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QSS-Organisational Strucutres (updated on 15.01.2018)

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Quick Success

Series

Organisational Structure

Updated by : Jitendra Kumar Arun

Manager (Training),

SBLC Deoghar

Mobile- 9801002594

Email- [email protected]

Updated on 15.01.2018

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.

Shri Kumar Priyank, Chief Manager

(Training), Shri S.K.Sharma, Manag-

er(training) and Shri 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 & im-

proving 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.

KUMAR UMESHWAR SINGH Assistant General Manager,

State Bank Learning Centre,

Deoghar- 814112

Phone- 06432-232895

Fax - 06432-231810

e-mail: [email protected]


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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 210 years of existence, with an unbroken record of profitability.

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

Business.

ORGANISATION STRUCTURE

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 Govern-

ment of India, RBI, shareholders, workmen and non-workmen staff of the Bank. There are sev-

eral independent and non-executive Directors apart from the executive directors on the

Board. The Bank's domestic operational area is divided into 16 Circles, each with one Local Head

Office (LHO). The LHOs have Zonal Offices at major centers and Regional Offices at important

districts. SBI now finds itself amongst the world's largest banks, with 24,017 branches and

59,263 ATMs

Foreign Banking Subsidiaries SBI SHARE HOLDING % ( As on 31.03.2017)

� State Bank of India (Canada) 100

� State Bank of India (California) 100

� SBI (Mauritius) Ltd 96.60

� Bank SBI Indonesia 99

� Nepal SBI Bank Ltd 55

� Commercial Bank of India LLc, Moscow 60

� State Bank of India (Botswana) Ltd 100

� Bank of Bhutan Limited 20

Joint Ventures

SBI SHARE HOLDING%

(31.03.2017)

� C Edge Technologies Ltd 49

� GE Capital Business Process Management Services Pvt Ltd 40

� Macquarie SBI Infrastructure Mgt. Pte. Ltd. 45

� Macquarie SBI Infrastructure Trustee Pvt Ltd 45

� SBI Macquarie SBI Infrastructure Mgt. Pvt Ltd. 45

� SBI Macquarie SBI Infrastructure Trustee Pvt Ltd. 45

� Oman India Joint Investment Fund-Mgt. Co. Pvt Ltd. 50

� Oman India Joint Investment Fund-Trustee Co Pvt. Ltd. 50

� JIO PAYMENT BANK LIMITED 30


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Non Banking Subsidiaries SBI SHARE HOLDING % (31.03.17)

� SBI Capital Markets Ltd 100

- SBICAP Securities Ltd 100

- SBICAP Trustee Company Ltd 100

- SBICAP Ventures Ltd 100

- SBICAP (UK) Ltd 100

- SBICAP (Singapore) Ltd 100

� SBI DFHI Ltd 63.78

� SBI Mutual Fund Trustee Company Pvt Ltd 100

� SBI Global Factors Ltd 86.18

� SBI Pension Funds Pvt Ltd 60 � SBI General Insurance Company Ltd 74

� SBI Payment Services Pvt Ltd 100

� SBI Cards and Payment Services Pvt Ltd 60

� SBI Funds Management Pvt Ltd 63

� SBI Life Insurance Company Ltd 70.10

� SBI Funds Management (International) Private Ltd 60

� SBI-SG Global Securities Services Pvt Ltd. 65

� SBI Foundation 100

Number of Employees The Bank has a total permanent staff strength of 209567 on 31st March, 2017. Out of this,

81041 are Officers, 92979 are Associates , 35547 are Sub-staffs & others. SBI Rating (as on 31.03.2017

Moody’s S & P Fitch

Positive/Baa3/P-3/ba1 BBB-/Stable/A-3 BBB-/F3/Stable 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 31.03.2017

Shareholders % of shares held

PRESIDENT OF INDIA 61.23

Non-residents (FIIs, OCBs, NRIs, GDRs) 11.17

Mutual Funds & UTI 8.29

Private Corporate Bodies 2.70

Banks/FIs/Insurance Cos etc 10.00

Others including Resident Individuals 7.33


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SBI 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

1. RETAIL & DIGITAL BANKING GROUP

The Retail & Digital Banking Group is the largest business vertical of our bank, anchoring more

than 95% of bank's total domestic deposit and more than 53% of bank's total domestic ad-

vances (as on 31st March 2017). It has six strategic Business Units and is the largest in terms of

branch network and human resources. It covers Personal Banking, Any time Channels, Small and

M e d i u m E n t e r p r i s e s , R u r a l B a n k i n g , Government Business & Other New Busi-

ness.

Six strategic Business Units of Retail and Digital Banking Group are :

i) Personal Banking ii) SMEBU iii) Rural Banking

iv) Government Business v) New Business Initiatives vi) Any Time Channels

2) CORPORATE AND GLOBAL BANKING GROUP

The Bank's Corporate Banking Group consists of four Strategic Business Units.

i) Corporate Accounts Group ii) Mid Corporate Group

iii) International Banking Group iv) Global Market

i) Corporate Accounts Group

The Corporate Accounts Group (CAG) consists of CAG Branches and Project Finance & Leasing.

CAG handles accounts with exposure above Rs 500 crores. The total outstanding loans to clients

in the Corporate Accounts Group stood at Rs 3,38,578 crore in respect of fund- based products

and Rs 1,89,599 crore in respect of non-fund based products as on 31st March 2017.

(https://ecagcen.statebanktimes.in/cag/home.php)

ii) Mid-corporate Group (MCG)

MCG caters to the banking needs of Mid- Corporate customers. As on 31st March 2017 it has 14

regional offices and 54 branches across the country. The group also assists companies in India

to acquire assets/companies overseas and provides support for such expansion plans, by way of

external loans to overseas subsidiaries /JVs (backed by Letter of Comfort or stand-by letter of

credit) through the International Banking Group. Over the years, the Group has helped many

such acquisitions by Indian companies in USA, Europe, Australia, Africa etc.

(https://mcg.statebanktimes.in/MCG/home.aspx)

iii) Internatitititional Banking Group (IBG)

The Bank has 195 foreign offices in 36 countries (as on 31st March 2017) spanning all time

zones. International operations of the Bank are guided by the overarching principle of

supporting global Indian corporates and Indian diaspora spread across geographies. The IBG has

dedicated verticals in Credit and NPA management, Compliance, Risk, Treasury, Human re-

source, Operations, General Banking, and Strategy to support the extensive international

operations of the Bank. IBG facilitates raising debt in foreign currency by Indian corporates by

way of External Commercial Borrowings through syndicated deals. It provides Retail and


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Remittance banking facilities for both Indian as well as local customers. IBG has launched Nepal

SBI payment Gateway between India and Nepal

It has developed service package for Nepal Army and Police at Nepal SBI Bank Ltd. Imple-

mented facility of remittance to India through ATM at SBI Singapore

Branches /Sub-Offices / Other Offices - 74

Offices of Subsidiaries/JV - 113

Representative Offices - 05

Associates / Managed exchange Cos /

Investments - 03

TOTAL=> 195

During FY2017, Bank opened two new branches - IBU GIFT City, Gujarat and SBI Yangon, Myan-

mar (upgraded from Representative Office). Nepal SBI Bank Limited, a subsidiary of SBI has

opened three branches. During the same period Rajshahi branch in Bangladesh, Clementi

branch in Singapore, Kowloon branch in Hong Kong, Riffa sub-office in Bahrain, Chatsworth

sub-office in South Africa, and Representative Office in Milan were closed. SBI California and

Mauritius also closed their three branches during the year.

The Yangon Representative Office in Myanmar has been upgraded to Branch and status of

IVAC, Rajshahi has been changed from on-site to off-site.

Global Trade Department

It facilitates and supports our Bank's Foreign Offices in maintaining a vibrant Trade Finance por-

tolio. SBI has been adjudged as 'The Best Trade Finance Provider 2017' by Global Finance Maga-

zine for the fifth time in a row.

IBG-DOMESTIC

International Banking-Domestic department is a single point of contact for all Foreign Offices as

well as Correspondent Banks for all matters relating to domestic IB business.

(https://ibg.statebanktimes.in/)

iv) Global Market Group

The Global Markets Group performs the treasury functions of the Bank, ensuring safety, liquidi-

ty and yield besides maintaining statutory reserve requirements. The Group provides foreign

exchange services and hedging instruments for risk management to customers. It also offers

portolio management services to large retirement funds. It provides foreign exchange solutions

to the customers in all permitted currencies for managing their currency flows and hedging risks

through options, swaps, forwards and bullion services. The Bank has also introduced digital

signatures for its corporate customers. Given the large presence across the country, the Bank

provides a world class technology platorm to seamlessly process currency flows between its

customers. In November 2017 SBI ForexEdge, Online Forex. Trading Platorm of Global Markets

has been launched to be offered to Bank's top corporate customers for covering their foreign

exchange transactions.( http://gmumumbai.statebanktimes.in /SBIGlobal/index.aspx).


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3. RISK, IT & SUBSIDIARIES GROUP 3. RISK, IT & SUBSIDIARIES GROUP 3. RISK, IT & SUBSIDIARIES GROUP 3. RISK, IT & SUBSIDIARIES GROUP

An independent Risk Governance Structure, in line with international best practices is in place

for separation of duties and ensuring independence of Risk Measurement, Monitoring and

Control functions. The integrated Risk Management covers Enterprise Risk, Credit Risk, Market

Risk, Operational Risk and Group Risks. The bank has in place a Country Risk Management

Policy in tune with RBI guidelines. Both Country-wise and Bank-wise exposure limits are moni-

tored and reviewed on a regular basis. (https://rmd.statebanktimes.in)

Strategic Training Unit Our training system functions under the overall supervision and guidance of STU caters to ever

increasing training needs of the Bank. As on 31.03.2017 there are 5 ATIs (Apex Training

Institutes) and 43 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

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

undergoing training.

Corporate Social Responsibility (CSR)

Social Responsibility is deeply ingrained in the culture of SBI. SBI has been undertaking social

welfare initiatives much before the formal CSR concept became common practice or an industry

norm. The CSR contribution of your Bank for FY2017 was ` 109.82 crore. Your Bank’s local head

offices (Circles) spent ` 89.82 crore and the remaining ` 20 crore was donated to SBI Foundation.

This is the fifth successive year, when your Bank’s CSR spend has crossed the mile stone of ` 100

crore.

Empowering Rural Youth

To mitigate unemployment and under employment problem among rural youth in the country,

your Bank has set up 116 Rural Self Employment Training Institutes (RSETIs) across the country

that are imparting comprehensive, free of cost residential trainings in personality and skill

development. In addition 34 RSETIs are sponsored by the Associate Banks. Some of your Bank’s

RSETIs are located in the geographically and socially challenged areas. These institutes are

playing a vital role in providing training and enabling settlement in vocation to unemployed

rural youth. RSETIs have conducted 13,681 programmes and trained 3,65,848 candidates of

which 2,34,935 trainees have been gainfully settled in vocation/employment since inception.


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DIGITAL BANKING :

SBI has taken several initiatives in digital banking space for providing better customer expe-

rience. The latest step in this direction was setting up the high-tech, one of its kinds, banking

outlets sbiINTOUCH. As on 31st March 2017, our Bank has seven premium outlets and 250

sbiINTOUCH Branches.

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 with state of the art digital technology.

YONO (You Only Need One)

Our bank has recently launched a new mobile banking application SBI YONO. YONO stands for

‘You Only Need One’ ' . It is the most comprehensive feature packed digital platform.

State Bank Scribe:

SBI Scribe is a unique, first of its kind service for Real time, Digital account opening . The

customer needs to fill up the account opening form on the digital board at the bank and the

account is opened in minutes.

SBI Video Statement

It is an animated and voice-guided statement viewing facility complete with analytics and

customers spending patterns. It comes with a friendly audio narration for the visually

challenged customers accessible through the Mobile App

OTHER NEW BUSINESS INITIATIVES

CUSTOMER MANAGEMENT RELATIONSHIP (CRM)

Bank has implemented a robust full featured CRM system to deliver an efficient and seamless

high quality customer experience. The C R M system leverages the Bank's Data Warehouse and

Analytics capabilities to proactively address customer's needs and offer the right

products/services at the right time. Apart from increased cross-sell and up-sell capabilities,

reduced turn-around-time, Customer 360 degree view, automated and streamlined

processes, improved reporting and effective decision making are some of the key benefits

of the CRM system.

Project Vivek

Our Bank has launched project Vivek to revamping its credit underwrting process and to move

away from traditional balance sheet based underwriting to revised cash flow based financing.

This will reduce dependency on the financial statements and the risks related to it. State Bank Anywhere State Bank Anywhere App Your Bank revamped its Mobile Banking App and launched the State Bank Anywhere – Personal

in January 2017. This App is an extension of Bank’s Internet Banking Services, with the

additional option of registering through a debit card. This also incorporates the features of

Bank’s popular App SBI Freedom


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Loan Origination Software and Loan Life Cycle Management System

Bank has adopted LOS and LLMS to follow uniform standards of credit dispensation.

Early Warning Signal Mechanism

EWS for high value SME account of Rs 1 crore and above have been introduced for SME inten-

sive

Branches for early detection of delinquent accounts through the system.

SBI Workspace

In order to prevent unauthorized access to data on mobile devices Bank decided to set up an

Enterprise Mobility Management (EMM) infrastructure to facilitate Bring your own Device

(BYOD) through SBI Workspace. This solution provides a cost efficient way of delivering applica-

tions on mobile devices, providing data security and flexibility of operations to the end users. It

protects mobile devices such as smart phones and tablets used by Bank officials from malicious

software, hackers, data leakage, and unauthorized access. It also provides secure and controlled

access to Bank's intranet websites, apps, e-mails and files, among others”.

National Electronic Toll Collection - SBI FASTag: In line with Government’s vision to collect the toll electronically at the Toll Plaza across the

country, your Bank has rolled out the project of national importance as ‘SBI FASTag’ in

December 2016. SBI FASTag enables the Customers to pay the toll electronically across all the

National Highway Toll plazas without stopping their vehicles, Gradually, the State Highway Toll

plazas also will join the NETC program. The states of Madhya Pradesh and Maharashtra have

joined the program. Through SBI FASTag, customers can pay their toll electronically and can

also top up/ recharge their SBI FASTag wallet through various modes like Debit Cards, Credit

Cards, Internet Banking and IMPS, among others. The customer also have the access to

customer portal through which they can recharge their SBI FASTag online and enquire history of

their vehicle

State Bank Aggregator Service (SBIePay)

The payment aggregator service has 40 Banks as its partners and now offers a full range of

services to facilitate e-Commerce/m- Commerce transactions among merchants, customers &

various FIs. The growing ecommerce market and the initiatives of the Government of India on

e- Governance are being captured by SBIePay. It is the only Bank based aggregator service in

the country. SBIePay has enabled NTRP (Non Tax Revenue Portal) of Controller General of

Accounts, for online receipt of all Central Government ministries. The Bank’s Chairman, Smt Arundhati Bhattacharya, launched the service at Corporate Centre, Mumbai

on 13th March, 2014.

Enterprise Wide Loyalty Programme: State Bank Rewardz : Bank has been the first bank to launch Enterprise Wide Loyalty Program-State Bank Rewardz, to

reward its customers for the unstinted trust reposed. Your Bank envisions strengthening its

relationship with its customers by recognising their continued faith and long term association

with your Bank. As on 31st March 2017, 24.84 lakh customers have joined the State Bank

Rewardz program for availing the benefits of the program.


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SBI Ka Apna Gaon SchemeSBI Ka Apna Gaon SchemeSBI Ka Apna Gaon SchemeSBI Ka Apna Gaon Scheme

The scheme is in force with the objective of total financial inclusion, meetting credit needs and

transforming villages into a model villages by improving the quality of life of rural population.

The scheme started with a target of one village per region. So far, a total of 1,426 villages have

been adopted (as on 31st March 2017)

Social Media

The Social Media & Web department handles the social media platforms of the Bank – both

external and internal. Bank’s presence on external social media platforms currently is on

“Facebook”, “Twitter”, “YouTube”, “LinkedIn”, “Instagram” and “Pinterest”. The internal social

media platform managed by the dept. is “SBI Aspirations.

� Face Book: Launched on 7.11.2013 and the most popular among all Indian Banks with

more than 13.8 million followers. We are the first Bank to do live web streaming of our

Results on Facebook. We regularly promote our products and services through our con-

tent posts.

� Twitter: Started on 4.04.2014. Our twitter has a follower base of 27 lacs which is the

second highest following among all Indian Banks.

� You Tube: Launched on 23.01.2014, we have the highest subscriber base among all In-

dian Banks. Our channel has over 89 million views.

� LINKED IN : Started on 10th

June 2015 More than 5.86 Lakh Followers

� INSTAGRAM : Official page launched on 11th

September 2015 . Followers – 3.95 Lakh

� PINTEREST : Started on 11th

Sept 2015.

� SBI MINGLE : Bank’s Social Media banking platform which enables users to undertake

banking transactions while on Facebook or Twitter. Winner of Skoch Technology Growth

Award 2016.

� Debit Card

State Bank Group (SBG) continues to lead Debit Card issuance in the country with over

34.50 crores Debit Cards as on 31st March, 2017. Spending by debit cardholders of the

SBG across ‘Point of Sale’ and ‘e-Commerce’ transactions crossed Rs.96600 crores in FY

17. Bank has also improved its market share in Debit Cards spends from 26.29% (March

16) to 29.239% (March 17).

� Prepaid Card

The Bank’s product range includes the following Prepaid Cards to cater to various pay-

ment needs of its customers:

� Foreign Travel Card:

State Bank Foreign Travel Cards are available in eight foreign currencies namely the

Japanese yen, the Canadian dollar, the Australian dollar, the Saudi riyal, the Singapore

dollar, the U.S. dollar, the Euro and the British pound to provide safety, security and

convenience to overseas travellers. During FY2017, there has been a growth of 100% in

INR prepaid cards. In FY 2017, your Bank issued over 32,200 foreign travel cards and

3,68,400 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 valid-

ity of 10-years for disbursement of incentives/ awards.

� Smart Payout Card: Smart Payout Card, a reloadable Card, launched 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.

� Green Channel Counter (GCC)

The Bank has launched the GCC facility in all retail branches to enhance conveni-

ence to the customers and save on cost and time per transaction. Average 8 lakh trans-

actions are taking place on a daily basis through these counters.

� 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 pay-

ments, 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. SBI Green Remit Card

initiative won the SKOCH award under Technology Product category in 2015. It is a de-

posit card for an individual who regularly remits money in a particular account specially

the migrant depositors. With an average daily transaction of 1.12 lakh, over 3.19

crore transactions were carried out in FY2017 through GRC.

� Merchant Acquiring Business (MAB):

SBI has strengthened its position as top merchant acquiring Bank by installation of 2.06

Lakh Point of Sale (PoS) terminals during FY2017 and thereby taking the numbers to

over 5.09 lakh, up by 69% over last year with a market share of 20.16% of PoS terminals.

In order to move towards less cash economy, your Bank has launched alternate digital

merchant payment acceptance solutions like Bharat QR and Aadhaar Based Payments

viz. BHIM-Aadhaar-SBI. In addition to basic acquiring services, the Bank is also providing

the Value Added Services like Cash@PoS for cash dispensation to debit card holders,

DCC – (Dynamic Currency Conversion) and EMI on PoS terminals


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The Cash Management Product (CMP)

The Bank provides Cash Management Services “SBI F.A.S.T.”- (Funds Available in Shortest

Time) to Corporate customers cash management services to corporate customers under SBI

FAST. As on 31st March 2017, customers had access to over 1950 CMP branches across India,

with pooling facilities at various branches, connected to the Bank’s central processing center in

Mumbai. The dedicated teams at CMP centres provides client support, including account

reconciliation. Branches is also offered to Large Corporates, Non-Banking Finance Companies

and Insurance Companies for their Cash Management needs through certain ‘Premium Prod-

ucts’ such as Easy Collect, Power jyoti – 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 Div-

idend 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 Bank by providing Centralised e-Payment Solution enabling the Government Depart-

ments to achieve their objectives under National e-Governance Project (NeGP).

� Bank was voted as the ‘Best Local Cash Management Bank in India’ by Large Cap Com-

panies in the Cash Management Poll 2016 conducted by ASIAMONEY

� 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/ negotia-

tion requirements online.

� SBI has been awarded the prestigious ‘Best Trade Finance Bank’ award in March, 2017

by the Global Finance Magazine

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 on-

line from any corner of the world.

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

tronic Dealer Finance Scheme), provides automated payment and settlement of transac-

tions as also real time MIS to both Industrial Majors and vendors. As on 31st March 2017, SBI

had approximately 166 Industry Majors, 17,292 Dealers and 7,107 Vendors who migrated to

the electronic supply chain financing platforms..


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INTERNAL CONTROL (THROUGH AUDIT)

Banks’ internal audit function independently evaluates the adherence to internal processes and

procedures. The internal audit function also undertakes a comprehensive risk based audit of all

operating units of Bank in line with regulatory guidelines relating to Risk Based Supervision.

Keeping pace with the rapid digitization, Bank has initiated technology driven intervention in

conducting various audits and moving towards automation in Bank’s audit processes. Some key

initiatives include the following:

� Web based Concurrent Audit System covering the higher band of business exposures

prescribed by the regulators

� Offsite Transaction Monitoring System to monitor exceptions observed in transactions

� Web based Early Review Mechanism to ensure early review of quality of loans of `50

lakh and above

� Web based RFIA (Risk Focused Internal Audit) which is flexible, scalable and expandable

with enhanced level of automation

� Loan product based modules in RFIA for audit of loans under different schemes / prod-

ucts

� Online self-audit by branches, for self assessment by branches and vetting by

controllers.

� Audit findings are made available on MIS dash board on T+1 basis, ensuring monitoring

of compliance by Management.

� Bank has in-built internal control systems with well-defined responsibilities at each level.

It conducts internal audit through its Inspection & Management Audit (I&MA)

Department. Audit Committee of the Board (ACB) exercises supervision and control over the

functioning of I&MA Department. Bank carries out mainly two streams of audits – Risk Focused

Internal Audit (RFIA) and Management Audit, covering different facets of Internal Audit

requirement. Bank’s accounting units are subjected to RFIA. The Bank’s Management Audit

covers administrative offices and examines policies and procedures, besides quality of execu-

tion thereof. Besides, the I&MA department conducts Credit Audit, Information Systems Audit

(Centralised IT establishments & Branches), Home Office Audit (Audit of foreign offices), Con-

current Audit, FEMA Audit, Audit of Outsourced Activities of the Bank and Expenditure Audit.

Also, to verify the level of rectification of irregularities by the branches, Compliance Audit is

conducted at select branches

Risk Focused Internal Audit (RFIA) : I&MA Department undertakes a critical review of the entire

operations of audited units through RFIA, an adjunct to Risk Based Supervision, as per RBI

directives. The domestic branches have been broadly segregated into three groups (Group I, II

and III), on the basis of business profile and risk exposures. During FY 2017, I&MA has audited

10,349 domestic branches/BPR entities under RFIA.

FEMA Audit : FEMA Audit which was being done as part of RFIA, has been made a separate au-

dit and is conducted by the officials who are well versed with Foreign Exchange business and

FEMA/ RBI guidelines. During FY2017, 575 auditee units were covered, under FEMA Audit

Management Audit : Management Audit encompasses Corporate Centre establishments/Circle

Local Head Offices/Apex Training Institutions, Associate Banks and Regional Rural Banks (RRB)

sponsored by the Bank. During FY2017, 35 establishments/ administrative offices were audited

under Management Audit.


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Credit Audit : Credit Audit aims at achieving continuous improvement in the quality of Com-

mercial Credit portfolio of the Bank, through critically examining individual large commercial

loans with exposures of ` 10 crore and above annually. High Risk Accounts with exposure of `

100 crore and above are reviewed at halfyearly intervals. The Credit Audit System also provides

feedback to the Business Units, by way of warning signals, about the quality of advance portfo-

lio in the unit and suggests remedial measures

Loan Review Machanism (LRM) : Audit in high value credit areahas an off-site review machan-

ism (Loan Review Mechanism) of all the pre-sanction and sanction process of individual ad-

vances `5 crore and above, within 3-6 months of sanction/ enhancement /renewal. LRM has

been integrated with LLMS for online review, submission of ATR and monitoring by controllers.

Early Sanction Review (ESR) : Early Sanction Review (ESR) was introduced to review sanctions

of more than ` 50 lakh up to ` 5 crore, to capture the critical risks in the proposals sanctioned at

an early stage and apprise the controllers of such risks, for mitigation thereof.

Information System Audit (IS Audit) : All Branches are subjected to Information System (IS)

Audit to assess the IT related risks, as part of RFIA of the branch. IS Audit of centralised IT estab-

lishments is carried out by a team of qualified officials/outside experts.

Foreign Offices Audit – Home OfficeAudit

During the year FY2017, Home Office Audit was carried out at 51 branches, Management Audit

at four Representative offices, one Country Head Office and one Subsidiary / Joint Venture.

Concurrent Audit System

Concurrent Audit system is essentially a control process, integral to the establishment of sound

internal accounting functions and effective controls. Concurrent Audit covers Bank’s Advances

and other risk exposures as prescribed by the regulatory authority. Concurrent Audit System

has been revamped by introducing a web-based solution and made more efficient.

Legal Audit

Legal Audit was rolled out in all the Business Verticals in 2014, to cover all loan and Mortgage

related documents of high value loans of `5 crore and above.

Audit of Outsourced Activities

A full fledged Department has been set up under GM (CAU), to oversee the Audit of Outsourced

Activities of your Bank.

Off-site Transaction Monitoring System (OTMS)

Off-Site Transaction Monitoring System (OTMS), a web based solution, was introduced, to fur-

ther strengthen the transaction audit, to capture the deviations without much loss of time and

take corrective actions, through continuous offsite monitoring. Exception data is being gener-

ated by Data Warehouse (DW), based on certain business rules and monitored continuously.

At Present, 27 types of exceptions are being monitored and flagged to the branches for verifica-

tion by them. The exceptions are periodically reviewed and enlarged, depending upon the need

and certain triggers.


14

AWARDS & ACCOLADES

� SBI has been Awarded ‘Golden Peacock Award for Risk Management’ for the year 2017.

� SBI has been adjudicated as the Winner of the coveted Golden Peacock Award for

Excellence in Corporate Governance for the year 2017, instituted by the Institute of

Directors (IOD).

� SBI has been honoured with prestigious ASSOCHAM award for its torchbearer role in

bringing the “Emerging Technologies (AI, Robotics)” to the mainstream banking for the

benefit of customers on 27th October’2017 at Kolkata.

� State Bank of India has been conferred with BEST BANK AWARD for Use of technology for

financial inclusion among large banks

� SBI awarded as “THE BEST TRADE FINANCE BANK IN SOUTH ASIA” by Global Trade Review Magzine.

� PRAYAS Magazine bagged First Prize uner GOI Rajbhasha Kriti Awards 2016-17 from Hon’ble

President of India.

IDRBT Banking Technology Excellence Awards

for the year 2015-16.

(1) Innovative Use of Technology

(in Large Bank category)

(2) Digital Banking (in Large Bank category)

CSI IT Innovation and Excellence Awards 2016 Best Bank in terms of Big Data Analytics

implementation

SKOCH Award EMI for e-Commerce, SBI Mingle

Finnoviti Awards 2017 EMI for e-commerce, Automation of Credit Risk

related

IBA Banking Technology Awards 2017 Best Technology Bank of the year,

Best Digital & Channels Technology (Runner-up),

Best

Use of Analytics (Runner-up),

Best Financial Inclusion Initiatives (Runner-up),

Best Financial Inclusion Initiatives (Runner-up)

Netapp Innovation Award 2017 Innovative Use of Data Storage, Green IT

NPCI - National Payments

Excellence Award

Special Recognition Award for winning in all

categories

List of Awards received for BEST CIO, FY2017

CIO 100 by IDG Media Pvt. Ltd Best CIO

BFSI IT Leadership Award 2016 Best CIO

CSI IT Innovation and Excellence

Awards 2016

Best CIO

Hosted by UBS Transformance Life Time Achiever Award


15

� Bank was selected as India’s Best Bank by Financial Express.

� Business Today also awarded us with the title of Best Bank of the Year (Public Sector).

Bank has been conferred with the prestigious “Best Trade Finance Bank” award by

Global Finance Magazine.

� As a mark of outstanding performance in the area of training to its employees, SBI has

been declared the Winner of ‘Golden Peacock National Training Award’ in financial

services (Banking) sector.

� Bank was also awarded the Helen Keller Award 2016 for our commitment towards

promoting equal employment opportunities for Differently Abled Persons and National

Award 2016 for Empowerment of Persons with Different Abilities in the sub-category

Best Employer.

� For our persistent efforts in scaling up technology to improve the overall banking

experience, Bank has been given the IDRBT Banking Technology Excellence Award for

Innovative use of technology and Digital Banking, IBA Banking Technology Award for

Best Technology Bank, Best Digital & Channel Technology, Best Use of Analytics and Best

Financial Inclusion Initiative.

� Among the Associates, State Bank of Mysore was awarded with Eco-Technology Savvy

Bank Award (Emerging Category) by Chamber of Indian Micro, Small and Medium

Enterprises.

� State Bank of Travancore was awarded Skoch Award for segment leadership in MSME

and Social Inclusion and Best MSME Bank in SME Excellence Award 2016.

� Among the Subsidiaries, SBI Cards bagged five awards at the 25th World HRD Congress,

Readers’ Digest Most Trusted Brand Award 2016, ‘Excellent Compliance

Performer-2016’ across Indian industries at the Annual Compliance 10/10 Awards

among others.

� SBI Life received ‘Life Insurance Company of the Year’ and ‘Bancassurance Leader Life

Insurance (Large Category)’ Awards at the Indian Insurance Awards 2016.

� SBI General won at the India Insurance Awards 2016 in the “Under-served Market

Penetration” and in the “Commercial Lines Growth Leadership” categories.


16

CORPORATE CENTRE ORGANISATIONAL STRUCTURE

CHAIRMAN

DMD (HR) & CDO DMD & CFO

CGM & Chief Strategy Officer * Chief Ethics Officer Chief Vigilance Officer

MD (Corporate & MD (Retail & MD (Stressed Assets MD (Risk, IT &

Global Banking) Digital Banking) Resolu on Group) Subsidiaries)

DMD (CAG)

DMD (COO) DMD (Stressed Assets

DMD

(Internal

Resolu on Group)

Audit)

DMD (MCG)

DMD (DB & NB)

DMD & CIO

DMD & CRO

DMD (Global

DMD (RB) All Subsidiaries

DMD & CCO

Markets)

DMD (IBG)

CGM (Circles)

CGM & GCO

Chief Customer Service Officer

Chief Marke ng Officer


17

LOCAL HEAD OFFICE ORGANISATIONAL STRUCTURE

LHO STRUCTURE

PS TO CGM

CHIEF GENERAL MANAGER GMs (CHIEF MGR)

DY. MGR

DGM DGM

CDO REHBU

DGM DGM

Channel Digital &

DGM Management

Transac

on DGM & Customer Banking

CCO Service* PBBU

DGM DGM

CFO SMEBU

DGM DGM

VIGILANCE ABU

DGM

(FI & MF)


18

ADMINISTRATIVE OFFICE ORGANISATIONAL STRUCTURE Civil

Engineer

DGM (Business & Opera ons)

RMs CM - RB CM CPCs

Security CM Law CM AGM

(RBO) (FI)* (HR) Officer (GB) Officer (Credit Headed

& NPA) Branches

Dy. Mgr. Dy. Mgr.

Manager (DPC)

Dy. Mgr.

Dy.

Mgr.

Dy. Mgr.

(Establishment) HR - CPC Dy. Mgr. (I&A Audit,

(Credit & ZCC) (NPA)

Complaints)

Dy. Mgr. (Premises,

Maintainance & Gen. Ma ers)

System

Dy. Mgr. (Compilance, Officer

Budgeting & Performance, Recon

Returns & Misc.) Civil

Engineer

Dy. Mgr.

(Official language)


19

STRUCTURE OF RBO FOR BPR CENTERS

REGIONAL MANAGER

MANAGER PER. ASST.

(HR). To

Regional

ASST. (1) Manager (1)

TEAM 1 TEAM 2

Customer Service Cross Selling, Marke ng

& Channel Management & Performance Monitoring

Chief Manager Manager

Customer Service & Channel Management Cross Selling, Marke ng & Performance Monitoring

Dy. ManagerDy. ManagerDy. ManagerDy. Manager Dy. ManagerDy. ManagerDy. ManagerDy. Manager

Dy. ManagerDy. ManagerDy. ManagerDy. Manager

Dy. ManagerDy. ManagerDy. ManagerDy. Manager (Any(Any(Any(Any�� me Channels)me Channels)me Channels)me Channels)

(Branch Channel & FI/BC)(Branch Channel & FI/BC)(Branch Channel & FI/BC)(Branch Channel & FI/BC) (Products & Services)(Products & Services)(Products & Services)(Products & Services) (Cross Sell &(Cross Sell &(Cross Sell &(Cross Sell & ATM/CDM/SWAYAMATM/CDM/SWAYAMATM/CDM/SWAYAMATM/CDM/SWAYAM

PerformancePerformancePerformancePerformance Branch Expansion,Branch Expansion,Branch Expansion,Branch Expansion, Roll out & Support,Roll out & Support,Roll out & Support,Roll out & Support,

Management)Management)Management)Management) RefurbishmentRefurbishmentRefurbishmentRefurbishment Coordina on & IT SupportCoordina on & IT SupportCoordina on & IT SupportCoordina on & IT Support Assets & Liabili esAssets & Liabili esAssets & Liabili esAssets & Liabili es

SupportedSupportedSupportedSupported by Channelby Channelby Channelby Channel

CSP/Financial InclusionCSP/Financial InclusionCSP/Financial InclusionCSP/Financial Inclusion ProductsProductsProductsProducts Managers(one for 50 ATMs)Managers(one for 50 ATMs)Managers(one for 50 ATMs)Managers(one for 50 ATMs)

BC/DRPBC/DRPBC/DRPBC/DRP Transac�on BankingTransac�on BankingTransac�on BankingTransac�on Banking Cross Selling & SalesCross Selling & SalesCross Selling & SalesCross Selling & Sales Scale1Scale1Scale1Scale1

CASA & Other Sales &CASA & Other Sales &CASA & Other Sales &CASA & Other Sales & Campaign ManagementCampaign ManagementCampaign ManagementCampaign Management

DistribuDistribuDistribuDistribu�� onononon


Rela onshipsRela onshipsRela onshipsRela onships

(CEEP, Customer Service,(CEEP, Customer Service,(CEEP, Customer Service,(CEEP, Customer Service,

GovernmentGovernmentGovernmentGovernment PerformancePerformancePerformancePerformance

Complaint Tracking andComplaint Tracking andComplaint Tracking andComplaint Tracking and

/Ins tu�ons/Ins tu�ons/Ins tu�ons/Ins tu�ons ManagementManagementManagementManagement

Monitoring)Monitoring)Monitoring)Monitoring)

Assistant (2)Assistant (2)Assistant (2)Assistant (2) Assistant (1)Assistant (1)Assistant (1)Assistant (1)

TEAM 3 Compliance

& Risk Management

Chief Manager Compliance & Risk Management


Dy. ManagerDy. ManagerDy. ManagerDy. Manager KYC / AML,KYC / AML,KYC / AML,KYC / AML,

Data Quality ControlData Quality ControlData Quality ControlData Quality Control RFIA & Other AuditRFIA & Other AuditRFIA & Other AuditRFIA & Other Audit

Regulatory ComplianceRegulatory ComplianceRegulatory ComplianceRegulatory Compliance ReportsReportsReportsReports

Fraud Preven on,Fraud Preven on,Fraud Preven on,Fraud Preven on, RCSA ExerciseRCSA ExerciseRCSA ExerciseRCSA Exercise

Repor ng & Follow UpRepor ng & Follow UpRepor ng & Follow UpRepor ng & Follow Up

Assistant (1)Assistant (1)Assistant (1)Assistant (1)

AGMAGMAGMAGM 1111

CMCMCMCM 3333

ManagerManagerManagerManager 2222

Dy.ManagerDy.ManagerDy.ManagerDy.Manager 9999

Asst. ManageAsst. ManageAsst. ManageAsst. Manager(ATM CM)r(ATM CM)r(ATM CM)r(ATM CM) 1 or 2 (depending on ATMs)1 or 2 (depending on ATMs)1 or 2 (depending on ATMs)1 or 2 (depending on ATMs)

AssistantsAssistantsAssistantsAssistants 7777

TEAM 4 Credit Management

Chief Manager - Credit


NPA MonitoringNPA MonitoringNPA MonitoringNPA Monitoring Scru ny of ControlScru ny of ControlScru ny of ControlScru ny of Control

& Recovery& Recovery& Recovery& Recovery ReportsReportsReportsReports

SMA MonitoringSMA MonitoringSMA MonitoringSMA Monitoring

RCC Mee ngsRCC Mee ngsRCC Mee ngsRCC Mee ngs

Credit ControlCredit ControlCredit ControlCredit Control


Asssistant (1)Asssistant (1)Asssistant (1)Asssistant (1)

SUMMARYSUMMARYSUMMARYSUMMARY

Total O cersTotal O cersTotal O cersTotal O cers :16 or 17:16 or 17:16 or 17:16 or 17

Total AssistantsTotal AssistantsTotal AssistantsTotal Assistants :7:7:7:7


20

STRUCTURE OF RBO FOR NON BPR CENTERS

REGIONAL MANAGER

PER.

ASST. MANAGER

(HR). To

Regional

ASST. (1) Manager (1)

TEAM 1 TEAM 2

Customer Service Cross Selling, Marke ng

& Channel Management & Performance Monitoring

Chief Manager Manager

Customer Service & Channel Management Cross Selling, Marke ng & Performance Monitoring



Dy. ManagerDy. ManagerDy. ManagerDy. Manager (Any(Any(Any(Any�� me Channels)me Channels)me Channels)me Channels)

(Branch Channel & FI/BC)(Branch Channel & FI/BC)(Branch Channel & FI/BC)(Branch Channel & FI/BC) (Products & Se(Products & Se(Products & Se(Products & Services)rvices)rvices)rvices) (Cross Sell)(Cross Sell)(Cross Sell)(Cross Sell) ATM/CDM/SWAYAMATM/CDM/SWAYAMATM/CDM/SWAYAMATM/CDM/SWAYAM

Branch Expansion,Branch Expansion,Branch Expansion,Branch Expansion, Roll out & Support,Roll out & Support,Roll out & Support,Roll out & Support, Assets & LiabilitiAssets & LiabilitiAssets & LiabilitiAssets & Liabilitieseseses

RefurbishmentRefurbishmentRefurbishmentRefurbishment CoordinatiCoordinatiCoordinatiCoordinationononon & IT Support& IT Support& IT Support& IT Support

Cross Selling & SalesCross Selling & SalesCross Selling & SalesCross Selling & Sales Supported by ChannelSupported by ChannelSupported by ChannelSupported by Channel ProductsProductsProductsProducts CSP/Financial InclusionCSP/Financial InclusionCSP/Financial InclusionCSP/Financial Inclusion Managers(oneManagers(oneManagers(oneManagers(one for 50 ATMs)for 50 ATMs)for 50 ATMs)for 50 ATMs) TransacTransacTransacTransactiontiontiontion�on Banking�on Banking�on Banking�on Banking Campaign ManagementCampaign ManagementCampaign ManagementCampaign Management

BC/DRPBC/DRPBC/DRPBC/DRP Scale1Scale1Scale1Scale1 CASA & Other Sales &CASA & Other Sales &CASA & Other Sales &CASA & Other Sales & DistribuDistribuDistribuDistributiontiontiontion�� onononon Dy. ManagerDy. ManagerDy. ManagerDy. Manager

(CEEP, Customer Service,(CEEP, Customer Service,(CEEP, Customer Service,(CEEP, Customer Service,


Complaint Tracking andComplaint Tracking andComplaint Tracking andComplaint Tracking and

Relationships Government / InstitutRelationships Government / InstitutRelationships Government / InstitutRelationships Government / Institutionsionsionsions

Monitoring)Monitoring)Monitoring)Monitoring) and Performance Managementand Performance Managementand Performance Managementand Performance Management

Assistant (2)Assistant (2)Assistant (2)Assistant (2) Assistant (1)Assistant (1)Assistant (1)Assistant (1)

TEAM 3 Compliance

& Risk Management

Chief Manager Compliance & Risk Management


Dy. ManagerDy. ManagerDy. ManagerDy. Manager KYC / AML,KYC / AML,KYC / AML,KYC / AML, Data Quality ControlData Quality ControlData Quality ControlData Quality Control

RFIA & Other AudRFIA & Other AudRFIA & Other AudRFIA & Other Auditititit Regulatory ComplianceRegulatory ComplianceRegulatory ComplianceRegulatory Compliance

ReportsReportsReportsReports Fraud PrevenFraud PrevenFraud PrevenFraud Preventiotiotiotion,n,n,n,

RCSA ExerciseRCSA ExerciseRCSA ExerciseRCSA Exercise RepoRepoRepoReportirtirtirtingngngng & Follow Up& Follow Up& Follow Up& Follow Up


AGMAGMAGMAGM 1111

CMCMCMCM 3333

ManagerManagerManagerManager 3333

Dy.ManagerDy.ManagerDy.ManagerDy.Manager 10101010

Asst. Manager(ATM CM)Asst. Manager(ATM CM)Asst. Manager(ATM CM)Asst. Manager(ATM CM) 1 or 2 (depending on ATMs)1 or 2 (depending on ATMs)1 or 2 (depending on ATMs)1 or 2 (depending on ATMs)

AssistantsAssistantsAssistantsAssistants 8888

TEAM 4 Credit Management

Chief Manager - Credit

Manager - RCC Meetings and Credit Control


NPA MonitoringNPA MonitoringNPA MonitoringNPA Monitoring

ScruScruScruScruttttiiiiny of Loan Proposalsny of Loan Proposalsny of Loan Proposalsny of Loan Proposals and Recoveryand Recoveryand Recoveryand Recovery

ScrutiScrutiScrutiScrutiny of Control Reportsny of Control Reportsny of Control Reportsny of Control Reports SMA MonitoringSMA MonitoringSMA MonitoringSMA Monitoring


SUMMARYSUMMARYSUMMARYSUMMARY

Total OTotal OTotal OTotal Offiffiffifficerscerscerscers :18 or 19:18 or 19:18 or 19:18 or 19

Total AssistantsTotal AssistantsTotal AssistantsTotal Assistants :8:8:8:8

Quick Success Series – Organisational Structure

Mar 15, 2012

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