Forex Empresas Em Mysore

State Bank Of Mysore RELATÓRIO DO CONSELHO DE ADMINISTRAÇÃO 1. DISCUSSÕES E ANÁLISE DA ADMINISTRAÇÃO 1.1. Macro Econômico Cenário e Ambiente Bancário. A atividade econômica global tem sido caracterizada por percepções variadas dos riscos de queda para a recuperação em algumas economias avançadas (AEs) com crescimento fraco e inflação elevada em meio a condições financeiras mais apertadas na Economia Emergente (EME). Em todas as economias emergentes, os fracos fundamentos domésticos, a falta de demanda externa e as limitações específicas de cada país continuam a restringir o crescimento. A calma inquietante que prevalece nos mercados financeiros poderia ser dissipada pelo retorno do risco do sentimento do investidor em razão de dados relativos à China ou à inflação dos EUA. No plano interno, as chuvas não estacionais e o granizo danificaram algumas culturas de inverno, embora as atividades agrícolas tenham permanecido resistentes, sugerindo que é provável que a estimativa implícita do VAB seja alcançada. Com percepções melhoradas sobre condições econômicas gerais, o índice de gerentes de compra de manufacturing (PMI) sugere expectativas de negócio para Q1 de 2016821117 ser positivo. A atividade do setor de serviços expandiu-se continuamente, tornando-se os principais impulsionadores no segundo semestre. Os serviços PMI permaneceram no modo de expansão durante o segundo semestre em novos negócios e expectativas. As perspectivas para os serviços nos inquéritos é optimista para Q1 de 2016821117. A inflação de varejo medida pelo índice de preço de consumidor (IPC) caiu devido a um declínio maior do que antecipado nos preços de vegetais. A inflação no grupo de combustível moderou através de eletricidade, querosene, gás de cozinha e lenha, aliviando as pressões sobre a inflação rural. Entretanto, a inflação do IPC subiu em vários setores, sugerindo restrições de capacidade e é improvável que seja ajudada pelo 7º prêmio da Comissão de Pagamento, pelo prêmio OROP e pelo efeito de custo do aumento na taxa de imposto sobre serviços. No entanto, haverá algumas contrabalançando as pressões descendentes da demanda morna na economia global, os governos medida de lado eficaz da oferta e comprometimento louvável com a consolidação fiscal. A recuperação desigual no crescimento em 2015821116 é susceptível de reforçar, assumindo uma monção normal, provável impulso ao consumo, 7th recomendações da Comissão de Pagamento e OROP. A projecção de crescimento do VAB para 2016821117 é consequentemente mantida em 7,6 por cento. 1.1.3. Quadro de Liquidez para as Operações de Política Monetária As condições de liquidez se apertaram desde meados de 8211Decembro, com um aumento do crédito bancário e uma mobilização mais plana dos depósitos. O Banco de Reserva realizou operações de liquidez através de leilões de recompra de taxa variável, reduzindo o índice de liquidez estatutária (SLR) em 25 pontos base de 21,5% para 21,25%. As entradas líquidas na forma foram robustas no quarto trimestre. Investidores estrangeiros em carteira (FPIs), tornaram-se compradores líquidos em março em ambos os segmentos de capital e dívida. A redução das pequenas taxas de poupança em março de 2016, os aperfeiçoamentos na estrutura de gestão de liquidez ea introdução do custo marginal da taxa de juros baseada em fundos (MCLR) amplificam os efeitos do corte da taxa de política. 1.1.4. Medidas Monetárias e de Liquidez Com base numa avaliação da situação macroeconómica actual e em evolução, a RBI decidiu: reduzir em 25 pontos base a taxa de recompra de apólices no âmbito da Facilidade de Ajustamento de Liquidez (LAF), passando de 6,75% para 6,5% A manutenção diária do rácio de reserva de caixa (CRR) de 95 por cento do requisito para 90 por cento continuar a fornecer liquidez conforme necessário, mas reduzir progressivamente a liquidez ex ante média para uma posição mais próxima da neutralidade estreitar o corredor da taxa de política de 8211100 pontos base (Bps) para 8211 50 bps reduzindo a taxa de MSF em 75 pontos base e aumentando a taxa repo reversa em 25 pontos base, com vista a assegurar um melhor alinhamento da taxa média ponderada de chamadas (WACR) com a taxa repo. A taxa repo sob os LAF está ajustada para 6,0 por cento, ea taxa de facilidade permanente marginal (MSF) para 7,0 por cento. 1.2. ECONOMIA DO KARNATAKA 1.2.1. A economia do Karnataka é em grande parte orientada para o serviço, com 64 das receitas do Estado provenientes do sector dos serviços, 26 do sector industrial e apenas 8 provenientes do sector agrícola. O declínio do setor agrícola é atribuído à seca ou quase seca como situação prevalecente nos últimos 3 anos causando sofrimento à comunidade agrícola além de afetar seus produtos. 1.2.2. Karnataka é referido como Capital de Inovação e Capital de Conhecimento, Silicon Valley, Hub RampD e Hub de Inicialização. É o estado com relações de trabalho mais pacíficas, ostenta o maior número de escolas internacionais, a maioria dos institutos de treinamento industrial ea 2 ª maior engenharia faculdades médicas amp no país. A contribuição estatal de Karnatakas para o PIB do país subiu de 5,5 para 7 depois de incorporar correção na metodologia de estimativa levando em consideração contribuição generosa por setor de TI. Karnataka é o maior centro de biotecnologia (28 empresas de biotecnologia da Índia), maior exportador de software 8211 40 País39s exportações de software, maior número de startups (36 5 dos 8 Unicorns indianos), maior número de centros RampD (44), maior produtor de Café (71 Produção Nacional). Bengaluru classificado Melhor lugar para viver e trabalhar para os expatriados na Índia, com infra-estrutura social excepcional e cultura cosmopolita. 1.2.3. A taxa de crescimento da economia do Karnatakas desacelerou de 7,8 por cento durante 2014821115 para 6,2 por cento durante 2015821116, atribuída à seca em 137 taluks durante kharif e 62 taluks durante as estações de rabi, resultando em queda na produção de grãos alimentares por 16 lac toneladas . O setor de serviços está crescendo a 9,1 por cento enquanto o setor industrial deverá registrar um crescimento de 4,5 por cento. 1.2.4. O crescimento do negócio de nosso banco depende em grande parte da economia de Karnataka, desde que 82 de filiais (850 de 1.037 filiais, como em 31.03.2016) estão situados em Karnataka. A dimensão orçamental e o plano estatal 20168211 17 prevêem uma despesa total de Rs.1,63,419 crs em várias actividades de desenvolvimento e funções reguladoras do Governo, que inclui Despesas de Receitas de Rs.1,30,236 crs, Despesas de Capital de Rs.26,371 crs. GoK plano para criar 2 cidades townshipmart industrial em Davanagere e Belgaum além SEZ já planejado em Tumkur, o que proporcionará maiores oportunidades de crescimento para a economia e, mais particularmente Setor Bancário. O comissionamento de Mumbai8211Bangalore gasoduto irá fornecer mais impulso para o esforço 2. REVISÃO DAS OPERAÇÕES BANCÁRIAS 2.1. Parte de Mercado e Crescimento de Negócios: Os níveis de negócios do Banco e a posição de participação de mercado nos últimos anos são apresentados a seguir: 8211 2.1.2. O crescimento nos depósitos tem sido bastante impressionante, com depósitos agregados atingindo um nível de Rs.70,244 crs, um crescimento de Rs.5186 crs em relação ao ano anterior a uma taxa de 8. O crescimento no depósito não granel em 16,4 está em sintonia com A tendência do passado e em conformidade com a nossa política consciente de derramamento de depósitos a granel de alto custo. No entanto, o crescimento dos adiantamentos tem sido lento, devido ao clima de investimento moderado, resultando em baixa off take de avanços, especialmente no setor corporativo. Os avanços totais alcançaram um nível de Rs.55,418 crs, registando um crescimento de Rs.2,122 crs em relação ao ano anterior a uma taxa de crescimento de 4,0. Como em 18.03.2016 a quota de mercado dos Bancos de Depósitos diminuiu para 0.73, juntamente com a quota de mercado dos Advances, que diminuiu para 0.74 de 0.78. Devido ao cumprimento das diretrizes da RBI sobre a Revisão da Qualidade dos Ativos, o Banco teve que fazer uma provisão substancialmente muito maior sobre os avanços da StandardRestructured, impactando adversamente os parâmetros de Qualidade de Ativos e Rentabilidade. A receita total do Banco aumentou 3, de Rs.7.708 crs em março de 2015 para Rs.7.938 crs em março de 2016. A receita de juros aumentou de Rs.6.940 crs para Rs.7.128 crs (2,7). O Rendimento Médio de Adiantamentos diminuiu de 11,11 durante 2014821115 para 10,49 durante 2015821116, enquanto o Rendimento Médio de Investimentos diminuiu de 7,74 em Março de 2015 para 7,72 durante o mesmo período. Non8211 Interest Income aumentou marginalmente 5 de Rs.767 crs para Rs.810 crs. Portanto, a proporção de Lucro de Ingresso de Não-8211 para o Lucro Total foi de 10,20 (9,96 no ano passado). As Despesas Totais (antes de provisões e contingências) aumentaram Rs.310 crs, de Rs.6376 crs em 2014821115 para Rs.6.686 crs em 2015821116. Enquanto as Despesas de Interesse aumentaram Rs.159 crs (3.3), as Despesas Operacionais aumentaram Rs .150 crs (9.9) durante o ano em curso. O custo médio dos depósitos, no entanto, caiu de 7,25 em março de 2015 para 6,87 em março de 2016 devido ao corte na taxa de PolicyBank e sua transmissão ao cliente, aumento da participação da CASA de 33,73 (31.03.15) para 34,6 (31.03.16) ao lado Em depósitos a granel de maior custo. O Lucro Operacional caiu de Rs.1,331 crs em 2014821115 para Rs.1,252 crs em 2015821116. o Lucro Líquido caiu de Rs.409 crs para Rs.358 crs. O declínio no Lucro Operacional foi moderado 6 com juros crescendo apenas 3 , Apesar do aumento da base de depósitos e conseqüentemente do aumento do custo dos serviços sob a forma de Pessoal e Gastos Gerais. No entanto, o declínio do Lucro Líquido foi mais acentuado em 12 sobre o ano anterior, conseqüente ao provisionamento adicional garantido pela AQR. Tendo em vista a necessidade de fortalecer o capital de Nível I do Banco no cenário econômico atual, o Conselho de Administração declarou um dividendo de 60 (Rs.6 por ação de R $ 108211) para o ano 20158211 16. Isso envolveu Pay8211out de Rs.28.80 crs, excluindo a componente fiscal. A relação pay8211out para o dividendo trabalha para 8,05, contra 7,05 para 2014821115. 3. ANÁLISE DO NEGÓCIO Os Depósitos Totais do Banco cresceram R $ 4,505 crs, atingindo o patamar de Rs70,569 crs. Os depósitos agregados (depósitos totais, excluindo depósitos interbancários), situaram-se em R $ 70.244 crs em março de 2016, registrando um crescimento de Rs.5.186 crs (8) ao longo do ano. A participação dos depósitos da CASA nos Depósitos Agregados aumentou de 33,73 em março de 2015 para 34,6 em março de 2016. 3.1.1. Depósitos de Segmento Pessoal Os depósitos de Segmento Pessoal cresceram Rs.5,164 crs, registrando um crescimento de 13,5 para atingir um nível de Rs.43,507 crs em 31 de março de 2016 e agora representam 62 do total de depósitos. O número de depósitos no segmento Pessoal aumentou 8,92,123 durante o ano. 3.1.2 Para aumentar ainda mais o crescimento dos depósitos no segmento Pessoal, foram lançados dois novos produtos de depósito Foram introduzidos viz. Vidyarthi Sanchay 8211 um esquema de conta de banco de poupança que alveja estudantes no grupo etário de 10821118 anos e Mybank Sudhan 8211 um Non8211callable Depósito de prazo esquema no intervalo de Rs.15 lac a Rs.10 cr com incentivo de interesse adicional para renunciar à opção de pagamento prematuro Dos depósitos. 3.1.3 REGIME DE DEPOSITADORES DE EDUCAÇÃO E SENSIBILIZAÇÃO (DEAF) 2014 Em conformidade com a alteração da Lei de Regulação Bancária de 1949, e nos termos do disposto na secção 26A inserida, o montante a crédito de qualquer conta na Índia com qualquer Banco, que tenha Não tiverem sido explorados durante um período de dez anos e mais, serão creditados ao Fundo no prazo de três meses a contar do termo desse período de dez anos. O montante devido ao abrigo do regime deve ser transferido para a conta DEAF com o Reserve Bank of India antes do encerramento do horário bancário do último dia útil de cada mês. Até o momento, o Banco transferiu uma quantia de Rs.57.95 cr para a conta de DEAF de Junho de 2014 para Dezembro de 2015 e apresentou pedidos de Rs. 288.75 lac relativamente a 75 contas. 3.2. Expansão de Crédito 3.2.1. O total de adiantamentos do Banco aumentou de Rs.53.296 crs para Rs.55.418 crs, registrando um crescimento de Rs.2,122 crs (4,0) durante o ano. Os adiantamentos líquidos (ou seja, líquidos das provisões relacionadas com o NPA relacionadas e em circulação no quadro do FEF) aumentaram de Rs 52225 crs em Março de 2015 para Rs.53,954 crs. Rácio de Depósitos de Crédito do Banco diminuiu de 81,9 em Março de 2015 para 79,67 em Março de 2016, devido à nossa abordagem altamente selectiva na tomada de mais exposição no sector Corporate que registou um declínio de 3.No entanto, outros segmentos de retalho registaram um crescimento global de 11,3. 2 Rede Corporativa: Nosso Banco possui uma Rede Corporativa composta por 11 grandes agências espalhadas pelo Metro e outros grandes centros do país, atendendo às necessidades de grandes Empresas. A Rede Corporativa do Banco alcançou um nível de negócios de Rs.29.949,96 crs, compreendendo Rs.3.156,72 crs de depósitos e Rps.26.793,24 crs de adiantamentos, em 31.03.2016. O crédito pelas filiais da CNW representa 48 do total do adiantamento e 89 do adiantamento da CampI do nosso Banco. A lentidão prolongada na economia tem impactado o crescimento da carteira de adiantamentos corporativos. Para contrariar o crescimento dos ativos depreciados, o Banco tem movido conscientemente sua carteira para grau de investimento e acima de BBB ou superior, o que representa 64 do total de adiantamentos. Esta estratégia começou a produzir os resultados desejados. A alta incidência atual de NPA, particularmente no setor corporativo, pode ser atribuída às diretrizes de RBI sobre a Revisão da Qualidade dos Ativos, que exigem a reclassificação de adiantamentos reestruturados como NPA. As diretrizes impactaram a linha de fundo de todos os bancos com grau variável de gravidade. Bank realizou uma série de medidas como recuperações e rectificações amp sob JLF, venda de ativos e write-off prudencial para compensar o aumento NPA devido à indústria do mercado cenário econômico. Total de Forex Volume de negócios da CNW estava em Rs.59.688,57 crs, representando 91 do total Bancos Forex Volume de Negócios e contribui com 88 dos ganhos totais Forex do Banco. O crescimento do AAA para o grau A de ECR é de 41. 3.2.3. Comitês de Crédito: Os Comitês de Crédito foram estabelecidos pela primeira vez em maio de 2002, a fim de facilitar a tomada de decisões por meio de uma abordagem de comitê para fornecer um toque mais profissional à avaliação de crédito, através de discussão sobre os fatores de risco. Dois comitês foram constituídos na sede, viz. HOCC8211I presidido pelo Diretor Gerente e HOCC8211II, presidido pelo Gerente Geral (CB) com CGMGMs como membros do comitê. O Banco realizou 48 reuniões HOCC8211I e 43 HOCC8211II, respectivamente, durante 2015821116, para facilitar o crescimento de adiantamentos. Além dos acima mencionados HOCCs, a fim de proporcionar um crédito mais rápido e consequência para a devolução de poderes mais amplos às Redes, foram constituídos 4 Comitês de Crédito de Rede com Gerentes Gerais de Rede como Presidentes e 191 reuniões foram realizadas em conjunto. Comitês similares também são constituídos em Zonal e níveis de escritório Regional viz. ZOCC amp ROCC, respectivamente. 3.3 Avanços de Segmentos Pessoais: Os avanços de Segmentos Pessoais registraram um crescimento recorde de Rs.1, 675 crs (15,95) para alcançar um patamar de Rs.12,175 crs, com os empréstimos de Habitação a registrarem um crescimento de Rs.1,078 crs (20,07) para atingir um nível de Rs .6.450 crs ao lado de aumento em empréstimos de carro por Rs.143 crs (17.31) e empréstimos pessoais por Rs.249 crs (17.56). A participação dos adiantamentos do segmento Pessoal no total de adiantamentos aumentou de 19,69 em Mar15 para 21,95 em Mar16 e contribuiu com 78 do crescimento total de adiantamentos durante o ano. Um novo esquema de empréstimo de habitação, Namma Mane foi introduzido para atender às secções economicamente mais fracas (EWS) e grupos de rendimentos mais baixos (LIG) sob o PMAY, um Govt. Patrocinado esquema que é um empréstimo de setor prioritário Um novo produto de empréstimo de ouro My Bank Flexi Gold Loan Scheme um esquema de descoberta de todos os fins para clientes individuais foi introduzido ao lado de empréstimo de carro Combo para os mutuários de empréstimo de habitação existentes com concessão em taxa de juros. Foi também introduzido o programa de bolsas Rajiv Gandhi para a concessão de empréstimos educativos aos estudantes pertencentes a secções economicamente atrasadas para prosseguirem estudos superiores (excepto os cursos técnicos) promovidos pelo Governo de Karnataka. 3.4. Empréstimos Setoriais Prioritários e Banca Social: Setor de Prioridade Total O crédito do Banco foi de Rs.23,388 crs em março de 2016, incluindo o Certificado de Participação Interbancária (IBPC) de Rs.525 crs. Emitido pelo Banco Kaveri Grameena, contra Rs. 19.401 crs, (incluindo IBPC de Rs.485 Crs) durante o ano anterior terminou em março de 2015, registando assim um crescimento anual de 15,4. Isso equivale a 40 do Crédito Bancário Líquido Ajustado (ANBC de Rs.55.796 crs). Agricultura: O total de adiantamentos agrícolas aumentou 14,8 de rs.10.643 crs (incluindo IBP de Rs.485 crs e RIDF investimentos de Rs.2, 263 crs) para Rs.12 216 crs (incluindo IBP de Rs .525 crs e RIDF investimentos de Rs.2.228 crs) durante o ano. Pequenos e Médios Empresas (MPME): Os avanço dos Bancos para Micro, Pequenas e Médias Empresas, como no final do AF de 16 foi de Rs .5,973 crs contra Rs.5,100 crs durante o ano encerrado em março de 2015, registrando Y8211o8211Y crescimento de 17. Personal amp Serviços Bancários (PampSB): O avanço do Banco para o segmento PampSB no âmbito do setor prioritário foi de Rs.3,901 CRS como em 31.03. 2016 contra Rs.3.491 crs durante o ano encerrado em março de 2015, registrando um crescimento Y8211o8211Y de 12,9. 3.5. Agricultura Finanças: Os avanços agrícolas totais subiram de Rs.9124 crs para Rs.9463 crs durante FY 20158211 16 registando um crescimento de 3.7 em relação ao ano anterior. O Banco ultrapassou o benchmark de 18 estipulado para os avanços agrícolas, atingindo o nível 22 do Crédito Bancário Líquido Ajustado (ANBC), além de 7,61 para pequenos agricultores marginais em relação ao benchmark de 7. 3.5.1. O Banco adoptou uma abordagem de saturação de crédito de modo a abranger todos os agricultores não cobertos elegíveis para o financiamento das suas necessidades agrícolas. O Banco, em consulta com o NABARD, recolheu os dados relativos às tendências emergentes no sector da agricultura em todos os 30 distritos do Estado de Karnataka e, consequentemente, disponibilizou-se às agências o potencial de distritos disponíveis para financiamento no âmbito de diversas actividades. O Banco também participou ativamente de vários Agri ExpoMela para difundir a mensagem. Publicidade materiais como banners e panfletos com foco especial na revisão KCC esquemas e GreenhousePolyhouse Nethouse foram exibidosproporcionado para os agricultores. 3.5.2. Plano Especial de Crédito Agrícola. (SACP): A posição dos desembolsos sob SACP vis82118211vis metas é fornecida como abaixo. Foram tomadas as seguintes iniciativas para aumentar o fluxo de crédito para o Segmento Agrícola. Durante o FY 2015821116, o governo de Karnataka declarou 136 talukas como a seca atingida. Todas as filiais em Karnataka consideraram rephasement a reestruturação de taxas dos fazendeiros que estavam na aflição. O financiamento adicional por meio do crédito à produção e ao investimento também foi estendido a esses agricultores. O Banco sancionou Empréstimos de Ouro no valor de Rs.628 crores em Multipurpose Gold Loans para atender às necessidades imediatas amp diverso dos agricultores. Interesse Subvenção de 2 upfront agregando a Rs.22.72 crs amp 3 subsídio adicional para repagamento imediato agricultores agregando a Rs.23.29 crs foi passado para os agricultores durante o ano fiscal de 2015821116. A fim de dar socorro aos agricultores em dificuldades que vagueiam sob a seca, OTS Foi lançado com benefícios consideráveis ​​para os agricultores para squaring off suas dívidas ao lado de fornecimento de avanço fresco. 1.819 contas no valor de Rs.26 crs foram liquidadas. 3.5.3 SERVIÇOS DE BASE DE VALOR ADICIONAL FORNECIDOS AOS AGRICULTORES: Em Responsabilidade Social Corporativa, criamos um Centro de Divulgação de Conhecimento Agrícola (AKDC) no nosso ADB, Mandya, que transmite conhecimentos sobre as últimas tendências no sector Agrícola. Como parte do cumprimento das diretrizes do Governo da Índia, o Banco emitiu cerca de 11.026 Rupay Kisan cartões de ATM para os titulares de conta KCC elegíveis durante o ano amplificador alcançou 57,53 cobertura. 3.6 Micro, Pequenas e Médias Empresas (Manufatura): O crédito total às Micro, Pequenas e Médias Empresas (Produção) de nosso Banco foi de Rs.2.511 crs para o ano encerrado em março de 2016 contra Rs.2,781 crs em março 2015, registrando um declínio de Rs.270 crs (YoY 9.7) devido a re classificação e deslocamento de Food amp Agro indústrias baseadas no montante de Rs.966 crs para Agri. Setor 3.7 Micro, Pequenas e Médias Empresas (Serviços): O crédito total às Micro, Pequenas e Médias Empresas (Serviços) de nosso Banco em março de 2016 foi de Rs.3,362 crs contra Rs.2,468 crs em março de 2015, registrando um Aumento de Rs.576 crs (YoY 35) durante o ano. 3.7.1. Durante o ano encerrado em março de 2016, o Banco realizou várias iniciativas para aumentar o fluxo de crédito para o setor de MPME. Os principais produtos do segmento das MPMEs foram revisados ​​e tornados mais atraentes para os clientes. As taxas de juros também foram revisadas para baixo e o benefício substancial da redução da Taxa Base foi repassado para os mutuários Customer Relations Program e Customer Meets para fortalecer o relacionamento com clientes MSME foram organizados em vários centros como Bengaluru, Mysuru, Hosur , Tirupur, etc. A oficina One8211day SME Series foi organizada em Bengaluru, em 22 de Dezembro de 2015, em associação com Dun amp Bradstreet, para os empresários de MSME para explicar-lhes os vários produtos oferecidos por nós, além de fazer uma sincera tentativa de melhor apreciação de Suas necessidades e dificuldades enfrentadas por eles em geral. 3.7.2. O Banco participou de várias exposições organizadas por Associações Industriais como ASSOCHAM, FKCCI etc, para aumentar a nossa visibilidade e também para comercializar os nossos produtos MSME ao lado de organizar Udyog Mitra MSME empréstimos campanha resultando em novas sanções para a melodia de Rs.657.51 crs espalhados 5.473 beneficiários de MPME. 3.7.3. Durante o ano fiscal de 2008, o Banco assinou um MOU com a Corporação de Finanças Industriais da Índia Limited (IFCI) e lançou o novo esquema de Garantia de Melhoria de Crédito para o Programa Casta (CEGSSC), estendendo a cobertura de garantia para empréstimos concedidos exclusivamente a empresários pertencentes à Schedule Castes Na extensão de Rs.5 crores. 3.7.5. Empréstimos sob MUDRA Scheme: O Governo da Índia lançou Pradhan Mantri MUDRA Yojana (PMMY) para financiar o grupo não financiado e exclusão financeira pertencentes a fraco parte da sociedade e para ajudar Non8211farm empresas na fabricação, comércio e serviços com crédito precisa até Rs 10,00 lacs. O Banco tem sido pró-activo na distribuição de crédito ao abrigo do regime e em relação ao objectivo de Rs.415 crores, o nosso Banco desembolsou Rs.813 crs. (196 da meta) abrangendo 37.680 beneficiários. Em função do bom desempenho no desembolso de empréstimos da MUDRA, nosso Banco recebeu o Prêmio de Melhor Banco sob MUDRA Yojna para o Emerging Bank8211 Runner Up pelo CIMMSE, em Nova Delhi. 3.8. CGTMSE Plano de Garantia de Crédito: Estamos oferecendo continuamente colateral livre assistência financeira a todos os elegíveis MSME sector. Todos os empréstimos a unidades MPME elegíveis até Rs.100,00 lacs estão sendo sancionados sem qualquer garantia colateral, abrangendo-os no âmbito do sistema de garantia da CGTMSE. O Banco está atualmente absorvendo a taxa de garantia e taxa de serviço anual em relação a todos os limites de empréstimo até Rs.10 lacs. Cobrimos 11.041 contas no valor de Rs.734.15 crs. Sob a garantia da CGTMSE em março de 2016. 3.9. Assistência a Secções Mais Fracas da Sociedade: O Banco continuou a estender assistência financeira a Secções Fracas da Sociedade, constituída por pequenos agricultores marginais com explorações de terra de 5 acres ou menos, trabalhadores sem terra, Não excede Rs.50,0008211, SJSRY, SLRS, DRI, Self8211 Grupos de Ajuda e adiantamentos a beneficiários SCST. O montante pendente de empréstimos para as secções mais fracas situou-se em Rs.6 417 crores no final de Março de 2016, o que constitui 11,5 da ANBC, em comparação com o índice de referência estipulado de 10. 3.10. Assistência a Mulheres Empreendedoras: Temos vindo constantemente a dar ênfase ao alargamento das facilidades de crédito livres para as unidades de MPME, sendo exclusivamente dirigidas por mulheres empresárias. O total de crédito concedido às mulheres empreendedoras no final de março de 2016 era de R $ 4,481 crores, cobrindo 2,43,119 beneficiários, o que equivale a 8 3,11. Medidas destinadas a melhorar as condições económicas dos SCs ST: O Banco tem vindo a alargar todo o apoio ao desenvolvimento de SCsSTs para garantir que o crédito adequado seja disponibilizado aos membros dos SCsSTs envolvidos em várias profissões. Crédito é disponibilizado para esta seção da sociedade em tie8211up com os departamentos de desenvolvimento nível estadual de SCsSTs. A assistência dos Bancos aos SCsSTs sob vários esquemas, no final de março de 2016, era de Rs.884 crores cobrindo 1,10,327 beneficiários, que formam 4 dos Avanços Setoriais Prioritários. 3.12. Financiamento às Comunidades Minoritárias: Para promover as actividades económicas entre os beneficiários elegíveis pertencentes às comunidades minoritárias, o Banco tem participado activamente nesta prioridade nacional para promover as actividades de auto-emprego. A assistência dos Bancos às minorias notificadas ao abrigo de vários regimes, no final de Março de 2016, era de Rs.2.117 crores, abrangendo 42.011 beneficiários, que constituem 9.5 dos Avanços Setoriais Prioritários. 3.13. Esquemas Patrocinados pelo Governo: A posição da assistência prestada ao abrigo de vários regimes patrocinados pelo Governo pelo nosso Banco no final de Março de 2016 é a seguinte: 3.13.1 Programa de Geração de Emprego dos Primeiros Ministros (PMEGP): O Governo da Índia lançou o regime Prime (PMEGP) através da fusão dos primeiros Primeiros Ministros Rozgar Yojana (PMRY) e Khadi amp Village Industries Comissões Programa de Geração de Emprego Rural (REGP) para capacitar empresários de primeira geração para criar micro empresas em todo o país. O crédito total dos Bancos no âmbito do Programa PMEGP no final de 16 de Março situava-se em Rs.68.6 crores cobrindo 1.752 beneficiários .. 3.13.2 Módulo Nacional de Missão de Subsistência Urbana (NULM) O Banco concedeu assistência financeira de Rs.16.1 crores sob NULM (Anteriormente conhecido como um esquema SJSRY) durante o ano para 798 beneficiários. O montante total em aberto ao abrigo do regime NULM no final de Março de 2016 é de Rs.36.1 crores cobrindo 4.458 beneficiários. 3.13.3 Regime de Diferencial de Taxa de Juros (DRI) Os empréstimos ao abrigo do regime DRI do nosso Banco situavam-se em Rs.12.4 crores, no final de Março de 2016, abrangendo 11.125 beneficiários com uma quota de adiantamentos a beneficiários SCST no valor de Rs.5.3 crores 44 3.14.1. Os investimentos totais do Banco em títulos públicos, outros títulos aprovados e títulos não-8211SLR aumentaram de Rs.18.166 crs em março de 2015 para Rs.20.229 crs em março de 2016. 3.14.2. O lucro na venda de investimentos aumentou de Rs.125.33 crs em 20148211 15 para Rs.131.18 crs em 2015821116. Durante o ano, os rendimentos de juros e dividendos de investimentos, líquidos de encargos de amortização, registraram crescimento de Rs.169.38 crs (13) ao longo de Março, 2015 nível de Rs.1,302.89 crs e fica em Rs.1, 472,27 crs. 3.14.3. O rendimento dos investimentos, incluindo o lucro na venda de títulos, diminuiu de 8,00 (2014821115) para 7,91 (2015821116), devido à redução de 125 bps na taxa de Repo por RBI entre janeiro de 2015 e setembro de 2015. O rendimento dos investimentos, excluindo o lucro, diminuiu de 7,73 Para 7,72 durante o mesmo período. 3.14.4. Cambial O volume de negócios do Banco em 2015821116 aumentou para um nível de Rs.582,755 crs (Merchant Turnover8211 Rs.65,555 crs e Trading Turnover8211 Rs.517,200 crs) contra níveis de anos anteriores de Rs.403,102 crs (Merchant Turnover8211 Rs.51.904 crs e Trading Turnover8211 Rs.351,198 crs) gerando um lucro de Rs.59.27 crs. 3.15. Banca Internacional 3.15.1 O nível de Crédito à Exportação em 31 de março de 2016 era de Rs.1.569 crs (Rs.1.617 crs em 31 de março de 2015) constituindo 3 da ANBC. Com vista a incentivar os negócios de exportação, foram realizados seminários de exportadoresimportadores em Tirupur e Mysuru durante o ano financeiro de 2015821116, além de oferecer Cartões Exportadores de Ouro para unidades de exportação elegíveis. O Banco entrou em um acordo com dois bancos estrangeiros para aproveitar crédito compradores para nossos clientes a preços acessíveis. 3.15.2 NRI Depósitos como em 31.03.2016 estava em Rs.1, 785 crs contra Rs.1, 556 crs, como em 31.03.2015 compreendendo de FCNR (B) RFC depósitos de Rs.309.66 crs e NRENRO depósitos de Rs.1, 475 crs. 3.15.3 De acordo com os objectivos do BPR, o Banco tinha criado cinco TFCPCs em Bangalore, Chennai, Hyderabad, Mumbai e Nova Deli. Durante o ano fiscal de 2013821114, 19 agências mais, incluindo agências CAB, foram ligadas aos TFCPCs, a fim de consolidar o processamento da front8211line e estender o serviço de qualidade aos Exportadores. 3.15.4 O Banco também vem oferecendo aos seus clientes Empréstimos por Demanda de Moeda Estrangeira (FCNR), que apresentaram crescimento marginal e situaram-se em 46,65 milhões de euros em 16 de março contra 44,37 milhões de euros no ano anterior. 3.16. Cross Selling Durante o ano mais de 23.474 vidas foram segurados através de vários produtos da SBI Life Insurance Company Ltd, com uma coleção de prémios de Rs.89 crs. O Banco recolheu um prémio de Rs.24 crs enquanto comercializava Produtos de Seguros Gerais. Na área de Investimento, o Banco também está oferecendo produtos de Fundos Mútuos SBI com Ativos sob Gestão totalizando Rs.112 crs. Banco também fornece aplicações para a emissão de cartões de crédito SBI. O Banco ganhou uma renda de Rs.14.18 crs de Cross Selling Business durante FY 2015821116. 3.17 Negócios do Governo: 3.17.1 Operações do Governo do Estado: O banco tem mantido uma grande parte das transações do Governo do Karnataka durante as últimas seis décadas. Cerca de 88 de nossos negócios totais do governo vem do governo do estado. E o volume de negócios está directamente ligado ao orçamento do Governo do Estado. Um volume de negócios de Rs.78.266 crs foi alcançado durante o ano 2015821116 contra Rs.69.569 crs em 2014821115 com um acréscimo líquido de Rs.66.52 crs Comissão representando 92 de renda de negócios do governo. SBM, sendo o primeiro banqueiro do Governo de Karnataka também estão orgulhosos de ser associado com Khajane II, um projeto ambicioso do Governo do Karnataka visando a integração de todos os interessados, viz. GoK, RBI, Contabilista Geral e Banco de Agência, facilitando a transação em tempo real. 3.17.2 Operações do Governo Central: Durante o ano de 2015821116, os negócios dos Departamentos do Governo Central como Postal, Defesa, CBDT, CBEC e negócios de vários esquemas do governo central como o Fundo de Previdência Público, Esquema de Poupança para Cidadãos Seniores, Contas de Sukhanya Samridhi, Constitui cerca de 12,46 do total de negócios do governo volume de negócios do governo. Nosso volume de negócios de Departamentos de Governo Central durante o ano 2015821116 é colocado em Rs.11,133 crs com uma comissão ganhando Rs.5.78 crs. Durante o ano, todas as nossas agências foram autorizadas a abrir as contas PPF e Sukhanya Samridhi. During 2015821116, our Bank has earned a commission of Rs.72.30 cr as against Rs.67.98 cr for the year 2014821115 Pressure on asset quality of banks under the sustained economic downturn, was a major concern during the FY15821116 for the Banking Industry as a whole. The process of cleaning up of bank balance sheets by the Regulator is underway and all the Banks in the country underwent a thorough asset quality review during the last two quarters of the FY 16. It had had severe impact on the profitability of the banks. The major sectors like iron and steel, infrastructure, aviation, mining, etc. continued to be major contributors towards increasing NPA portfolio of the banks. Added to this, the continued problem of drought in many parts of the State of Karnataka, where our majority of the branches are located, further added to the NPA portfolio of Bank. However, Bank has been taking steps to recognize the weaknesses in the loan accounts at the incipient stage so that corrective measures can be initiated before an account turns NPA. Bank has well defined system to monitor all such accounts. Even after an account turns NPA, recovery process is initiated immediately. The provisions of SARFAESI Act have been enforced in all the eligible collateralized advances to ensure early recoveries. During the second half, Bank held three Bank level Mega e8211auctions of properties and also participated in SBI Mega e8211auction, in which 442 properties properties valued at Rs.348.95 Crs were put on sale through e8211auction. Of this, 69 accounts amounting to Rs.5.13 Crs were upgraded, 24 accounts with balance outstanding Rs.3.17 accounts were closed and 15 properties were sold in e8211auctions resulting in a recovery of Rs.8.44 Crs. Bank has taken other steps also to recover the dues by way of strategic sale of assets to ARCs, vigorous followup of DRT cases, OTS Schemes for eligible MSME and AGRI borrowers and compromise settlements wherever warranted. Under the RBIs Framework for Revitalising Distressed Assets in the Economy, our Bank has been participating actively in the meetings of JLFs and implementing the decisions taken thereat within prescribed timelines. In respect of those corporates, where performance is not as per laid down benchmarks, steps are taken for change of Management by invoking RBI Guidelines on Strategic Debt Restructuring. Our Bank has already taken action in 6 accounts under these guidelines. All these measures have helped the Bank to keep the increasing trend under control. Accordingly, the GNPA and NNPA levels stood at Rs.3635.56 Crs (6.56) and Rs.2257.18 Crs (4.18) respectively as on 31st March 2016 compared to the levels of GNPA and NNPA as on 31st March 2015 at Rs.2136.425 Crs (4) and Rs.1121.58 Crs (2.16) respectively. However, the position of GNPA and NNPA as on 31.03.2016, without considering the AQR accounts amounting to Rs.1213.37 Crs (Provision added Rs.384.10 Crs) works out to Rs.2422.19 (4.37) and Rs.1427.92 Crs (2.63) respectively. 3.20 LEAD BANK SCHEME: The Bank has been discharging lead Bank responsibilities in 3 districts viz. Mysore, Charmarajnagar and Tumkur. The Annual Credit Plan for 2016821117 has been launched with the combined annual credit plan target for all Banks in 3 districts going up from Rs.11,600 crs to Rs.14,624 crs, at a growth rate of 26. The Block Level Bankers Committee (BLBC), District Consultative Committee (DCC), District Level Review Committee (DLRC), Standing Committee (SC) meetings are regularly conducted as per Reserve Bank guidelines in all the three Lead Districts. All our Lead District Managers are actively monitoring implementation of Annual Action Plan in close liaison with all the Banks in districts. They are also coordinating for implementation of drought relief measures as per latest RBI guidelines in close coordination with SLBC and branches. 3.20.1 Rural Self Employment Training Institute (RSETI) Rural Development and Self Employment Training Institute (RUDSETI ): The Bank has established RUDSETI type of training centres viz. MyBank Institute for Promotion of Self Employment and Development (MIPSED) at Tumkur. Similar Institute called JSS RUDSETI is established at Chamarajnagar in association with JSS Mahavidyapeetha. These Institutes have been established to impart entrepreneurial skill development and guidance to unemployed rural youth, to become gainfully self employed. We have also constructed our own building at MIPSED, Tumkur with financial grant from National institute of Rural Development (NIRD).Total number of 1,851 participants have been trained during 2015821116 with 67 settlement rate through financial assistance from Bank loans and their own resources. The participants have been trained under various Government sponsored schemes such as PMEGP, RGCY, DTP, Mobile servicing, Tailoring, Beautician courses, etc. Our RSETI has been awarded AA as per the latest rating released by Mo RD. 3.20.2 Regional Rural Bank Kaveri Grameena Bank Our Bank has sponsored Kaveri Grameena Bank (KGB) which is headquartered at Mysore. The Bank is operating in 10 districts of Karnataka viz. Mysore, Hassan, Chamrajanagar, Tumkur, Bangalore8211Urban, Bangalore8211 Rural, Ramangar, Chikmagalore, Kodagu and Mandya and crossed a land mark figure of 480 branches. Bank has opened 37 branches during 2015821116. All the branches are on CBS mode. The total business (deposits and advances) of KGB as at Mar16 stood at Rs.12,973 crs as compared to Rs.10,556 crs as at Mar15 registering a growth of Rs.2,417 crs (22.9). 3.20.3 SELF HELP GROUP (SHG) LENDING The Bank has credit linked 18936 groups with an advance of Rs.501.67 cr during the current year. Taking the cumulative total of such credit linkage programme to 1,83,552 groups with a financial outlay of Rs.3,122.04 cr up to 31.03.2016. As on 31.03.2016, there are 35,279 SHGs with an outstanding balance of Rs.810.81 cr. The Ministry of Rural Development, Government of India has launched National Rural Livelihood Mission by replacing SGSY scheme with effect from 01.04.2013. We have financed 17,042 women SHGs under National Rural Livelihood Mission (NRLM) with an advance amount of Rs.451.50 crs during FY 2015821116 and as on 31.03.2016, there are around 31,751 women SHGs with an outstanding balance of Rs.729.72 cr. Necessary benefits have been passed on to all eligible women SHGs and claims for interest subvention have been lodged with NRLM Department of Ministry of Rural Development, Government of India. The Bank has credit linked 916 Joint Liability Groups with an advance amount of Rs.11.97 crs during FY 2015821116 and as on 31.03.2016, there are 2,650 JLGs with an outstanding balance of Rs.33.69 crs 3.21. Financial Inclusion 3.21.1 Coverage Sub8211Service Areas Providing Bank has drawn Comprehensive Financial Inclusion Plan for 2013821116 covering 745 Sub8211Service Areas (SSAs), spread over 3,740 villages for providing banking outlets. Of the allotted 745 SSAs, the Bank has already covered 216 SSAs by Brick amp Mortar branches and 529 SSAs through Business Correspondent Agents. BCAs are extending the banking services to these villages and working as an extended arm of the Bank. 3.21.2 Implementation of Pradhan Mantri Jan Dhan Yojana: The Bank has opened 9,38,000 BSBD accounts under PMJDY up to Mar16 with a balance outstanding of Rs.82.22 crs. The total number of accounts opened since the inception of FI programme stood at 16.22 lacs with balance of Rs.128.77 crs. The Bank has successfully seeded 59.13 Aadhaar numbers in PMJDY accounts besides issuing 8,67,919 Rupay Cards to the PMJDY account holders.. 3.21.3 Other Financial Inclusion initiatives : i) The Bank is actively participating in Modified Direct Benefit Transfer Scheme for LPG (MDBTL) wherein the LPG subsidy is directly being credited to the Savings Bank account of the customers. ii) The Bank is the sponsoring Bank for credit of MGNREG wages to the accounts of beneficiaries in Karnataka State. iii) Bank is distributing Social Security Pensions to more than 62,000 beneficiaries under Electronic Benefit Transfer Programme of Govt. of Karnataka, with One District8211One Bank Model in Chamarajanagara district and One District8211Many Banks Model in the districts of Bellalry and Chitradurga. An amount of Rs.46.36 crs was disbursed to SSP beneficiaries through BC Agents during the FY 16. Bank has also actively participated in all 3 Social Security Schemes viz. PMSBY, PMJJBY and APY launched by Govt. of India, aimed at providing micro insurance coverage and pension to unorganizedrural sectors through bank accounts. Bank has opened 3.64 lac accounts under PMSBY, 1.99 lac accounts under PMJJBY besides large number of accounts under APY. 3.21.4 Financial Literacy : Bank has opened 22 Financial Literacy Centres across Karnataka. The Counsellors working in these centres are conducting regular camps in villages spreading Financial literacy to various target groups like farmers, SHG members, students etc. Our Counsellors also visit 115 skill centres (ITI s) mapped to these FLCs with the aim of spreading financial Literacy amongst the students of ITIs. 4. HUMAN RESOURCES: 4.1. Manpower Profile: The total manpower strength of the Bank as at March 2016 stood at 10,650, as against 10,193 in the previous year. The staff strength comprised 3,742 officers, 4,972 clerical staff and 1,936 subordinate staff. Of these, 874 are Ex8211defense personnel, 167 belong to physically handicapped category and 556 belong to the Minority community. 4.1.2. Womens Representation: As at March 2016, there were 3,029 Women employees (comprising 669 Officers and 2,560 Other Employees) in the Bank, compared to 2,891 as at March 2015 (comprising 543 Officers and 2,348 Other Employees). The share of women employees stood at 28.4 as at March 2016. The Bank continued to provide equal opportunity to women in their career progression. 4.1.3. Scheduled CastesScheduled As at March 2016, there were 1,877 Scheduled Caste employees, comprising 633 Officers, 786 Clerical Staff and 458 Subordinate staff. There were 682 Scheduled Tribe employees comprising 267 Officers, 299 Clerical staff and 116 Subordinate staff as at March 2016. All the guidelines of the Government of India for safeguarding the interests of SCST employees have been complied with. 4.1.4. Human Resources Management Solutions (HRMS): Bank has implemented Human Resources Management Solutions (HRMS) on 1st April 2010, to handle all HR activities in a phased manner. HRMS Cell was formed to integrate salary, perquisites, reimbursement and leave details of the employees. The cell has implemented salary, reimbursement of Annual Medical expenses, furniture supplied to officers, furniture maintenance charges, monthly reimbursements of perks, reimbursement of brief case expenses, besides sanction of increment through HRMS portal. Asset amp Liability Statement and Annual Appraisal Report are also implemented through HRMS. HRMS portal facilitates uploading of Annual Appraisal Report of officers which are reviewed and noted by respective authorities online. It is planned to integrate e8211learning portal Gnanodaya with HRMS site from FY17 onwards, so that lessons which are to be mandatorily attended gets automatically reflected in their Annual Appraisal Report. 4.2.1. Training Activities and Coverage: The Bank regards its employees as its critical amp valuable assets. To make the employees more competitive and knowledgeable in banking field, honing their skills is one of its priorities. With a view to achieve the desired goals and to establish highly professional work culture, Banks staff college at Jakkur and 3 learning centers at Bengaluru, Mysuru amp Hubballi are imparting training on wide spectrum of subjects viz. Advances and Deposits and knowledge about their various products, communication amp leadership skills, marketing, behavioral science, etc. Also to gain competitive edge in new technology being adopted by the Bank, several programmes on latest technology developments like Internet Banking, Mobile Banking and other alternate delivery channels are conducted regularly. 4.2.2. The training methodology of the Bank constantly aims at keeping its workforce pro8211active and customer centric, so that they can discharge their duties effectively in the challenging Banking scenario. Bank continues to focus on imparting training to maximum number of employees to update their skills amp knowledge periodically. Our staff college at Jakkur and Learning Centers at Bengaluru, Mysuru amp Hubballi have conducted in all 237 training workshops both functional and computer based programmes. During the year total 4,805 staff got trained at our Learning Centers. 4.2.3. The Bank regularly deputes officers, based on the job profiles, for training to Apex Training Institutes of SBI and other training institutes like NIBM, IIBF, College of Agricultural Banking8211 RBI (Pune), CAFRAL (Centre for Advanced Financial Research amp Learning), IDRBT, CRISIL etc. to hone their skills and update their knowledge. During the year, 1,026 officials were deputed to the Apex Institutes and external training institutes. 4.2.4. Keeping in view the need for imparting training in specialized areas, the Bank has also conducted several specialized training programmes workshops on MSME business, KYC ALM compliance, workshop for NPA training, Risk Management Awareness Workshop, Leadership Development Programme for Branch Managers, Skill Development Programme for Officers, Training for Retiring Staff, programme for 1st time Branch Managers, Stress Asset Management programme, Programme on agri credit, ADC programme, etc. 4.2.5. e8211learning (Gyanodaya): In addition to the class8211room training provided to employees at our Staff Learning Centres and ATIs, Bank had also launched an e8211learning portal Gyanodaya with the objective of imparting on8211line learning and training to all the employees of our Bank. SBM e8211Learning portal is available 24X7 and all 365 days on internet system and also on intranet system. The portal is made available to all our employees. The users can access read more than 300 lessons topics covering general banking, Alternate Delivery channels, credit management, agriculture, foreign exchange, behavioral science, etc. by which they can enrich their knowledge in all aspects of banking and can also do self8211evaluation by attending online tests. 4.2.6. Pre8211promotional training: Pre8211Promotion training programmes for SCSTOBC were conducted at the Learning Centers at Bengaluru amp Mysuru during the year, for eligible and aspiring candidates from Clerical to Officer cadre. During the year 112 employees belonging to SCSTOBC category were given training. Based on the feedback received the programmes were well appreciated by the participants. 4.2.7. Training to subordinate staff: To bring about awareness among the subordinate staff and to make them realize their potential amp importance in the organization, Bank has conducted exclusive training programme for 313 subordinate staff at our Learning Centres, Bengaluru, Mysuru amp Hubballi. 4.2.8. Training to retiring officers staff: To enable our retiring officers staff to lead a happy and peaceful retired life with inputs on financial planning matters, our Learning Center, Mysuru had conducted 12 special training programmes for retiring employees during the year 20158211 16 covering 452 employees. 4.2.9. Other Training Programmes: Training programmes were also conducted for newly promoted CMs AGMs, Specialized credit training programme for officials of HOCCNWCC ZOCCRO amp Specialized Training to officials of CPPC, Mangalore. 4.2.10 Roll out of new initiative8211 Mentoring of branches: Mentoring initiative is a process by which one person guides the development of individuals, seen as protgmentee. It is a part of a leaders role that has growth as its primary outcome. It enables to establish a partnership that helps the protg mentee to grow and deliver better results, through the process of collaboration, discussion and support. The mentor is to act as counselor, encourager, supporter, information provider but not the solution provider. With a view of improving the performance of the branches, more specifically the very old branches, this new initiative 8211 mentoring of branches is rolled out in our Bank with 18 top executives (DGMs and GMs) as mentors. Initially, it is rolled out in 36 select branches at Bengaluru city on pilot basis. 5. INDUSTRIAL RELATIONS: 5.1 Terminal Benefits to Retired Staff: The Bank gives due importance to the timely settlement of terminal benefits to staff comprising of Gratuity, PF, Pension, either on reaching superannuation or on any other grounds. During the FY 20158211 16, as many as 570 members of staff have retired from the services of the Bank. 5.2 New Pension Scheme (NPS) Now known as National Pension System: Employees who have joined the services of the Bank w. e.f. 01.04.2010 are covered under the above scheme, which is governed by the provisions of the NPS introduced for employees of Central Government w. e.f. 01.04.2004 and modified from time to time. As at March 2016, as many as 3,570 employees have been covered under NPS. 5.3 Retired Employees Medical Benefit Scheme II (REMBS8211II): REMBS8211II, a scheme for reimbursement of medical expenses to employees retiring retired under superannuation was implemented w. e.f 15.12.2012, with an upper limit for claims ranging from Rs.2 lacs to Rs.20 lacs, based on eligibility criteria. This scheme is in addition to the already existing SBMREMB scheme with a ceiling of Rs.2 lacs. During 2015821116, the Bank has received 1,212 applications and disbursed amount of Rs.271.66 lacs 5.4 STAFF WELFARE ACTIVITIES : Central Staff Welfare Committee allocates funds for various staff welfare activities. The welfare measures provided to the members of the staff are. Holiday Homes, Group Insurance Cover, Scholarship Scheme, Farewell Scheme for the retiring employees, financial assistance to the employees with physicallymentally challenged children, Medical Expenses Reimbursement Scheme, Birthday Memento amp recurring expenses for Staff Welfare Activities. 6. Technology Up8211gradation amp Support Functions 6.1.1. ATM Rollout and performance: During FY16 we have installed 82 ATMs including 13 Brown Label ATMs taking the total number of ATM installed to 1,416 as part of State Bank Groups 56000 networked ATMs. In addition to basic services, value added services like Aadhar registration, LPG registration, Mobile Banking Registration, card to accountcard to card transfer and payment of donations are also made available. 6.1.2. Internet Banking: The number of registrations and volume of transactions through internet banking has seen a growth of 22 and 29 respectively during the year. The facility is available for visually challenged customers also. 6.1.3. Mobile Banking: Bank is offering Mobile Banking Services under the name State Bank Freedom to all its retail customers. The service includes enquiry, mini statements, top up and recharge, interbank fund transfer through NEFT and IMPS and bill payment facilities. There is a steady growth in the number of registrations and transactions by 192 and 28 respectively during FY16. The customers having Internet Banking connection can also transact from their mobile phone through a separate Mobile App State Bank Associate. In FY16 Bank also launched a separate Mobile App named SBM Virtual under which all Banking transactions and information available through different sites can be accessed at a single point. 6.1.4. Electronic Payment System: All branches of the Bank are enabled for RTGSNEFTGRPT remittance facility besides Electronic Clearing Service (ECS) and IMPS over Mobile Banking Platform. Percentage of all electronic transactions to Total transactions of the Bank is 48.95 as on 31.03.2016. 6.1.5. Banks Website : The Banks website statebankofmysore. co. in is a repository of information about the Bank, its products and schemes. Information on Schemes and products for various segments, besides online loan applications for Education, Housing, Car, Gold loan are available. Special links have been provided to access other relevant sites. A separate text version of the website is available for the benefit of the visually challenged customers in English. 6.1.6. Social Networking: Bank has uploaded the features of Banks products and technological initiatives on face book. 6.1.7. Digital Signage Solution: Digital Signage Solution is a method of providing information to our branch customers on various products and services displayed on LED screen at the branches. We have installed a centrally controlled online Digital Signage Solution at 999 branches and propose to extend the solution at the remaining branches during the FY 2016821117. 6.1.8. Cheque Truncation System (CTS): Cheque Truncation System (CTS) is basically an online image8211based cheque clearing system where cheque image are transmitted for effecting transaction obviating the need for physical movement of instrument. Bank has implemented CTS in MICR centers Branches located at Southern, Western and Northern grid. 6.1.9. Merchant Acquiring Business: Our Bank has started MAB sourcing and installing POS machines during March 2013. As on 31.03.2016 we have installed 5,021 POS machine across India and routed 25.23 lakhs in the FY 2015821116. We have also installed 440 Mobile type of POS machines (m8211POS) during 2015821116. 6.1.10. Cash Recycler Cash Deposit Cash Recycler is designed to accept deposits and dispense cash with dual functionality. We have installed 74 Cash Recyclers and 9 Cash Deposit Machines. 6.1.11. Barcode Based Passbook Printing Kiosk (BBPPK): We have rolled out a new product called as BBPPK. It is Passbook Printing self service machine working on Barcode Technology. As part of our endeavor to deliver a wide array of financial services and products to our customers, a state of the art outlet, named as e Touch was opened at Avenue Road, adjoining our Head Office during May 2015. 15 e8211Touch outlets have been installed by the Bank during FY16. 6.3. Information Security, Business Continuity and Disaster Recovery:8211 6.3.1. In the backdrop of growing complexity of financial products and the increased leveraging of technology, operational risks have assumed critical importance in recent times. The treatment of technology riskoperational risk as part of the movement towards Advanced Management approach is a manifestation of the significance of the risks in impacting the risk profile of a Bank. Keeping this in mind our Bank has adopted: a well8211defined IT Policy and IS security Policy, which is being periodically reviewed and updated. become a part of well8211established (common for State Bank Group) state8211of8211the art IT infrastructure which is certified as ISO 22301. is part of the Security Operations Centre for online monitoring of transactions. 6.3.2 Our Bank has taken proactive measures to respond to business discontinuities and ensure uninterrupted availability of all key business resources that support critical Banking functions. The Bank has adopted a well defined Business Continuity Plan and Disaster Recovery Plan Policy. Our Bank is part of a well established high8211end Business Continuity and Disaster Recovery infrastructure which ensures seamless continuity in case of need. The Disaster Recovery drill is being conducted on a half8211yearly basis, during which the transactions of our branches are routed through the DR site. In addition to this, the Bank has a nearby site to ensure zero data loss in the event of a disaster. The Bank has implemented Business Continuity Plan in all the branches and also in the administrative offices together with periodic reviews and updates. The Bank has also introduced Electronic Document Management System for safe keeping of documents in electronic form. 6.4. Management Information System (MIS): The MIS Department consolidates and maintains the Credit Information System (CIS) database apart from collating information from branches and Head Office Departments for submission of various statements to Reserve Bank of India like Basic Statistical Returns, Sectoral Deployment of Funds etc. The Department also provides information to the Top Management and other user Departments in Head Office 6.4.1. The scope of CIS has also been extended to submission of data to Credit Information Companies to whom the Department is submitting individual borrower8211wise credit information every month after due processing. In turn, the Credit Information Reports (CIRs), drawn from the CICs database, serve as important fraud prevention tool to the credit appraisalsanction functionaries. 6.4.2. The Department coordinates with SBI8211EDWP for submission of various reports validated from User Departments to RBI under Automated Data Flow (ADF) apart from collating logic information from Head Office User Departments and providing logic, source system to SBIEDWP for generating various reports. 6.4.3. The Department coordinates with CDC and the Centralized Credit Data Processing (CCDP) for facilitating data correction and improvement in data quality. 7. SYSTEMS AND PROCEDURES: Systems and Procedures Department is a special resource available at Head office for effective management of work organization by laying down and also framing suitable Systems and Procedures. The Department also vets process changes and reviews charges on the general service provided and modifies the same in accordance with the changing environment and aspirations of customers. The last such change was effected in Nov15. 7.1 The Department also undertakes revision of Delegation of Financial Powers to various functionaries and effect changes, with the approval of Top Management for effective supervision and smooth functioning of the organization. 8. CONTROL AND SUPERVISION 8.1. RISK MANAGEMENT : An independent Risk Governance structure is in place for Integrated Risk Management, covering Credit, Market and Operational Risks. This framework visualizes empowerment of business units at the operating level, with technology being the key driver, enabling identification and management of risk at the place of origination. 8.1.1 BASEL Implementation : The Bank has migrated to the Basel II framework, with the Standardized Approach for Credit Risk, Basic Indicator approach for Operational Risk and Standardized Measurement Method for Market Risk. Capital regulations under Basel III have come into effect in India w. e.f 01.04.2013. Bank has complied with both the norms and has maintained its capital adequacy above the RBI mandated level of 9 along with Tier8211I at 7. The Capital Adequacy Ratio computed as per Basel III guidelines effective from 1st April 2013 stands at 12.43 as at March 2016, against 11.42 as at March 2015. The CRAR of 12.43 consists of CET I of 9.01, AT8211I of 0.27 both forming TIER8211I Capital besides 3.15 of TIER8211II Capital. The CRAR under Basel II guidelines as at March 2016 stood at 12.93 as against 12.02 in the previous year. The Capital Adequacy ratio of the Bank increased mainly due to raising of Tier8211 II capital of Rs. 500 crs during the year and change in treatment of Deferred Tax Assets as per the recently revised RBI guidelines. 8.1.2 CREDIT RISK MANAGEMENT: Reserve Bank of India has issued guidelines on implementation of Internal Ratings Based Approach for calculation of capital charge for Credit Risk in Dec 2011 and our Bank has accordingly applied for permission to RBI for migrating to Advanced Approach for Credit Risk under Basel II. The Bank has submitted Letter of Intent to RBI in terms of the guidelines detailing therein the models for developed for risk assessment and computation for different components viz. Probability of Default Estimation (PD), Loss Given Default (LGD) amp Exposure at Default (EAD) besides adoption of Basel II compliant policies approved by the Board of Directors. The Bank has received a response from RBI in July 2013, advising the Bank to further strengthen the areas of IRB framework before the commencement of parallel run process for Foundation IRB (FIRB) approach. As part of group synergy, State Bank Group is in the process of implementing the latest version of Oracle Financial Service Analytical Applications (OFSAA) with enhanced functionality, which will enable the Bank to have an enterprise wide, integrated view of risk and finance under various areas including the technology for risk engine. 8.1.4 MARKET RISK MANAGEMENT : Bank is using Standardized Measurement Method (SMM) for computation of capital charge and the necessary systems for migration to IMA are in place. The Bank has submitted Letter of Intent to RBI in Oct 2013 for migration to IMA. The Bank would be on parallel run for computation of capital charge under both SMM amp IMA, after the approval from RBI. 8.1.5. OPERATIONAL RISK MANAGEMENT: Reserve Bank of India has prescribed three approaches for computing capital charge for Operational Risk, viz. a) Basic Indicator Approach (BIA) b) The Standardized Approach (TSA) c) Advanced Measurement Approach (AMA) Currently the Bank is following the Basic Indicator Approach. As per AMA guidelines, Banks are allowed to switch over from BIA to AMA directly. Bank is endeavoring to move directly to the Advanced Measurement Approach in view of the minimal changes in capital requirement under TSA, as compared to BIA. All the policies and documents have been reviewed, as suggested by our consultants, to meet minimum required standards. A Letter of Intent (LOI) was submitted to Reserve Bank of India in Oct 2013, seeking permission to migrate to AMA. However, as per the communication received from RBI, the AMA application has been put on hold till a detailed assessment is completed in respect of similar application by SBI. The Operational Risk Management Department (ORMD) has been organizing training programmes for creating awareness among officers about Basel II requirements, Operational Risk Management, Advanced Measurement Approach for Capital Computation and Fraud Prevention Measures. 8.1.6. ASSET LIABILITY MANAGEMENT: The Asset Liability Management Committee (ALCO) of the Bank is entrusted with the task of managing liquidity and interest rate risk. The committee meets regularly to monitor the risks and Net Interest Margin (NIM) on an ongoing basis. The tolerance limits for liquidity mismatches and interest rate risks are fixed in accordance with RBI guidelines and Banks ALM Policy and reviewed by ALCO at regular intervals. Various interest rate revisions, revision of Base Rate and possible mismatches in the Structural Liquidity projections of the Bank are also discussed and appropriate decisions are taken. 9. BUSINESS PROCESS RE8211ENGINEERING (BPR): Bank has rolled out various BPR initiatives since 2005, in consonance with the design principles provided by SBI. The BPR initiatives leverage technology to significantly enhance customers satisfaction and convenience. So far 19 BPR initiatives have been rolled8211out. Loan Origination Software for processing of Retail Loans has been successfully implemented in our Bank at Bangalore, Mysore and Delhi Centres besides other Metro centres. The software has been extended to other UrbanSemi8211Urban centres and we plan to roll8211out completely by September 2016, thereby cutting down the processing period besides improving the quality of the processing and asset. The Bank also opened another RACPC at Bengaluru to meet the requirement of expanding network. 9.1. The Central Pension Processing Centre (CPPC) : The Central Pension Processing Centre (CPPC) is functioning at Mangalore and pensionarrears of pension has been disbursed to 1,56,953 pensioners online throughout the Bank. CPPC is now using SBI package for disbursing Central Government pensions. We have also introduced system of online submission of Digital Life Certificate (Jeevan Praman), whereby pensioners can submit life certificate from the comfort of their house after seeding their Aadhar amp Mobile numbers with the Bank. Centralised deduction of Income Tax on pensions beyond taxable limit, effected from October 2015. 9 .2. Our Centralized Clearing Processing Centres (CCPCs) at Bangalore, Mysore, Chennai, Delhi and Mumbai undertake entire clearing work of all branches through decentralized Model of Cheque Truncation System of clearing thus obviating the necessity of physical transfer of cheques as per the directions received from Reserve Bank of India in this regard. GOK have announced plans to completely switch over to CTS mode in respect of Govt cheques also and do away with Paper to Follow procedure, whereas GOI have already shifted to CTS mode w. e.f. February3916. Now, the entire clearing process is being migrated to WebCTS with only 1 production centre at each of the 3 grids Viz, Northern, Western and Southern grids. Accordingly work is underway to integrate the clearing process of Bengaluru, Mysuru, Chennai, Mangalore centres besides Service Branches at Hubballi and Kolkata into Bangalore centre and close down other centers. This will further speed up the clearing process without the need for physical movement of cheques. All branches have been provided with Scanners to upload the image as and when received. CCPC Bengaluru has been identified as the Nodal Branch for National Automated Clearing House (NACH) and also for Mandate Management. With migration to CTS mode, on decentralised basis and only 1 operative centre at each grid, Service Branches at Hubballi, Kolkata and Hyderabad have been closed down and their residual functions shifted to the main branches. 9.3 Currency Administration Cells: Rollout of 2 Currency Administration Cells at Tumakuru and Hoskote has been completed during the year. We are planning to add 3 more CACs at Puttur, Hassan and Mandya in FY 17. 10. AUDIT AND INSPECTION The overall objective of Internal Audit is to contribute to the effectiveness of the Internal Control System in achieving the Banks objectives, besides providing high quality counsel to management on the effectiveness of Risk Management and Regulatory compliance by the Bank. Towards this end, Risk Focused Internal Audit (RFIA) and IS Audit were conducted in all the 680 branchesBPR entities, envisaged in the Annual Audit Plan 2015821116. That apart, 104 newly opened branches were subjected to Spot Audit, besides 8 Head Office departments. We have also conducted Management Audit of 3 Zonal Offices, 2 Regional offices and 3 Networks. During 2015821116, 99 of our branches have secured Well Controlled Adequately Controlled rating and none rated as Unsatisfactory. However, 6 branches have slipped from Adequately Controlled to Moderately Controlled rating as on Mar16 and we are taking steps to strengthen compliance level at these branches also. 10.1.2 Concurrent Audit is a major function which monitors proper follow8211up of laid down systems and procedures on a continuous basis. 212 branchesoffices covering 53 of aggregate deposits and 69 of total advances and 8 Head Office departments were subjected to Concurrent Audit during this year. 10.1.3 We also conduct Special Revenue Audit every year to guard against income leakage. 365 branches with advances level of more than Rs.20 crs and income leakage of Rs.5 Lacs and above were subjected to Special Revenue Audit (as against 462 branches during the previous year). The total income leakage detected was Rs.538.11 lacs and fully recovered subsequently. The summary findings enumerated in these audit reports are appraised to the Audit Committee of the Board and follow up actions are ensured. 10.2 Credit Audit: The audit of loan appraisal and administration for high value credit accounts with the aim of improving the asset quality of the Bank is undertaken by the Credit Audit Department. Accounts with total exposure of Rs.2 cr and above are covered under Credit Audit. During the financial year 1,132 loan accounts in 175 branches were covered under Credit Audit, of which 968 accounts (85) were rated as Low and Very Low Risk accounts. Vigilance administration as an important aspect of management function is carried out as per the directives of the Central Vigilance Commission so as to achieve good Corporate Governance for the overall growth of the Bank 10.3.1. Whistle Blower policy has been introduced in our Bank for the employees to report to the Management, instances of unethical behavior, actual or suspected fraud or violation of the Banks code of conduct or ethics policy. 10.3.2. The officers from Vigilance Department conducted surprise inspections of 52 officesbranches during the year under report. The main areas of scrutiny are adherence to systems and procedures, rotation of staff and deficiencies in fraud8211prone areas. The deviations and other irregularities are brought to the notice of the ModuleRegional Heads for taking corrective actions. Vigilance Department is bringing out a Quarterly House Magazine, which contains vital information on vigilance related matters useful to the operating staff. 10.3.3 In accordance with the guidelines of the Central Vigilance Commission, the Vigilance Awareness Week was observed at all the offices of the Bank from 26th October 2015 to 31st October 2015. The focus of observing the Vigilance Awareness Week was Preventive Vigilance as a tool of Good Governance. Seminars and meetings were conducted, wherein information relating to evolving and effectively implementing preventive techniques in vigilance administration, which includes transparency, accountability and fair play, objectivity and timely response in dealing with matters relating to public administration etc. were explained to customersStaff members. The role of leveraging of technology in respect of all systems and process for deliverance of services to be synchronized through use of technology, was strongly emphasized. The valedictory function was held on 31st October 2015 and addressed by Shri. T. M.Bhasin, Vigilance Commissioner, CVC, Chief Guest on the occasion. 10.3.4 Fraud Monitoring and Investigation Cell (FMIC): The Fraud Monitoring and Investigation Cell (FMIC), functioning under the administrative control of the General Manager amp CVO, monitors certain critical areas of branch functioning on regular basis. Thrust is laid for taking certain preventive measures by monitoring various exceptional reports generated through CBS covering transactions related to expenditure, advances, manual debits to interest ac besides all other unusual transaction including those reported in Sundays and holidays. During FY15821116, two officers have been honored with Staff Alertness Award in recognition of their contribution in preventing and detection of frauds. 10.3.5 Special committee of the Bank in terms of RBI has been constituted for monitoring and follow8211up of high value frauds of Rs.1 cr and above. The committee besides monitoring and follow8211up is tasked to identify, systemic lacunae, reasons for delay in detection, ensuring staff accountability besides efficacy of the remedial measure. The committee held 2 meetings during FY15821116. 11. OTHER ASPECTS: 11.1 Customer Grievance Redressal: 8211 The Bank has also implemented a friendly Customer Redressal System called SMS UNHAPPY to facilitate customers air their grievancescomplaints feed back by simply sending an SMS message UNHAPPY to 99 0002 0002. The banks dedicated staff from Happy Room call back the customers for speedy redressal of their grievance. 11.2 Complaint Management System (CMS) package: The Bank has implemented a three tier automated system for complaints management and monitoring and resolution. All the complaints received at the BranchesRegional Offices ZonesNetworks and Head Office level are lodged in a common digital platform. The complaints are acknowledged with a unique number on their receipt. Presently, the acknowledgements are being sent through e8211mails registered by the complainants with us or by post 11.3 Contact Centre : State Bank of Mysore has established a dedicated SBM Contact Centre to provide information on Products and Services of the Bank besides status of customers account through a toll free number 1800821142582112244 accessible throughout the country. The information is provided in English, Hindi and Kannada languages 24x7x365 basis. Further, as a part of the initiative, Lead Management System (LMS) launched in our Bank generate leads through customer calls helpline No.1800 425 2244 which are forwarded to the concerned branches, and converted into business. A missed call SMS, from the mobile number of the customer registered in the account with the Bank, is accepted as an authorized request to provide convenient, cost effective and prompt basic banking services. Initially following facilities have been introduced: i) Balance Enquiry of registered account ii) Mini Statement of registered account iii) Blocking of ATM card 11.5. Customer Services Committee of the Board: The Bank has put in place Standing Committee on Customer Service and Customer Service Committee of the Board are in place to oversee the implementation of Customer service initiativesdirections of Government of IndiaReserve Bank of India. Standing Committee on Customer Service held 4 meetings on 21.05.2015, 15.09.2015, 14.12.2015 amp 12.02.2016 during the year. The Customer Service Committee of the Board has met thrice on 26.05.2015, 31.12.2015 and 14.03.2016 during the year. A Chief Customer Service Officer (CCSO), an internal ombudsman has been appointed in the Bank w. e.f 20.11.2015 in terms of RBI directive as part of the move towards the objective of attaining zero tolerance to customer complaints. 11.6. Right to Information Act, 2005: Revised list of Central Public Information Officers (CPIOs) and Appellate Authorities (AAs) made available in Bank39s website and also circularized. Business per employee increased from Rs.11.72 crs as at March 2015 to Rs.11.84 crs as at March 2016. The Business per branch has marginally increased from Rs.117.75 crs in March 2015 to Rs.121.55 crs in March 2016 due to our policy of not aggressively marketing bulkcorporate business besides addition of 25 new branches opened during the year. 11.8. Public Relations 11.8.1. Banks publicity has been effectively carried out through the medium of attractive hoardings, press advertisements, banner displays, glow sign displays at Kempegowda International Airport Limited, Railway Station and Bus Stations in important citiestowns and advertisements on modern bus shelters, etc. Customers meetings were conducted especially in rural centers to project the image of the Bank and publicize the advantages of thrift and timely repayment of Bank loans. 11.8.2. LCD based Video hoarding in the Head Office compound covers the entire spectrum of banking activity with attractive messages on products and services with periodical updates on interest rates etc. Messages having social content are also displayed. 11.8.3. The Bank has been actively participating in various State8211level seminars, District utsavas, fruit and flower shows, music, cultural and sporting events at various districts taluks. This brings us closer to society and enhances our Brand Image. Bank has been participating in the Karnataka Rajyotsava function and sponsoring SBM Tableau in Dasara Parade at Mysuru, which is appreciated by one and all. 11.8.4. The hoardings installed at vantage points were periodically changed with attractive themes, greeting the public on festivals with our latest depositslending schemes, revision of interest rates etc. Special media campaigns covering the various loans schemes, special offer in housing, vehicle, gold loans and MSME loans under CGTMSE scheme, other retails loans and new deposit schemes like Savings Bank, Term Deposit, Personal Accident Insurance, Vidyarthi Sanchay were carried out periodically in the print and electronic media and through hoardings. 11.8.5. Banks performance highlights, launching of new products and services, opening of new branches, ATMs, BPR initiatives and technological achievements were also extensively covered in print and electronic media. 12.4. Organizational Development 12.4.1. Branch Expansion: The Bank has opened 25 new branches during the FY 2015821116. With this, the Banks network of branches stands at 1,037 spread over 17 States and 1 Union Territory. The branch network comprised 243 Metro, 225 Urban, 228 Semi8211Urban and 341 Rural branches. 12.4.2 After effective implementation of CTS system, 3 Service Branches at Kolkata, Hubli and Hyderabad have been closed with their residual work transferred to Cells attached to nearest branches. 12.4.3 Branches in Minority Concentrated Districts Centers (MCDs) Under Banked Districts: During the year, the Bank has opened 4 branches in Minority Concentrated DistrictsCenters and 1 branch in Under8211Banked Districts. As at March 2016, out of 1,037 branches, the Bank has 90 branches in MCDs constituting 8.7 of the branch network and 114 branches in Under8211Banked Districts, constituting 11 of the branch network. 12.5. Implementation of Official Language Policy: Bank is progressively encouraging usage of Hindi and Regional Languages to facilitate ease of doing business to the customers in the language of their choice. Constant efforts are being made to create healthy atmosphere for use of Official Language. For progressive use of Hindi, our Bank39s Website is also made available in Hindi and also Kannada with constant updates from time to time. The option of Hindi and Regional Language is provided in all ATMs of our Bank along with generation of transaction slips in Hindi. Hindi facility has been made available in Mobile Banking also. For enriching knowledge of Hindi of our Staff, separate Quarterly Hindi Magazine MYBANK BHASHADARSHINI is being published regularly. During the year under review, the parliamentary committee on official language inspected Head Office, Bangalore on 07.01.2016 and appreciated our efforts made for the progressive use of Hindi in our Bank. 12.5.1 Head Office received an EXCELLENCE CERTIFICATE and a SHIELD by the Town Official Language Implementation Committee (Banks), Bangalore for the special efforts made by the Bank in the field of Official Language Implementation. Mysore, Hubli, Central and Mangalore Zones also received awards from respective Town Official Language Implementation Committees. Under the aegis of Government of India, Hindi Sanghosti and Hindi Seminars were organised at various places apart from organising Functional and Computer Workshops at various places. 12.6. Community Services Banking: Our Bank as a caring and responsible corporate entity is conscious of the nurturing we have received from society and are alive aware of our duty to payback a fraction of what we have received from them as a sense of gratitude. As per the Government of India guidelines, bank is authorized to spend 1 of its net profit towards Community Service activities by making equitable donations to any organization engaged in Community Development activity with a clean image and good track records. Such donations are made without any strings attached. 12.6.1 During FY16, Bank had undertaken various activities programmes include conduct of health camps, tree planting programme, sponsoring Taluk and district level sports, donating text books, utensils, table and writing benches, blankets to orphanages, equipments to children with special needs, sponsored prevention of cancer awareness programmes etc. 12.6.2 Bank also participated in the Swachchh Bharat Abhiyaan and donated Rs.26.10 lac for constructing Green Toilet to rural schools besides contribution of Rs.10 lacs for rejunevation and development of lakes situated in Mysuru. 15. NOMINATION FACILITY TO SHAREHOLDERS OF OUR BANK. As per the SBM General Regulations, 2015, nomination facility is available to all the physical shareholders of our Bank. As of now, the nomination facility is automatically available to those shareholders in demat form, who may avail the facility at their option. Nomination forms have been made available in the Banks Website. Moreover the forms have been dispatched to all the eligible shareholders by post 16. REMUNERATION COMMITTEE OF THE BOARD A meeting of the Remuneration Committee was held on 25th May 2015 at Bengaluru, with the following members present, to approve payment of incentives to the Top Executives as per GOISBI directives. i) Shri Ramasubramanian. S Non8211Official Director ii) Shri K. Gururaj Acharya Non8211Official Director iii) Shri J. S.Phaugat Government Nominee Director iv) Shri Murli Radhakrishnan RBI, Nominee Director Based on the parameters fixed in the performance evaluation matrix, the Remuneration Committee evaluated the Performance of the Bank and approved payment of Performance Linked Incentive for FY 14821115 as per table below The evaluation report together with the minutes of the meeting was placed before the Board, at its meeting held on 30.07.2015, for information. 17. Board of Directors 2015821116 Shri Neeraj Vyas, Chief General Manager (AampS). SBI, was nominated as a Director on the Board of the Bank representing SBI under Section 25(1)(c) of SBI (Subsidiary Banks) Act 1959, with effect from 24.08.2015 in place of Shri B. Ramesh Babu Shri Ravi Nandan Sahay, Chief General Manager, (AampS), SBI was nominated as a Director on the Board of the Bank representing SBI under Section 25(1) (c) of SBI (Subsidiary Banks) Act, 1959, with effect from 28.08.2015 in place of Shri Ramesh Chandra Srivastava. Shri Vijay Kumar Monga, General Manager (AampS), SBI was nominated as a Director on the Board of the Bank representing SBI under Section 25(1) (c) of SBI (Subsidiary Banks) Act, 1959, with effect from 30.09.2015. Shri S Selvakumar, Under Secretary, Department of Financial Services, Government of India, New Delhi, was nominated as Government Nominee Director on the Board of the Bank under Section 25(1)(e) of SBI (Subsidiary Banks) Act 1959, with effect from 15.06.2015 in place of Shri J. S.Phaugat. Consequent to the expiry of the term of Shri S Ramasubramanian on 14th February, 2016, Dr. K Lakshmisha has been elected as Shareholder Director on the Board of the Bank, under section 25(1)(d) of SBI (Subsidiary Banks) Act 1959, with effect from 15th February 2016. Shri K Guruswamy, Officer Employee Director, ceased to be the Director on the Board with effect from 30.07.2015 vide GOI letter No.3620138211BO.1 dated 30.07.2015. The Board places on record its appreciation for the invaluable services rendered by Shri B Ramesh Babu, CGM (AampS), and Shri Ramesh Chandra Srivastava, General Manager (AampS), SBI, Shri K Guruswamy, Officer Employee Director, Shri S Ramasubramanian, Shareholder Director and Shri. J. S.Phaugat, GOI Nominee Director. The Board welcomes the new Directors. The Board wishes to place on record its sincere appreciation of the patronage and support of the customers, shareholders, members of staff, Employees Union and Officers Association for their contribution to the overall development of the Bank. By the Order of the Board State Bank of Mysore has informed the Exchange that the Government of India has issued the following Order Dated February 22, 2017, under sub-section (2) of Section 35 of the State Bank of India Act, 1955. Acquisition of State Bank of Mysore Order 2017. In terms of the said order, the entire undertaking of State Bank of Mysore (SBM) shall stand transferred to and vested in the State Bank of India from April 01, 2017. By NSE on 23 Feb 2017 00:00 AM State Bank of Mysore has informed BSE that the UFBU has called for an All India Bank Strike on February 28, 2017. In the event of the strike taking place, the normal Banking operations in our Bank may get affected on February 28, 2017. By BSE on 22 Feb 2017 16:51 PM By NSE on 22 Feb 2017 00:00 AM State Bank of Mysore has informed the Exchange regarding Payments of Yearly Interest on SBM Bonds. By NSE on 20 Feb 2017 00:00 AM Institutional Investor Meet State Bank of Mysore has informed the Exchange that the Government of India has issued the following Order Dated February 22, 2017, under sub-section (2) of Section 35 of the State Bank of India Act, 1955. Acquisition of State Bank of Mysore Order 2017. In terms of the said order, the entire undertaking of State Bank of Mysore (SBM) shall stand transferred to and vested in the State Bank of India from April 01, 2017. By NSE on 23 Feb 2017 00:00 AM State Bank of Mysore has informed BSE that the UFBU has called for an All India Bank Strike on February 28, 2017. In the event of the strike taking place, the normal Banking operations in our Bank may get affected on February 28, 2017. By BSE on 22 Feb 2017 16:51 PMBest Currency Exchange Service in Mysore Period Money Exchange In Mysore BookMyForex is the first website of its kind that allows you to book a currency exchange or private remittance order online. Were revolutionizing the way foreign exchange in Mysore is bought and sold. 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Nosso CEO tem uma tremenda experiência nos mercados de câmbio bancário indiano e ele tem sido atribuído com a introdução de serviços de câmbio (FES) como um novo negócio vertical em bancos indianos. BookMyForex was designed to work completely in tandem with some of the largest and most reputed banks in India. Through our one-of-a-kind tie-up with these banks, customer can complete their orders at one of over 2500 bank branches across India while availing rates that are better than what can be offered by any currency exchanger in Mysore. Also, due to our partner banks strict currency inspection process, you can be sure that the currency you get will be completely authentic something a local money changer in Mysore can never guarantee. Pela primeira vez na Índia, BookMyForex mostra taxas de câmbio em tempo real e em tempo real 24x7. Unlike other money exchangers in Mysore that apply the same rate of exchange the whole day, BookMyForex allows you to book a currency exchange order in Mysore at the live and transparent rates always available on our site. Nós até permitimos que você congelar essas taxas ao vivo em nosso site para que você as taxas exatas que você vê. Equipped with an array of never-before-seen features, BookMyForex uses a unique blend of technology, vast nationwide presence and a keen customer focus to offer our customers the best currency exchange in Mysore. Click on the button below to get started with your forex order. Best Foreign Currency Exchange Service in Bangalore Money Exchange In Bangalore BookMyForex is Indias first full-featured online currency exchange and private remittances portal. Estavam revolucionando a maneira como o câmbio em Bangalore é comprado e vendido. Pela primeira vez, o câmbio em Bangalore pode ser encomendado on-line ea ordem pode ser concluída em um banco parceiro local ou em um dos locais próprios BookMyForexs que estão presentes na maioria dos bairros principais, incluindo, mas não exclusivo para MG Road, Indiranagar, Jayanagar, Koramangala, Whitefield, etc Melhor ainda, encomendar o seu forex online e receber o seu forex (ou rupia indiana em troca de seu forex) em seu próprio escritório em si. Troca de moeda em Bangalore BookMyForex é Indias primeiro e maior mercado de forex on-line que revolucionou a maneira forex transações são feitas na Índia. Não poderia ter sido uma maneira mais simples e mais conveniente para fazer transações de câmbio em Bangalore, que também na garantia melhores taxas de câmbio Apenas alguns clique no seu laptop ou alguns toques em seu telefone, e sua transação forex é feito. Seus serviços simples oferecidos por BookMyForex Nós somos um one-stop-shop para todos os produtos de forex, oferecendo tanto a conveniência eo melhor valor para o dinheiro no processo. Conosco você pode: Alguns dos produtos em oferta incluem moeda estrangeira, cartões de viagem pré-pagos, cheques de viagem, seguro de viagem, remessa de dinheiro através de transferências bancárias e procura de moeda estrangeira projecto, etc BookMyForex permite: Comprar divisas - Rúpias indianas Bangalore Vender moeda estrangeira - Vender-nos a sua moeda estrangeira e receber Rúpias indianas em Bangalore Transferir dinheiro da Índia - Enviar dinheiro da Índia para qualquer país estrangeiro Por que escolher BookMyForex para Câmbios taxas de mercado ao vivo - não mais taxas haggling para câmbio em Bangalore , Uma vez que você começa a transacionar em tempo real e em tempo real as taxas de mercado que ninguém pode bater Melhores taxas garantidas - Troque moeda estrangeira em melhores taxas do que os bancos, aeroportos e trocadores de dinheiro em Bangalore. Acima de tudo, existem zero taxas e comissões. Zero hassle - para minimizar suas aflições, nós mesmo sift através de todas as citações na oferta para sua transação e handpick o vendedor que oferece a melhor taxa processar sua ordem Congele a taxa Pague apenas 2 upfront para travar na taxa viva você julga apropriada e paga O balanço nos próximos 3 dias úteis após a conclusão da documentação necessária. Moeda autêntica - Altere sua moeda diretamente em agências bancárias ou através de permutadores de moeda autorizados pela RBI. Entrega em domicílio de encomendas - Faça o seu pedido ser entregue no mesmo dia. Ordens de Rs. 75.000 e mais são entregues gratuitamente. Tie-ups com os principais bancos e cambistas Para garantir que você obtenha as melhores taxas e serviços ainda melhores, temos amarrado com as melhores proibições e trocadores de moeda no negócio. Maior rede de distribuição Para garantir que nossos produtos estejam ao alcance da mão, temos trabalhado incansavelmente para construir uma rede de distribuição de 5000 agências parceiras. O número ainda está crescendo Ofertas e descontos atraentes Obtenha mais estrondo para seu buck com nossos pacotes combinados e ofertas imbatíveis e descontos. Para completar, existem lealdade e recompensas de referência - Ganhe cada vez que você se referir a um amigo membro da família e salvar em cada ordem subsequente. Melhores padrões de serviço Conosco, não há comprometimento em padrões de serviço. Esteja totalmente seguro de uma experiência sem complicações thatll mantê-lo voltar para mais Foreign Exchange Market BookMyForex foi criado por alguns dos indivíduos mais conhecidos no mercado forex indiano. Nosso CEO tem uma tremenda experiência nos mercados de câmbio bancário indiano e ele tem sido atribuído com a introdução de serviços de câmbio (FES) como um novo negócio vertical em bancos indianos. BookMyForex trabalha lado a lado com o maior e mais serviços orientados bancos na Índia. Através do nosso one-of-a-kind tie-up com esses bancos, o cliente pode completar suas encomendas em um dos mais de 2500 agências bancárias em toda a Índia, enquanto aproveitando as taxas que são melhores do que o que pode ser oferecido por qualquer moeda cambista em Bangalore. Além disso, graças aos nossos bancos parceiros meticuloso processo de inspeção de moeda, você pode ter certeza de obter moeda genuína e autêntica. Isso é algo que um trocador de dinheiro menor em Bangalore nunca pode oferecer. Como obter o BookMyForex Advantage Equipado com uma série de recursos nunca antes vistos, BookMyForex utiliza uma mistura única de tecnologia, vasta presença nacional e um foco de cliente afiado para oferecer aos nossos clientes a melhor troca de moeda em Bangalore. Melhores taxas de câmbio em Bangalore BookMyForex, pela primeira vez na Índia, permite que você veja as taxas de câmbio em tempo real on-line em todos os momentos do dia. Ao contrário de outros trocadores de dinheiro em Bangalore que aplicam a mesma taxa de câmbio o dia inteiro, BookMyForex permite que você reserve uma ordem de troca de moeda em Bangalore nas taxas ao vivo e transparente sempre disponível em nosso site. Nós até permitimos que você congelar essas taxas ao vivo em nosso site para que você as taxas exatas que você vê. Equipado com uma série de recursos nunca antes vistos, BookMyForex utiliza uma mistura única de tecnologia, vasta presença nacional e um foco de cliente afiado para oferecer aos nossos clientes a melhor troca de moeda em Bangalore. Comece com sua ordem forex clicando no botão abaixo. Para começar com sua ordem forex, clique no botão abaixo.