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8/2/2019 Verma Presentation
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Transforming PublicSector BanksTransforming PublicSector Banks
State Bank Of IndiaA Success Story
Presented By:M S Verma, Former Chairman State Bank
of India
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2
HISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVE
Banks nationalised in 1969 By early 1990s accounted for 90% of
countrys banking business
By 1992 had over 60,000 branch offices Highly regulated and protected
environment
Failed to measure up to internationalbenchmarks of strength and efficiency
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HISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVEHISTORICAL PERSPECTIVE
Financial sector reforms initiated in 1991 Public Sector Banks (PSBs) post losses
for the first time as a group in the first year
of reforms State Bank of India (SBI) and its 7
subsidiaries continued to post profits
By 1995-96 several other PSBs alsoimproved their profitability
Wide variations in competitive efficiency ofPSBs persists even today
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WHAT DIFFERENTIATES SBI?WHAT DIFFERENTIATES SBI?WHAT DIFFERENTIATES SBI?WHAT DIFFERENTIATES SBI?
O
rgan
State Bank ofIndia
C
orp
Co
rpo
Internal
Pro
duc
Hum
an
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5
STATE BANK GROUPSTATE BANK GROUPSTATE BANK GROUPSTATE BANK GROUP
State Bank Group a financialconglomerate of:
SBI Over 9,000 Branches
One of the worlds largest branch networks 7 Associate Banks Over 4,000
Branches
Banking Subsidiaries1 in India2 wholly-owned (outside India)2 joint ventures (outside India)
7 Non-Banking Subsidiaries
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ORGANISATION STRUCTUREORGANISATION STRUCTUREORGANISATION STRUCTUREORGANISATION STRUCTURE
Adapting with time First Restructuring (1971)
market segmentation
Annual performance budgeting Second Restructuring (1980)
modular structurecontrolling offices nearer to operating units
for better control Comprehensive Review of Structure
Processes & Roles (1994 95)strategic business unitsbusiness groups
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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ORGANISATION STRUCTUREORGANISATION STRUCTUREORGANISATION STRUCTUREORGANISATION STRUCTURE
Business GroupBusiness Group Strategic Business UnitsStrategic Business Units
1 Corporate BankingGroup
Corporate Accounts Group Project FinanceGroup & Leasing Group
2 National BankingGroup
Each of the Local Head Offices constitutes
a separate SBU. Branches in LHOgrouped under two networks:-
a. Development & Personal Banking(Retail Banking)
b. Commercial Banking (CorporateBanking)
3 International Banking Foreign Offices(an SBU) , Global MerchantBanking, Global Link Office
4 Associates &Subsidiaries
Associate Banks, Subsidiaries of SBI
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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ORGANISATION STRUCTUREORGANISATION STRUCTUREORGANISATION STRUCTUREORGANISATION STRUCTURE
InvestmentBanking
Funds
ManagementPrimary
DealershipFactoringCredit CardsInsuranceCredit Bureau
State Bank of IndiaCorporate Centre
Corporate Banking
Group
International Banking
Group
Development &Personal Banking
Network
Commercial
Network
Mid-sizedcorporates,large SSIs
& Agri.
SSIs/Agriculture
/Smallbusiness
GovernmentBusiness
Personalcustomers
High net-worth
Individuals
CorporateAccounts
Group
Dedicatedfocus on Top
Corporates
Project
Finance SBU
Focus onInfrastructre,
Telecom,
Transport &
Hydrocarbon
financing
Leasing
SBU
Focus onInfrastructre
& Capital
intensive
projects
National Banking
Group
Associates &
Subsidiaries
7 Associate
Banks
100% owned
banking
subsidiary
Non-Banking
Subsidiaries &Affiliates
Local Head
Offices
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
Customer Focused Organisation Structure
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9
CORPORATE GOVERNANCECORPORATE GOVERNANCECORPORATE GOVERNANCECORPORATE GOVERNANCE
SBI practiced corporate governance evenbefore it became the buzz word
SBI is unique in that it has both Central Board Local Board for each Circle
Independent directors from different walksof life industrialists, academicians,professionals
The Board is the highest policy makingbody in the bank
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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CORPORATE GOVERNANCECORPORATE GOVERNANCECORPORATE GOVERNANCECORPORATE GOVERNANCE
Contributions from these directors havebeen manifold:
Executive Committee of the Central
Board weekly meetingsAudit Committee supervision of total
audit function of the bank external &internal
Asset-liability management Committee Shareholders/investors grievance
Committee redressal of complaints
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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CORPORATE GOVERNANCECORPORATE GOVERNANCECORPORATE GOVERNANCECORPORATE GOVERNANCE
Specific tenure for independent directors Information flow to the directors Periodic reviews on micro & macro
functioning of the bank benchmarkedagainst the entire banking sector
Open discussions with the topmanagement
Bring in the outside-in perspective Guiding the management in identifying
opportunities for the bank
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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CORPORATE LEADERSHIPCORPORATE LEADERSHIPCORPORATE LEADERSHIPCORPORATE LEADERSHIP
Planning for the future Clearly documented and transparent
management process
Process for early identification ofleaders and succession planning isfollowed at top-management levels
Selection system involves outsidespecialists thereby reducing anyinfluences/ biases
Constant monitoring of performance at alllevels for improving effectiveness
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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CORPORATE LEADERSHIPCORPORATE LEADERSHIPCORPORATE LEADERSHIPCORPORATE LEADERSHIP
Decisions evaluated through committeeprocess
Clear division in functions
Chairman as the Chairman of the Boardof Directors spearheads policy-making
Group Executives entrusted withoperational responsibility for the SBUs
attached to them Policy planning functions with Staff
functionaries at the Apex level
Similar structure in Circles
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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INTERNAL CONTROLSINTERNAL CONTROLSINTERNAL CONTROLSINTERNAL CONTROLS
Time tested systems and procedures SBI does not compromise with the
procedures as laid down by regulators and
its own internal systems Indeed, SBI has been seen by the
market as the face of the regulator
Comprehensive Management Informationand Decision Support Systems
Constant reviews of these systems to keeppace with the dynamics of the market
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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INTERNAL CONTROLSINTERNAL CONTROLSINTERNAL CONTROLSINTERNAL CONTROLS
New systems evolved on an-on-goingbasis to suit changing environment
Credit process streamlining of the
sanction process through greaterdelegation of sanctioning powers,
delayering of the credit assessment
process
Committee form of decision making
Systems Audit periodically undertaken toassess deficiency
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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PRODUCT INNOVATIONPRODUCT INNOVATIONPRODUCT INNOVATIONPRODUCT INNOVATION
Leveraging customer base to focus onCross Selling
Segmentalfocus
Focus on mid-corporate, trade, housing,consumer finance, agriculture
Leaders in launching new products Innovative forms of credit Self-Help
Group, Kissan (Farmers) Credit Card
Project Uptech - providing expertise andtechnical support to the borrowingcustomers in their activities
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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HUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCES
Committed professional cadre Best pool of human resources SBI has been the source for talent for
many of the foreign and private sectorBanks
Employee productivity - PerformanceManagement System
Transparency in personnel matter Appellate / review authority
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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HUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCES
Excellent in-house training infrastructure reputedto be the best in India and one of the best in Asia
Training system synchronised with thecorporate objectives
Training delivery practical orientedprogrammes, on-the-job trainings, job related
Proper selection of trainers / trainees
Hands-on training by deputing to the Branches
Training colleges/centres in each Circle Training from the time of entry till the time for
retirement for all staff
Research wing
Systematic evaluation of the impact of training
Organisationstructure
State Bank ofIndia
CorporateGoverna
nce
CorporateLeaders
hip
InternalControls
ProductInnovation
HumanResources
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AREAS OF CONCERNAREAS OF CONCERNAREAS OF CONCERNAREAS OF CONCERN
Government ownership acts as aconstraint in raising fresh capital
Perception as one of the brightest family
silvers often results in political interventiondelaying decisions relating to criticalstrategic and policy changes
Absence of market related compensation
structure for employees Inability to offer performance based
compensation and rewards
Inability to attract and retain best-in-classtalent
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CONCLUSIONCONCLUSIONCONCLUSIONCONCLUSION
Notwithstanding its public sector nature SBI has shownconsistently strong performance, demonstrating: Being in the public sector in itself need not really be a
handicap to success
It is not only possible but essential to retain a commercialculture and competitive efficiency while attending to socialand developmental objectives
Quality of governance is independent of ownership
Ownership, and management roles and concerns can be
kept separate and as long as they are kept so,performance is better
Long term strategy and a clear vision about marketpositioning is essential
Ability to provide leadership from within is important
Development of human resource is critical
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