute

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

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

 Branch Managers in different categories

of branch.

 Assistant Regional Manager and

Regional Manager in Regional Offices.

 Chief Manager/Assistant General

Manager in Zonal Office/Branch.

 Dy. General Manger in Zonal

Office/Central Office/Branch.

 General Manager in Zonal Office/Central

Office.

 Executive Director.

 The Chairman and Managing Director.

 Management Committee of board.

 Board of Directors.

Within the overall lending powers, there are

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

Further, there is a well defined organizational

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

Dy. Zonal Managers at Zonal Offices have been designated

as CPIO for their respective Zonal office.

Mrs Sulbha Pande (DGM Operation Dept. ) has been

designated as CPIO for all departments at Central
office( Other than HRD & Vigilance Dept.)

SHRI P C Bairwa (DGM HRD. ) has been designated as

CPIO for all training colleges ( SPBTC,CBOTCs&
ZSTCs),HRD & VIG.DEPT at C.O.

DGMs posted at CFB, Mumbai and Mumbai Main Office

have been designated as CPIO for their respective offices.

All Branch Managers, Asstt. Regional Managers &

Regional Managers under Zone are hereby designated as
Central Assistant Public Information Officer (CAPIO)
under section 5(2) of the said Act.

All Chief Managers, Astt. General Managers at the

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

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

prescribed.

Awards and Achievements

  Central Bank of India awarded FIRST PRIZE for excellent implementation of Official
Language Policy of Govt. of India for the Year 2016-2017

 Central Bank of India was awarded Fintech India Award 2016 under category
Mobile Banking at a function organized at Mumbai
 Central Bank of India awarded Rajbhasha Kirti Puraskaar
 Central Bank Of India awarded with three 'FIRST' Prizes for all the three lingustic
regions under 'RBI RAJBHASHA SHIELD SCHEME'.
 Banking technology award to Central Bank Of India
 Central Bank of India awarded FIRST PRIZE for excellent implementation of
Official Language Policy of Govt of India

STATE BANK OF INDIA – 28%

CENTRAL BANK OF INDIA – 24%
ICICI BANK - 22%
HDFC BANK - 19%
OTHER BANK - 7%

Central-Bank-of-India-logo-1-644×362
Published December 6, 2017 at 644 × 362 in Central-Bank-of-India-logo-1-644×362

THE CONCEPT AND MEANING OF THE BANK’S SYMBOL

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

The four squares in the symbol of the bank represent the four focal points, viz., Man, Finance, Industry
and Nation evolving their harmonious inter-relationships, on which the Bank focuses the services
rendered by it vis-à-vis its role in the economy. The bars that join the squares effectively depict the
two-way interactions between the said focal points of the Bank. Further, the symbol implies the Bank’s
role in establishing the desirable balance between ‘Man’ and ‘Industry’ and between the ‘Nation’ and
‘Finance’ by placing the focal points at top, bottom and at sides respectively.

Career
HR MISSION OF THE BANK
“To make HRM a strategic business partner by leveraging HR for the competitive advantage of the
Bank in tune with business strategy, planning and Corporate goals of the Bank.”

INSTITUTIONAL APPROACH TOWARDS ‘CENTRALITES’

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

C –Creating Commitment towards the Task

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

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

C – Creating Commitment towards the Task :

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

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

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

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

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

T – Trust in Team Building :

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

R – Respect to Employee :

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

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

A – Agent of Change :

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

L – Learning Organization :

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

I – Incentives for High Performance :

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

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

T – Transformational Leadership :

We believe in developing our leaders who have the ability to get people to change, to improve, and to
be led. It involves assessing associates’ motives, satisfying their needs, and valuing them which in turn,
make our Bank more successful by valuing its associates.

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

E – Equity & Fair Play :

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

CORPORATE GOVERNANCE - CODE OF CONDUCT for the Bank’s Board

of Directors and Core Management approved by the Board

I. NEED AND OBJECTIVE OF THE CODE

Clause 49 of the Listing Agreement entered into with the Stock Exchanges requires, as part of Corporate Governance the listed
entities to lay down a Code of Conduct for Directors on the Board of an entity and its Senior Management. Senior Management has
been defined to include personnel who are members of its Core Management (top Executives at the level of General Managers) and
functional heads excluding the Board of Directors.

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

II. BANK’S BELIEF SYSTEM

This Code of Conduct attempts to set forth the guiding principles on which the Bank shall operate and conduct its daily business
with its multitudinous stakeholders, government and regulatory agencies, media, and anyone else with whom it is connected. It
recognises that the Bank is a trustee and custodian of public money and in order to fulfill its fiduciary obligations and
responsibilities, it has to maintain and continue to enjoy the trust and confidence of public at large.

The Bank acknowledges the need to uphold the integrity of every transaction it enters into and believes that honesty and integrity in
its internal conduct would be judged by its external behaviour. The Bank shall be committed in all its actions to the interest of the
countries in which it operates. The Bank is conscious of the reputation it carries amongst its customers and public at large and shall
endeavour to do all it can to sustain and improve upon the same in its discharge of obligations. The Bank shall continue to initiate
policies, which are customer centric and which promote financial prudence.

III. PHILOSOPHY OF THE CODE

The Code envisages and expects -

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

➢ GENERAL STANDARDS OF CONDUCT

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

➢ CONFLICT OF INTEREST
A “conflict of interest” occurs when personal interest of any member of the Board of Directors and of the Core Management
interferes or appears to interfere in any way with the interests of the Bank. Every member of the Board of Directors and Core
Management has a responsibility to the Bank, its stakeholders and to each other. Although this duty does not prevent them
from engaging in personal transactions and investments, it does demand that they avoid situations where a conflict of interest
might occur or appear to occur. They are expected to perform their duties in a way that they do not conflict with the Bank’s
interest such as:

• Employment / Outside Employment - The members of the Core Management are expected to devote their total
attention to the business interests of the Bank. They are prohibited from engaging in any activity that interferes
with their performance or responsibilities to the Bank or otherwise is in conflict with or prejudicial to the Bank.

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

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

A. APPLICABLE LAWS

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

B. DISCLOSURE STANDARDS

The Bank shall make full, fair, accurate, timely and meaningful disclosures in the periodic reports required to be filed with
Government and Regulatory agencies. The members of Core Management of the Bank shall initiate all actions deemed
necessary for proper dissemination of relevant information to the Board of Directors, Auditors and other Statutory Agencies,
as may be required by applicable laws, rules and regulations.

C. USE OF BANK’S ASSETS AND RESOURCES

Each member of the Board of Directors and the Core Management has a duty to the Bank to advance its legitimate interests
while dealing with the Bank’s assets and resources. Members of the Board of Directors and Core Management are prohibited
from:

➢ using corporate property, information or position for personal gain;

➢ soliciting, demanding, accepting or agreeing to accept anything of value from any person while dealing with the
Bank’s assets and resources;
➢ acting on behalf of the Bank in any transaction in which they or any of their relative(s) have a significant direct or
indirect interest.

D. CONFIDENTIALITY AND FAIR DEALINGS

1. Bank’s Confidential Information

➢ The Bank's confidential information is a valuable asset. It includes all trade related information, trade secrets,
confidential and privileged information, customer information, employee related information, strategies,
administration, research in connection with the Bank and commercial, legal, scientific, technical data that are
either provided to or made available to each member of the Board of Directors and the Core Management by the
Bank either in paper form or electronic media to facilitate their work or that they are able to know or obtain
access by virtue of their position with the Bank. All confidential information must be used for Bank’s business
purposes only.

➢ This responsibility includes the safeguarding, securing and proper disposal of confidential information in
accordance with the Bank's policy on maintaining and managing records. This obligation extends to confidential
information of third parties, which the Bank has rightfully received under non-disclosure agreements.
➢ To further the Bank’s business, confidential information may have to be disclosed to potential business partners.
Such disclosure should be made after considering its potential benefits and risks. Care should be taken to divulge
the most sensitive information, only after the said potential business partner has signed a confidentiality
agreement with the Bank.
 ➢ Any publication or publicly made statement that might be perceived or construed as attributable to the Bank,
made outside the scope of any appropriate authority in the Bank, should include a disclaimer that the publication
or statement represents the views of the specific author and not the bank.

2. Other Confidential Information –

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

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

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

IV. GOOD CORPORATE GOVERNANCE PRACTICES

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

(a) Dos

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

(b) Don’ts

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

(C) Duties of Independent Directors:

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

Independent Directors shall also —

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

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

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

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

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

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

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

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

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

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

V. WAIVERS

Any waiver of any provision of this Code of Conduct for a member of the Bank’s Board of Directors or a member of the Core
Management must be approved in writing by the Board of Directors of the Bank.

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

AN ORGANISATION SYNONYM WITH STRONG TEAM-WORK

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

ILLUSTRATIVE LIST OF PROGRAMMES TO DEVELOP LEADERSHIP

SKILLS AMONG OFFICERS

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

 Imparting intensive Leadership Development programmes preferably through deputing to

external Institutes of repute
 Providing constant avenues to exhibit and harness their leadership qualities through nominating
them to important assignments of business significance
 Evolving different career tracks for potential leaders in difference to the regular tracks of
promotions
 Offering opportunities to handle their choice job roles
  Constant performance assessment and incentivising it through providing monetary and non-
monetary incentives
 Tweaking the HR Policies to foster exceptional growth in their career graph
 Leverage and institutionalize their expertise by encouraging them to disseminate their success
stories throughout the Institution

Chapter No 7
HR Policies of the organization

MAJOR INNOVATIVE HR PRACTICES INTRODUCED BY OUR BANK

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

 Strategic HR Manpower Plan.

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

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

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

‘Winning’ is a passion for our Bank and accordingly, we have show-cased our performance in various
areas of business & people importance in the competitions/Award functions held by various
organizations/Institutions of high repute. Accordingly, during the last three year ie., 2011 to 2013, the
following are some of the prestigious Awards and Accreditions won/received by the Bank :

Nature of Award/ List of Awards and Accreditations won / received during last 3
Accreditation years
HR Awards  ‘GOLDEN PEACOCK HR EXCELLENCE
AWARD’ From Institute of Directors (IOD),
New Delhi, a Non-Profit professional Organisation of high
repute.
 ‘CEO WITH HR-ORIENTATION’ Award to CMD
by ‘Star News’ under the auspices of
‘WORLD HRD CONGRESS 2012’.
 ‘HR LEADERSHIP AWARD FOR HR
EXCELLENCE FOR INNOVATIVE HR
PRACTICES’
to the Bank by ‘Star News’ under the auspices of
‘WORLD HRD CONGRESS 2012’.
 ‘HR LEADERSHIP AWARD FOR LEADING HR
PRACTICES IN QUALITY OF
WORK-LIFE, PHYSICAL & MENTAL WELL-
BEING’ by ‘Shine.com (Hindustan Times)
under the auspices of ‘WORLD HRD CONGRESS 2012’.
 Two Awards for ‘Best HR Strategies’ & ‘Innovation
in Employee Retention
Strategies’ conferred by Greentech Foundation.
 ‘Greentech HR Excellence Award – 2013’ for
‘Training Excellence’ by Greentech
Foundation.
 ‘HR-Oriented CEO’ Award to our CMD by
Greentech Foundation during April 2013.
 ‘Lifetime Achievement Award’ our CMD by
Greentech Foundation during April 2013.

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

ISO
 Bank’s Apex Training College – Sir Sorabji
CERTIFICATIONS & Pochkhanawala Bankers’ Training
ACCREDITIONS College (SPBTC), Mumbai was accredited with ‘ISO
9001:2000’ Certification by an
Agency of Global repute ie., International Certification
Services Pvt Ltd for
implementing the Quality Standards in Training &
Development function.
 Got accreditation as second among all PSBs in
Financing Tata Motors Booking
Loans.
 Ranked 4th Best Public Sector Bank in India under
‘Brand Equity –
Top 100 Most Trusted Brands 2011’ as per the Survey
conducted by
Economic Times.
 Ranked at 16th position in 2011 under ‘India’s Most
Trusted Service Brands’
Category as per survey conducted by Economic Times.
 Adjudged and rewarded as one of the ‘TOP 3
NATIONALISED BANKS’ in the
Economic Times Brand Equity’s List of Top 50 Service
Brands, 2009.
 Among top five Most Trusted Banks by a Survey
conducted by AC Nielsen &
Economic Times.
 Principal Banker for E-Shakti Project in Patna of
 Bihar Government.
 Principal Banker for Project ‘SUFI’ of Sikkim
Government - for bridging
Bharat and India.
 MOU entered into with Unique Identification
Authority of India (UIDAI).
 Participated in National Seminar on Skilling India’s
Youth Organized by
American India Foundation (AIF) in collaboration with
the National Skill
Development Corporation (NSDC) and supported by the
Bank in the presence
Of Former President of India, Dr. APJ Abdul Kalam.
 Bank hosted ‘BANCON 2010’ successfully and with
required passion and
precision as a curtain raiser for its Centenary Year with
the contemporary
Theme – ‘TRANSFORM TO OUTPERFORM : IDEATE,
INNOVATE & INSPIRE’.
 Held grand Inaugural Function of Centenary which
was graced by the
President of India, Smt. Pratibha Devi Singh Patil on
23rd December 2010
and other dignitaries viz., Governor and Chief Minister of
Maharashtra State.
 Bank rolled out several activities of value creation
during its Centenary Year
from 21st December 2010 to 21st December 2011.
 ‘CERTIFICATE OF EXCELLENCE’ for the
proactive Role in establishing Rural
Self Employment Training Institute (RSETI) across the
country during the year 2011-12.
Chapter no 9
CONCLUSION
The above illustrative list of HR best practices & Strategies imbibed by our Bank clearly demonstrates
that we are second to none in taking due care of employee Welfare & Wellness and to provide right
opportunities for career progression alongside developing their capabilities to meet the growing
challenges of competition.
Chapter no-10
Suggestion

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