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Quick Success Series – Organisational Structure

Mar 15, 2012

Quick Success Series

Organisational Structure

Updated by : Jitendra Kumar Arun Manager (Training), SBLC Deohar Mobile- 9801002594 Email- [email protected]

Updated upto 31st Oct. 16

QUICK SUCCESS SERIES, an initiative of SBLC Deoghar to facilitate the preparation of promotion seeking personnel of our Bank, appears to have succeeded in its objective to a large extent, as the readers are still approaching us for its revision/updation despite availability of plenty of other study materials.

We would not have been able to sustain this unique effort of ours, without the active support and continuous encouragement of our DGM cum Circle Development Officer Sri Bijayananda Padhi. We are deeply indebted to him for his co-operation and guidance. Sri Kumar Priyank, Chief Manager (Training), Sri Rakesh Roshan, Chief Manager (Training), Sri S.K.Sharma, Manager(training) and Sri J.K Arun, Manager (Training) at this SBLC have owned up this project and have taken pains to keep it relevant to the users by updating & improving it at half yearly interval. Though every care has been taken while updating the contents, we request our readers to point out any lapses at the earliest. Needless to mention this book is not a substitute of circular instructions issued by the Bank from time to time. For detailed guidelines please refer to Bank’s latest circulars. Soft copy of this edition is available on our ftp://10.151.51.33 in QSS folder and on SBI TIMES>PATNA CIR-CLE>SBLC Deoghar site. Team SBLC Deoghar is humbled by the response and recognition, it is receiving from the readers within and beyond the circle. We wish the readers grand success in their endeavours. Abhishek Kumar Sharma Assistant General Manager, State Bank Learning Centre, Deoghar- 814112 Phone- 06432-232895 Fax - 06432-231810

e-mail: [email protected]


31st October 2016

History of SBI The origin of State Bank of India date back to 1806, when the Bank of Calcutta (later called the Bank of Bengal) was established. In 1921, the Bank of Bengal and two other presidency banks (Bank of Madras and Bank of Bombay) were amalgamated to form the Imperial Bank of India were acquired by the Reserve Bank of India and the State Bank of India was created by an Act of Parliament to succeed the Imperial Bank of India. On recommendations of All India Rural Credit Survey Committee (Gorawala Committee) and through passing of an Act in parliament, Imperial Bank of India was renamed as State Bank of India on 1st July 1955. The Bank has completed over 207 years of existence, with an unbroken record of profitability.

Till establishment of RBI in 1935, Imperial Bank of India was exclusively conducting Government

Business.

Structure and Organisation The Bank has its Corporate Office at Mumbai. At the helm of affairs is the Bank’s Central Board of Directors, comprising specialists from various sectors. The Directors represent the Government of India, RBI, shareholders, workmen and non-workmen staff of the Bank. There are several independent and non-executive Directors apart from the executive directors on the Board. The Bank’s domestic operational area is divided into 14 Circles, each with one Local Head Office (LHO) headed by Chief General Manager. The Bank’s Top Management consists of the Chairman, Managing Directors, and Deputy Managing Directors.

Associate Banks In 1959, State Bank of India (Subsidiary Banks) Act, 1959 was passed under which state associated

banks were taken over by the SBI as its subsidiaries Later on these were renamed as Associate Banks Presently, there are 5 Associate Banks of SBI namely State Bank of Bikaner & Jaipur (SBBJ) State Bank of Hyderabad (SBH) State Bank of Patiala (SBP) State Bank of Mysore (SBM) State Bank of Travancore (SBT) Erstwhile Associate Banks - State Bank of Saurashtra (in August 2008) & State Bank of Indore (in

August 2010) have been merged with State Bank of India

SBI holds 100% shares in SBH & SBP. In SBBJ -75.07%, SBT – 79.09% and in SBM- 90% Foreign Banking Subsidiaries State Bank of India (Canada) State Bank of India (California) SBI (Mauritius) Ltd Bank SBI Indonesia Nepal SBI Bank Ltd Commercial Bank of India LLc, Moscow State Bank of India (Botswana) Ltd


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Non Banking Subsidiaries SBI Capital Markets Ltd SBICAP Securities Ltd SBICAP Trustee Company Ltd SBICAP Ventures Ltd SBICAP (UK) Ltd SBICAP (Singapore) Ltd SBI DFHI Ltd SBI Mutual Fund Trustee Company Pvt Ltd SBI Global Factors Ltd SBI Pension Funds Pvt Ltd SBI General Insurance Company Ltd

SBI Payment Services Pvt Ltd SBICAP (UK) Ltd SBICAP (Singapore) Ltd SBI Cards and Payment Services Pvt Ltd SBI Funds Management Pvt Ltd SBI Life Insurance Company Ltd SBI Funds Management (International) Private Ltd SBI-SG Global Securities Services Pvt Ltd. SBI Foundation

Joint Ventures C Edge Technologies Ltd GE Capital Business Process Management Services Pvt Ltd Macquarie SBI Infrastructure Mgt. Pte. Ltd. Macquarie SBI Infrastructure Trustee Pvt Ltd SBI Macquarie SBI Infrastructure Mgt. Pvt Ltd. SBI Macquarie SBI Infrastructure Trustee Pvt Ltd. Oman India Joint Investment Fund-Mgt. Co. Pvt Ltd. Oman India Joint Investment Fund-Trustee Co Pvt. Ltd.

Present Organisational Structure SBI’s Registered Office & Central Accounts Office is in Kolkata SBI’s Corporate Centre (Apex Office) is in Mumbai Corporate Centre is headed by Chairman Chairman is supported in his functioning by Managing Director & Chief Credit & Risk Officer (MD

& CCRO), Deputy Managing Director & Chief Financial Officer (DMD & CFO), Deputy Managing Director & Corporate Development Officer (DMD & CDO), DMD (Inspection & Management Audit), DMD (Information Technology), Chief Vigilance Officer (CVO) and Chief Economic Advisor. The Bank’s domestic operational area is divided in 14 Circles, each with one Local Head Office

(LHO). Presently, there are 85 Zonal Offices. To achieve focused growth, undernoted Business Groups have been formed at Corporate Centre:

1. Corporate Banking Group 2. Mid Corporate Group


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3. National Banking Group 4. International Banking Group 5. Global Markets Department

Corporate Banking Group consists of three Strategic Business Units viz., Corporate Accounts

Group, Project Finance & Leasing SBU and Transaction Banking Unit. Corporate Accounts Group –CAG is the dedicated SBU for handling the ‘large credit’ portfolio of

the Bank. The CAG has 8 Offices in 6 regional centers viz. Mumbai, Delhi, Chennai, Kolkata, Hyderabad and Ahmedabad headed by General Managers. The business model of CAG is centered around the Relationship Management concept and each client is mapped to a Relationship Manager who spearheads a cross-functional Client Service Team. The Relationship strategy is anchored on delivering integrated and comprehensive solutions to the clients, including structured products, within a strict Turn-Around-Time. The principal objective of the strategy is to make SBI the first choice of the top corporates thereby increasing the wallet-share and improving the Return on Capital Employed.

The Fund Based outstandings of CAG constitutes 21% of total credit portfolio of the Bank, CAG also handles about 58% of the domestic forex business of the Bank. During the year, CAG handled several high value deals eg. NTPC, BSNL, SAIL, GSPC etc.

Project Finance & Leasing SBU deals with the approval and arrangement of funds for large

projects in infrastructure sectors like power, telecom, roads, ports, airports, as also other non-infrastructure projects in sectors like metals, cements, oil & gas, among others, with certain threshold on minimum project cost. PFSBU also provides support to other verticals for vetting their large ticket term loan proposals. In order to strengthen the policy/ regulatory framework for financing infrastructure, inputs are also provided to various ministries of Govt. of India, Planning Commission, RBI etc. in respect of lenders’ views on new policies, Model Conces-sion Agreements, issues being faced in infrastructure financing, etc. Transaction Banking Unit has a special focus on Cash Management Product, Trade Finance and

Supply Chain (Dealer/Vendor) Finance.

The Cash Management Product (CMP) The Bank provides Cash Management Ser-vices “SBI F.A.S.T.”- (Funds Available in Shortest Time) to Corporate customers through 1854 branches. The Bank’s entire network of over 16400 branches is also offered to Large Corporates, Non-Banking Finance Companies and Insurance Com-panies for their Cash Management needs through certain ‘Premium Products’ such as Easy Collect, Powerjyoti – Pre-upload etc. The whole spectrum of Cash Manage-ment services encompassing Liquidity Management, Cheque and Cash collections, Doorstep Banking for Cash and Cheque pickup, collections for Public Issues (IPO/Bonds), e-Collections, Post dated Cheques management, Mandate based debits and Payment services comprising Dividend Warrants, Multi City Cheques, Inter Office Instruments and e-payment are offered. CMP Centre is the “Sole Refund Banker” for Central Board for Direct Taxes (CBDT). CMP Centre has brought about integration of payment Systems of Controller General of Defence Accounts, Civil Ministries under UMEA and some State Governments with the Core Banking Infrastructure of the


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Bank by providing Centralised e-Payment Solution enabling the Government Departments to achieve their objectives under National e-Governance Project (NeGP).

Trade Finance, the Bank has launched a more customized front end tool called ‘e-trade SBI’ which enable clients to lodge their LC, BG and Bill Collection/ negotiation requirements online.

e-Trade SBI SBI has established an excellent technology and operation infrastructure for its Trade Finance business. e-Trade SBI, a web-based portal, which was launched by our Bank in March 2011, has been undergoing constant improvement to enhance customer comfort and provide the means to customers to access trade finance services with speed and efficiency by enabling them to lodge Letters of Credit, Bank Guarantees and Bills Collection/negotiation requirements online from any corner of the world. As on 31.03.2016, 2250 Corporates are registered under e-Trade SBI.

Supply Chain Finance equipped with e-VFS (Electronic Vendor Finance Scheme) and

e-DFS (Electronic Dealer Finance Scheme), provides automated payment and settlement of transactions as also real time MIS to both Industrial Majors and vendors. e-VFS (Electronic Vendor Financing Scheme) & e-DFS (Electronic Dealer Financing Scheme) Leveraging our Bank’s state-of-the art technology, our relationship with the Corporate World has been further strengthened by financing their Supply Chain Partners through the above two products which are fully automated, secured and robust. They are designed to ensure efficient management of working capital cycle, sustained growth and profitablility of business partners. As on 31.03.2016, over 182 industry Majors (IMs) with more than 3867 vendors and 12993 dealers across the country have been migrated to the electronic facility under the e-VFS/e-DFS platform. Financial Institutions Business Unit (FIBU), a dedicated vertical created for capturing potential business opportunities from financial institutions viz. Banks, Mu-tual Funds, Insurance Cos., Brokerage firms and NBFCs. Capital Market Branch (CMB), Mumbai under FIBU, a specialised branch catering to Capital Market business and Brokers was given the award of being one of the ‘Top Performers in BSE in Pri-mary Market segment’ by Bombay Stock Exchange for the third consecutive year. CMB has also acted as ‘Bankers to Issue/Refund Banker’.

Mid Corporate Group. MCG primarily caters to the banking needs of Mid Corporate custom-

ers. MCG provides a better turnaround time (TAT) for credit delivery and ensure quality in credit appraisal through 54 MCG branches and 14 regional offices across the country as on 31.03.2016

National Banking Group : The National Banking Group (NBG) is the largest business vertical of

the Bank, anchoring 96.04% of total domestic deposits and 53.57% of total domestic advances, as


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on 31st March, 2016. It is also the largest business vertical in terms of branch network and human resources. NBG consists of five strategic Business Units: SMEBU (for Small & Medium Enterprises), PBBU (for

Personal Banking), ReH & HD for (Real Estate Habitat & Housing Development), RBU (for Rural Banking) and GBU (For Govt Business). SBI has 14 Circles at Ahmedabad, Bangalore, Bengal, Bhubaneswar, Chandigarh, Chennai, Delhi,

Hyderabad, Bhopal, Kerala, Lucknow, Mumbai, North East & Patna. There is one Local Head Office at each Circle headed by Chief General Manager.

International Banking Group (IBG). The International Banking Network is spread across

37 countries with 198 offices. Some of the Bank’s International locations include UK, USA, Germany, France, Canada, Russia, South Africa, China, Singapore, Japan and Australia. The Bank maintains correspondent banking arrangements with 385 reputed international Banks spread over 113 countries. Bank’s Joint Ventures and Subsidiaries abroad further under-line the Bank’s international presence.

Overseas expansion The number of foreign offices increased from 191 as on 31st March, 2015 to 198 as on 31st March, 2016 spread across 37 countries. The offices include 55 branches, 20 other offices, 7 Represent-ative Offices, 113 offices of the 8 foreign banking subsidiaries and 4 Associates/Managed Exchange Cos/Investments. During FY 2015, the Bank has opened a new representative Office in Myanmar and Indian

Visa Application Receiving Centre at Dhanmondi, Bangladesh . During FY2016, Bank has opened 2 new branches in United Kingdom, 4 Indian Visa Application Centres in Bangladesh and upgraded Seoul Representative Office into a full fledged branch. Bank commenced its Representative Office func-tions in Sao Paulo, Brazil through its subsidiary State ank of India Servicos Limitada. Dusseldorf Marketing Office of SBI, Bakersfield Branch of SBI (California) and Abbotsford Branch of SBI (Canada) Bank were closed during the year.

Global Markets Department handles Bank’s Domestic Treasury Operations across all time

zones and covers activities in various markets i.e. Forex, Interest Rates, Bullion, Equity and Alternative Assets, etc. Global Markets Group performs the treasury functions of the Bank, ensuring safety, liquidity and yield, besides maintaining statutory reserve requirements. The corpus under management of Global Markets increased by around 20% Y-o-Y to `4,70,000 crores. Further, Global Markets Group provides foreign exchange services and hedging instruments for risk management to customers. It also offers portfolio management services to many retirement funds.

Corporate Strategy & New Business (CS &NB) Banking system is witnessing new challenges in its traditional business domain from new digitally enabled entrants. Payment systems, of late, is the most sought after aspect of banking business on account of the growing penetration of smart phones, e-commerce and launch of a good number of innovative products/mobile apps. Payments Bank and Small Finance Banks are on the anvil. The competitive scenario is getting intense and changing rapidly.


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To meet the emerging challenges and to keep the Bank ahead in the race, during the last financial year bank has initiated a slew of measures to enhance customer delight. A dedicated department develops and launches initiatives in emerging business areas, including tech-based products. Some key initiatives are: Digital Banking Project: “sbiINTOUCH” To provide the banking services to Gen-Y and Smart Affluent, bank has initiated Digital Transition of service delivery in right earnest. Right from account opening (including transacting through alternate channels like Internet Banking and Mobile Banking and instant issuance of personalised debit cards) Remote Expert advisory, banking products and services delivery including products and services of SBI subsidiaries viz. Life Insurance, General Insurance, Mutual Funds and credit cards, e-Trade through SBI Cap Securities. The resultant product helped to enhance customer experience, provide seamless and fulfilling banking services through simplification of products and services and thus helped the Bank with a launching pad to get into higher orbit of digital service delivery in the coming days. The first set of 7 Digital Banking Outlets (DBOs), under the sub-brand “sbiINTOUCH” was launched on 1st July, 2014. To start with, the DBOs have been opened in New Delhi, Mumbai, Kolkata, Chennai, Ahmedabad and Bengaluru. Debit Card State Bank Group (SBG) continues to lead Debit Card issuance in the country with over 23 crores Debit Cards as on 31st March, 2016. Spending by debit cardholders of the SBG across ‘Point of Sale’ and ‘e-Commerce’ transactions crossed Rs.41500 crores in FY 16.

Bank has also improved its market share in Debit Cards spends from 25.07% (March 15) to 26.29% (March 16) which is highest amongst the banks as per RBI data Prepaid Card The Bank’s product range includes the following Prepaid Cards to cater to various payment needs of its customers:

Foreign Travel Card: The Foreign Travel Card, now a chip based EMV compliant Card, is available in 8 currencies, US Dollar (USD), Great Britain Pound (GBP), Euro, Canadian Dollar (CAD), Australian Dollar (AUD), Japanese Yen (JPY), Saudi Riyal (SAR) and Singapore Dollar (SGD), providing safety, security and convenience to overseas travellers. We have also introduced cor-porate variants of State Bank Foreign Travel Card (SBFTC) to cater to the needs of corporate em-ployees travelling overseas. In FY2016, the Bank have issued 27,220 Foreign Travel cards and ap-proximately 2,01,900 INR prepaid cards.


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eZ- Pay Card: The eZ- Pay Cards are aligned with most of the social schemes of the State and Central Governments in addition to salary payments by corporate entities, thus benefitting millions of households. Gift Card: Gift Cards are a preferred option for consumers to gift the ‘Freedom of Choice’ to their loved ones. Customers can purchase Gift Cards online. State Bank Achiever Card: Rolled out in November 2013. This is a re-loadable Corporate incentive Card with a validity of 10-years for disbursement of incentives/ awards. Smart Payout Card: We launched the Smart Payout Card, a reloadable Card, on 27th April, 2013, for blue collar workers and contract labourers, among others. This Card can also be issued as an ‘Add-on Card’ to our savings Bank account holders.

Merchant Acquiring Business (MAB): The MAB division aims to activate more than 150 million SBG Debit Cards on POS terminals, increase visibility and create a comprehensive electronic infrastructure in the country. We are already the largest player among Public Sector Banks with around 1,35,853 terminals (as on 31st March, 2014) in the market. We are also the 4th largest Acquirer in India and have entered into corporate tie-ups with many prominent players, including top educational institutions and hospitals as we continue to tap the huge potential available in the market. During the year the Bank has also launched Mobile POS on a pilot basis and will be rolling it out on a pan-India basis in the next few months. Green Channel Counter (GCC) The Bank has launched the GCC facility in all retail branches (14,981 branches) to enhance convenience to the customers and save on cost and time per transaction. Average 7.40 lakh trans-actions are taking place on a daily basis through these counters.

The percentage of GCC transactions has improved from 20.08% in March 2015 to 27.64% in March 2016. Self Service Kiosk (SSK) SSK is a debit card based non-cash transaction kiosk. Twenty different financial and non financial transactions are available at SSKs including passbook printing, utility bill payments, cheques requests etc. Green Remit Card (GRC) The Bank introduced GRC, a remittance card, on 2nd January, 2012 for facilitating large number of non-home cash deposit transactions at our branches. A cardholder can swipe the card at GCC or at Cash Deposit Machines (CDM) and remit money to the beneficiary whose account number is mapped to the card. Once the transaction is completed, both the remitter and beneficiary get a confirmation through SMS. Some 3.91 crore transactions were carried out through the Green Remit Card (GRC) route during FY2016, compared to 3.48 crore in FY2015. The average daily transactions of GRC has increased


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from 1.16 lakh in FY2015 to 1.37 lakh in FY2016. This initiative won the SKOCH Award under Tech-nology Products Category in 2015. State Bank Aggregator Service (SBIePay) The Bank has launched ‘SBIePay’, a payment aggregator service, which facilitates e-Commerce/ m-Commerce transactions among merchants, customers and various financial institutions for all kinds of e-Commerce payments. The Bank’s Chairman, Smt Arundhati Bhattacharya, launched the service at Corporate Centre, Mumbai on 13th March, 2014. The new service will go a long way in providing our customers with online payment facilities

Mobile Banking Service

The Bank is the market leader and has leaped to the number one position in terms of value of transactions with a quantum jump in market share from 9.82% in March 2015 to 35.97% in Dec’15, while consistently maintaining the number 1 position in terms of volumes with 38.44%. market share in December’ 2015 During the year, your Bank launched mobile banking applications for SME & Corporate customers, “State Bank Anywhere Saral” & “State Bank Anywhere Corporate”. These applications allow cus-tomers to do all their banking transactions such as Account Enquiry, Mini Statement, Utility Bills payment, EPF Payment, creation of Fixed Deposits and a lot more. The Corporate customers get ad-ditional features which allow them to initiate payment to suppliers, authorize e-cheques and en-quiry of account transactions

State Bank Buddy – Mobile Wallet Mobile Wallet space is still in its infancy and requires significant infrastructure changes in the ecosystem but the general consensus is that this is the future of payment systems. For banks today, mobile wallets have a lot of potential and can be a key to building loyalty and creating new revenue streams. The millennial, a group that will guide the overall consumer attitude in future, are showing preferences for mobile payments and many of them feel that this would be the payment method five years down the line. In order to ensure our presence in this space, it has been decided to launch “State Bank Buddy”, our Mobile Wallet in collaboration with Accenture and MasterCard. The wallet has seen more than 48 lakh transactions to the tune of `230.71 crore. Out of which `11.47 crore are merchant transactions, upto 31st March, 2016.

mPoS terminals In order to go “green” your Bank is now focussing on “paperless” mobile PoS terminals with 30000+ mPoS terminals. Contactless (NFC) PoS terminals During FY2016, Bank has also launched the Contactless (NFC) PoS terminals with over 30,000 such terminals already deployed in the field. Acceptance of Amex Card has also been enabled on SBI PoS terminals during FY2016


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Internal Control (through Audit)

The bank has in-built internal control systems with well defined responsibilities at each level. It conducts internal audit through its Inspection & Management Audit Department. Audit Committee of the Board (ACB) exercises supervision and control over the functioning of the I&MA department. The Bank carries out mainly two streams of audits – Risk Focused Internal Audit (RFIA) and

Management Audit covering different facets of Internal Audit requirement. All accounting units of Bank are subjected to RFIA. Management Audit covers administrative offices and examines policies and procedures besides quality of execution thereof. Besides the above, the department conducts Credit Audit, Information Systems Audit

(Centralised IT Establishments & Branches), Home Office Audit (audit foreign offices) and Expenditure Audit (at administrative offices) and oversee policy and implementation of Concur-rent Audit (domestic & foreign offices) and Circle Audit. I & MA Dept undertakes a critical review of the entire working of the entire working of auditee

units through RFIA an adjunct to risk based supervision as per RBI directives. All domestic branches have been segregated into three groups (Group I, II & III) on the basis of business profile and risk exposures. Audit of Group-I branches is administered by Central Audit Unit (CAU), audit of branches in Group II & III category and Business Process Re-engineering (BPR) entities are conducted by 13 Zonal Inspection offices, each of which is headed by a General Manager. Management Audit focuses on the effectiveness of risk management in the process and

procedure followed in the Bank covering Corporate Centre establishments, Circle’s Local Head Offices, Apex Training Institutions, Associate Banks and RRBs sponsored by the bank.

Regional Rural Banks SBI has sponsored 14 RRBs covering over 155 districts in 15 states with a network of 3955 branches. The Bank’s shareholding in 14 RRBs is Rs.479.82 crores.

Strategic Training Unit

Our training system functions under the overall supervision and guidance of STU caters to ever increasing training needs of the Bank. There are 5 ATIs (Apex Training Institutes) and 47 SBLCs State Bank Learning Centres) across the country. The 5 Apex Training Institutes are State Bank Academy (SBA), Gurgaon; Sate Bank Institute of Rural Development (SBIIRD), Hyderabad; State Bank Institute of Information & Communication Management (SBIICM), Hyderabad; State Bank Staff College (SBSC), Hyderabad and State Bank Foundation Institute (SBFI), Chetna, Indore.

The sixth ATI, named the State Bank Institute of Management, is being set up at Rajarhat, New Town, Kolkata. The Bank has acquired 10 acres of land in the prime institutional area at Rajarhat New Town, Kolkata from WBHIDCO (West Bengal Housing Infrastructure Development Corporation Limited) at a cost of Rs.58.00 crores. Efforts is underway to construct a state of the art full scale residential apex training institute. This would help correct regional imbalances as


31st October 2016

participants from eastern and north eastern region would not have to travel long distance for undergoing training.

Principles that drive learning activities All employees undergo at least one institutional training during a year. Training programmes are aligned with current corporate priorities of the Business Units. A culture of self-learning is inculcated in every employee. Active promotion of online learning includes mandatory role-based lessons supported by

Rewards and Recognitions. Under its Reward and Recognition Scheme, the Bank also actively encourages its employees

to pursue various study courses offered by external institutes. Highlights of achievements

With the main objective of imparting financial literacy and facilitating effective use of finan-cial services by the common man, Bank have set up 385 Technology Learning Centres (TLCs) across the country for conducting interactive learning sessions and demos of the Bank’s var-ious tech-channels.

Bank’s 116 RSETIs have conducted 12,840 programmes, trained 3,40,688 candidates and

1,60,607 trainees have been gainfully settled 37734 Financial Literacy Camps organised during FY2016 During FY2015, 23 SBLCs were accredited with the ISO 9001:2008 Certification, taking the

total tally to 27 accredited centres out of a total of 45 SBLCs till date. Bank has also started a facebook page for new batch of Probationary Officers (2015) called

“SBI STEPUP” Career Development System (CDS)

During the FY2016, your Bank has introduced a new system of performance appraisal (re-named as Career Development System) of individual employees in an objective and transparent manner. The entire system is IT driven. All the employees of your Bank have been assigned KRAs and almost 90% of the positions have been made budgetary or measurable. The system extracts business data re-quired for the KRAs and calculates scores. All the employees are being judged on the basis of their performance

Corporate Social Responsibility (CSR) Our CSR activity touches the lives of millions of poor and needy across the length and breadth of the country. The Bank has a comprehensive Corporate Social Responsibility (CSR) Policy, approved by the Executive Committee of the Central Board in August 2011 and earmarks 1% of the previous year’s net profit as CSR spend budget for the year. The CSR spend of your Bank for the FY2016 stood at `143.92 crore


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CSR awards and accolades Awards: Bank has won 10 awards for its CSR initiatives during FY2016:

SNO NAME OF AWARD CATEGORY Award Insti-tuted By

1 National Award for Excellence in CSR & Sustainability

Best Overall Excellence in CSR World HRD Congress

2 National Award for Excellence in CSR & Sustainability

Best Overall Sustainability Per-formance

World HRD Congress

3 Asian Banking, Financial Services & Insurance (BFSI) Excellence Awards

Best CSR Practices World HRD Congress

4 Asian Banking, Financial Services & Insurance (BFSI) Excellence Awards

Business Sustainability Initiative of the Year

World HRD Congress

5 Lokmat Banking, Financial Services & Insurance (BFSI) Excellence Awards

Best Bank (Public Sector) World CSR Day

6 ABP News CSR Leadership Awards Best CSR Practices to SBI Foundation

World CSR Day

7 10th IND Y’s Awards Best CSR Practices to SBI Foundation

Fun & Joy at Work

8 ABP News Banking, Financial Services & Insurance (BFSI) Awards

Banks with Best CSR Practices to SBI Foundation

World CSR Day

9 Blue Star: Global CSR Excellence & Leadership Awards

Best CSR Practices World CSR Day

10 Golden Globe Tiger Award for Excellence & Leadership in CSR

Best CSR Practices World CSR Day

SBI: Flagship of Indian Banking The State Bnak of India has been in the forefront of all areas of banking and has, over the years, richly merited its status as the flagship of Indian Banking. In several fields, the Bank has pioneered innovate measures and contributed significantly to the growth of the Indian economy, while improving its own profitability over the years. The Bank strongly believes that customer service is the most important factor in maintaining and improving its leadership in India’s Banking Industry, which is reflected in its activities in every sphere of its operations. Branch Expansion

With the opening of 451 new branches during the year, the branch network of Bank reached 16,784, as of March 2016, of which 65% are in rural and semi-urban areas


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Number of Employees

The Bank has a total permanent staff strength of 207739 on 31st March, 2016. Out of this, 80818 are Officers, 88606 are Assistants, 21477 are Sub-staffs and remaining 16838 are Watch & Ward staffs.

Capital and Shareholding Pattern SBI is the first public sector bank to access the domestic capital market in 1994 to shore up its capital base. Distribution of Shareholding as on 31.03.2016:

Shareholders % of shares held

PRESIDENT OF INDIA 60.18

Non-residents (FIIs, OCBs, NRIs, GDRs) 11.19

Mutual Funds & UTI 5.90

Private Corporate Bodies 2.75

Banks/FIs/Insurance Cos etc 12.65

Others including Resident Individuals 7.33


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Organisational Structure at Corporate Centre

Click to edit Master title style

• Click to edit Master text styles

– Second level

• Third level

– Fourth level

» Fifth level

Org structure-c cAugust, 2015

DMD & CFO

DMD & CIODMD & CCO

DMD & CDO CGM

(GLOBAL

MARKETS)

CHAIRMAN

CVO

MD (CORPORATE

BANKING GROUP)

DMD (CAG)

DMD (MCG)

DMD (SAMG)

DMD (IBG)

DMD (I & MA)

DMD & CHIEF

RISK OFFICER

CGM & GCO

MD (NATIONAL

BANKING GROUP)

DMD (CHIEF

OPERATING

OFFICER)

DMD (CS & NB)

CGMs (Circle)

MD (COMPLIANCE

& RISK)

MD (A&S)

All Subsidiaries

All Associate

Banks

CGMs (BU)


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– Second level

• Third level

– Fourth level

» Fifth level


CGM *

(SME BU)

CGM *

(RBU)CGM *

(PBBU)

MD (NATIONAL BANKING GROUP)

DMD & COO*

GM (GBU)* GM (MCS)*DMD *

(CS & NB)

CGM *

(REH BU)

* Being uploaded separately.


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– Second level

• Third level

– Fourth level

» Fifth level


CGM

(Customer

Service

& Ops.)

GM

(AB & R)

DGM (Bkg.Op)

DGM

(CIBR

& IOA)

DGM

(DRD

& ACD)

DGM

(GAD)

DGM

(C&CS)

DGM

(ATM - I & S)

DGM

(Contact

Centre)

GM (Alt.

Channels &

Electronic

Channel Redesign)

DGM

(INB)

DGM

(ATM

Strategies)

GM (NBG

Coordination)

GM (CPC

Redesign &

Other Projects

Redesign)

GM

(NPA

Mgmt.NBG)

GM

(HR-Special

Project)

DGM

(CPC

Redesign)

DGM

(Other

Projects)

MD (NATIONAL BANKING GROUP)

DMD & COO

DGM (FATCA)

DGM

(Risk Mgmt)

GM (Fraud

Monitoring &

Banking

Operations)DGM (RTI)

DGM

(Electronic

Channels

Redesign)

DGM

(Tech

Imp)

DGM

(Soft

Recovery)

DGM (Fraud

Prevention &

Monitoring)

GM (Branch

Redesign

& Network

Management

DGM

(Branch

Redesign)

DGM

(Network

Management)

DGM

(Customer Outreach &

Root Cause Analysis)

GM

(Customer

Service)

DGM

(Complaints Management)

Dotted line

Relationship

with PBBU

Dotted line

Relationship

with RE, H &

HD & PBBU

Dotted line

Relationship

with PBBU &

BOD


31st October 2016



– Second level

• Third level

– Fourth level

» Fifth level


MD (CORPORATE BANKING GROUP)

GM

(Transaction

Banking Unit)

CGM *

(Project Finance

& Leasing)

DMD (CAG) DMD (MCG)* DMD (SAMG) * DMD (IBG)



31st October 2016



– Second level

• Third level

– Fourth level

» Fifth level



DGM (Risk

Management)

GM

(Transaction Banking Unit)

DGM

(TBU

CAG)

DGM

(TBU

MCG)

DGM & RM

(TBU-Transaction

Banking - OPs)

Capital Market

Branch

CGM (CAG –

Central)

CGM

(CAG – II)

GM (CAG

Mumbai II)

GM (CAG

Chennai)

GM (CAG

Hyderabad)

GM (CAG

New Delhi II)

GM (CAG

Mumbai I)

GM (CAG

New Delhi I)

GM (CAG

Ahmedabad)

GM (CAG

Kolkata)

DGM

(CAG – Central)

DGM

(TBU

NBG)

DMD (CAG)


31st October 2016



– Second level

• Third level

– Fourth level

» Fifth level



DMD (IBG)

GM

(Compliance & Risk)

Chief General Manager

(International Banking)

Regional Heads

GM (FIG)

Country Heads Representative Offices

DGM (Risk Management)

DGM

(Compliance) Foreign Offices

DGM

(Overseas

Exps. Planning

& Strategy)

DGM (TMG I)

DGM

(Global Trade)

GM

(Wholesale I)

DGM (Overseas

Corporate Bkg)

DGM

(Merchant Bkg.)

DGM (Credit)

Chief General Manager /

General Manager (FS)

DGM (TMG II)

DGM

(Retail)GM

(Wholesale II)

DGM

(Global Link

Services)

Corporate Center

GM (Ops &

Coordination )

DGM (HR)

DGM (Ops &

Info System)

DGM (IB

Domestic)


31st October 2016



– Second level

• Third level

– Fourth level

» Fifth level


DMD & CRO

CGM (Risk Management) *

MD (COMPLIANCE & RISK)

CGM (GCO)

GM

(Compliance)

DGM (AML / KYC /

CFT Cell ,Jaipur)DGM

(Compliance-

Operations)

GM & Principal

Officer (AML / CFT)



31st October 2016



– Second level

• Third level

– Fourth level

» Fifth level


DMD & CFO

CGM

(Financial

Control)

CGM

(FRTD)

GM (Central

Accounts Office)GM

(PerformancePlanning and

Review)

GM

(IT: ALM)

DGM (FR)

AGM(Investor Relations)

DGM & Proj.

Director

(IFRS)

GM (Shares

& Bonds)

CEA

DGM

(CAO)

DGM

(Taxation)

DGM (CMU)

DGM (Capital Planning andCompliance)

ERD

DGM (Shares

& Bonds)

AGM (Accounts)

CC, Mumbai

GM (FRT)

DGM

(ALM)

CGM (Global Markets)*

DGM

(CSD, Kolkata)



31st October 2016



– Second level

• Third level

– Fourth level

» Fifth level


DMD & CDO

CGM

(HR)

DGM

(Appeals

& Review)

GM

(OL & CS)

DGM

(OP & SP

Deptt.)

DGM

(Personnel Mgmt

& PPG)

DGM

(Premises)

DGM

(Estate)

Chief Officer (Security) #

Chief Medical Officer #

AGM

(Office Administration)

Law Dept. #

$ GM (LAW- I)

& GM (LAW-II)

DGM

(Cadre

Management)

GM.

(CRPD)

DGM

(CRPD –

Promotion)

DGM

(Industrial

Relations)

DGM

(CRPD –

Recruitment)

CGM & Head

STU)

SBSC

SBA

SBIRD

SBIICM

DGM

(L &D)

DGM

(Research)

DGM

(SBLC)

DGM

(E –Training)

SBFI,

Chetana

DGM (BOI)

GM

(CC & C)

DGM

(Public

Relations)

$ GM (LAW-I) – Legal matters of A&S, MCG, SAMG, Global Markets.

GM (LAW-II) – Legal matters of NBG, CB, all functional departments and other verticals.

# This position is recruited on Contractual Basis.

DGM

(CSR)


31st October 2016

LOCAL HEAD OFFICE

Chief General Manager

DGM & CDO

AGM

(Circle Security)

CM

(Procurement)

CM (Official

Languages)

State Bank

Learning Centers

AGM (ITSS)

AGM (Law)*

DGMs

(B & O)

AGM

(CPM)

AGM (PPG)

AGM (HR)DGM

Headed

Branches

AGM

BPR-IT

AGM

(Prem. & Est.)

DGM &

CCO

AGM

(AC&P)

DGM /

AGM(ABU)

DGM/

AGM (SME)

DGM/

AGM(PBBU)

AGM (GBU)

GMs (Network) DGM(Vigilance)

DGM * (Law)

AGM

(ATM-Operations) CM (Appeal

& review)

AGM

(NPA)

CCC

Sect.

CM(BOPM)

PS

DGM &

CFO

AGM

(Reconciliation)

AGM (Audit)

AGM (FSLO)

AGM (BPMM)

AGM

(Surveillance)

CM (L&D *Depending on the legal support required by

the circle either the AGM / CM (Law) or a

DGM (Law) will be present

AGM

(PR &CSB)

AGM (OAD)

AGM

FMC

AGM (RB-FI)

CM

(CrossSelling)

AGM / CM

(ORM)

DGM

(AC&P)

AGM

(DisciplinaryProceedings)

CM

(Risk

Rater)

AGM (MAB)


31st October 2016

General Manager

(Network)

CM (Business

Operations &

Performance

Monitoring)

DGM/AGM (PBBU)

AGM (GBU)

Chief Manager

(Lead Bank Cell)

DGM/AGM (SME)

DGM/AGM (ABU)

STRUCTURE OF GM’S OFFICE

DGMs (B & O)

AGM (AC&P)

DGM headed Branches

CM (Cross Selling)

NB: i) AGM (FPAS & HNI) will be placed under GM-I

AGM/ CM/ Mgr. – RB – FI $

Cluster Hub *

* Created in Ahmedabad, Bangalore, Bengal, Chandigarh,

Chennai, Delhi, Hyderabad and Mumbai Circles and to be placed in Network having highest SME advances.

DGM (AC&P) $ depending

on targets under FI)


31st October 2016

DGM and CDO

AGM ( HR)

AGM (Disciplinary

Proceedings Cell)

AGM (Circle Security)

AGM (ITSS)

AGM / CM (Law)*

CM (Official

Languages)

* If law department is headed by an AGM / CM (Law) instead of a DGM (Law) then the AGM / CM (law) will report to the CDO

AGM

(Premises and Estate)

AGM/CM (PPG)

STRUCTURE OF CDO’S OFFICE

State Bank Learning Centers

CM (Procurement)

AGM (OAD)

CM (L & D)

CM (A & R)


31st October 2016

DGM and Circle

Financial Officer

AGM (Audit)

AGM (Surveillance &

Investigation)

AGM

(BPMM & MIS)

AGM (FSLO)

STRUCTURE OF CFO’S OFFICE

CM

(Operational

Risk Manager)

MIS compilation has been centralised under the office of AGM (BPMM)

IOR & other reconciliation has been centralised under office of AGM

(Reconciliation)

CM (Govt.

Operations)

AGM (Reconciliation)

CM

(Investigation)

AGM

(FMC)


31st October 2016

STRUCTURE OF DGM & CCO’s OFFICE

DGM & CCO

AGM (Credit &

Performance Monitoring)

CCC Sectt.

AGM (NPA)CM

(Risk Rater)


31st October 2016

DGM

(Business and Operations)

CM(GB)

CM(Credit& NPA)

CM(HR)

Dy. Mgr.(Establishment) Dy. Mgr. (I&A Audit,

Complaint)

Manager (DPC)

Dy. Mgr. (Premises, Maintenance & general

matters)

Dy. Mgr. (Official

Languages)

Dy. Mgr. (Compliance,budgeting &

performance,recon., returns & misc))

Civil

Engineer

Law Officers are generally provided at centers where DRTs or High Court branches are located and expected toprovide support to Administrative offices also at the centre. At other Centers at least one Law Officer be provided totake care of the requirement of the ZO and RASMECC/SARC

One or two System Officers to be provided as per requirement

RMs(RBO)

AGM headed

branches

CPCs

System

Officer

Dy. Mgr.

Dy. Mgr.HR-CPC

SecurityOfficer

Dy. Mgr.(Credit & ZCC)

Dy. Mgr.(NPA)

CM-RB

(FI)*

LawOfficer

(* If targets given under FI)


31st October 2016

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