Psu Banks
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A REPORT ON PUBLIC SECTOR BANKS OF INDIA BY,
DEBJYOTI MITRA (03) GYAN (30)
OVERVIEW The first bank in INDIA was established in
1786. Reserve Bank of India formed in 1935. RBI was vested with extensive powers for the supervision of banking in India as Central bank authority. Government nationalized Imperial Bank of India in 1955, renamed it STATE BANK OF INDIA 14 Major private banks of India were nationalized in 1969. New phase of Indian Banking System with the advent of Indian Financial and Banking Sector Reforms after 1991.
Economic Scenario in
• Robust average growth of around 8.9% during 2003-04 through 2007-08 • Industrial sector, however, experienced a loss of growth momentum during 2008-09 with the yearon-year expansion being 2.4% as against 8.5% in 2007-08. • The benchmark stock market index declined by over 38.0% in 2008-09 • Rupee depreciated 26.4% against the U.S. dollar. • Bank credit to commercial sector increased by 16.9% (y-o-y) in 2008-09 as against 21.0% a year ago.
STATE BANK OF INDIA
MISSION AND VISION MISSION “My SBI, My Customer First”
VISION “Banker to every Indian”
PROFILE One of the largest core banking networks in
the world. During FY-09 in respect of branch expansion with as many as 807 new branches being opened The Bank has turned in a brilliant performance with a splendid growth of Rs. 3,30,404 crores in total business. In the international arena, the Bank, despite the global meltdown, achieved a significant growth of 17.7% in credit to USD 17.07 billion. The Bank along with its subsidiaries and Joint Ventures abroad opened 9 new offices, including full-fledged retail operations in Singapore, taking the total network of overseas offices to 92 spread over 32 countries.
HUMAN RESOURCE DEVELOPMENT
•
•
The Bank had a total strength of 205896 as on the 31st March 2009. Of this, 31.42% were officers; 47.10% were clerks and the remaining 21.48% were sub-ordinate staff. •Implementation of Persons with Disabilities (PWD) Act, 1995. •As on 31st March 2009, 19.20% of the Bank's total staff strength belonged to Scheduled Castes and 6.52% belonged to Scheduled Tribes. •The Performance Linked Incentive Scheme of the Bank has been broad-based with an aim to foster team spirit amongst the employees and to motivate them to excel in customer service. •
PROFILE Bank with a strong overseas presence, it
has more than 36 million global customers enjoying the state-of-the-art technology. The Bank’s business philosophy revolved around the notion of “customer centricity” and market analytics to ensure higher order customer satisfaction. By 31st March, 2009, the Bank completed Core Banking Solution (CBS) rollout in 1,922 domestic branches accounting for 94% of its business.
• •
HR objectives :-
Pursuit to become a bank of international standards. HRD strategies and modern methodologies to organisational renewal. To create a performance driven culture and an exciting work place for employees. To create a pool of entrepreneurial managers and business leaders for future. To create learning organisation for employees’ intellectual growth and creativity.
HR business models
Organisational leaders at different levels :Strategic leadership – Corporate level. Business leadership – Zonal and regional level. Operational leadership – Business unit level i.e. Branch. Creating proper development inputs, positive attitudes and right mind set. Communication medium and organizational culture of sharing, openness etc for best performance.
HR initiatives
HR blueprints for business driven HR reforms. HR steering committee. Various groups and committees are made for new innovations i.e. Khoj, Sampark, Paramash, MPE-TIKSHNA. Performance appraisal system for clerical and sub staff.
PROFILE PNB has remained fully committed to its guiding
principles of sound and prudent banking. Punjab National Bank was ranked 1243 in the Forbes Global 2000. The Bank is the second largest government-owned commercial bank in India with about 4,500 branches across 764 cities. It serves over 38 million customers and 4668 offices. The bank has been ranked 248th biggest bank in the world by Bankers Almanac, London. PNB has achieved significant growth in business which at the end of March 2009 amounted to Rs 3,64,463 crore. PNB is ranked as the 3rd largest bank in the country (after SBI and ICICI Bank) and has the 2nd largest network of branches (4668 including 238 extension counters and 3 overseas offices).
HUMAN RESOURCE DEVELOPMENT Bank had staff strength of 58,205 employees as at
the end of March, 2009. Of the total staff strength, women employees accounted for 12.81 percent, while scheduled caste/scheduled tribe employees accounted for 26.97 percent. Training Activities The Bank has been laying greater emphasis on developing its “Human Assets“. Continuous training is provided to employees in various areas through in-house training colleges/centres and outside institutions both in India and abroad.
MISSION AND VISION MISSION "To provide superior, proactive banking services to niche markets globally, while providing costeffective, responsive services to others in our role as a development bank, and in so doing, meet the requirements of our stakeholders".
VISION "To become the bank of choice for corporates, medium businesses and up market retail customers and to provide cost effective developmental banking for small business, mass market and rural
PROFILE
The Bank is now rated as one of the top five
Banks of India. The Bank has 3021 branches in India spread over all state/union territories including 136 specialized branches. These Branches are controlled through 48 Zonal office. There are 28 foreign branches/office with an asset base of over USD 14 billion.
HUMAN RESOURCE DEVELOPMENT Developmental initiatives:
Human Resources Development policy named ‘VISION
2013’ has been adopted by the Bank under which 700 officers & 500 clerical staff members have been identified. For clerical staff a special motivational programme called Marching Ahead Programme (MAP) is being organised at our Management Development Institute, CBD Belapur. 257 clerical staff members have received such training till March 2009. Officers identified under VISION 2013 are being given special training in their area of interest by specialised agencies like CRISIL, FEDAI etc. During the year, 27,582 staff members from different
COMPARISON OF THE BANKS
PROFILE Royal Bank of Scotland has around 700
branches. A consistent hallmark of RBS has been the ability to work with customers and to provide them with a high quality of service, whether they are personal or corporate customers, be they in the UK, Ireland, the USA or across continental Europe and Asia. RBS has frequently led it’s peers in service quality league tables.
HUMAN RESOURCE DEVELOPMENT
The Group utilises a wide range of recruitment
channels to ensure that the recruitment and development of its employees are fully aligned to its organisational requirements. The Group maintains a strong commitment to creating and providing learning opportunities for all its employees through a variety of personal development and training programmes and learning networks. Employee engagement is encouraged through a range of communication channels, at both a divisional and Group level. Every year, a seminar is held in where every employee are invited and give their views and opinion.
SWOT ANALYSIS
STRENGTH · Indian banks have compared favourably on growth, asset quality and profitability with other regional banks over the last few years. The banking index has grown at a compounded annual rate of over 51 per cent since April 2001 as compared to a 27 percent growth in the market index for the same period. · Policy makers have made some notable changes in policy and regulation to help strengthen the sector. These changes include strengthening prudential norms, enhancing the payments system and integrating regulations between commercial and co-operative Banks. WEAKNESS · PSBs need to fundamentally strengthen institutional skill levels especially in sales and marketing, service operations, risk management and the overall organisational performance ethic & strengthen human capital. •Refusal to dilute stake in PSU banks: The government has refused to dilute its stake in PSU banks below 51% thus choking the headroom available to these banks for raining equity capital.
THANK YOU
DEBJYOTI MITRA (03) GYAN (30)
OVERVIEW The first bank in INDIA was established in
1786. Reserve Bank of India formed in 1935. RBI was vested with extensive powers for the supervision of banking in India as Central bank authority. Government nationalized Imperial Bank of India in 1955, renamed it STATE BANK OF INDIA 14 Major private banks of India were nationalized in 1969. New phase of Indian Banking System with the advent of Indian Financial and Banking Sector Reforms after 1991.
Economic Scenario in
• Robust average growth of around 8.9% during 2003-04 through 2007-08 • Industrial sector, however, experienced a loss of growth momentum during 2008-09 with the yearon-year expansion being 2.4% as against 8.5% in 2007-08. • The benchmark stock market index declined by over 38.0% in 2008-09 • Rupee depreciated 26.4% against the U.S. dollar. • Bank credit to commercial sector increased by 16.9% (y-o-y) in 2008-09 as against 21.0% a year ago.
STATE BANK OF INDIA
MISSION AND VISION MISSION “My SBI, My Customer First”
VISION “Banker to every Indian”
PROFILE One of the largest core banking networks in
the world. During FY-09 in respect of branch expansion with as many as 807 new branches being opened The Bank has turned in a brilliant performance with a splendid growth of Rs. 3,30,404 crores in total business. In the international arena, the Bank, despite the global meltdown, achieved a significant growth of 17.7% in credit to USD 17.07 billion. The Bank along with its subsidiaries and Joint Ventures abroad opened 9 new offices, including full-fledged retail operations in Singapore, taking the total network of overseas offices to 92 spread over 32 countries.
HUMAN RESOURCE DEVELOPMENT
•
•
The Bank had a total strength of 205896 as on the 31st March 2009. Of this, 31.42% were officers; 47.10% were clerks and the remaining 21.48% were sub-ordinate staff. •Implementation of Persons with Disabilities (PWD) Act, 1995. •As on 31st March 2009, 19.20% of the Bank's total staff strength belonged to Scheduled Castes and 6.52% belonged to Scheduled Tribes. •The Performance Linked Incentive Scheme of the Bank has been broad-based with an aim to foster team spirit amongst the employees and to motivate them to excel in customer service. •
PROFILE Bank with a strong overseas presence, it
has more than 36 million global customers enjoying the state-of-the-art technology. The Bank’s business philosophy revolved around the notion of “customer centricity” and market analytics to ensure higher order customer satisfaction. By 31st March, 2009, the Bank completed Core Banking Solution (CBS) rollout in 1,922 domestic branches accounting for 94% of its business.
• •
HR objectives :-
Pursuit to become a bank of international standards. HRD strategies and modern methodologies to organisational renewal. To create a performance driven culture and an exciting work place for employees. To create a pool of entrepreneurial managers and business leaders for future. To create learning organisation for employees’ intellectual growth and creativity.
HR business models
Organisational leaders at different levels :Strategic leadership – Corporate level. Business leadership – Zonal and regional level. Operational leadership – Business unit level i.e. Branch. Creating proper development inputs, positive attitudes and right mind set. Communication medium and organizational culture of sharing, openness etc for best performance.
HR initiatives
HR blueprints for business driven HR reforms. HR steering committee. Various groups and committees are made for new innovations i.e. Khoj, Sampark, Paramash, MPE-TIKSHNA. Performance appraisal system for clerical and sub staff.
PROFILE PNB has remained fully committed to its guiding
principles of sound and prudent banking. Punjab National Bank was ranked 1243 in the Forbes Global 2000. The Bank is the second largest government-owned commercial bank in India with about 4,500 branches across 764 cities. It serves over 38 million customers and 4668 offices. The bank has been ranked 248th biggest bank in the world by Bankers Almanac, London. PNB has achieved significant growth in business which at the end of March 2009 amounted to Rs 3,64,463 crore. PNB is ranked as the 3rd largest bank in the country (after SBI and ICICI Bank) and has the 2nd largest network of branches (4668 including 238 extension counters and 3 overseas offices).
HUMAN RESOURCE DEVELOPMENT Bank had staff strength of 58,205 employees as at
the end of March, 2009. Of the total staff strength, women employees accounted for 12.81 percent, while scheduled caste/scheduled tribe employees accounted for 26.97 percent. Training Activities The Bank has been laying greater emphasis on developing its “Human Assets“. Continuous training is provided to employees in various areas through in-house training colleges/centres and outside institutions both in India and abroad.
MISSION AND VISION MISSION "To provide superior, proactive banking services to niche markets globally, while providing costeffective, responsive services to others in our role as a development bank, and in so doing, meet the requirements of our stakeholders".
VISION "To become the bank of choice for corporates, medium businesses and up market retail customers and to provide cost effective developmental banking for small business, mass market and rural
PROFILE
The Bank is now rated as one of the top five
Banks of India. The Bank has 3021 branches in India spread over all state/union territories including 136 specialized branches. These Branches are controlled through 48 Zonal office. There are 28 foreign branches/office with an asset base of over USD 14 billion.
HUMAN RESOURCE DEVELOPMENT Developmental initiatives:
Human Resources Development policy named ‘VISION
2013’ has been adopted by the Bank under which 700 officers & 500 clerical staff members have been identified. For clerical staff a special motivational programme called Marching Ahead Programme (MAP) is being organised at our Management Development Institute, CBD Belapur. 257 clerical staff members have received such training till March 2009. Officers identified under VISION 2013 are being given special training in their area of interest by specialised agencies like CRISIL, FEDAI etc. During the year, 27,582 staff members from different
COMPARISON OF THE BANKS
PROFILE Royal Bank of Scotland has around 700
branches. A consistent hallmark of RBS has been the ability to work with customers and to provide them with a high quality of service, whether they are personal or corporate customers, be they in the UK, Ireland, the USA or across continental Europe and Asia. RBS has frequently led it’s peers in service quality league tables.
HUMAN RESOURCE DEVELOPMENT
The Group utilises a wide range of recruitment
channels to ensure that the recruitment and development of its employees are fully aligned to its organisational requirements. The Group maintains a strong commitment to creating and providing learning opportunities for all its employees through a variety of personal development and training programmes and learning networks. Employee engagement is encouraged through a range of communication channels, at both a divisional and Group level. Every year, a seminar is held in where every employee are invited and give their views and opinion.
SWOT ANALYSIS
STRENGTH · Indian banks have compared favourably on growth, asset quality and profitability with other regional banks over the last few years. The banking index has grown at a compounded annual rate of over 51 per cent since April 2001 as compared to a 27 percent growth in the market index for the same period. · Policy makers have made some notable changes in policy and regulation to help strengthen the sector. These changes include strengthening prudential norms, enhancing the payments system and integrating regulations between commercial and co-operative Banks. WEAKNESS · PSBs need to fundamentally strengthen institutional skill levels especially in sales and marketing, service operations, risk management and the overall organisational performance ethic & strengthen human capital. •Refusal to dilute stake in PSU banks: The government has refused to dilute its stake in PSU banks below 51% thus choking the headroom available to these banks for raining equity capital.
THANK YOU
