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Chairman, State Bank of India
Masters degree in Commerce from
Allahabad University

2008-2009: CEÚ  award, for Brand
Excellence (India Brand Summit ± 2008-2009)

‡The State Bank of India (SBI) Group, became a
member of the $1 billion club.,
‡SBI¶s net profit increased by 36 percent to Rs
3,681 crore during 2009-10.
Ô m 
 (SBI) is government-owned
and is the largest V

Ô It traces its ancestry back to the Bank of
Calcutta, which was established in 1806; this
makes SBI the oldest commercial bank in the
Indian subcontinent
Ô Managing the nation¶s largest ATM network.
Ô SBI provides various domestic, international and
NRI products and services, through its vast
network in India and overseas
Ô In recent years the bank has focused on three
priorities, first, reducing its huge staff through
Golden handshake schemes known as the
Voluntary Retirement Scheme, which saw many
of its best and brightest defect to the private
Ô Second, computerizing its operations
Ô Third, trying to change the attitude of its largely
rude staff through a programme aptly named
'Parivartan' or 'change'.
Ô There are seven other associate banks that fall
under SBI. They all use the "State Bank of"
name followed by the regional headquarters'
Ô State Bank of Bikaner & Jaipur
Ô State Bank of Hyderabad
Ô State Bank of Indore
Ô State Bank of Mysore
Ô State Bank of Patiala
Ô State Bank of Saurashtra
Ô State Bank of Travancore
Ô The three Presidency Banks viz. w w 

w w 

credit of the Government
and helped the Govt. raise loans
Ô Amalgamated in 1921 to form Ê w Ê
Ô Entrusted with the task of managing the public debt
operations of the Government and was the Central
Bank of the country till the establishment of Reserve
Bank of India in 1935
Ô Since 1st July,1955 SBI is the main banking arm of
GOI, handling a large chunk of its entire business
Ô Organizational setup whereby the authority to
make important decisions is retained by managers
at the top of the hierarchy
Ô An organizational setup whereby the authority to
make important decisions about organizational
resources and to initiate new projects is delegated
to managers at all levels in hierarchy
Ô There is a well defined system in the Bank regarding the
decision making process.
Ô Financial decisions are taken at various levels by
different officials depending upon their positions and also
through committee approach
Ô Centralized credit processing cells are being formed at
certain centre for sanction of personal segment loans
and loans under SIB segment.
Ô Branches source the applications and forward them to
the respective credit processing cells, for their
Ô Regarding sanction of loans, each officer of the
Bank will consider loan proposals and take a
decision in terms of the scheme of delegation of
powers, on the merits of the proposals.
Ô If bank need to purchase any kind of equipment like
computers or software branch managers are
required to take permission from the high authority
Ô So in term of decision making centralization is high
and low decentralization, managers have some
power to take decision but it is very limited
Ô All the officers have certain financial powers and administrative
powers depending upon their positions
Ô The delegation of financial powers of various grades of officials is
decided by the Central Board which are revised from time to time,
depending upon the organization¶s requirement and also
Government / RBI guidelines.
Ô There is a well defined organizational structure and a clear system
of accountability and control system, which also take into account
the RBI / CVC guidelines.
There are quite a number of documents like manuals, book of
instructions, codified circulars, scheme of delegation of powers,
proceedings of the board etc and also the periodical circulars used
by the employees for discharging various functions
Ô There are quite a number of documents like
manuals, book of instructions, codified circulars,
scheme of delegation of powers, proceedings of
the board etc and also the periodical circulars
used by the employees for discharging various
Ô State Bank Group aims to respond faster to market demands,
enable real-time information access and assign the right people to
the right positions at the right time.
Ô On Implementation of mySAP ERP help State Bank Group drive
advancement and innovation in areas of human capital
management and enterprise resource planning such as e- learning,
virtual classrooms, career development and successing planning,
competency assessment, performance management and property
Ô due to declining market share the senior
management of the bank met over a weekend to
brainstorm the issues and find solutions, and
came up with the idea of a massive programme
of transformation
Ô It set in motion a programme titled "Parivartan"
to get employees at all levels to undergo training
and charge themselves to better tackle
competition and change at the market place
Ô The two-day programme is expected to cover all the 1.8-
lakh staff across the country in a span of 100 days.
Ô The purpose of the programme is to explain to the
employees why change is necessary, with examples of
transformations of other organisations .
Ô response from staff have been very encouraging and the
bank plans to institute an award for the best employee in
every branch as part of this project
Ô Customers of State Bank of India can expect to have a
positive experience when they visit branches. They can
be sure that they¶ll be welcomed courteously, greeted
with a smile, attended to promptly and their grievances
listened to carefully.
Ô Increased market share.
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Chief General

General Manager

Assistant General Manager

ranch Manager

Manager operations, Forex officer,


Cash officers/clerical staff

Ô ü$
Ô @oans: Disbursal ad collection of loans, Non-performing assets etc.
Ô Cross-selling of products: addition/renewal of insurance policies,
addition of new credit card clients etc.
Ô Services like account deposits/drafts
Ô Forex : Number and amount of transactions etc.
Ô R 
A Branch Manager takes care of the profitability and exception reports from
the employees of the branch.
A Manager Operations takes care of the staff management, customer
complaints etc. He is also responsible for smooth delivery of customer
A Salespersons are responsible for selling credit cards, insurance etc to
prospective clients by contacting them.

Ô Posted a PAT of Rs 114.23 crs on 31.12.09 registering a
YoY growth of 39%
Ô The Group has a market share of 59.2% in Indian market
and 16.4% in Asia Pacific market as Mandated @ead
Ô YoY growth in Fee Based Income as high as 65%
Ô As per Thomson Year India Syndicated @oan Table for
India, SBICAPs is ranked
Ô No.1 with 49 deals on hand with proceeds of USD 25769
Ô During the period April-December 2009 the Company is
ranked 2nd in ³Public
Ô Offerings´ as per Primedatabase
Ô m")%
Ô Posted a PAT of Rs. 72.37crores as against Rs.
53.60 crores as on December 2008
Ô YoY growth of 35%
Ô The secondary market turnover of Rs 67,979 crs
is the highest in the last 5 years
Ô Company tops the list of private sector insurance companies,
improving its position from 2nd rank in terms of New Business
Premium, as per IRDA rankings
Ô Gross Premium Income at Rs.6087crs showed a YOY growth of
Ô Market share is 18.8% amongst private players and 6.5% of total
market as on December 2009
Ô AUM of the Company as on 31st December 2009 stood at
Rs.24614 crs. YoY growth of 85.5%
Ô Recorded a PAT of Rs. 199 crores as against a loss of Rs.129
crores as on December 2008
Ô Ranked 1st in terms of number of Million Dollar Round Table
(MDRT) members
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Ô Net profit growth of 43% YoY ( from Rs 26.79 crs

as on Dec 08 to Rs 38.20 crs as on Dec 09)
Ô Company opened its 12th branch at Indore on
Ô @aunched µWithout Recourse Factoring Facility¶ by
offering the product to Mahindra & Mahindra
@td.(Swaraj Division)

Ô % m  * mV

Ô 29 AUM have increased from Rs 24,104 crs as on
Dec 08 to Rs 37,900 crs as on
Ô Dec09. YoY growth of 57%
Ô Despite the ban on entry load the company has
posted a PAT of Rs. 61.55 crores
Ô as against a PAT of Rs. 52.53 crores in December
2008. YoY growth of 17%
Ô @aunched a new product µCHHOTA SIP¶ in April 09
under which an investor can invest Rs. 100 in Mutual
Fund Schemes
m $$  

Ô Recorded a net loss of Rs.123 crores as on Dec 09 as against a

loss of Rs 162 crores as on December 2008
Ô The Company¶s Paid up Capital went up by Rs. 50 crores to Rs.
610 crores during 2009-10 due to fresh infusion
m $$  

Ô Annual spend per account has increased from Rs 22000 as on

Sept 08 to Rs 24000 as on Sept 2009
Ô SBI Cards has emerged as the most trusted brand by being the
undisputed Gold
Ô Award winner in Reader¶s Digest Trusted Brands Survey 2009 in
Credit Card category First mover in re ± introduction of Fee ±
based Cards; realized Rs 9 crs of fees YTD
Ô Ankita Chaudhari ± 08
Ô Darpan Berry ± 14
Ô Diane Rodrigues ± 18
Ô Kashish Khilnani ± 31
Ô Nikita Kothari - 46
Ô Rhujuta Vartak ± 54