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1Z0-218 PeopleSoft HRMS Fundamentals

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1Z0-218 exam Dumps Source : PeopleSoft HRMS Fundamentals

Test Code : 1Z0-218
Test cognomen : PeopleSoft HRMS Fundamentals
Vendor cognomen : Oracle
: 106 actual Questions

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Oracle Oracle PeopleSoft HRMS Fundamentals

Oracle Patches seventy eight safety Vulnerabilities | killexams.com actual Questions and Pass4sure dumps

Oracle has just released its quarterly safety update addressing 78 vulnerabilities throughout its complete range of items, many of that are rated essential.

"because of the haphazard posed by using a a hit attack, Oracle strongly recommends that purchasers apply CPU [Critical Patch Update] fixes as soon as feasible," the traffic says.

Some vulnerabilities can also subsist mitigated by blockading the community protocols required for their exploitation. other dangers will also subsist decreased through reducing the privileges of the attacked accessories.

an inventory of items littered with vulnerabilities patched during this release is as follows:

· Oracle Database 11g unlock 2, types eleven.2.0.1, eleven.2.0.2

· Oracle Database 11g free up 1, version eleven.1.0.7

· Oracle Database 10g liberate 2, types 10.2.0.3, 10.2.0.four, 10.2.0.5

· Oracle Database 10g unlock 1, version 10.1.0.5

· Oracle secure Backup, edition 10.3.0.three

· Oracle Fusion Middleware 11g unencumber 1, types 11.1.1.3.0, eleven.1.1.4.0, 11.1.1.5.0

· Oracle application Server 10g unencumber three, edition 10.1.3.5.0

· Oracle utility Server 10g release 2, version 10.1.2.3.0

· Oracle enterprise Intelligence commercial enterprise edition, models 10.1.3.four.1, 11.1.1.three

· Oracle id management 10g, types 10.1.four.0.1, 10.1.4.3

· Oracle JRockit, models R27.6.9 and prior (JDK/JRE 1.four.2, 5, 6), R28.1.three and previous (JDK/JRE 5, 6)

· Oracle outdoor In know-how, models 8.three.2.0, 8.three.5.0

· Oracle enterprise manager 10g Grid handle unlock 1, edition 10.1.0.6

· Oracle traffic supervisor 10g Grid control unlock 2, version 10.2.0.5

· Oracle traffic supervisor 11g Grid control liberate 1, version 11.1.0.1

· Oracle E-company Suite unlock 12, models 12.0.4, 12.0.6, 12.1.1, 12.1.2, 12.1.three

· Oracle E-business Suite liberate 11i, edition 11.5.10.2

· Oracle Agile expertise Platform, types 9.3.0.3, 9.3.1.1

· Oracle PeopleSoft enterprise FIN, edition 9.0, 9.1

· Oracle PeopleSoft commercial enterprise FMS, types 9.0, 9.1

· Oracle PeopleSoft commercial enterprise FSCM, versions 9.0, 9.1

· Oracle PeopleSoft traffic HRMS, models eight.9, 9.0, 9.1

· Oracle PeopleSoft enterprise SCM, types 9.0, 9.1

· Oracle PeopleSoft traffic PeopleTools, types 8.forty nine, 8.50, 8.fifty one

· Oracle solar Product Suite

Oracle releases patches on a quarterly basis, in the Tuesday it's closest to the seventeenth. The subsequent patch is scheduled for October 2011 and it will subsist the final for this yr.


Wall road to Oracle: stroll away | killexams.com actual Questions and Pass4sure dumps

manhattan (CNN/money) - Wall highway has the following phrases of advice, courtesy of Kenny Rogers, for Oracle CEO Larry Ellison: know when to walk away.

The department of Justice introduced Thursday that it is going to screen Oracle's antagonistic takeover bid for emulate application enterprise PeopleSoft. but Oracle directly countered, asserting that it could battle the ruling in court docket.

This application cleaning soap opera is drawing near its ninth month. but Oracle is no nearer to winning PeopleSoft now than it turned into when it first announced its adversarial bid in June, regardless of having raised the rate of the bid twice. (It now stands at $26 a share, or $9.4 billion.) Analysts and fund managers feel or not it's time for Oracle to concede defeat.

"i used to subsist sort of hoping that Oracle would drop the bid," spoke of Matt Kelmon, president of Kelmoore investment Co., which owns Oracle within the Kelmoore approach Eagle fund. "My most efficient ante is that the deal will by no means salvage accredited."

Oracle inventory flat while rivals start

Shares of Oracle (ORCL: analysis, Estimates) fell greater than three p.c Friday. The stock has lagged the performance of most of its competitors considering that June. Shares of Oracle are just about flat given that the enterprise made its prefatory present for PeopleSoft (PSFT: research, Estimates). in the meantime, shares of SAP (SAP: analysis, Estimates) accommodate surged 35 % and PeopleSoft's inventory has surged forty one p.c.

PeopleSoft has benefited no longer only from Oracle's interest however also from enhancing fundamentals following the closing of its personal merger with J.D. Edwards.

nonetheless, Oracle and PeopleSoft both trail SAP in the application software market, a lucrative a allotment of the application world. application utility helps huge businesses automate hobbies features equivalent to human resources, supply chain administration and consumer relations.

Oracle, which generates most of its income from the maturing database company, is trying to profile a much bigger splash in purposes. The company become hoping to gain PeopleSoft's clients through a merger.

youngsters, Oracle has recently proven signals of momentum in its personal application company. The enterprise stated powerful fiscal 2d quarter consequences in December. The third quarter is determined to nigh this Sunday and Oracle will report third quarter numbers someday in March. Analysts are expecting a 9 p.c year-over-year multiply in income and profits.

however the carrying on with takeover saga could distract Oracle's management for months or longer and that may antecedent Oracle to lose momentum and focus of attention even as the software market recovers.

"here's a company that is now dealing with a extremely aggressive landscape and the management group, instead of going quietly into that advantageous evening, is now going to disburse on a expensive criminal battle with the govt," observed Jason Brueschke, an analyst with Pacific growth Equities.

What's extra, the battle is likely a losing one. however Oracle succeeds in overturning the DOJ's determination, it subsist likely to puss an excellent extra formidable challenge. "i am pretty assured that they're going to subsist combating the european Union as well," referred to Brueschke.

The ecu has a tradition of scuttling excessive profile offers. It blocked classic electric's proposed acquisition of Honeywell in 2001. The agency additionally rejected the deliberate merger between sprint and WorldCom in 2000.

Time to locate one other goal

So history is not on Oracle's aspect. and that's total of the extra understanding behind the enterprise to hand over and whisk on. It looks to some that the takeover battle is fitting greater ego-driven than the rest. PeopleSoft CEO Craig Conway used to toil for Oracle and he and Ellison were changing pointed verbal jabs due to the fact that June.

"If Oracle continues to battle, this stops being an financial decision for the traffic and looks more and more relish an emotional resolution," said Richard Williams, an analyst with apex Analytic companions.

Oracle also announced Thursday that it no longer plans to nominate candidates for PeopleSoft's board of administrators at its March 25 annual shareholder assembly on the grounds that the prison considerations are not resolved through then. however Oracle prolonged the deadline on its PeopleSoft present unless June 25.

This never-ending legend is nascence to alienate people that accept as objective with in Oracle for the long-time period. Kelmon preeminent he is because promoting his Oracle stake because however the traffic reviews a superb third quarter, investors might no longer salvage too excited given the looming legal battle.

Alan Loewenstein, co-manager of the John Hancock know-how fund, which owns Oracle, observed he soundless thinks Oracle is value greater than the existing stock fee however he's also becoming bored with the PeopleSoft saga.

"i would relish for Oracle to walk away and maybe purchase anything else," preeminent Loewenstein. Wall street has commonly mentioned BEA systems (BEAS: research, Estimates), a developer of infrastructure utility that helps businesses manage e-commerce capabilities, as one more analytic takeover candidate for Oracle. however Ellison has publicly referred to that the inventory is too lofty priced.

still, at this aspect it seems just relish the most significant beneficiaries of Oracle's pugnacity are attorneys, not Oracle shareholders.

"If Oracle wants to disburse extra funds on legal professionals, they may soundless ebb ahead, but traders should soundless subsist planning for an international the status Oracle and PeopleSoft are separate," talked about Brueschke. "lamentably, the script of this film ends with Oracle being upset."

Analysts quoted during this legend don't personal shares of Oracle or PeopleSoft and their organizations haven't any funding banking relationships with the groups.  


OAUG items tutorial periods, Hosts meetings at Oracle OpenWorld 2009 | killexams.com actual Questions and Pass4sure dumps

ATLANTA--(enterprise WIRE)--The Oracle purposes clients group (OAUG), the area’s biggest user knowledgebase for Oracle® applications clients, introduced its agenda of tutorial sessions and hosted meetings designed to present customer-centric case stories that present cost to attendees and foster expert progress total through the upcoming Oracle OpenWorld 2009 conference on Oct. 11–15 at the Moscone core in San Francisco.

throughout the week, the OAUG offers more than 30 member-led educational classes to attendees on topics that appeal to a wide range of users, from PeopleSoft traffic to Hyperion to Oracle E-enterprise Suite. These customized shows exhibit compelling options, fresh ideas, most efficacious practices and innovations for the neighborhood of Oracle clients.

The OAUG Fusion Council hosts a user journey overview to educate attendees on Oracle’s subsequent-era applications, designed to wholly inform attendees on the fresh consumer adventure innovations developed on Fusion Middleware 11gR1 technologies on Sunday, Oct. 11, from 2-three p.m. in latitude 3001 in Moscone West. The session is open to everybody, and the presenters encompass Floyd Teter, co-chair of the OAUG Fusion Council; Jeremy Ashley, vp of applications consumer event at Oracle; and Katie Candland, director of purposes user event at Oracle to handle the next technology consumer suffer Fundamentals.

also on Sunday, the OAUG hosts more than 50 peer-led particular activity group (SIG) conferences, together with the OAUG Fusion Middleware SIG, OAUG regularly occurring Ledger SIG, OAUG E-enterprise purposes technology SIG, OAUG CRM relate SIG, OAUG Hyperion SIG and the OAUG PeopleSoft technology SIG. The a large number of SIG conferences are open to total fascinated conference attendees and aren't restrained to participants of each specific SIG.

“The OAUG’s presentations and conferences at Oracle OpenWorld 2009 involve anything for each Oracle user and illustrate their firm’s dedication to featuring the latest suggestions and serving the total Oracle community,” stated Raymond Payne, president of the OAUG.

For more suggestions about membership within the OAUG and the OAUG’s initiatives at Oracle OpenWorld 2009, talk over with the OAUG kiosk in the consumer community Pavilion in Moscone core, degree Two, privilege through the conference, or dispute with oaug.org.

About Oracle purposes users group (OAUG®)

established in 1990, the Oracle functions clients neighborhood (OAUG) is the realm’s largest user knowledgebase for Oracle applications users. The corporation serves as an intimate to Oracle Corp. for companies global, including more than 35 percent of the businesses on the Fortune one hundred checklist. The OAUG also serves users of more than 65 Oracle applications items including Oracle Fusion functions, Oracle E-company Suite, PeopleSoft business, Agile, Hyperion, Oracle Retail, Oracle Communications, Siebel CRM and others. The OAUG provides clients with education, networking and back by the expend of a wide range of activities and boards including conferences, publications, special pastime businesses, on-line communities and the skills manufacturing facility™, a community-driven abilities aid for Oracle purposes clients. For extra information about OAUG, dispute with the internet site at oaug.org.


1Z0-218 PeopleSoft HRMS Fundamentals

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1Z0-218 exam Dumps Source : PeopleSoft HRMS Fundamentals

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2016 Professional Services Maturity Benchmark - Research and Markets | killexams.com actual questions and Pass4sure dumps

Research and Markets has announced the addition of the "2016 Professional Services Maturity Benchmark " report to their offering.

The ninth-annual Professional Services Maturity Benchmark has now been launched. For a decade they accommodate researched, benchmarked and built a maturity model to:

- back professional services (PS) executives better understand how their organization compares to others that are both similar in size and scope of work, as well as to the broader professional services market; and,

- Provide an objective, fact-based framework for performance improvements that helps pinpoint the areas that will provide the greatest impact.

This year's survey reached more than twice as many respondents compared to total previous years. This means the depth, breadth and accuracy of the benchmark continues to expand. This edition, based on a much larger data set, includes expanded plumb market coverage including VARs (Value Added Resellers); Managed Service providers; Research and progress and Staffing.

Every year the publisher has worked to broaden the survey to reach more geographic regions so that it truly represents a worldwide performance survey. While they accommodate not achieved total of their goals, they soundless feel as though this benchmark is the gold industry standard.

It is used by well over 10,000 billable professional services organizations to benchmark their operations and gain insight into ways they can improve.

Key Topics Covered:

1. Foreword

- It starts with the benchmark

- 2015 Wrap-up

- glimpse Forward to 2016

2. The Professional Services Maturity Model

- Service Performance Pillars

- Professional Services Maturity Model Benchmark Levels

- building the Professional Services Maturity Model

- Why Maturity Matters

- Pillar weight and Organizational Maturity

3. Survey Demographics

- plumb PS Markets - the North American Industry Classification System

- Global IT Spending

- PS Maturity Benchmark plumb Market Demographics

4. Best-of-the-Best

- Introducing the 2016 Best-of-the-Best Service Organizations

- Best-of-the-Best Demographics

- Pillar Performance

- The Best-of-the-Best PSOs expend and Integrate PS Applications

- Best-of-the-Best Conclusions

5. Professional Services traffic Applications

- Primary Professional Services traffic Applications

- PS Solution Adoption

- Solution Satisfaction

- The Professional Service IT Maturity Model

6. Leadership Pillar

- Establishing the Leadership Index

- Survey Results

7. Client Relationships Pillar

- PS Sales Maturity

- PS Sales Effectiveness Metrics

- PS Marketing Maturity

- Service Marketing Effectiveness

- Service Packaging

- Solution progress Effectiveness

- Survey Results

8. Human Capital Alignment Pillar

- The Talent Cliff

- Talent Priorities

- Talent Strategies

- The Consulting Pyramid

- significant Changes in Workforce Composition

- Best Talent Practices

- HRMS traffic Applications reach of age

- Survey Results

9. Service Execution Pillar

- Core Service Execution traffic Processes

- Changing Client Demand

- Strategic Resource Management for PSOs

- PSA is censorious for Service Delivery

- Survey Results

10. Finance and Operations Pillar

- The Planning and Budgeting Maturity Model

- Survey results

- Income Statements

11. 2016 Professional Services Maturity Model Results

- Maturity Levels

- Model Improvements

- Model Inputs

- Model Results

- The financial Benefits of pitiable Up Levels

- Model Conclusions

12. Conclusions and Recommendations

- 2015 Ended in Uncertainty

- The swear of 2016

- The Professional Services Maturity Model

- Focus on performance improvement

13. Appendicies

Companies Mentioned

- Changepoint

- Citrix

- Deltek

- IBM/Cognos/SPSS

- Microsoft

- Microsoft Dynamics

- NetSuite

- Oracle

- Oracle/Hyperion

- SAP

- Tenrox

- WebEx

- Workday

For more information visit http://www.researchandmarkets.com/research/k5c8kl/2016_professional


State Bank Of Mysore | killexams.com actual questions and Pass4sure dumps

Macro Economic Scenario andBanking Environment.

  • Growth

  • The global economic activity has been characterised by varying perceptions of downside risks to recovery in some advanced economies (AEs) with feeble growth and elevated inflation amidst tighter financial conditions in Emerging Market Economy (EME). Across EMEs, weakdomestic fundamentals, lacklustre external exact and country- specific constraints continue to inhibit growth. The uneasy calmthat prevails in financial markets could subsist dispelled by revert of risk-off investor sentiment on account of data pertaining to China or toUS inflation.

  • On the domestic front, unseasonal

    rains and hail accommodate damaged some winter crops though agricultural activities accommodate remained resilient, suggesting that implicit assay of GVA is likely to subsist achieved. With improved perceptions on overall economic conditions, manufacturing purchasing managers' index (PMI) suggests traffic expectations for Q1 of 2016-17 to subsist positive. Services sector activity expanded steadily turning out to subsist the main driversin H2. The services PMI remained in expansion mode during H2 on fresh traffic and expectations. The outlook for services in surveysis upbeat for Q1 of 2016-17.

  • Inflation

  • Retail inflation measured by the consumer cost index (CPI) dropped due to a larger than anticipated decline in vegetable prices. Inflationin the fuel group moderated across electricity, kerosene, cooking gas and firewood, easing pressures on rustic inflation. However, CPI inflation edged up under several sectors suggesting capacity constraints and is unlikely to subsist helped by the 7th Pay Commission award, one-rank-one-pension (OROP) award and cost-push upshot of the multiply in the service tax rate.

  • However there will subsist some offsetting downside pressures from tepid exact in the global economy, Government's efficacious supply side measure and commendable commitment to fiscal consolidation. The uneven recovery in growth in 2015-16 is likely to strengthen,assuming a classic monsoon, likely boost to consumption, 7th Pay Commission recommendations and OROP. The GVA growth projectionfor 2016-17 is accordingly retained at 7.6 per cent.

  • Liquidity framework for Monetary Policy Operations

  • Liquidity conditions tightened since mid-December with pick-up in bank credit and flatter deposit mobilisation. The Reserve Bank undertook liquidity operations through fine-tuning variable rate repo auctions beside reducing Statutory liquidity ratio (SLR) by 25 basis points from 21.5 per cent to 21.25 per cent.

  • Net inflows in the profile were robust in Q4. foreign portfolio investors (FPIs), became net buyers in March in both equity and debt segments.

  • The reduction in diminutive savings rates in March 2016, refinements in the liquidity management framework and introduction of the marginal cost of funds based lending rate (MCLR) magnify the effects of the policy rate cut.

  • Monetary and Liquidity Measures

  • On the basis of an assessment of the current and evolving macroeconomic situation RBI has decided to: reduce the policy repo rate under the liquidity adjustment facility (LAF) by 25 basis points from 6.75 per cent to 6.5 per cent;

    continue to provide liquidity as required but progressively lower the medium ex ante liquidity to a position closer to neutrality;

    narrow the policy rate corridor from +/-100 basis points (bps) to +/- 50 bps by reducing the MSF rate by 75 basis points and increasing the reverse repo rate by 25 basis points, with a view to ensuring finer alignment of the weighted medium convene rate (WACR) with the repo rate; Consequently, reverse repo rate under the LAF stands adjusted to 6.0 per cent, and the marginal standing facility (MSF) rate to 7.0 per cent.

  • economy of karnataka

  • Karnataka's economy is largely service-oriented, with 64% of the status revenue coming from services sector, 26% from industrial sector and only 8% coming from agricultural sector. The decline of agriculture sector is attributed to the drought or near drought relish situation prevailing for the last 3 years causing distress to the farming community besides affecting their produce.

  • Karnataka is referred to as 'Knowledge & Innovation Capital', 'Silicon Valley', 'R&D Hub' and 'Startup Hub'. It is the status with most peaceful labour relations, boasts of highest number of international schools, most number of industrial training institutes and the 2nd highest engineering & medical colleges in the country. Karnataka's status contribution to the country's GDP has gone up from 5.5% to 7% after incorporating correction in the estimation methodology taking into considering generous contribution by IT sector. Karnataka is the LargestBiotech hub (28% total India's Biotech companies), largest exporter of software 40% Country's software exports, largest number of startups (36% 5 out of 8 Indian Unicorns), largest number of R&D centers (44%), largest producer of Coffee (71% National output). Bengaluru ranked “Best status to live and toil for Expats” in India with outstanding gregarious infrastructure and cosmopolitan culture.

    * Due to compliance with RBI guidelines on Asset trait Review, the Bank had to profile substantially much higher provision on Standard/Restructured advances, thereby adversely impacting the Asset trait and profitability parameters.

    2.3. Income

    Total Income of the Bank increased by 3%, from '7,708 crs as at March 2015 to '7,938 crs in March 2016. Interest Income increased from '6,940 crs to '7,128 crs (2.7%). medium defer on Advances declined from 11.11% during 2014-15 to 10.49% during 2015-16, while medium defer on Investments decreased from 7.74% in March 2015 to 7.72% during the selfsame period. Non-Interest Income increased marginally by 5% from '767 crs to '810 crs. The ratio of Non-Interest Income to Total Income, therefore, stood at 10.20% (9.96% last year).

  • The rate of growth of Karnataka's economy has slowed down from 7.8 per cent during 2014-15 to 6.2 per cent during 2015-16, attributed to drought in 137 taluks during kharif and 62 taluks during the rabi crop seasons resulting in topple in foodgrains production by 16 lac tonnes. The service sector is growing at per cent while the industrial sector is expected to register a growth of 4.5 percent.

  • The traffic growth of their Bank depends to a large extent on the Karnataka economy, since 82% of branches (850 out of 1,037 branches, as on 31.03.2016) are located in Karnataka. The budget size and status diagram 2016- 17 envisages a total expenditure of '1,63,419 crs on various developmental activities and regulatory functions of the Government, which includes Revenue Expenditure of '1,30,236 crs, CapitalExpenditure of '26,371 crs. GoK diagram to set up 2 industrial township/smart cities at Davanagere and Belgaum besides SEZ already planned at Tumkur, which will provide increased growth opportunities for the economy and more particularly Banking Sector. The commissioning of Mumbai-Bangalore gas pipeline will provide further boost to the effort.

  • REVIEW OF BANKING OPERATIONS

  • Market share and traffic Growth: The traffic levels of the Bank and the position of market share in recent years are furnished hereunder:-

  • (' in crores)

    Year ended 31st March

    2011

    2012

    2013

    2014

    2015

    2016

    Aggregate Deposits(Percentage of growth)

    9)

    73

    21

    4(

    3)

    61

    <d

    91

    4(

    2)

    12

    61

    5(

    7

    § R

    T-~ t6

    65,058

    (6.5)

    70,244

    (8)

    Of which Non-BulkDeposits (%)

    29,844

    (69.9)

    35,041

    (70.6)

    42,360

    (74.7)

    50,753

    (83.1)

    53,431

    (82.1)

    62,167

    (88.5)

    Growth in Non-BulkDeposits (%)

    (7.7)

    (17.4)

    (20.9)

    (19.8)

    (5.3)

    (16.4)

    Deposits Market share %

    0.79

    0.78

    0.83

    0.76

    0.76

    0.73*

    Total Advances(% of growth)

    2)43^ in413(

    3)

    50

    ® GO014(

    45,981

    (13.1)

    2)66® o015(

    53,296

    (4.8)

    55,418

    (4.0)

    Advances Market share %

    0.87

    0.85

    0.85

    0.79

    0.78

    0.74*

    * ASCB as on 18.03.2016

  • The growth in Deposits accommodate been quite impressive, with aggregate deposits reaching a plane of '70,244 crs, a growth of '5,186 crs over the previous year at a rate of 8%. The growth in Non Bulk deposit at 16.4% is in tune with the past trend and in accordance with their conscious policy of shedding lofty cost/bulk deposits.

  • However, growth in Advances accommodate been sluggish due to subdued investment climate resulting in lower off bewitch of advances particularly in Corporate Sector. The total advances accommodate reached a plane of '55,418 crs, recording a growth of '2,122 crs over the previous year at a growth rate of 4.0%. As on 18.03.2016 the Bank's market share of Deposits declined to 0.73% along with Bank's market share of Advances whichhas decreased to 0.74% from 0.78%.

  • Key Performance Indicators

  • Sl. No.

    Key Indicators

    2012-13

    2013-14

    2014-15

    2015-16

    1.

    Net Profit ('. in crs)

    416.10

    274.25

    409

    358

    2.

    Return on Assets (%)

    0.66

    0.40

    0.54

    0.44

    3.

    Return on Equity (%)

    11.05

    6.84

    9.40

    7.68

    4.

    Expenses - Income Ratio (%)*

    46.26

    53.40

    53.34

    57.22

    5.

    Earnings per share (in '.)*

    88.91

    57.39

    85

    75

    6.

    Gross NPA to GrossAdvances (%)*

    4.53

    5.54

    4.00

    6.56

    7.

    Net NPA to Net foster (%)*

    2.69

    3.29

    2.16

    4.18

    8.

    Cost of Deposit (%)*

    7.32

    7.21

    7.25

    6.87

    9.

    Yield on Advances (%)*

    11.62

    10.93

    11.11

    10.49

    10.

    NIM (%)*

    3.22

    3.02

    2.98

    2.84

    2.6. Dividend

    ML) DES0± AT TOTAL INCOME

    Interest from Adv.

    Interest from Others

    Treasury Income

    Commission(incl. Govt. Comm)

    Others

  • Expenses

  • The Total Expenditure (beforeprovisions and contingencies)increased by '310 crs, from'6,376 crs in 2014-15 to'6,686 crs in 2015-16. While InterestExpenses increased by '159 crs(3.3%), the Operating Expensesincreased by '150 crs (9.9%) duringthe current year. The medium Cost ofDeposits however declined from 7.25%in March,2015 to 6.87% in March,2016owing to slash in Policy/Bank rate and itstransmission to customer, multiply inCASA share from 33.73% (31.03.15)to 34.6% (31.03.16) beside decreasein higher cost bulk deposits.

  • Profit

  • The Operating Profit declined from'1,331 crs in 2014-15 to '1,252crs in 2015-16 , the Net Profitdeclined from '409 crs to '358crs .The decline in OperatingProfit has been moderate @ 6%with Interest expenses increasingby only 3%, despite multiply indeposit basis and consequentlyrise in cost of servicing in the formof Staff and Overheads. Howeverdecline in Net Profit has beensteeper by 12% over previousyear, consequent upon additionalprovisioning warranted by AQR.

    Keeping in intelligence the necessity to strengthenTier I capital of the Bank in the currenteconomicscenario,the BoardofDirectorshas declared a dividend of 60% ('6 perEquity share of '10/-) for the year 2015-16. This involved a pay-out of '28.80crs, excluding the tax component.The pay-out ratio for dividend worksout to 8.05%, as against 7.05% for

    2014-15.

  • BUSINESS REVIEW

  • Deposits :

  • Total Deposits of the Bank grew by'4,505 crs, to reach the levelof '70,569 crs. AggregateDeposits (total deposits excl.inter Bank deposits) stood at'70,244 crs as at March 2016,recording a growth of '5,186 crs(8%) during the year. The shareof CASA deposits to AggregateDeposits increased from 33.73%in March 2015 to 34.6% in March2016.

  • Personal Segment Deposits

  • Personal segment deposits grew by'5,164 crs, registering a growth of13.5% to reach a plane of '43,507crs as on 31st March 2016 and nowaccount for 62% of total deposit.NRE deposit registered a growth of17%, SB by 16% and Term Depositby 13%. The number of depositaccounts under Personal segmenthave increased by 8,92,123 duringthe year.

  • To further boost depositsgrowth under Personal segment,two fresh deposit products wereintroduced viz. "Vidyarthi Sanchay”

  • DEPOSITORS EDUCATIONAND AWARENESS FUND(DEAF) SCHEME 2014

  • “Pursuant to the amendment of theBanking Regulation Act, 1949, and underthe provision of section 26A inserted, theamount to the credit of any account inIndia with any Bank, which has not beenoperated upon for a era of 10 yearsand more shall subsist credited to the Fundwithin a era of three months fromthe expiry of said era of ten years.The amount due under the Scheme isto subsist transferred to DEAF account withReserve Bank of India before closing ofthe banking hours of the last working dayof every month”.

    'The Bank has so far transferred a sumof '57.95 crs to DEAF account from June

    ML TOTAL ADVANCES

  • to December 2015 and submittedclaims to the extent of '28.75 lac inrespect of 75 accounts.’

  • Credit Expansion

  • The total advances of theBank increased from '53,296 crs to'55,418 crs, thus registering a growth of'2,122 crs (4.0%) during the year. Netadvances (i.e. net of NPA related/floatingProvisions, and outstanding under StaffFestival Advance) of the Bank increasedfrom '52,025 crs in March 2015 to'53,954 crs. Credit Deposit Ratio of theBank decreased from 81.9% in March

  • to 79.67% in March 2016 due to ourhighly selective approach in taking furtherexposure in the Corporate sector whichhas registered a decline of 3%.Howeverother retail Segments accommodate registeredoverall 11.3% growth.

  • Corporate Network:

  • Our Bank has a Corporate Networkconsisting of 11 large branches spreadover Metro and other colossal centers ofthe country, for catering to the needsof large Corporates.

    The Corporate Network of the Bankhas achieved a traffic plane of'29,949.96 crs, comprising '3,156.72crs of deposits & '26,793.24 crs ofadvances, as on 31.03.2016. Thecredit by CNW branches account for48% of the total foster and 89% of

     

    60000

     

    50000

    E

    40000

    o

    O

    30000

    .s

     

    it^

    20000

     

    10000

     

    0

    the C&I foster of their Bank.

    The prolonged sluggishness in theeconomy has impacted growth ofCorporate advances portfolio. Tocounter the growth of impaired assets,the Bank has been consciously movingits portfolio to investment grade andabove [BBB or above], which accountsfor 64% of total advances. This strategyhas started yielding desired results.

    The present lofty incidence of NPAsparticularly in the Corporate sectorcan subsist attributed to RBI guidelines onAsset trait Review, necessitatingreclassification of restructuredadvances as NPA. The guidelines hasimpacted the bottom line of total theBanks with varying degree of severity.

    Bank has undertaken a slewof measures relish recoveries &rectifications under JLF, sale of assetsand prudential write offs to offset therising NPA due to market / industry/economic scenario.

  • Total Forex Turnover of CNW wasat '59,688.57 crs, accounting for91% of the total Bank's ForexTurnover and contributes 88% oftotal Forex earnings of the Bank.

  • The growth in AAA to A grade of advances [ECR] is 41%.

  • Credit Committees :

  • of FY16 stood at '5,973 crs as against '5,100 crs during the year ended March, 2015 registering Y-o-growth of 17%.

    Personal & Services Banking (P&SB): The Bank's foster to the P&SB segment under priority sector stood at '3,901 CRS as on 31.03.2016 as against '3,491 crs during the year ended March, 2015registering Y-o-Y growth of 12.9%.

    3.5. Agriculture Finance:

    Total agricultural advances went up from'9124 crs to '9463 crs during FY 2015-16 registering a growth of 3.7% over theprevious year. Bank has surpassed thebenchmark of 18% stipulated for agricultureadvances by reaching a plane 22% of theAdjusted Net Bank Credit (ANBC), besides7.61% for diminutive & marginal farmers againstthe benchmark of 7%.

  • The Bank adopted a creditsaturation approach so as to cover alleligible uncovered farmers for financingtheir agricultural needs. The Bank inconsultation with NABARD collated thedata relating to emerging trends underagriculture segment in total the 30 districts ofKarnataka status and accordingly, districtwise potential available for financingunder various activities were madeavailable to the branches. The Bank alsoactively participated in various Agri Expo/Mela to spread the message. Publicitymaterials relish banners and pamphlets withspecial focus on revised KCC schemes &Greenhouse/Polyhouse/Nethouse weredisplayed/provided to the farmers.

  • Special Agricultural Credit Plan.(SACP):

  • The position of disbursements underSACP vis-a-vis targets is furnished as

    the PMAY, a Govt. Sponsored Schemewhich is a Priority Sector Loan.

    A fresh Gold Loan Product "My BankFlexi Gold Loan Scheme” an total purposeoverdraft scheme for individual customers •was introduced beside “Combo Car Loan”for the existing Housing loan borrowerswith concession in interest rate.

    “Rajiv Gandhi Scholarship scheme” toprovide education loans to the studentsbelonging to economically backwardsections to pursue Higher Studies (otherthan Technical courses) promoted byGovernment of Karnataka, was alsointroduced.

    3.4. Priority Sector Lending andSocial Banking:

    Total Priority Sector Lending of ourBank stood at '22,388 crs as at March,2016, including Inter Bank ParticipationCertificate (IBPC) of '525 crs. issuedby Kaveri Grameena Bank, as against'19,401 crs,( including IBPC of '485Crs) during the previous year endedMarch 2015 thereby registering a YoYgrowth of 15.4%. This works out to 40%of the Adjusted Net Bank Credit (ANBCof '55,796 crs).

    Segment-wise status of these advancesis as under:

    • Agriculture: The Total Agriculturaladvances increased by 14.8% from'10,643 crs (including IBP of '485crs and RIDF investments of '2,263crs) to '12,216 crs (including IBP of'525 crs and RIDF investments of'2,228 crs) during the year. Freshagricultural advances to the tune of'3,040 crs were sanctioned to 1.82lakh farmers during FY 15-16.

    Micro, diminutive and MediumEnterprises (MSME): The Bank's

    advances to Micro, diminutive and

    Credit Committees were first establishedin May 2002, in order to facilitate takingdecisions through committee approachto provide more professional touchto credit appraisal, by thread-barediscussion on the risk factors. Twocommittees accommodate been constitutedat Head office viz. HOCC-I chairedby Managing Director and HOCC-IIchaired by Chief generic Manager(CB) with CGM/GMs as members ofthe committee.

    The Bank has held 48 HOCC-I and43 HOCC-II Meetings, respectively,during 2015-16, to facilitate growth inadvances.

    Besides the above HOCCs, inorder to provide speedier credit andconsequence to devolution of widerpowers to the Networks, 4 NetworkCredit Committees with NetworkGeneral Managers as Chairmen wereconstituted and 191 meetings wereheld in aggregate.

    Similar Committees are also constitutedat Zonal & Regional office levels viz.ZOCC & ROCC respectively.

  • Personal Segment Advances:

  • Personal segment advances registereda record growth of '1,675 crs (15.95%)to reach a plane of '12,175 crs withHousing loans lonely recording agrowth of '1,078 crs (20.07%) to reacha plane of '6,450 crs beside increasein Car loans by '143 crs (17.31%) andPersonal loans by '249 crs (17.56%).Share of Personal segment advancesto total advances has increased from19.69% as at Mar'15 to 21.95% as atMar'16 and contributed 78% of totaladvance growth during the year.

    A fresh Housing Loan Scheme, "Namma •Mane” was introduced to cater toEconomically Weaker Sections (EWS)

    and Lower Income Groups (LIG) under Medium Enterprises as at the conclude under.

    (' in crores)

    2014-15

    Target

    Disbursal

    Achievement

    4676

    4988

    107%

    The following initiatives were takento multiply the tide of credit to theAgriculture Segment.

  • During the FY 2015-16,Government of Karnataka declared136 talukas as drought hit. Allbranches in Karnataka consideredrephasement /restructuring ofdues from farmers who were indistress. Additional financing byway of production and investmentcredit was also extended to suchfarmers.

  • The Bank has sanctioned GoldLoans amounting to '628 croresunder Multipurpose Gold Loans tocater to the immediate & diverseneeds of the farmers.

  • Interest Subvention of 2% upfrontaggregating to '22.72 crs & 3%additional subvention for promptrepaying farmers aggregating to'23.29 crs has been passed on tofarmers during the FY 2015-16.

    In order to provide succour to thedistressed farmers reeling under drought,OTS scheme was launched with sizeablebenefits to the farmers for squaringoff their dues beside provision of freshadvance. 1,819 accounts amounting to'26 crs were settled.

  • ADDITIONAL VALUE BASEDSERVICES PROVIDED TOFARMERS:

  • Under Corporate gregarious Responsibility,we accommodate setup an Agricultural KnowledgeDissemination Centre (AKDC) at their ADB,Mandya, which imparts learning aboutthe latest trends in Agricultural sector.

    As a allotment of compliance to the directivesof the Government of India, the Bank hasissued around 11,026 Rupay Kisan ATMcards to eligible KCC account holdersduring the year & has achieved 57.53%coverage.

  • Micro, diminutive and MediumEnterprises (Manufacturing) :

  • The total credit to Micro, diminutive andMedium Enterprises (Manufacturing)of their Bank stood at '2,511 crs as forthe year ended March, 2016 as against'2,781 crs as on March 2015, registeringa decline of '270 crs (YoY 9.7%) dueto re classification and shifting of Food& Agro based industries amounting to'966 crs to Agri. Sector

  • Micro, diminutive and MediumEnterprises (Services) :

  • Total credit to Micro, diminutive and MediumEnterprises (Services) of their Bank ason March 2016 stood at '3,362 crs asagainst '2,468 crs as on March 2015,registering an multiply of '576 crs (YoY35%) during the year.

  • During the year ended March2016, the Bank has undertaken variousinitiatives to multiply the tide of creditto MSME sector. The major productsunder the MSME segment accommodate beenreviewed and made more attractive tothe customers. The interest rates havealso been revised downwards and thesubstantial capitalize of the reduction inthe basis Rate has been passed onto the borrowers Customer RelationsProgrammes and Customer Meets tostrengthen the relationship with MSMEclients were arranged at various centreslike Bengaluru, Mysuru, Hosur, Tirupuretc. A One-day 'SME learning Series'workshop was organised at Bengaluruon 22nd December, 2015, in associationwith Dun & Bradstreet, for the MSMEentrepreneurs to account for to them thevarious products offered by us besidesmaking a heartfelt attempt towardsbetter appreciation of their needs anddifficulties faced by them in general.

  • The Bank has participatedin various exhibitions organised byIndustries Associations relish ASSOCHAM,FKCCI etc, to multiply their visibility andalso to market their MSME productsbeside organizing Udyog Mitra MSMEloans campaign resulting in in freshsanctions to the tune of '657.51 crsspread over 5,473 MSME beneficiaries.

  • During FY16, the Bank has enteredinto an MOU with Industrial FinanceCorporation of India Limited (IFCI) androlled out the fresh “Credit EnhancementGuarantee Scheme for ScheduleCaste” (CEGSSC) scheme extendingguarantee cover for loans exclusivelyprovided to entrepreneurs belonging tothe Schedule Castes to the extent of '5crores.

  • Lendings under MUDRAScheme:

  • The Government of India has launchedPradhan Mantri MUDRA Yojana (PMMY)to fund the unfunded and financialexclusion group belonging to weakersection of the society and to assistNon-farm enterprises in manufacturing,trading and services with credit needsupto '10.00 lacs.

    The Bank has been pro- dynamic indispensing credit under the scheme andas against the target of '415 crores, ourBank has disbursed '813 crs. (196% ofthe target) covering 37,680 beneficiaries.On account of the advantageous performance inMUDRA loan disbursement, their Bankhas been conferred the "Best Bank Awardunder MUDRA Yojna for Emerging Bank-Runner Up" by CIMMSE, fresh Delhi.

  • CGTMSE Credit GuaranteeScheme:

  • We are continuously offering collateralfree financial assistance to total eligibleMSME sector. total loans to eligibleMSME units upto '100.00 lacs are beingsanctioned without any collateralsecurity by covering them under theguarantee scheme of CGTMSE. TheBank is presently absorbing the guaranteefee and annual service fee in respect ofall loan limits upto '10 lacs. They havecovered 11,041 accounts amountingto '734.15 crs.under the CGTMSEguarantee as on March, 2016.

  • Assistance to Weaker Sectionsof the Society:

  • The Bank continued to extend financial

    assistance to Weaker Sections of theSociety comprising of diminutive & marginalfarmers with land holdings of 5 acresor less, landless labourers, tenantfarmers etc., village & cottage industrieswhose individual limits does not exceed'50,000/-, SJSRY, SLRS, DRI, Self-Help Groups and advances to SC/STbeneficiaries. The outstanding amountunder lendings to Weaker Sections stoodat '6,417 crores as at the conclude of March2016, which constitutes 11.5% of ANBC,as against stipulated benchmark of 10%.

  • Assistance to WomenEntrepreneurs:

  • We accommodate been continuously layingemphasis on extending hassle-free creditfacilities to MSME units being exclusivelyrun by women entrepreneurs. The Bank'stotal credit to women entrepreneurs as atthe conclude of March 2016 stood at '4,481crores, covering 2,43,119 beneficiaries,which works out to 8%

  • Measures to improve theeconomic conditions of SCs/STs:

  • Bank has been extending total supportfor the progress of SCs/STs toensure that adequate credit is madeavailable to members of the SCs/STsengaged in various professions. Creditis made available to this section of thesociety in tie-up with the status leveldevelopment departments of SCs/STs.The Bank's assistance to the SCs/STsunder various schemes as at the endof March 2016 stood at '884 crorescovering 1,10,327 beneficiaries, whichforms 4% of Priority Sector Advances.

  • Finance to MinorityCommunities:

  • For promoting economic activitiesamongst the eligible beneficiariesbelonging to the minority communities,Bank has been actively participatingin this national priority for promotingself-employment activities. The Bank'sassistance to the notified minorities undervarious schemes as at the conclude of March

  • stood at '2,117 crores covering42,011beneficiaries, which forms 9.5% ofPriority Sector Advances.

  • Government SponsoredSchemes:

  • The position of assistance renderedunder various Government sponsoredschemes by their Bank as at the conclude ofMarch 2016 is as detailed below:

  • Prime Minister's EmploymentGeneration Programme(PMEGP) :

  • The Government of India had launchedthe scheme “Prime Minister's EmploymentGeneration Programme (PMEGP)” bymerging the earlier Prime Minister'sRozgar Yojana (PMRY) and Khadi &Village Industries Commission's RuralEmployment Generation Programme(REGP) to empower first generationentrepreneurs to set up micro enterprisesacross the country. The Bank's total creditunder PMEGP Scheme as at the conclude ofMarch '16 stood at '68.6 crores covering

  • 752 beneficiaries..

  • National Urban LivelihoodMission (NULM) Scheme

  • The Bank has extended financialassistance of '16.1 crores underNULM scheme (previously known aSJSRY scheme) during the year to 798beneficiaries. Total amount outstandingunder NULM scheme as at the conclude ofMarch 2016 is '36.1 crores covering4,458 beneficiaries.

  • Differential Rate of Interest(DRI) Scheme

  • The Loans under DRI scheme of ourBank stood at '12.4 crores as at theend of March 2016 covering 11,125beneficiaries with a share of advancesto SC/ST beneficiaries amounting to '5.3crores @ 44%.

  • Investments

  • The total investments of the Bankin Government securities, other approvedsecurities and Non-SLR securitiesincreased from '18,166 crs as at March2015 to '20,229 crs as at March 2016.

  • Profit on sale of investmentsincreased from '125.33 crs in 2014-

  • to '131.18 crs in 2015-16. Duringthe year, interest and dividend incomefrom investments, net of amortizationcharges, registered a growth of '169.38crs (13%) over March, 2015 plane of'1,302.89 crs and stands at '1,472.27crs.

  • Yield on investments includingprofit on sale of securities, decreasedfrom 8.00% (2014-15) to 7.91% (2015-16), due to 125 bps reduction in Reporate by RBI between Jan 2015 and Sep

  • Yield on investments, excludingprofit, decreased from 7.73% to 7.72%during the selfsame period.

  • Foreign Exchange Turnover ofthe Bank in 2015-16 increased to a levelof '582,755 crs (Merchant Turnover-'65,555 crs and Trading Turnover-'517,200 crs) against previous year'slevel of '403,102 crs (MerchantTurnover- '51,904 crs and TradingTurnover- '351,198 crs) generating aprofit of '59.27 crs.

  • International Banking

  • The plane of Export Credit as on 31stMarch 2016 stood at '1,569 crs ('1,617crs as on 31st March 2015) constituting3% of ANBC. With a view to encouragingexport business, seminars of exporters/importers were conducted in Tirupur andMysuru during the financial year 2015-16besides offering Exporters Gold Cardsto eligible export units. The Bank hasentered into an arrangement with twoforeign banks for availing Buyer's creditfor their customers at affordable rates.

  • NRI Deposits as on 31.03.2016stood at '1,785 crs as against'1,526 crs, as on 31.03.2015 comprisingof FCNR (B)/RFC deposits of '309.66 crsand NRE/NRO deposits of '1,475 crs.

  • As per Bank's BPR objectives,the Bank had set up five TFCPCs atBangalore, Chennai, Hyderabad, Mumbaiand fresh Delhi. During FY 2013-14, 19more branches, including CAB brancheshave been linked to TFCPCs, in order to

  • consolidate the front-line processing andextending trait service to Exporters.

  • The Bank has also been offeringForeign Currency Demand/Term Loans(FCNR loans) to its customers whichshowed marginal growth and stood at$46.65 mio as at Mar'16 against $44.37mio in the previous year.

  • During the year over 23,474 lives wereinsured through various products ofSBI Life Insurance Company Ltd with apremium collection of '89 crs. The Bankhas collected a premium of '24 crs whilemarketing generic Insurance Products.In the area of Investment, the Bank is alsooffering SBI Mutual Funds products withAssets Under Management aggregating to'112 crs. Bank also sources applicationsfor issue of SBI Credit Cards. TheBank has earned a income of '14.18crs from Cross Selling traffic duringFY 2015-16.

    3.17 Government Business:

  • State GovernmentTransactions:

  • The bank has been handling a major shareof Government of Karnataka transactionsfor past six decades. Around 88% ofour total Government traffic comesfrom status Govt. transactions and theturnover is directly linked to the budgetof the status Government. A turnover of'78,266 crs has been achieved duringthe year 2015-16 as against '69,569 crsin 2014-15 with a net accretion of '66.52crs Commission representing 92% ofincome from Government business.

    SBM, being the premier banker of theGovernment of Karnataka are alsoproud to subsist associated with Khajane II,an ambitious project of the Governmentof Karnataka aimed at integrating allstake holders viz. GoK, RBI, AccountantGeneral and Agency Bank therebyfacilitating transaction on actual time basis.

  • Central GovernmentTransactions:

  • During the year 2015-16, traffic fromCentral Government Departments likePostal, Defence, CBDT, CBEC andbusiness from various Central GovernmentSchemes relish Public Provident Fund,Senior national Savings Scheme, SukhanyaSamridhi Accounts, fresh Pension Schemeetc constitutes approximately 12.46% ofthe Bank's total Government BusinessTurnover. Their traffic turnover fromCentral Government Departments during theyear 2015-16 is placed at '11,133 crs with acommission earning of '5.78 crs. During theyear total their branches accommodate been authorized toopen PPF and Sukhanya Samridhi accounts.During 2015-16, their Bank has earned acommission of '72.30 cr as against '67.98 crfor the year 2014-15.

    3.18. NPA Management

    Pressure on asset trait of banks underthe sustained economic downturn, wasa major concern during the FY15-16 for

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

     

    the Banking Industry as a whole. Theprocess of cleaning up of bank balancesheets by the Regulator is underway andall the Banks in the country underwent athorough asset trait review during thelast two quarters of the FY 16. It had hadsevere repercussion on the profitability of thebanks. The major sectors relish iron andsteel, infrastructure, aviation, mining,etc., continued to subsist major contributorstowards increasing NPA portfolio of thebanks. Added to this, the continuedproblem of drought in many parts of theState of Karnataka, where their majority ofthe branches are located, further addedto the NPA portfolio of Bank.

    However, Bank has been taking stepsto recognize the weaknesses in the loanaccounts at the incipient stage so thatcorrective measures can subsist initiatedbefore an account turns NPA. Bankhas well defined system to monitor allsuch accounts. Even after an accountturns NPA, recovery process is initiatedimmediately. The provisions of SARFAESIAct accommodate been enforced in total the eligiblecollateralized advances to ensure earlyrecoveries. During the second half, Bankheld three Bank plane Mega e-auctions ofproperties and also participated in SBIMega e-auction, in which 442 propertiesproperties valued at '348.95 Crs wereput on sale through e-auction. Of this, 69accounts amounting to '5.13 Crs wereupgraded, 24 accounts with balanceoutstanding '3.17 accounts were closedand 15 properties were sold in e-auctionsresulting in a recovery of '8.44 Crs.

    Bank has taken other steps also torecover the dues by course of strategicsale of assets to ARCs, vigorous follow-up of DRT cases, OTS Schemes foreligible MSME and AGRI borrowersand compromise settlements whereverwarranted.

    Under the RBI's Framework forRevitalising Distressed Assets in theEconomy, their Bank has been participatingactively in the meetings of JLFs andimplementing the decisions taken thereatwithin prescribed timelines. In respect ofthose corporates, where performance is

    not as per laid down benchmarks, stepsare taken for change of Managementby invoking RBI Guidelines on StrategicDebt Restructuring. Their Bank hasalready taken action in 6 accounts underthese guidelines.

    All these measures accommodate helped theBank to sustain the increasing trend undercontrol. Accordingly, the GNPA andNNPA levels stood at '3635.56 Crs(6.56%) and '2257.18 Crs (4.18%)respectively as on 31st March 2016compared to the levels of GNPAand NNPA as on 31st March 2015 at'2136.425 Crs (4%) and '1121.58Crs (2.16%) respectively. However,the position of GNPA and NNPA as on

  • without considering theAQR accounts amounting to '1213.37Crs (Provision added '384.10 Crs)works out to '2422.19 (4.37%) and'1427.92 Crs (2.63%) respectively.

  • 3.20 LEAD BANK SCHEME:

    The Bank has been discharging leadBank responsibilities in 3 districts viz.Mysore, Charmarajnagar and Tumkur.The Annual Credit diagram for 2016-17has been launched with the combinedannual credit diagram target for total Banks in3 districts going up from '11,600 crs to'14,624 crs, at a growth rate of 26%.

    The screen plane Bankers' Committee(BLBC), District Consultative Committee(DCC), District plane Review Committee(DLRC), Standing Committee (SC)meetings are regularly conducted as perReserve Bank guidelines in total the threeLead Districts.

    All their Lead District Managers areactively monitoring implementationof Annual Action diagram in nigh liaisonwith total the Banks in districts. They arealso coordinating for implementation ofdrought relief measures as per latestRBI guidelines in nigh coordination withSLBC and branches.

    3.20.1Rural Self EmploymentTraining Institute (RSETI)/

    Rural progress and SelfEmployment Training Institute(RUDSETI ):

    The Bank has established RUDSETI typeof training centres viz. MyBank Institutefor Promotion of Self Employment andDevelopment (MIPSED) at Tumkur.Similar Institute called JSS RUDSETIis established at Chamarajnagar inassociation with JSS Mahavidyapeetha.These Institutes accommodate been established toimpart entrepreneurial skill developmentand guidance to unemployed rustic youth,to become gainfully self employed.

    We accommodate also constructed their ownbuilding at MIPSED, Tumkur withfinancial grant from National institute ofRural progress (NIRD).Total numberof 1,851 participants accommodate been trainedduring 2015-16 with 67% settlement ratethrough financial assistance from Bankloans and their own resources. Theparticipants accommodate been trained undervarious Government sponsored schemessuch as PMEGP, RGCY, DTP, Mobileservicing, Tailoring, Beautician courses,etc. Their RSETI has been awarded "AA”as per the latest rating released by MoRD.

    3.20.2Regional rustic Bank - KaveriGrameena Bank

    Our Bank has sponsored KaveriGrameena Bank (KGB) which isheadquartered at Mysore. The Bank isoperating in 10 districts of Karnatakaviz. Mysore, Hassan, Chamrajanagar,Tumkur, Bangalore-Urban, Bangalore-Rural, Ramangar, Chikmagalore,Kodagu and Mandya and crossed a landmark pattern of 480 branches. Bank hasopened 37 branches during 2015-16.All the branches are on CBS mode. Thetotal traffic (deposits and advances)of KGB as at Mar'16 stood at '12,973crs as compared to '10,556 crs as atMar'15 registering a growth of '2,417 crs(22.9%).

  • SELF back GROUP (SHG)LENDING

  • The Bank has credit linked 18936 groupswith an foster of '501.67 cr duringthe current year. Taking the cumulativetotal of such credit linkage programme to

  • 83,552 groups with a financial outlayof '3,122.04 cr up to 31.03.2016. As on

  • there are 35,279 SHGs withan outstanding equipoise of '810.81 cr.

  • The Ministry of rustic Development,Government of India has launchedNational rustic livelihood Mission byreplacing SGSY scheme with effectfrom 01.04.2013. They accommodate financed17,042 women SHGs under NationalRural livelihood Mission (NRLM) with anadvance amount of '451.50 crs duringFY 2015-16 and as on 31.03.2016, thereare around 31,751 women SHGs withan outstanding equipoise of '729.72 cr.Necessary benefits accommodate been passedon to total eligible women SHGs and claimsfor interest subvention accommodate been lodgedwith NRLM Department of Ministry ofRural Development, Government ofIndia.

    The Bank has credit linked 916 JointLiability Groups with an advanceamount of '11.97 crs during FY 2015-16and as on 31.03.2016, there are 2,650JLGs with an outstanding equipoise of'33.69 crs

    3.21. financial Inclusion

  • Coverage Sub-Service Areas /Providing Banking outlet:

  • Bank has drawn ComprehensiveFinancial Inclusion diagram for 2013-16covering 745 Sub-Service Areas (SSAs),spread over 3,740 villages for providingbanking outlets. Of the allotted 745 SSA's,the Bank has already covered 216 SSA'sby Brick & Mortar branches and 529SSA's through traffic CorrespondentAgents. BCAs are extending the bankingservices to these villages and working asan extended arm of the Bank.

  • Implementation of PradhanMantri Jan Dhan Yojana:

  • The Bank has opened 9,38,000 BSBDaccounts under PMJDY up to Mar'16 witha equipoise outstanding of '82.22 crs. Thetotal number of accounts opened sincethe inception of FI programme stoodat 16.22 lacs with equipoise of '128.77crs. The Bank has successfully seeded59.13% Aadhaar numbers in PMJDYaccounts besides issuing 8,67,919 RupayCards to the PMJDY account holders..

  • Other financial Inclusioninitiatives :

  • The Bank is actively participatingin Modified Direct capitalize TransferScheme for LPG (MDBTL) whereinthe LPG subsidy is directly beingcredited to the Savings Bankaccount of the customers.

  • The Bank is the sponsoring Bankfor credit of MGNREG wages tothe accounts of beneficiaries inKarnataka State.

    Bank is distributing gregarious SecurityPensions to more than 62,000beneficiaries under ElectronicBenefit Transfer Programmeof Govt.of Karnataka, with'One District-One Bank' Modelin Chamarajanagara districtand 'One District-Many Banks'Model in the districts of Bellalryand Chitradurga. An amount of'46.36 crs was disbursed to SSPbeneficiaries through BC Agentsduring the FY 16.

    Bank has also actively participated in all3 gregarious Security Schemes viz., PMSBY,PMJJBY and APY launched by Govt.ofIndia, aimed at providing micro insurancecoverage and pension to unorganized/rural sectors through bank accounts.Bank has opened 3.64 lac accountsunder PMSBY, 1.99 lac accounts underPMJJBY besides large number ofaccounts under APY.

    3.21.4Financial Literacy :

    Bank has opened 22 financial LiteracyCentres across Karnataka. TheCounsellors working in these centresare conducting regular camps invillages spreading financial literacy tovarious target groups relish farmers, SHGmembers, students etc. Their Counsellorsalso visit 115 skill centres (ITI s) mappedto these FLCs with the train of spreadingfinancial Literacy amongst the studentsof ITIs.

  • HUMAN RESOURCES:

  • Manpower Profile:

    The total manpower might of the Bankas at March 2016 stood at 10,650, asagainst 10,193 in the previous year. Thestaff might comprised 3,742 officers,4,972 clerical staff and 1,936 subordinatestaff. Of these, 874 are Ex-defensepersonnel, 167 belong to physicallyhandicapped category and 556 belong tothe Minority community.

    As at March 2016, there were 3,029Women employees (comprising 669Officers and 2,560 Other Employees) inthe Bank, compared to 2,891 as at March

  • (comprising 543 Officers and 2,348Other Employees). The share of womenemployees stood at 28.4% as at March2016. The Bank continued to provideequal chance to women in theircareer progression.

  • Scheduled Castes/ScheduledTribes - Representation:

  • As at March 2016, there were 1,877Scheduled Caste employees, comprising633 Officers, 786 Clerical Staff and458 Subordinate staff. There were 682Scheduled Tribe employees comprising267 Officers, 299 Clerical staff and 116Subordinate staff as at March 2016. Allthe guidelines of the Government of Indiafor safeguarding the interests of SC/STemployees accommodate been complied with.

  • Human Resources ManagementSolutions (HRMS):

  • Bank has implemented Human ResourcesManagement Solutions (HRMS) on 1stApril 2010, to handle total HR activitiesin a phased manner. HRMS Cell wasformed to integrate salary, perquisites,reimbursement and leave details of theemployees. The cell has implementedsalary, reimbursement of Annual Medicalexpenses, furniture supplied to officers,furniture maintenance charges, monthlyreimbursements of perks, reimbursementof brief case expenses, besides sanctionof increment through HRMS portal.Asset & Liability Statement and Annual

    Appraisal Report are also implementedthrough HRMS.

    HRMS portal facilitates uploading ofAnnual Appraisal Report of officers whichare reviewed and preeminent by respectiveauthorities online. It is planned tointegrate e-learning portal 'Gnanodaya'with HRMS site from FY17 onwards, sothat lessons which are to subsist mandatorilyattended gets automatically reflected intheir Annual Appraisal Report.

  • Training:

  • Training Activities andCoverage:

  • The Bank regards its employees asits censorious & valuable assets. To makethe employees more competitive andknowledgeable in banking field, honingtheir skills is one of its priorities.

    With a view to achieve the desired goalsand to establish highly professional workculture, Bank's staff college at Jakkur and3 learning centers at Bengaluru, Mysuru& Hubballi are imparting training on widespectrum of subjects viz. Advances andDeposits and learning about theirvarious products, communication &leadership skills, marketing, behavioralscience, etc. also to gain competitiveedge in fresh technology being adoptedby the Bank, several programmes onlatest technology developments likeInternet Banking, Mobile Banking andother alternate delivery channels areconducted regularly.

  • The training methodology ofthe Bank constantly aims at keepingits workforce pro-active and customercentric, so that they can discharge theirduties effectively in the challengingBanking scenario. Bank continues tofocus on imparting training to maximumnumber of employees to update theirskills & learning periodically.

  • Our staff college at Jakkur and LearningCenters at Bengaluru, Mysuru & Hubballihave conducted in total 237 training/workshops both functional and computerbased programmes. During the year total4,805 staff got trained at their LearningCenters.

  • The Bank regularly deputes officers,based on the job profiles, for training toApex Training Institutes of SBI and othertraining institutes relish NIBM, IIBF, College ofAgricultural Banking- RBI (Pune), CAFRAL(Centre for Advanced financial Research &Learning), IDRBT, CRISIL etc. to hone theirskills and update their knowledge. During theyear, 1,026 officials were deputed tothe Apex Institutes and external traininginstitutes.

  • Keeping in view the necessity forimparting training in specialized areas,the Bank has also conducted severalspecialized training programmes/workshops on MSME business, KYC/ALM compliance, workshop for NPAtraining, Risk Management AwarenessWorkshop, Leadership DevelopmentProgramme for offshoot Managers, SkillDevelopment Programme for Officers,Training for Retiring Staff, programme for1st time offshoot Managers, Stress AssetManagement programme, Programmeon agri credit, ADC programme, etc.

    In addition to the class-room trainingprovided to employees at their StaffLearning Centres and ATIs, Bank hadalso launched an e-learning portal“Gyanodaya” with the objective ofimparting on-line learning and trainingto total the employees of their Bank. SBMe-Learning portal is available 24X7 andall 365 days on internet system and alsoon intranet system.

    The portal is made available to total ouremployees. The users can access/read more than 300 lessons /topicscovering generic banking, AlternateDelivery channels, credit management,agriculture, foreign exchange, behavioralscience, etc., by which they can enrichtheir learning in total aspects of bankingand can also achieve self-evaluation byattending online tests.

  • Pre-promotional training:

  • Pre-Promotion training programmesfor SC/ST/OBC were conducted at theLearning Centers at Bengaluru & Mysuruduring the year, for eligible and aspiringcandidates from Clerical to Officer cadre.

    During the year 112 employees belongingto SC/ST/OBC category were giventraining. Based on the feedback receivedthe programmes were well appreciatedby the participants.

  • Training to subordinate staff:

  • To bring about awareness among thesubordinate staff and to profile themrealize their potential & weight inthe organization, Bank has conductedexclusive training programme for 313subordinate staff at their Learning Centres,Bengaluru, Mysuru & Hubballi.

  • Training to retiring officers/staff:

  • To enable their retiring officers / staff tolead a jubilant and peaceful retired life withinputs on financial planning matters, ourLearning Center, Mysuru had conducted12 special training programmes forretiring employees during the year 2015-

  • covering 452 employees.

  • Other Training Programmes:

  • Training programmes were alsoconducted for newly promoted CMs/AGMs, Specialized credit trainingprogramme for officials of HOCC/NWCC/ZOCC/RO & Specialized Training toofficials of CPPC, Mangalore.

    4.2.10 Roll out of fresh initiative-Mentoring of branches:

    Mentoring initiative is a process by whichone person guides the progress ofindividuals, seen as protege/mentee. It isa allotment of a leader's role that has growthas its primary outcome. It enables toestablish a partnership that helps theprotege / mentee to grow and deliverbetter results, through the process ofcollaboration, discussion and support.The mentor is to act as counselor,encourager, supporter, informationprovider but not the solution provider.

    With a view of improving the performanceof the branches, more specifically thevery veteran branches, this fresh initiative -mentoring of branches is rolled out in ourBank with 18 top executives (DGMs andGMs) as mentors. Initially, it is rolled outin 36 select branches at Bengaluru cityon pilot basis.

  • Terminal Benefits to RetiredStaff:

  • The Bank gives due weight to thetimely settlement of terminal benefits tostaff comprising of Gratuity, PF, Pension,either on reaching superannuation or onany other grounds. During the FY 2015-

  • as many as 570 members of staffhave retired from the services of theBank.

  • Now known as National Pension System:Employees who accommodate joined the servicesof the Bank w.e.f. 01.04.2010 arecovered under the above scheme, whichis governed by the provisions of the NPSintroduced for employees of CentralGovernment w.e.f. 01.04.2004 and

    modified from time to time. As at March

  • as many as 3,570 employees havebeen covered under NPS.

  • Retired Employees MedicalBenefit Scheme - II (REMBS-II):

  • REMBS-II, a scheme for reimbursementof medical expenses to employeesretiring / retired under superannuationwas implemented w.e.f 15.12.2012, withan upper restrict for claims ranging from'2 lacs to '20 lacs, based on eligibilitycriteria. This scheme is in addition to thealready existing SBMREMB scheme witha ceiling of '2 lacs. During 2015-16, theBank has received 1,212 applicationsand disbursed amount of '271.66 lacs.

  • STAFF WELFARE ACTIVITIES :

  • Central Staff Welfare Committee allocatesfunds for various staff welfare activities.The welfare measures provided to themembers of the staff are : Holiday Homes,Group Insurance Cover, ScholarshipScheme, Farewell Scheme for theretiring employees, financial assistanceto the employees with physically/mentallychallenged children, Medical ExpensesReimbursement Scheme, BirthdayMemento & recurring expenses for StaffWelfare Activities.

  • Technology Up-gradation &Support Functions

  • ATM Rollout and performance:

  • During FY16 they accommodate installed 82 ATMsincluding 13 Brown Label ATMs takingthe total number of ATM installed to

  • 416 as allotment of status Bank Group's56000+ networked ATMs. In addition tobasic services, value added services likeAadhar registration, LPG registration,Mobile Banking Registration, cardto account/card to card transfer andpayment of donations are also madeavailable.

  • The number of registrations and volumeof transactions through internet bankinghas seen a growth of 22% and 29%respectively during the year. The facilityis available for visually challengedcustomers also.

    Bank is offering Mobile Banking Servicesunder the cognomen status Bank Freedomto total its retail customers. The serviceincludes enquiry, mini statements, topup and recharge, interbank fund transferthrough NEFT and IMPS and bill paymentfacilities. There is a equable growth in thenumber of registrations and transactionsby 192% and 28% respectively duringFY16. The customers having InternetBanking connection can also transactfrom their mobile phone through aseparate Mobile App - status BankAssociate. In FY16 Bank also launched aseparate Mobile App named SBM Virtualunder which total Banking transactions andinformation available through differentsites can subsist accessed at a separate point.

  • Electronic Payment System:

  • All branches of the Bank are enabled forRTGS/NEFT/GRPT remittance facilitybesides Electronic Clearing Service(ECS) and IMPS over Mobile BankingPlatform. Percentage of total electronictransactions to Total transactions of theBank is 48.95% as on 31.03.2016.

    The Bank's website http://wwwhttp://www .

    statebankofmysore.co.inis a repository ofinformation about the Bank, its productsand schemes. Information on Schemesand products for various segments,besides online loan applications forEducation, Housing, Car, Gold loanare available. Special links accommodate beenprovided to access other relevant sites.A sunder text version of the website isavailable for the capitalize of the visuallychallenged customers in English.

    Bank has uploaded the features ofBank's products and technologicalinitiatives on puss book.

  • Digital Signage Solution:

  • Digital Signage Solution is a methodof providing information to their branchcustomers on various products andservices displayed on LED screen at thebranches. They accommodate installed a centrallycontrolled online Digital Signage Solutionat 999 branches and propose to extendthe solution at the remaining branchesduring the FY 2016-17.

  • Cheque Truncation System(CTS):

  • Cheque Truncation System (CTS)is basically an online image-basedcheque clearing system where chequeimage are transmitted for effectingtransaction obviating the necessity forphysical movement of instrument. Bankhas implemented CTS in MICR centers/Branches located at Southern, Westernand Northern grid.

  • Merchant Acquiring Business:

  • Our Bank has started MAB - sourcingand installing POS machines duringMarch 2013. As on 31.03.2016 they haveinstalled 5,021 POS machine acrossIndia and routed 25.23 lakhs in the FY2015-16. They accommodate also installed 440Mobile sort of POS machines (m-POS)during 2015-16.

  • Cash Recycler / Cash DepositMachine:

  • Cash Recycler is designed to acceptdeposits and dispense cash with dualfunctionality. They accommodate installed 74 CashRecyclers and 9 Cash Deposit Machines.

  • Barcode Based PassbookPrinting Kiosk (BBPPK):

  • We accommodate rolled out a fresh product calledas BBPPK. It is Passbook Printing selfservice machine working on BarcodeTechnology.

    As allotment of their endeavor to deliver a widearray of financial services and productsto their customers, a status of the craft outlet,named as “e Touch” was opened atAvenue Road, adjoining their Head Officeduring May 2015. 15 e-Touch outlets havebeen installed by the Bank during FY16.

  • Information Security, BusinessContinuity and DisasterRecovery:-

  • In the backdrop of growingcomplexity of financial products andthe increased leveraging of technology,operational risks accommodate assumed criticalimportance in recent times. The treatmentof technology risk/operational risk as partof the movement towards Advanced/Management approach is a manifestationof the significance of the risks in impactingthe risk profile of a Bank. Keeping this inmind their Bank has adopted:

  • a well-defined IT Policy and ISSecurity Policy, which is beingperiodically reviewed and updated.

  • become a allotment of well-established(common for status Bank Group)state-of-the craft IT infrastructurewhich is certified as ISO 22301.

  • is allotment of the Security OperationsCentre for online monitoring oftransactions.

  • Our Bank has taken proactivemeasures to respond to businessdiscontinuities and ensure uninterruptedavailability of total key traffic resourcesthat back censorious Banking functions.

  •  

  • The Bank has adopted a well definedBusiness Continuity diagram and DisasterRecovery diagram Policy. Their Bank is partof a well established high-end BusinessContinuity and calamity Recoveryinfrastructure which ensures seamlesscontinuity in case of need. The DisasterRecovery drill is being conducted ona half-yearly basis, during which thetransactions of their branches are routedthrough the DR site. In addition to this,the Bank has a nearby site to ensurezero data loss in the event of a disaster.The Bank has implemented BusinessContinuity diagram in total the branches andalso in the administrative offices togetherwith sporadic reviews and updates. TheBank has also introduced ElectronicDocument Management System for safekeeping of documents in electronic form.

  • Management InformationSystem (MIS):

  • The MIS Department consolidates andmaintains the Credit Information System(CIS) database apart from collatinginformation from branches and HeadOffice Departments for submission ofvarious statements to Reserve Bankof India relish Basic Statistical Returns,Sectoral Deployment of Funds etc,. TheDepartment also provides informationto the Top Management and other userDepartments in Head Office.

  • The scope of CIS has also beenextended to submission of data to CreditInformation Companies to whom theDepartment is submitting individualborrower-wise credit information everymonth after due processing. In turn,the Credit Information Reports (CIRs),drawn from the CICs database, serveas significant fraud prevention instrument to thecredit appraisal/sanction functionaries.

  • The Department coordinates withSBI-EDWP for submission of variousreports validated from User Departmentsto RBI under Automated Data tide (ADF)apart from collating logic informationfrom Head Office User Departments andproviding logic, source system to SBI-EDWP for generating various reports.

  • The Department coordinates with

  • CDC and the Centralized Credit DataProcessing (CCDP) for facilitating datacorrection and improvement in dataquality.

    Systems and Procedures Departmentis a special resource available at Headoffice for efficacious management ofwork organization by laying down andalso framing suitable Systems andProcedures. The Department also vetsprocess changes and reviews chargeson the generic service provided andmodifies the selfsame in accordance with thechanging environment and aspirations ofcustomers. The last such change waseffected in Nov'15.

  • The Department also undertakesrevision of Delegation of FinancialPowers to various functionaries andeffect changes, with the approval of TopManagement for efficacious supervision andsmooth functioning of the organization.

  • RISK MANAGEMENT :

    An independent Risk Governancestructure is in status for Integrated RiskManagement, covering Credit, Marketand Operational Risks. This frameworkvisualizes empowerment of businessunits at the operating level, withtechnology being the key driver, enablingidentification and management of risk atthe status of origination.

  • BASEL Implementation :

  • The Bank has migrated to the Basel

  • framework, with the StandardizedApproach for Credit Risk, Basic Indicatorapproach for Operational Risk andStandardized Measurement fashion forMarket Risk.

  • Capital regulations under Basel III havecome into upshot in India w.e.f 01.04.2013.Bank has complied with both the normsand has maintained its capital adequacyabove the RBI mandated plane of 9%along with Tier-I at 7%. The CapitalAdequacy Ratio computed as per Basel

  • guidelines efficacious from 1st April 2013stands at 12.43% as at March 2016,against 11.42% as at March 2015. TheCRAR of 12.43% consists of CET - I of9.01%, AT-I of 0.27% both forming TIER-ICapital besides 3.15% of TIER-II Capital.The CRAR under Basel II guidelines as atMarch 2016 stood at 12.93% as against12.02% in the previous year. The CapitalAdequacy ratio of the Bank increasedmainly due to raising of Tier-II capital ofRs. 500 crs during the year and changein treatment of Deferred Tax Assets asper the recently revised RBI guidelines.

  • Reserve Bank of India has issuedguidelines on implementation of InternalRatings Based Approach for calculationof capital imbue for Credit Risk in Dec2011 and their Bank has accordinglyapplied for leave to RBI for migratingto Advanced Approach for Credit Riskunder Basel II. The Bank has submittedLetter of Intent to RBI in terms of theguidelines detailing therein the modelsfor developed for risk assessment andcomputation for different components viz.Probability of Default Estimation (PD),Loss Given Default (LGD) & Exposureat Default (EAD) besides adoption ofBasel II compliant policies approvedby the Board of Directors. The Bankhas received a response from RBI inJuly 2013, advising the Bank to furtherstrengthen the areas of IRB frameworkbefore the commencement of parallelrun process for Foundation IRB (FIRB)approach.

    As allotment of group synergy, status BankGroup is in the process of implementingthe latest version of Oracle FinancialService Analytical Applications (OFSAA)with enhanced functionality, which willenable the Bank to accommodate an enterprisewide, integrated view of risk and financeunder various areas including thetechnology for risk engine.

  • MARKET RISKMANAGEMENT :

  • Bank is using Standardized MeasurementMethod (SMM) for computation of capital

    charge and the necessary systems formigration to IMA are in place. The Bankhas submitted missive of Intent to RBI inOct 2013 for migration to IMA. The Bankwould subsist on parallel dash for computationof capital imbue under both SMM & IMA,after the approval from RBI.

  • OPERATIONAL RISKMANAGEMENT:

  • Reserve Bank of India has prescribedthree approaches for computing capitalcharge for Operational Risk, viz.

  • Basic Indicator Approach (BIA)

  • The Standardized Approach(TSA)

  • Advanced MeasurementApproach (AMA)

  • Currently the Bank is following theBasic Indicator Approach. As per AMAguidelines, Banks are allowed to switchover from BIA to AMA directly. Bankis endeavoring to whisk directly to theAdvanced Measurement Approach inview of the minimal changes in capitalrequirement under TSA, as comparedto BIA. total the policies and documentshave been reviewed, as suggestedby their consultants, to meet minimumrequired standards. A missive of Intent(LOI) was submitted to Reserve Bankof India in Oct 2013, seeking permissionto migrate to AMA. However, as per thecommunication received from RBI, theAMA application has been build on holdtill a detailed assessment is completedin respect of similar application by SBI.The Operational Risk ManagementDepartment (ORMD) has beenorganizing training programmes forcreating awareness among officers aboutBasel II requirements, Operational RiskManagement, Advanced MeasurementApproach for Capital Computation andFraud Prevention Measures.

  • ASSET LIABILITYMANAGEMENT:

  • The Asset Liability ManagementCommittee (ALCO) of the Bank isentrusted with the job of managingliquidity and interest rate risk. Thecommittee meets regularly to monitor therisks and Net Interest Margin (NIM) onan ongoing basis. The tolerance limitsfor liquidity mismatches and interest raterisks are fixed in accordance with RBIguidelines and Bank's ALM Policy andreviewed by ALCO at regular intervals.Various interest rate revisions, revision ofBase Rate and viable mismatches inthe Structural Liquidity projections of theBank are also discussed and appropriatedecisions are taken.

    RE-ENGINEERING (BPR):

    Bank has rolled out various BPRinitiatives since 2005, in consonance withthe design principles provided by SBI.The BPR initiatives leverage technologyto significantly enhance customers'satisfaction and convenience. So far 19BPR initiatives accommodate been rolled-out.Loan Origination Software for processingof Retail Loans has been successfullyimplemented in their Bank at Bangalore,Mysore and Delhi Centres besides otherMetro centres. The software has beenextended to other Urban/Semi-Urbancentres and they diagram to roll-out completelyby September 2016, thereby cutting downthe processing era besides improvingthe trait of the processing and asset.The Bank also opened another RACPCat Bengaluru to meet the requirement ofexpanding network.

    Processing Centre (CPPC) :

    The Central Pension Processing Centre(CPPC) is functioning at Mangaloreand pension/arrears of pension hasbeen disbursed to 1,56,953 pensionersonline throughout the Bank. CPPC isnow using SBI package for disbursingCentral Government pensions. Wehave also introduced system of onlinesubmission of Digital Life Certificate(Jeevan Praman), whereby pensionerscan submit life certificate from thecomfort of their house after seeding theirAadhar & Mobile numbers with the Bank.

    Centralised deduction of Income Tax onpensions beyond taxable limit, effectedfrom October 2015.

    9 .2. Their Centralized ClearingProcessing Centres (CCPCs) atBangalore, Mysore, Chennai, Delhi andMumbai undertake entire clearing workof total branches through decentralizedModel of Cheque Truncation System ofclearing thus obviating the necessity ofphysical transfer of cheques as per thedirections received from Reserve Bank ofIndia in this regard.

    GOK accommodate announced plans tocompletely switch over to CTS mode inrespect of Govt cheques also and doaway with Paper to succeed procedure,whereas GOI accommodate already shifted toCTS mode w.e.f. February'16. Now,the entire clearing process is beingmigrated to WebCTS with only 1production centre at each of the 3 gridsViz, Northern, Western and Southerngrids. Accordingly toil is underwayto integrate the clearing process ofBengaluru, Mysuru, Chennai, Mangalurucentres besides Service Branches atHubballi and Kolkata into Bengalurucentre and nigh down other centres.This will further hurry up the clearingprocess without the necessity for physicalmovement of cheques. total brancheshave been provided with Scanners toupload the image as and when received.CCPC Bengaluru has been identified asthe Nodal offshoot for National AutomatedClearing House (NACH) and also forMandate Management. With migrationto CTS mode, on decentralised basisand only 1 operative centre at each grid,Service Branches at Hubballi, Kolkataand Hyderabad accommodate been closed downand their residual functions shifted to themain branches.

  • Currency Administration Cells:

  • Rollout of 2 Currency AdministrationCells at Tumakuru and Hoskote hasbeen completed during the year. They areplanning to add 3 more CACs at Puttur,Hassan and Mandya in FY 17.

  • Audit:

  • The overall objective of Internal Audit isto contribute to the effectiveness of theInternal Control System in achieving theBank's objectives, besides providinghigh trait counsel to management onthe effectiveness of Risk Managementand Regulatory compliance by the Bank.Towards this end, Risk Focused InternalAudit (RFIA) and IS Audit were conductedin total the 680 branches/BPR entities,envisaged in the Annual Audit Plan2015-16. That apart, 104 newly openedbranches were subjected to Spot Audit,besides 8 Head Office departments. Wehave also conducted Management Auditof 3 Zonal Offices, 2 Regional offices and3 Networks. During 2015-16, 99% of ourbranches accommodate secured Well Controlled/Adequately Controlled rating and nonerated as 'Unsatisfactory'. However, 6branches accommodate slipped from AdequatelyControlled to Moderately Controlledrating as on Mar'16 and they are takingsteps to strengthen compliance plane atthese branches also.

  • Concurrent Audit is a majorfunction which monitors proper follow-upof laid down systems and procedures ona continuous basis. 212 branches/officescovering 53% of aggregate depositsand 69% of total advances and 8 HeadOffice departments were subjected toConcurrent Audit during this year.

  • We also conduct Special RevenueAudit every year to guard against incomeleakage. 365 branches with advanceslevel of more than '20 crs and incomeleakage of '5 Lacs and above weresubjected to Special Revenue Audit (asagainst 462 branches during the previousyear). The total income leakage detectedwas '538.11 lacs and fully recoveredsubsequently.

    The summary findings enumerated inthese audit reports are appraised to theAudit Committee of the Board and followup actions are ensured.

    The audit of loan appraisal andadministration for lofty value creditaccounts with the train of improving theasset trait of the Bank is undertakenby the Credit Audit Department. Accountswith total exposure of '2 cr and aboveare covered under Credit Audit. Duringthe financial year 1,132 loan accounts in175 branches were covered under CreditAudit, of which 968 accounts

    (85%) were rated as Low and Very LowRisk accounts.

  • Vigilance:

  • Vigilance administration as an importantaspect of management duty is carriedout as per the directives of the CentralVigilance Commission so as to achievegood Corporate Governance for theoverall growth of the Bank.

  • "Whistle Blower” policy has beenintroduced in their Bank for the employeesto report to the Management, instancesof unethical behavior, actual or suspectedfraud or violation of the Bank's code ofconduct or ethics policy.

  • The officers from VigilanceDepartment conducted surpriseinspections of 52 offices/branches duringthe year under report. The main areasof scrutiny are adherence to systems andprocedures, rotation of staff and deficienciesin fraud-prone areas. The deviations andother irregularities are brought to the noticeof the Module/Regional Heads for takingcorrective actions. Vigilance Department isbringing out a Quarterly House Magazine,which contains vital information on vigilancerelated matters useful to the operatingstaff.

  • In accordance with the guidelinesof the Central Vigilance Commission,the 'Vigilance Awareness Week' wasobserved at total the offices of the Bankfrom 26th October 2015 to 31st

  • October 2015. The focus of observingthe Vigilance Awareness Week was"Preventive Vigilance as a instrument of GoodGovernance”. Seminars and meetingswere conducted, wherein informationrelating to evolving and effectivelyimplementing preventive techniques invigilance administration, which includestransparency, accountability and fairplay, objectivity and timely response indealing with matters relating to publicadministration etc., were explained tocustomers/Staff members. The role ofleveraging of technology in respect of allsystems and process for deliverance ofservices to subsist synchronized through useof technology, was strongly emphasized.The valedictory duty was held on 31stOctober 2015 and addressed by Shri.T.M.Bhasin, Vigilance Commissioner,CVC, Chief Guest on the occasion.

  • Fraud Monitoring andInvestigation Cell (FMIC):

  • The Fraud Monitoring and InvestigationCell (FMIC), functioning under theadministrative control of the GeneralManager & CVO, monitors inevitable criticalareas of offshoot functioning on regularbasis. Thrust is laid for taking certainpreventive measures by monitoringvarious exceptional reports generatedthrough CBS covering transactionsrelated to expenditure, advances,manual debits to interest a/c besides allother unusual transaction including thosereported in Sundays and holidays. DuringFY15-16, two officers accommodate been honoredwith Staff Alertness Award in recognitionof their contribution in preventing anddetection of frauds.

  • Special committee of the Bank interms of RBI has been constituted formonitoring and follow-up of lofty valuefrauds of '1 cr and above. The committeebesides monitoring and follow-up istasked to identify, systemic lacunae,reasons for detain in detection, ensuringstaff accountability besides efficacy ofthe remedial measure. The committeeheld 2 meetings during FY15-16.

  • Customer Grievance Redressal:

  • The Bank has also implemented a friendlyCustomer Redressal System called SMSUNHAPPY to facilitate customers airtheir grievances/complaints/ feed backby simply sending an SMS message

    “UNHAPPY” to 99 0002 0002. The bank'sdedicated staff from “Happy Room” callback the customers for speedy redressalof their grievance.

  • Complaint Management System(CMS) package:

  • The Bank has implemented a threetier automated system for complaintsmanagement and monitoring andresolution. total the complaints receivedat the Branches/Regional Offices/Zones/Networks and Head Office levelare lodged in a common digital platform.The complaints are acknowledgedwith a unique number on their receipt.Presently, the acknowledgements arebeing sent through e-mails registered bythe complainants with us or by post.

    State Bank of Mysore has establisheda dedicated “SBM Contact Centre” toprovide information on Products andServices of the Bank besides status ofcustomer's account through a toll freenumber 1800-425-2244 accessiblethroughout the country. The informationis provided in English, Hindi and Kannadalanguages 24x7x365 basis. Further, as apart of the initiative, Lead ManagementSystem (LMS) launched in their Bankgenerate leads through customer callshelpline No.1800 425 2244 which areforwarded to the concerned branches,and converted into business.

  • SBM QUICK:

  • A missed convene / SMS, from the mobilenumber of the customer registered in theaccount with the Bank, is accepted as anauthorized request to provide convenient,cost efficacious and prompt basic bankingservices. Initially following facilities havebeen introduced:

  • Balance Enquiry of registeredaccount

  • Mini Statement of registeredaccount

  • Blocking of ATM card

  • Customer Services Committeeof the Board:

  • The Bank has build in status Standing

    Committee on Customer Service andCustomer Service Committee of the Boardare in status to oversee the implementationof Customer service initiatives/directionsof Government of India/Reserve Bank ofIndia. Standing Committee on CustomerService held 4 meetings on 21.05.2015,

  • 14.12.2015 & 12.02.2016during the year. The Customer ServiceCommittee of the Board has met thrice on

  • 31.12.2015 and 14.03.2016during the year. A Chief Customer ServiceOfficer (CCSO), an internal ombudsmanhas been appointed in the Bank w.e.f

  • in terms of RBI directive aspart of the whisk towards the objectiveof attaining zero tolerance to customercomplaints.

  • privilege to Information Act, 2005:

  • Revised list of Central Public InformationOfficers (CPIOs) and Appellate Authorities(AAs) made available in Bank's websiteand also circularized.

  • Productivity:

  • Business per employee increased from'11.72 crs as at March 2015 to '11.84crs as at March 2016. The traffic perbranch has marginally increased from'117.75 crs in March 2015 to '121.55 crsin March 2016 due to their policy of notaggressively marketing bulk/corporatebusiness besides addition of 25 newbranches opened during the year.

  • Public Relations

  • Bank's publicity has beeneffectively carried out through themedium of attractive hoardings, pressadvertisements, banner displays,glow mark displays at KempegowdaInternational Airport Limited, RailwayStation and Bus Stations in importantcities/towns and advertisements onmodern bus shelters, etc. Customersmeetings were conducted especiallyin rustic centers to project the image ofthe Bank and publicize the advantagesof thrift and timely repayment of Bankloans.

  • LCD based Video hoarding in the

  • Head Office compound covers the entirespectrum of banking activity with attractivemessages on products and services withperiodical updates on interest rates etc.Messages having gregarious content are alsodisplayed.

  • The Bank has been activelyparticipating in various State-levelseminars, District utsavas, fruit andflower shows, music, cultural and sportingevents at various districts/taluks. Thisbrings us closer to society and enhancesour Brand Image. Bank has beenparticipating in the Karnataka Rajyotsavafunction and sponsoring SBM Tableauin Dasara Parade at Mysuru, which isappreciated by one and all.

  • The hoardings installed at vantagepoints were periodically changed withattractive themes, greeting the public onfestivals with their latest deposits/lendingschemes, revision of interest rates etc.Special media campaigns covering thevarious loans schemes, special offer inhousing, vehicle, gold loans and MSMEloans under CGTMSE scheme, otherretails loans and fresh deposit schemeslike Savings Bank, Term Deposit,Personal Accident Insurance, VidyarthiSanchay were carried out periodicallyin the print and electronic media andthrough hoardings.

    Bank's performance highlights,launching of fresh products and services,opening of fresh branches, ATMs, BPRinitiatives and technological achievementswere also extensively covered in printand electronic media.

  • Organizational Development

  • offshoot Expansion:

  • The Bank has opened 25 fresh branchesduring the FY 2015-16. With this, theBank's network of branches stands at1,037 spread over 17 States and 1 UnionTerritory. The offshoot network comprised243 Metro, 225 Urban, 228 Semi-Urbanand 341 rustic branches.

  • After efficacious implementationof CTS system, 3 Service Branches atKolkata, Hubli and Hyderabad accommodate been

  • closed with their residual toil transferredto Cells attached to nearest branches.

  • Branches in Minority ConcentratedDistricts - Centers (MCDs)/ UnderBanked Districts: During the year, theBank has opened 4 branches in MinorityConcentrated Districts/Centers and 1branch in Under-Banked Districts. Asat March 2016, out of 1,037 branches,the Bank has 90 branches in MCDsconstituting 8.7% of the offshoot networkand 114 branches in Under-BankedDistricts, constituting 11% of the branchnetwork.

  • Implementation of OfficialLanguage Policy:

  • Bank is progressively encouragingusage of Hindi and Regional Languagesto facilitate ease of doing traffic tothe customers in the language of theirchoice. Constant efforts are being madeto create healthy atmosphere for expend ofOfficial Language. For progressive useof Hindi, their Bank's Website is also madeavailable in Hindi and also Kannada withconstant updates from time to time. Theoption of Hindi and Regional Languageis provided in total ATMs of their Bankalong with generation of transactionslips in Hindi. Hindi facility has beenmade available in Mobile Banking also.For enriching learning of Hindi of ourStaff, sunder Quarterly Hindi Magazine"MYBANK BHASHADARSHINI" isbeing published regularly. During theyear under review, the parliamentarycommittee on official language inspectedHead Office, Bangalore on 07.01.2016and appreciated their efforts made for theprogressive expend of Hindi in their Bank.

  • Head Office received an"EXCELLENCE CERTIFICATE" and a"SHIELD" by the Town Official LanguageImplementation Committee (Banks),Bangalore for the special efforts made bythe Bank in the territory of Official LanguageImplementation. Mysore, Hubli, Centraland Mangalore Zones also receivedawards from respective Town OfficialLanguage Implementation Committees.Under the aegis of Government of India,"Hindi Sanghosti" and "Hindi Seminars"were organised at various placesapart from organising "Functional" and"Computer" Workshops at variousplaces.

  • Community Services Banking:

  • Our Bank as a caring and responsiblecorporate entity is conscious of thenurturing they accommodate received from societyand are alive/ vigilant of their duty to paybacka fraction of what they accommodate received fromthem as a sense of gratitude. As per theGovernment of India guidelines, bank isauthorized to disburse 1% of its net profittowards Community Service activitiesby making equitable donations to anyorganization engaged in CommunityDevelopment activity with a spotless imageand advantageous track records. Such donationsare made without any strings attached.

  • During FY16, Bank had

  • undertaken various activities/

    programmes involve conduct of healthcamps, tree planting programme,

    sponsoringTaluk and district plane sports,donating text books, utensils, table andwriting benches, blankets to orphanages,

    equipments to children with special

    needs, sponsored prevention of cancerawareness programmes etc.

  • Bank also participated in theSwachchh Bharat Abhiyaan and donated'26.10 lac for constructing Green Toilet torural schools besides contribution of '10lacs for rejunevation and progress oflakes situated in Mysuru.



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