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Executive summary

The last decade has seen many positive developments in the Indian banking sector. The

policy makers, which comprise the Reserve Bank Of India (RBI). inistry of finance and

related government and financial sector reg!latory entities, have made several notable

efforts to improve reg!lations in the sector. The sector now compares favo!rably with

banking sectors in the region of metries like growth, profitability and non performing

assets ("#$s). $ few banks have established an o!tstanding track record of innovations,

growth and val!e creation. This is reflected in their market val!ation. %owever

improved reg!lations, innovations growth and val!e creation in the sector remain limited

to a small part of it. The cost of banking intermedation in India is higher and bank

penetration is far lower than in other markets. Indian&s banking ind!stry m!st strengthen

itself significantly if it has to s!pport the modern and vibrant economy which Indian

aspires to be. 'hile the onces for this change lies mainly with bank management can

enabling policy and reg!latory framework will also be critical to their s!ccess.

The st!dy involves the different types of services offered b banks for corporate. The

essence of banking b!siness is the f!nction of accepting deposits from p!blic with the

facility of withdrawal of money by che!e. Besides from the !s!al services, banks now

have started giving additional services right from working capital needs to investment

banking.'orking capital is the core area of banking ind!stry today.

This proect contains both primary and secondary data

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1.INTRODUCTON

+orporate banking represents the wide range of banking and financial services provided

to domestic and international operations of large local corporate and local operations of

m!ltinational corporations. ervices incl!de access to commercial banking prod!cts,

incl!ding working capital facilities s!ch as domestic and international trade operations

and f!nding channel financing in foreign and overdrafts as well as domestic and

international payments, I"R term loans (incl!ding e-ternal commercial borrowings in

foreign c!rrency), letters of g!arantee etc

+orporate banking services are an integral part of the corporate investment, Banking and

markets (+IB) str!ct!re, which foc!ses on offering a f!ll range of services to

m!ltinational, large domestic corporate and instit!tional clients. The investments banking

and markets division brings together the advisory and financing, e!ity sec!rities, asset

management, treas!ry and capital markets, and private e!ity activities of the gro!p to

the complete the +IB str!ct!re and provide a complete range of financial prod!cts to

the clients.

+lients are serviced by sector based clients services teams that combine the relationship

managers, prod!ct specialists and ind!stry specialists to develop c!stomied financial

sol!tions. These form the relationship team along with the Investments banking and

advisory division. /ach team s!pports the client&s worldwide operations, ens!ring a f!ll

!nderstanding of the company&s b!siness and financial needs.

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1.1OBJECTIVES

To !nderstand the concept!al framework of corporate banking

To !nderstand the several areas !nder corporate banking.

To learn abo!t the lending proced!re of the banks to the corporate.

To find o!t the vario!s prod!cts and services offered by banks.

To !nderstand the f!t!re growth prospect!s in corporate banking

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1.2Research Meth!"#y$

*. #rimary data collected thro!gh 2!estionnaire filled by both bank and corporate.

0. econdary data collected from books and websites.

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2. %RO&I'E O& &EDER(' B(N)

Tho!gh initially it was known as the Travancore 4ederal Bank, it grad!ally transformed

into a f!ll5fledged bank !nder the able leadership of its 4o!nder, r. 6 # %ormis. The

name 4ederal Bank 7imited was officially anno!nced in the year *839 with its

head!arters nestled on the banks on the river #eriyar..

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2.2Missi*

>evote balanced attention to the interests and e-pectations of stakeholders, and in

partic!lar@

Shareh"!ers$$chieve a consistent ann!al post5ta- ret!rn of at least 0A on net worth.

Em+"yees$>evelop in every employee a high degree of pride and loyalty in serving the

Bank.

Custmers$eet and even e-ceed e-pectations of target c!stomers by deliveringappropriate prod!cts and services, employing, as far as feasible, the single5window and

035ho!r5seven5day5week concepts, leveraging strengthened branch infrastr!ct!re, $Ts,

and other alternative distrib!tion channels, cross5selling a range of prod!cts and services

to meet c!stomer needs varying over time, and ens!ring the highest standards of service

at all times.

>evelop, adopt, and review a well5conceived b!siness plan for achieving realistic targets

of growth, profitability, and market share over the medi!m term.

Operate within a well5defined, diversified, risk profile and adopt pr!dent risk5

management norms and processes and effective control practices.

/mploy and leverage appropriate modern information technology to@ enhance the !ality,

speed, and acc!racy of prod!ctCservice deliveryD provide =anytime5anywhere& banking

facilityD strengthen management information and control systems and processesD improve

prod!ctivityD and red!ce costs.

Increase awareness of the E4ederal BankE brand among targeted c!stomer gro!ps thro!gh

cost5effective marketing.

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$dopt a rob!st corporate governance code emphasiing a high degree of professionalism

of the Board and the management, and acco!ntability and disclos!re to shareholders.

>ecentralie decision making with acco!ntability for decisions made, and assign

cascading profit responsibilities to middle and !nior management.>evelop a cond!cive

and transparent work environment that fosters staff commitment, competence, initiative,

innovation, teamwork and service5orientation.

&uture$

'e are the fo!rth largest bank in India in terms of capital base and can easily boast of a

+apital $de!acy Ratio of *9.01 , one of the highest in the ind!stry. This along with

the e-istence in a highly reg!lated environment has helped the bank to tide over the

recession with minim!m impact to its financial stability.

In fact we have been e-panding organically over the past few months. 'e believe in

e-tending o!r reach to o!r c!stomers by making o!r services available to all, 03-9. 'e

have Branches and $Ts across India in addition to the Representative Office at $b!

>habi that serves as a nerve centre for the "RI c!stomers in F$/.

'e are transforming o!rselves, keeping o!r principles in tact, into an organisation that

offers service beyond par.Being in the service ind!stry we are conscio!s of o!r

s!rro!ndings and what happens in the society.

O!r 7arge +orporate team offers c!stomied str!ct!red prod!cts to meet the specialied

re!irements of corporates, instit!tions and b!siness clients. /ach member of o!r

+orporate 4inance team brings with him a wealth of transaction e-perience across

transaction varieties and sectors to cater to yo! better. 'e have emerged as one of the

leading private sector banks in the co!ntry, in providing a gam!t of prod!cts for

ind!stry, trade and infrastr!ct!re sectors. 'e serve a wide range of c!stomers across

varying ind!stries, segments and regions.

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2., %r!ucts a*! Services

Term 'a*s

'e can str!ct!re credit sol!tions to meet yo!r specific short5term or long term f!nding

re!irements. 'e provide str!ct!red term financing sol!tions for infrastr!ct!re, proect

f!nding, real estate and other corporate p!rposes. The loans are provided at competitive

rates and are str!ct!red to enhance yo!r profitability by sched!ling the repayment to

match the cash flow available to repay the debt.

Cr+rate 'a*s

4or a variety of b!siness related p!rposes to corporates

-ri*# ca+ita" /i*a*ce

'e offer working capital finance by way of cash credit, overdraft or working capital

loans s!itably str!ct!red to yo!r needs and yo!r risk profile as a part of consorti!m or as

a sole banker. These prod!cts are designed to ease the li!idity position of the client.

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Bi"" &i*a*ce

Trade finance by disco!nting bills

/-portH import finance

#re and post shipment finance, forward covers, b!yer&s credit and finance in foreign

c!rrency.

'etter / Cre!it

'e provide for opening inland and import letter of credit facility to facilitate

proc!rement of inventory and capital goods.

Ba* 0uara*tees

'e offer to iss!e vario!s types of g!arantees 5 performance, financial, bid bond etc. O!r

g!arantees are well accepted by government agencies, +apital arket $gencies and all

maor corporate

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2. Varius /acets / a*i*#.

(!+t est i*!ustry +ractices.

>evelop, adopt, and review a well5conceived b!siness plan for achieving realistic

targets of growth, profitability, and market share over the medi!m term.

Operate within a well5defined, diversified, risk profile and adopt pr!dent risk5

management norms and processes and effective control practices.

/mploy and leverage appropriate modern information technology to@ enhance the

!ality, speed, and acc!racy of prod!ctCservice deliveryD provide =anytime5

anywhere& banking facilityD strengthen management information and control

systems and processesD improve prod!ctivityD and red!ce costs.

Increase awareness of the E4ederal BankE brand among targeted c!stomer gro!ps

thro!gh cost5effective marketing.

$dopt a rob!st corporate governance code emphasiing a high degree of

professionalism of the Board and the management, and acco!ntability and

disclos!re to shareholders.

>ecentralise decision making with acco!ntability for decisions made, and assign

cascading profit responsibilities to middle and !nior management.

>evelop a cond!cive and transparent work environment that fosters staff

commitment, competence, initiative, innovation, teamwork and service5

orientation.

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,.1 Cr+rate Ba*i*# +erati*s$

The bank mostly lend against appropriate tangible sec!rities s!ch as deposits, shares,

debent!res, proprety,g!arantees, s!pported by tangible sec!rities, life policies, goods,

gold or other precio!s metal. The bank may also lend against intangible sec!rities s!ch as

!ns!pported g!arantees or assignment of s!ms d!e to the borrower by the third parties. It

is essential that the bank follows the proper proced!res in order to obtain good title when

taking a sec!rity. There is a difference between possession and ownership. The vario!s

forms of doc!ments !sed for obtaining different types of sec!rities are also important.

Inade!ate doc!mentation may well ca!se the losses to the bank and is partic!larly time

for the Trade 4inancing doc!mentation and the sec!rities agreement relating to goods.

>oc!ments are primary evidence. If any laccina is fo!nd in doc!mentation, this will

eopondie the interest of the bank and may even adversely affect the right of recovery of

the doc!ments e-ec!ted properly and correctly. 4!rther, the doc!ments sho!ld be

stamped, wherever re!ired.

The bank m!st also follow proper proced!res to realise sec!rities otherwise losses may

be inc!rred. The corporate operations divisions are normally responsible for maintaining

sec!rities otherwise losses may be inc!rred. The corporate operations divisions are

normally responsible for maintaining sec!rities doc!mentation and !pdating the

c!stomer&s mandates with fresh acco!nt doc!mentation acco!nt statements, financial

statements and relationship reviews. %andling and treatment of delin!ent acco!nts is

also an important area of operations. rading of bad and do!btf!l debts for an effective

delin!ency policy is essential to avoid !nnecessary financial losses.

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,.2C3(N0IN0 &(CTS O& COR%OR(TE B(N)IN0

STR(TE04$

$s a res!lt of the advent of the internet banks and other financial inst!tions are rethinking

their corporate banking strategy. The internet opens a new channel for delivering services

to corporate clients and helps these instit!tions remove c!mbersane and e-pensive paper

process. It is significantly cheaper and m!ch more fle-ible.

'ith the internet, large m!ltinational companies that always !sed />I(/lectronic >ata

Interchange) can save more money by eliminating the old systems, e-pensive private

networks and e-pand reach to incl!de more b!siness on the s!pply chain. mall to

medi!m sie companies, too, can cond!ct b!siness to b!siness transactions. The internet

simply provides a two way electronic linkage that never e-isted before. o, banks can

now offer tr!sted sol!tions to their corporate c!stomers via the low cost delievery

channel.

i.e, The I"T/R"/T. $nd corporations will enoy the ability to manage cash held by theirstrategic banking partners in real time. Jia a sec!re, efficient, web5enabled

comm!nication system. The e-pected shift in vol!me from paper5 based transactions to

electronic ones wo!ld determine the path of f!t!re technology investments in banks and

orient it towards electronic payment delivery systems.

This shifts is also driven by ;B$"6< perceptation that electronic transactions

contrib!te higher

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,.,IM%ORT(NCE O& &EE5B(SED SERVICES

>ereg!lation andnew technology have eroded banks& comparative advantages and

made it easier for non5bank competitors to enter into hitherto e-cl!sive banks& domains.

In response, banks have shifted their sales mi- toward non5interest income by selling

=non5bank& fee5based financial services by charging e-plicit fees for services.

$ccording to another st!dy titled =4ee5Based 4inancial ervices arkets@ "ew

Opport!nities and Threats In the Internet $ge& by 6illen $ssociates again, the market for

retail and commercial fee5based financial services will e-ceed that for interest5based

services by 0AA:, reaching nearly a staggering K:AA billion by 0AA3 globally. Banks

want s!ch services tobe their primary profit so!rce for certain reasons. This reven!e is

more stable over time, ass!res a steady income and more importantly, leads to a strong

relationship with the corporate client.

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,.T3E (CCOUNT RE'(TIONS3I% M(N(0EMENT$

ME(NIN0$

The acco!nt relationship managers are those who negotiate with

the targeted corporate c!stomers with the terms acceptable to the banks and ;$cco!nt

Relationship anagement $cceptance +riteriaE or the so called E+redit !idelines.E It

sho!ld be internally placed and distrib!ted to every credit managerCofficer. These

g!idelines set the minim!m acceptance standards, in simple words, the g!idelines are

aimed to let the acco!nt relationship managersCofficers know e-actly what they sho!ld be

selling, to whom, at what price and !nder which conditions (sec!rities and other terms).

DECISION M()IN0$

aking a so!nd decision to e-tend credit to a corporate c!stomer is a comple- process.

This is beca!se corporate c!stomers are normally engaged in a wide range of activities

and are affected by a host of e-ternal and internal factors that have direct impact on their

ability to meet financial obligations. The credit decision making sho!ld, therefore, be

directed by an internal lending policy that takes into acco!nt s!ch factors and aims toprotect the bankLs assets, preserve its rep!tation and optimie the relationship

profitability. Based on the credit g!idelines, the acco!nt relationship e-ec!tive will have

to s!bmit a credit proposal eval!ating the whole relationship. The +redit /val!ation

process m!st be done systematically and within acceptable standards to maintain a high

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!ality credit portfolio. The preparation of the credit proposal m!st be g!ided by

common sense and sensible !dgement.

The amo!nt of details the proposal sho!ld contain nat!rally depends on several elements,

namely the sie and strength of the c!stomer, the sie of the bankLs c!rrent and proposed

e-pos!re, the socio political environment, the economy, the ind!stry and the bankLs

position in relation to other.

CREDIT EV('U(TION$

The bank m!st place a system of credit eval!ation which is based on assessment of

historical, c!rrent and proected elements stated here!nder@

a. &IN(NCI(' (N('4SIS$

ales, #rofitability, #erformance, 4!nds 4low, working +apital anagement, li!idity,

balance sheet conditions...etc

. O%ER(TIN0 (N('4SIS 6O%ER(TIN0 RIS)S7

Owners, anagement, +ompany, Ind!stry, arkets. In s!mmary, the credit proposal

(review) m!st highlight the 4inancial Risks and Operating Risks. It sho!ld state the

magnit!de and likelihood of s!ch risks i.e. E'hat ifE scenarios, and how will they be

managedM ost global banks maintain their credit eval!ating standards in an internal

EInstr!ction an!alE containing the bankLs management instr!ctions regarding each andevery aspect of the credit e-tension or review process. It sets the management standard of

credit eval!ation to eliminate risks and prevent the decline in profit margins on credit

facilities.

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,.8 COR%OR(TE SERVICES %ROVIDED B4 INDI(N

B(N)S

ME(NIN0$

+orporations, the world over are ettisoning anti!ated cash management practices and

opting to p!t in place sophisticated cash management str!ct!res to garner the associated

economic benefits and d!e to reasons of e-pediency.

+onversely, banks have taken note of the enormo!s reven!e potential in the fee5based

services segment to prop !p their sagging bottom lines. 'hile appreciating the initiatives

taken by the $dministrative taff +ollege of India in organiing the 'orkshop.

The some of the relevant iss!es, which the banks need to address are as follows.

OBJECTIVE O& C(S3 M(N(0EMENT$

The f!ndamental obective of cash management is =optimiation of li!idity thro!gh an

improved flow of f!nds.& In today&s highly competitive environment, where time is

considered as money, deployment of staff to render basic ro!tine tasks does not make

economic sense. $s a se!el, cash management today is not what it !sed to be.

/lectronic banking, which began as a passive desktop access to bank balances, is

emerging into comple- processes of li!idity management thro!gh n!mero!s techni!es.

$lmost all of the corporations in advanced co!ntries are now planning to !se the services

of banks to help them collect payments on monthly bills they iss!e to cons!mers and

other types of cash management services.

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IM%ORT(NCE O& C(S3 M(N(0EMENT &OR ( COR%OR(TE ENTIT4$

ood cash management is a conscio!sprocess of knowing when, where, and how a

company&s cash needs will occ!rD knowing what the best so!rces for meeting additional

cash needsD and being prepared to meet these needs when they occ!r by keeping good

relationships with bankers and other creditors. cientific cash management res!lts in

significant savings in time, decrease in interest costs, less paper work and greater

acco!nting acc!racy. #roper cash management creates more controlover time and

f!ndsD provides timely access to informationD enables easy employee related paymentsD

s!pports electronic paymentsD prod!ces faster electronic reconciliationD allows for

detection of bookkeeping errorsD red!ces the n!mber of che!es iss!ed and earns interest

income or red!ces interest e-pense.

+orporations with s!bsidiaries worldwide, can pool everythinginternationally so that

the company can offset the debts with the s!rpl!s monies from vario!s s!bsidiaries. The

end res!lt will transform treas!ry f!nctionas a profit5centre by optimiing cash and p!t

it to good !se.

+reative andpro5active cash management sol!tions can contrib!te dramatically to a

company&s profitability and to its competitive edge. The !ltimate p!rpose of proper

management of li!idity, needless to emphasie, is to improve the overall prod!ctivity of

f!nds.

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,.9T4%ES O& C(S3 M(N(0EMENT SERVICES$

The men! of cash management services offered by banks abroad is indeed diverse and

tempting. The services broadly fall !nder collection services, >isb!rsement services,

Information and control services, services related to /lectronic data interchange (/>I),

+ommercial web banking services, weep services, 4ra!d detection sol!tions, lobal

trade sol!tions and Investment sol!tions. +ollection ervices accelerate receipt of

payments from sales and !ickly t!rn them into !sable cash in acco!nts.

>isb!rsement ervices make efficient payments by red!cing or eliminating idle balances

in company&s acco!nts. Information and +ontrol ervices receive the data and provide

the management capability needed to monitor company cash pict!re, control costs,

reconcile and a!dit bank acco!nts, and red!ce e-pos!re to fra!d.

4inancial /lectronic >ata Interchange (/>I) is a comp!teried e-change of payments

between a company&s b!siness and its c!stomers and vendors.

+ommercial 'eb Banking ervices give a wide range of services from any Internet

connection, which can help streamline banking process !ickly and efficiently. weep

ervices maintain li!idity and increase earnings witho!t having to actively monitor

acco!nts and move money in and o!t of them

Information reporting sol!tions assist companies, which need to receive acco!nt data

that is timely, precise, and easy to access and interested in initiating online transactions.

Investment sol!tions help to minimie e-cess balances and ma-imie ret!rn on

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C(S3 M(N(0EMENT SERVICES 5 INDI(N SCEN(RIO$

It is apposite to review the Indian scenario in this regard. $s we are well aware, banks&

desire for f!nds has lost !nder the onsla!ght of the c!rrent slowdown. >espite the offer

of very soft terms corporates are ref!sing to borrow, while bank deposits have been

ballooning. +ompelled to service the b!rgeoning liabilities, b!t !nable to lend hastily and

allow their non5performing assets ("#$s) to grow, bankers are forced to compete for the

handf!l of safe bets among their borrowers. Banks chose to !se the opport!nity to

refoc!s their activities, seeking clearly defined identities in terms of services and

c!stomer segments. ost of them concentrated on cleaning !p their books by peeling

down their "#$s. $ll of them attempted freeing of costs, improving operational

efficiencies, and boosting prod!ctivity.The strategy of the banks, which performed well,

is to !se fee5based services to maintain earnings growth.

'ith interest rates falling, non5interest income was, !ns!rprisingly, the fastest5growing

component of the banks& total income. 4ee5based activities will complement tho!gh not

s!bstit!te the core b!siness of lending .It is gratifying to note that a n!mber of banks in

India are offering wide5ranging cash management services to their corporate clients.

$ll the three categories of banks vi., nationalied banks, private banks, and foreign

banks operating in India are active in the cash management segment.BI, #"B, I+I+I Bank, TB, %>4+ Bank, +ent!rion Bank and Jysya Bank, are some

of the active Indian banks in this segment.

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+iti Bank, tandard +hartered Bank, $B" $mro Bank, B"#, $"N rindlays and

%B+ are the foreign banks operating in India, which are prominent among the cash

management services providers. +!rrently, the t!rnover of cash management services in

Indian market is estimated over Rs.0:, AAA crore per month.

tate Bank of India alone is estimated to handle over Rs.*0,AAA crore per month thro!gh

its prod!ct called BI54$T. Indian banks are offering services like /lectronic f!nds

transfer services, provision of cash related I reports, cash pooling services, collection

services, debit transfer services, g!aranteed credit arrangements, sweep prod!cts, ta-

payment services, receivables and payables management. 4oreign banks operating in

India are offering regional and global treas!ry management services, li!idity

management services, card services, electronic banking services, e5commerce sol!tions,

acco!nt management services, collection management services, cash delivery

management services and investment sol!tions.

The cash management services offered to Indian corporate are comparable to what their

co!nterparts are getting in advanced co!ntries. Banks realied that if they do not offer the

services re!ired by corporate c!stomers it wo!ld res!lt in a net loss of clientele, ret!rns

and goodwill. Banks in India need to contin!o!sly monitor international trends in

innovations taking place in providing cash management services and swiftly offer similar

services to their corporate clients.

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RESERVE B(N)S INITI(TIVE IN C(S3 M(N(0EMENT

The Reserve Bank of India has been taking a n!mber of initiatives, which will facilitate

the active involvement of commercial banks in the sophisticated cash management

segment. One of the pre5re!isites to ens!re faster and reliable mobility of f!nds in a

co!ntry is to have an efficient payment system.

+onsidering the importance of a rob!st payment system to the economy, the RBI has

taken n!mero!s meas!res since mid /ighties to strengthen the payments mechanism in

the co!ntry.

Introd!ction of comp!teried settlement of clearing transactions, !se of agnetic Ink

+haracter Recognition (I+R) technology, provision of inter5city clearing facilities and

high val!e clearing facilities, /lectronic +learing ervice cheme (/+), /lectronic

4!nds Transfer (/4T) scheme, >elivery vs. #ayment (>v#) for overnment sec!rities

transactions, setting !p of Indian 4inancial "etwork (I"4I"/T) are some of the

significant initiatives which highlight the serio!sness with which the Reserve Bank has

taken !p the reforms in #ayment systems. Introd!ction of a +entralied 4!nds

anagement ystem (+4), ec!rities ervices ystem (), Real Time ross

ettlement ystem (RT) and tr!ct!red 4inancial essaging ystem (4) are the

top priority items on the agenda to transform the e-isting systems into a state5of5the5art

payment infrastr!ct!re in India by the Reserve Bank. The c!rrent vision envisaged for

the payment systems reforms is one, which contemplates linking !p of at least all

important bank branches with the domestic payment systems network thereby facilitates

cross boarder connectivity. 'ith the help of the systems already p!t in place in India and

which are coming into being, both banks and corporates can e-ercise effective control

over the cash management.

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SOURCIN0 C(S3 M(N(0EMENT SERVICES

It is normally the client5bank relationship, which is a main consideration in choosing a

bank for cash management. #ricing, obvio!sly, is a very dominant factor .aking a

choice between the local banks and the more highly priced foreign banks !s!ally

depends on how cost savings are presented by the banks. !ltinational corporates with

comple- treas!ry operations admire their respective banks& e-pertise and ability to offer

creative sol!tions

4le-ibility, reliability, sec!rity and stability have been cited as vital parameters for any

electronic banking system. The systems sho!ld be tailored to provide pertinent reports

and the ability to !pgrade easily in f!t!re.

The technology sho!ld allow real5time cash management with strategic banking

partners. It sho!ld integrate easily with legal framework in place. It sho!ld lower

operating costs and resolve disp!tes !ickly by providing sec!re and legally enforceable

a!dit trails. It sho!ld be capable of red!cing risk of fra!d in electronic f!nds transfers

and other treas!ry activities. It sho!ld also be able to !se a low5cost p!blic network

infrastr!ct!re like Internet, which eliminates the need for dedicated leased lines.

C3(N0IN0 C(S3 M(N(0EMENT %ROCESSES (ND :E5B(N)IN0;$

I""OJ$TIO"@

The enlightened participants in this 'orkshop are aware that the cash management

techni!es have been !ndergoing a metamorphosis as a res!lt of the e-tensive

technological advancements. #ositioning finance as a val!able part of a b!siness

organiation means re5engineering of b!siness processes.

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/lectronic Bill #resentment and #ayment (/B##) is now widely accepted in 'estern

co!ntries. It replaces the slow and costly process of preparing and mailing paper bills and

receiving che!es as payment. +orporations look to electronic bill presentment and

payment as an opport!nity to e-pand marketing and sales efforts, enhance c!stomer care

and increase efficiency, while red!cing costs. $s technologies evolve with amaing

speed, the IT choices facing treas!rers are becoming more intricate sim!ltaneo!sly

increasing their e-pectations too. Today, a m!ltinational company has tall demands from

its banker. 'hen the treas!rer sits at his desk, he e-pects that his comp!ter has to

a!tomatically !pdate his files with real5time information on the company&s acco!nt

balances. 'itho!t moving, he wants to mane!ver f!nds between acco!nts to capt!re

more interest from pooled acco!nts, he demands to lag his payments to mak his cash

work to the f!llest and he desires to get an !p5to5date report on the progress of his

collections.

$s the Internet e-plodes into life, companies want to be among the first to !se the

Internet to market their prod!cts, receive orders, deal with s!ppliers and settle

transactions +orporates vis!alie technology as a tool to c!t their costs and improve

efficiency.

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COR%OR(TE C(S3 M(N(0EMENT TO BENE&IT &ROM E'ECTRONIC

%(4MENTS$

The new electronic payment prod!cts and services offer the corporate clients an

improved bottom line by helping manage cash re!irements. It helps corporate to make

the best !se of their f!nds and provides an effective means of managing their financial

re!irements

everal of the trends in cash flow forecasting favor the !se of electronic paymentprod!cts like RT, /lectronic 4!nds Transfer (/4T) and card payments.

Improved technology and systems integration makes it more attractive to !se electronic

payment prod!cts beca!se these methods of payment can be incorporated into firm5wide

comp!ting systems.

The new forecasting techni!es also s!ggest !se of electronic payments, beca!se they

offer disaggregated reven!e and spending data that can easily be categoried and st!died.

/lectronic payments and cards provide control over incoming f!nds, and allow

companies to limit access to these f!nds to a!thoried parties. In addition, limiting

corporate p!rchases to electronic payments makes it easier for firms to monitor cash

o!tflows and prevent !na!thoried e-pendit!res, beca!se these payments are easier to

doc!ment and provide an a!dit trail.

4rom the perspective of a +orporate, the electronic payment systems ens!re speed andsec!rity of the transaction processing chain, from verification and a!thoriation to

clearing and settlement. $lso it gives a great deal of freedom from more costly labor,

materials, and acco!nting services that are re!ired in paper5based processing, better

management of cash flow, inventory, and financial planning d!e to swift bank payments.

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C3(''EN0ES TO COM%(NIES IN (V(I'IN0

TEC3NO'O045ORIENTED C(S3 M(N(0EMENT

SERVICES &ROM B(N)S$

a. E"ectr*ic Cmmu*icati*

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,.='IMIT(TIONS O& T3E SERVICES$

$ll said and done, the Internet as it operates today has its limitations as a medi!m for

banking and finance. 4or this reason, the conventional means of delivering electronic

banking services will be maintained in parallel with on5line systems at least in the

medi!m term. 'e all agree that the technology is only as good as its !nderlying

services. There is no s!ch thing as one5sie5fits5all when it comes to electronic banking

prod!cts. "o one prod!ct can provide an absol!te sol!tion to all the c!stomers.

$n electronic banking prod!ct is a means of delivering banking services to the c!stomer

and is only as good as all the operations and processes that !nderpin those services.

1. %rvisi* / CMS y Ba*s 5 Cha""e*#es a*! Issues$

The conventional formal line between treas!ry and control and between cash and

acco!nting strategies is fading. "ow, bankers and controllers are working together

closely in seeking sol!tions in the comple- cash management f!nction.

In today&s world, the key differentiator between a s!ccessf!l bank and other bank is the

stress each lays on technology. $s s!ch, let me t!rn yo!r attention to the n!mero!s

challenges bankers need to address s!arely, while gearing !p to provide cash

management services in a technology dominated environment.

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2. %rvisi* / Custmi>e! Services$

One important ingredient of a treas!ry system is =c!stomiation&. Bank&s ability to

c!stomie a treas!ry system is critical. The =!ser interface& is very personal and !sers

want to be comfortable with the look and feel of the system.

>eployment, config!ration and database options need to be fle-ible. "ew system

sho!ld be capable of easily getting synchronied with enterprise reso!rce planning (/R#)

and other corporate systems.

,. Nee! t Cm+rehe*! the C"ie*t;s 'i*e / (ctivity$

Bankers need to really !nderstand the acco!nting and control side of its client b!siness.

The bankers sho!ld see themselves as strategic partners in company&s growth and need to

spend a lot of time learning abo!t the concerned ind!stry. ' They have to !se that

knowledge to propose sol!tions that never wo!ld have occ!rred to the client

. %rvisi* / Other (!visry Services t C"ie*ts$

+ompanies wo!ld like to see banks solve certain other related problems.

4or instance, a company may like someone to tell it e-actly what is wrong with their

I department. +hanging systems is a maor initiative with far5reaching implications to

the companies so banker cannot afford to make a mistake. $s the technology changes

almost monthly, companies do e-pect bankers to tell them what to do and where to spend

their money. Bankers cannot b!ild a standard sol!tion always, beca!se the c!stomers do

not pose standard problems

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8. Shi/t t -e5e*a"e! Services$

'eb5enablement may be fashionable, b!t what treas!rers really want is the f!nctionality

in prod!cts that help them perform optimally. $fter all, the web is only a delivery

channel. ost corporate electronic banking systems c!rrently !sed are based on old

technology architect!re.

9. S+ecia" C*si!erati* t Sma"" a*! Me!ium Cm+a*ies$

'hen the corporate scene in India is dominated by a m!ltit!de of small and medi!m

companies, a legitimate !estion that arises is, are the high5tech banking cash

management services !st for the large companies or do they have any immediate

practical val!e for smaller companies alsoM

$ltho!gh technology and sie may not go together banks have to cost5!stify the cash

management services companies !se. "o do!bt, banks did invest a lot in the technology5

based services. B!t with the advent of the Internet and other tools, banks sho!ld strive to

make accessible cash management services to middle and small companies witho!t

totally phasing o!t their e-isting hardware.

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=. Nee! t -r as a Team$

'hen banks develop cash management sol!tions, they have to necessarily work directly

with corporate financial controllers and their staff. 'hen o!tso!rcing is involved, with

something as comple- as payables or receivables the corporate teams get bigger and

more varied. Besides financial controllers, banks have to work with systems people and

sometimes marketing people.

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,.?-OR)IN0 C(%IT(' &IN(NCE

ME(NIN0$

'orking +apital facility is provided to the ind!stry to finance day5to5day prod!ction

sales. 4or prod!ctionD f!nds are generally re!ired for p!rchase of raw materials, stores,

f!el, for payment of labor, power charges, for storing finished goods till they are sold o!t

for financing the sales by way of s!ndry debtors C receivables.

+ash +redit facility is granted to the c!stomers to bridge working capital gap. The Bank

also provides short term loan facility for a period of !p to * year for the p!rpose of

bridging temporary cash flow mismatches arising d!e to vario!s reasons like non5

realiation of receivables in time, ro!tine cape- etc. The finance e-tended !nder this

category wo!ld be for meeting the f!nds re!irements for day to day operations of the

!nits i.e., to meet rec!rring e-penses s!ch as ac!isition of raw material, the vario!se-penses connected with prod!cts, conversion of raw materials into finished prod!cts,

marketing and administrative e-penses, etc.. The working capital limits wo!ld be

considered only after the proect nearing completion and after ens!ring f!ll tie5!p of the

term loan re!irements of the borrower. These limits wo!ld be either in the form of fi-ed

loans or r!nning acco!nts and C or bill financing facility.

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SECURIT4$

The credit facilities shall be sec!red by inventories and debtors as may be re!ired

!ant!m and d!ration of the credit and risk perception.

)E4 BENE&ITS$

4!nded facilities, i.e. the bank provides f!nding and assistance to act!ally p!rchase

b!siness assets or to meet b!siness e-penses. "on54!nded facilities, i.e. the bank can

iss!e letters of credit or can give a g!arantee on behalf of the c!stomer to the s!ppliers,

overnment >epartments for the proc!rement of goods and services on credit. It is

$vailable in both Indian as well as 4oreign c!rrency.

'IMIT(TIONS O& -OR)IN0 C(%IT(' &IN(NCE$

The working capital limits wo!ld re!ire s!ch sec!rity and personalC third party

g!arantees as applicable to general lending norms of the bank and risk perception in

respect of individ!al borrowal acco!nt.

/ligible 'orking +apital 7imits wo!ld be assessed by adopting vario!s methods s!ch as

#roected T!rnover ethod, #ermissible Bank 4inance ethod, +ash B!dget ethod

and "et Owned 4!nds ethod, depending !pon the type of borrower, the aggregate

working capital facility enoyed from the banking system, the scale of operation, nat!re

of activityCenterprise and the d!rationC length of the prod!ction cycle, etc.

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RBI 0UIDE'INES ON 'O(N &OR -OR)IN0 C(%IT(' %UR%OSE$

In t!ne with the Reserve Bank of India g!idelines on 7oan ystem for delivery of bank

+redit for working capital p!rposes to larger borrowers, the same wo!ld be e-tended in

the form of fi-ed loan (working capital >emand loan) and cash credit (r!nning acco!nt)

in the ratio of ?A@3A in respect of borrowers enoying aggregate working capital limits of

Rs.*A crore and above from the Banking system.

The working capital demand loan facility shall be for a minim!m fi-ed term of 9 days

s!bect to roll over at the option of the borrower concerned

S3ORT TERM COR%OR(TE &IN(NCE MET3ODS O& 'ENDIN0$

7ike many other activities of the banks, method and !ant!m of short5term finance that

can be granted to a corporate was mandated by the Reserve Bank of India till *883.

This control was e-ercised on the lines s!ggested by the recommendations of a st!dy

gro!p headed by hri #rakash Tandon. The st!dy gro!p headed by hri #rakash Tandon,

the then +hairman of #!nab "ational Bank, was constit!ted by the RBI in P!ly *893

with eminent personalities drawn from leading banks, financial instit!tions and a wide

cross5section of the Ind!stry with a view to st!dy the entire gam!t of BankLs finance forworking capital and s!ggest ways for optim!m !tiliation of Bank credit. This was the

first elaborate attempt by the central bank to organie the Bank credit. The report of this

gro!p is widely known as Tandon +ommittee report. ost banks in India even today

contin!e to look at the needs of the corporates in the light of methodology recommended

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borrowers enoying f!nd based credit facilities of more than Rs.*A lacs sho!ld be

appraised (calc!lated) !nder this method.

T3IRD MET3OD O& 'ENDIN0$

Fnder this method, the borrowerLs contrib!tion from long term f!nds will be to the

e-tent of the entire +OR/ +FRR/"T $/T, which has been defined by the t!dy

ro!p as representing the absol!te minim!m level of raw materials, process stock,

finished goods and stores which are in the pipeline to ens!re contin!ity of prod!ction and

a minim!m of 0: of the balance c!rrent assets sho!ld be financed o!t of the long term

f!nds pl!s term borrowings. (This method was not accepted for implementation and

hence is of only academic interest)

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,.@EAIM B(N)

/-port5Import Bank of India is the premier e-port finance instit!tion of the co!ntry, set

!p in *8G0 !nder the /-port5Import Bank of India $ct *8G*. overnment of India

la!nched the instit!tion with a mandate, not !st to enhance e-ports from India, b!t tointegrate the co!ntry&s foreign trade and investment with the overall economic growth.

ince its inception, /-im Bank of India has been both a catalyst and a key player in the

promotion of cross border trade and investment. +ommencing operations as a p!rveyor

of e-port credit, like other /-port +redit $gencies in the world, /-im Bank of India has,

over the period, evolved into an instit!tion that plays a maor role in partnering Indian

ind!stries, partic!larly the mall and edi!m /nterprises, in their globalisation efforts,

thro!gh a wide range of prod!cts and services offered at all stages of the b!siness cycle,

starting from import of technology and e-port prod!ct development to e-port prod!ction,

e-port marketing, pre5shipment and post5shipment and overseas investment.

EAIM &IN(NCE )E4 BENE&ITS$

E//icie*t service t ur im+rterex+rter c"ie*ts.

+onnectivity with the +!stoms >epartment to facilitate payment of c!stom d!ty and

receipt of d!ty draw back by the importerCe-porter clients thro!gh the electronic media.

Fnder this system of /lectronic >ata Interchange (/>I), +!stom $!thorities process the

shipping bills and also effect on line payment of d!ty drawback for e-porters.

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4!rther, they !ndertake processing of Bill of /ntry and deposit of c!stom d!ty for

imports.

EAC3(N0E E(RNERS &OREI0N CURRENC4 6EE&C7 DE%OSITS SC3EME$

The /-change /arners 4oreign +!rrency (//4+) >eposits cheme was started by RBI in

the year *880 with the introd!ction of 7iberalied /-change Rate anagement ystem.

Fnder this scheme, the recipient of inward remittances, e-porters and other eligible

bodies are allowed to keep a portion of their inward remittances C e-port proceeds in

foreign c!rrency with the banks in India which can later be !tiliedfor permissible

p!rposes.

SERVICES O&&ERED TO EA%ORTERS$

#re5shipment finance in foreign c!rrency and Indian r!pees.#ost5shipment finance in

foreign c!rrency and Indian r!pees. %andling e-port bills on collection basis.O!tward

remittances for p!rposes as permitted !nder /-change +ontrol g!idelines. Inward

remittances incl!ding advance payments. 2!oting of competitive rates for transactions.

aintenance of /-change /arners 4oreign +!rrency (//4+) acco!nts.

$ssistance in obtaining credit reports on overseas parties 4orfeiting for medi!m term

e-port receivables.

SERVICES O&&ERED TO IM%ORTERS$

/stablishment of Import 7etters of +redit covering import into India and handling of bills

!nder 7etter of +redit. %andling of import bills on collection basis. Remittance of

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advance payment against imports. Offering !tiliation of #+4+ ( pre5shipment credit in

foreign c!rrency) for imports.

,.1 %ROJECT &IN(NCE

ME(NIN0$

#roect finance is the financing of long5term infrastr!ct!re and ind!strial proects based

!pon a comple- financial str!ct!re where proect debt and e!ity are !sed to finance the

proect. Fs!ally, a proect financing scheme involves a n!mber of e!ity investors,

known as sponsors, as well as a syndicate of banks which provide loans to the operation.

The loans are most commonly non5reco!rse loans, which are sec!red by the proect itself

and paid entirely from its cash flow, rather than from the general assets or

creditworthiness of the proect sponsors, a decision in part s!pported by financial

modeling. The financing is typically sec!red by all of the proect assets, incl!ding the

reven!e5prod!cing contracts.

#roect lenders are given a lien on all of these assets, and are able to ass!me control of a

proect if the proect company has diffic!lties complying with the loan terms.

SE'ECTION O& ( %ROJECT B4 B(N)$

The proposals for proect finance wo!ld be considered by the bank on a selective basis

in view of the larger o!tlay of f!nds an longer d!ration of credit which may have an

adverse impact on bankLs $sset57iability anagement system and strain on its li!idity.

Fs!ally s!ch proects wo!ld be operationalised thro!gh consorti!m arrangement along

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with the Term 7ending 4inancial Instit!tions and other p!blicC private sector Banks. The

proect wo!ld be appraised by the 7ead Bank of the consorti!m and all other banks

wo!ld accept the appraisal made by the lead bank. Before e-tending finance for #roects,

the economic feasibility and financial viability of the proect in relation to the macro

economic conditions prevailing at the time of concept!aliation of the proect and also

the likely scenario that may prevail d!ring the normal life span of the proect sho!ld be

established.

The proect sho!ld be able to withstand reasonable levels of variation in cr!cial

parameters which sho!ld be established by sensitivity analysis of the cash flows.

The means of finance for the proect along with provisions to meet contingencies s!ch as

costC time overr!n sho!ld be established. The entire so!rce of f!nds for the proect from

so!rces other than that by the promoters shall be f!lly tied5!p before sanctionC

disb!rsement of the limits.

'herever the proect is one of !n!s!ally longer d!ration s!ch as infrastr!ct!re

development, the involvement of agencies s!ch as 4inancial Instit!tions and ways of

red!cing the blockage of bankLs f!nd that are so!rced mainly o!t of short term lending

instit!tions, take5o!t financing, sec!ritiation, Inter5Bank participation +ertificates, etc.

wo!ld be resorted to.

The disb!rsements !nder proect 4inance wo!ld be made strictly in t!ne with the

sanction terms, only after ens!ring the end !se of f!nds already disb!rsed by the

consorti!m, meeting the re!ired margin at each stage of proect implementation and

certification by the competent cons!ltantsC specialists as per the proced!re in vog!e from

time to time and as decided by the consorti!m.

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R(TE O& INTEREST$

The rate of interest on s!ch credit facilities wo!ld be determined based on the borrower

gradation and the interest rate policy of the bank from time to time.

SECURIT4$

The credit facilities shall be sec!red by tangible assets and collaterals as may be re!ired

based on the nat!re of proect, !ant!m and d!ration of the credit, anticipated ret!rn on

investment and risk perception.

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ST(TE B(N) O& INDI(

COR%OR(TE B(N)IN0 O& ST(TE B(N) O& INDI(

INTRODUCTION$

tate Bank of India (BI) is the largest bank in India. It is also, meas!red by the n!mber

of branch offices and employees, the largest bank in the world. /stablished in *GA? as

Bank of Bengal, it remains the oldest commercial bank in the Indian !bcontinent. It

provides a range of banking prod!cts thro!gh its vast network in India and overseas,

incl!ding prod!cts aimed at "RIs. 'ith an asset base of K*0? billion and its reach, it is a

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regional banking behemoth. The overnment of India nationalied BI in *8:: with the

Reserve Bank of India having a ?A stake. BI has laid emphasis on red!cing the h!ge

manpower thro!gh olden handshake schemes and comp!teriing its operations.

BO(RD O& DIRECTORS

'ist / Directrs * the Ce*tra" Bar! / State Ba* / I*!ia 6(s * th (u#ust

2117

r.

"o.

"ame >esignation Fnder ection of BI

$ct *8::

* hri #ratip +ha!dh!ri +hairman *8 (a)

0 hri %emant . +ontractor anaging >irector *8 (b)

1 hri >iwakar !pta anaging >irector *8 (b)

3 hri $. 6rishna 6!mar anaging >irector *8 (b)

: hri >ileep +. +hoksi >irector *8 (c)

? hri . Jenkatachalam >irector *8 (c)

9 hri >. !ndaram >irector *8 (c)

G hri #arthasarathy Iyengar >irector *8 (c)

8 hri . >. "adaf Officer /mployee >irector *8 (cb)

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*A >r. Raiv 6!mar >irector *8 (d)

TR(NS&ORM(TION JOURNE4 IN ST(TE B(N) O& INDI(

The tate Bank of India, the co!ntry&s oldest Bank and a premier in terms of balance

sheet sie, n!mber of branches, market capitaliation and profits is today going thro!gh a

momento!s phase of +hange and Transformation Q the two h!ndred year old #!blic

sector behemoth is today stirring o!t of its #!blic ector legacy and moving with an

ability to give the #rivate and 4oreign Banks a r!n for their money.

The bank is entering into many new b!sinesses with strategic tie !ps Q #ension 4!nds,

eneral Ins!rance, +!stodial ervices, #rivate /!ity, obile Banking, #oint of ale

erchant $c!isition, $dvisory ervices, str!ct!red prod!cts etc Q each one of these

initiatives having a h!ge potential for growth.

The Bank is forging ahead with c!tting edge technology and innovative new banking

models, to e-pand its R!ral Banking base, looking at the vast !ntapped potential in the

hinterland and proposes to cover *AA,AAA villages in the ne-t two years.

It is also foc!sing at the top end of the market, on whole sale banking capabilities to

provide India&s growing mid C large +orporate with a complete array of prod!cts and

services. It is consolidating its global treas!ry operations and entering into str!ct!red

prod!cts and derivative instr!ments. Today, the Bank is the largest provider of

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infrastr!ct!re debt and the largest arranger of e-ternal commercial borrowings in the

co!ntry. It is the only Indian bank to feat!re in the 4ort!ne :AA list.

The Bank is changing o!tdated front and back end processes to modern c!stomer friendly

processes to help improve the total c!stomer e-perience. 'ith abo!t G:AA of its own

*AAAA branches and another :*AA branches of its $ssociate Banks already networked,

today it offers the largest banking network to the Indian c!stomer. The Bank is also in the

process of providing complete payment sol!tion to its clientele with its over 0*AAA

$Ts, and other electronic channels s!ch as Internet banking, debit cards, mobile

banking, etc.

'ith fo!r national level $pe- Training +olleges and :3 learning +enters spread all over

the co!ntry the Bank is contin!o!sly engaged in skill enhancement of its employees.

ome of the training programs are attended by bankers from banks in other co!ntries.

The bank is also looking at opport!nities to grow in sie in India as well as

internationally. It presently has G0 foreign offices in 10 co!ntries across the globe. It has

also 9 !bsidiaries in India Q BI +apital arkets, BI+$# ec!rities, BI >4%I, BI

4actors, BI 7ife and BI +ards 5 forming a formidable gro!p in the Indian Banking

scenario. It is in the process of raising capital for its growth and also consolidating its

vario!s holdings.

Thro!gho!t all this change, the Bank is also attempting to change old mindsets, attit!des

and take all employees together on this e-citing road to Transformation. In a recently

concl!ded mass internal comm!nication programme termed =#arivartan& the Bank rolled

o!t over 11AA two day workshops across the co!ntry and covered over *1A,AAA

employees in a period of *AA days !sing abo!t 3AA Trainers, to drive home the message

of +hange and incl!siveness. The workshops fired the imagination of the employees with

some other banks in India as well as other #!blic ector Organiations seeking to

em!late the programme.

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EVO'UTION O& SBI

The origin of the tate Bank of India goes back to the first decade of the nineteenth

cent!ry with the establishment of the Bank of +alc!tta in +alc!tta on 0 P!ne *GA?. Three

years later the bank received its charter and was re5designed as the Bank of Bengal (0

Pan!ary *GA8). $ !ni!e instit!tion, it was the first oint5stock bank of British India

sponsored by the overnment of Bengal. The Bank of Bombay (*: $pril *G3A) and theBank of adras (* P!ly *G31) followed the Bank of Bengal. These three banks remained

at the ape- of modern banking in India till their amalgamation as the Imperial Bank of

India on 09 Pan!ary *80*.

#rimarily $nglo5Indian creations, the three presidency banks came into e-istence either

as a res!lt of the comp!lsions of imperial finance or by the felt needs of local /!ropean

commerce and were not imposed from o!tside in an arbitrary manner to modernise

IndiaLs economy. Their evol!tion was, however, shaped by ideas c!lled from similar

developments in /!rope and /ngland, and was infl!enced by changes occ!rring in the

str!ct!re of both the local trading environment and those in the relations of the Indian

economy to the economy of /!rope and the global economic framework.

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COR%OR(TE B(N)IN0

BI is a one shop providing financial prod!cts C services of a wide range for large,

medi!m and small c!stomers both domestic and international.

The BI&s powerf!l corporate banking formation deploys m!ltiple channels to deliver

integrated sol!tions for all financial challenges faced by the corporate !niverse. The

+orporate Banking ro!p and the "ational Banking ro!p are the primary delivery

channels for corporate banking prod!cts.

The +orporate Banking ro!p consists of dedicated trategic B!siness Fnits that cater

e-cl!sively to specific client gro!ps or specialie in partic!lar prod!ct cl!sters. 4oremost

among these specialied gro!ps are the +orporate $cco!nts ro!p (+$), foc!sing on

the prime corporate and instit!tional clients of the co!ntry&s biggest b!siness centers. The

others are the #roect 4inance !nit and the 7easing !nit.

The "ational Banking ro!p also delivers the entire spectr!m of corporate banking

prod!cts to other corporate clients, on a nationwide platform.

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COR%OR(TE (CCOUNTS 0ROU% 6C(07

C(0 5 ( +er/ect strate#ic /it

Maret "ea!er ima#e

&cusse! atte*ti*

&"exi"e Custmer 5 /rie*!"y cre!it +"icies

Structure! %r!ucts 5 &u*! ase! /ee ase!

Time"y cm+rehe*sive a*! assure! !e"ivery

Cm+etitive +rici*#

3i#h"y si""e! cre!it ex+ertise

C(0 5 SBIFs %ractive res+*se t emer#i*# maret *ee!s

+$ is trategic B!siness Fnit of BI, set !p e-cl!sively to cater to the specialised

banking needs of top corporate clients of the co!ntry. It was the direct o!tcome of BILs

str!ct!ral reorganiation in the light of >ereg!lation, lobaliation 7iberaliation of

the Banking Ind!stry. +reated in the year *88:, +$LsLL mission is to@

4oc!s on top corporate clients

/stablish itself as the most professional o!tfit of its kind in the co!ntry

Render world class and cost effective financial services

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/volve new prod!cts on a s!stained basis5c!stomied to the changing needs of the

corporate

tay ahead of competitors

C(0 5 ( Sym" / exce""e*ce

2!ality Relationship Banking /-cl!sive, highly skilled Relationship teams of

dynamic and motivated personnel, each attending to a select gro!p of top +orporate

providing a one5stop5shop for financial services presently at !mbai, "ew >elhi,

+alc!tta, +hennai and $hmedabad.

>elivered +redit process

Only two stage credit process consisting of appraisal and assessment by the Relationship

team and sanction by the +redit +ommitteeC+entral Board, leading to !ickest response

time in the ind!stry.

Offer of wider and sophisticated prod!cts $part from a variety of core credit prod!cts

incl!ding str!ct!red finance and m!lti5p!rpose short term corporate loan, +$ offers an

array of c!stomer specific prod!cts like +ash anagement #rod!ct, Treas!ry 4ore-

prod!cts and erchant Banking prod!cts in association with BI +apital arkets 7td.,

BI ilts 7td. and other s!bsidiaries of BI.

+$ 5 One point contact $cco!nt anagement Teams will aid yo! in sec!ring any

prod!ct from any of o!r vario!s associates and s!bsidiaries as listed below

4or leasing re!irements thro!gh o!r 7easing BF

7arge cale #roect 4inance thro!gh #4 BF

+apital arket Re!irements thro!gh BI+$#

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CORE CREDIT %RODUCTS

#!rposeType of 7oan #ricing

R!pee

7oans

'orking +apital +ash +redit facility Based on credit risk rating of the

+ompany designed on the lines of

internationally accepted models,

ranging from o!r #rime 7endingRate(#7R) !pwards.

#roect +ape-

loans

edi!m Term 7oans :59

years or longer in

e-ceptional cases

ame as above 5 edi!m Term

7ending Rate (T7R)!pwards.

/-port +redits #acking +redit,

#ostshipment , 4orfaiting

RBI >efined 7IBOR linked and

arket >etermined

4oreign

+!rrency

7oans

#roects

'ork. +ap

/-ternal +ommercial

Borrowings(/+Bs) which

incl!de yndicated loans,

tand5alone

loans,B!yersL+redit and

ellerLs +redit, Bilateral

loans in all maor

c!rrencies.

7IBOR linked

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OT3ER STRUCTURED %RODUCTS

TR(DE &IN(NCES

:A

#!rpose #ricing

hort Term +orporate 7oans 4or horing !p "et 'orking +apital,

Ongoing capital e-pendit!re,

Repayment of high cost debt, R>

e-pendit!re, implementation of JR

Based on the +redit

risk rating 5

7inked to o!r #7R

ec!ritised loans5 in

association with BI+$#

Fpfronting of ass!red cash flow

emanating from f!t!re receivables vi.

rentals, Royalties, debtors, 7ease

rentals etc.

Based on risk rating

+hannel 4inancing5 in

association with other BI

branches

4inancing of downstream marketing

channels

Based on the +redit

risk rating 5 7inked to

o!r #7R

4ee Based #rod!cts 5 like

7etter of +redits(7+s),!arantees, >efferred

#ayment !arantees(>#s)

and 7etter of +omfort

4or import of goods incl!ding capital

goods participation in internationalbids, performance g!arantees etc.

7arge val!e b!siness 5

negotiable.

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Iss!ance and advising of >omestic and 4oreign 7etters of +redit.

+onfirmation of /-port 7etter of +redit.

Iss!ance of !arantees on behalf of >omestic +!stomers

In favo!r of >omestic Beneficiaries and

4oreign Beneficiaries.

Iss!ance of g!arantees on behalf of foreign correspondent banks to beneficiary in

India.

>eferred #ayment !arantees.

>omestic and 4oreign Bills disco!nting.

'I4T Interface.

(e5Trade BI) 4ront5end interface (Internet Based) at the c!stomer place.

To iss!e 7etter of +redit and handle related bill transactions

To iss!e Bank !arantee

To send advice on 7etters of +redit received from others

To lodge /-port +ollection Bills

To en!ire stat!s of Trade 4inance transactions

4or negotiation of bills and track negotiated bills

4or $dvance against /-port Bills on +ollection

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4or 7odge of Bills where 4!ll $dvance #ayment has been received

>elivery #latforms at all ? +$ branches having specialiation to provide Trade

4inance ervices, adhering to i- igma principles.

'hile BI is the most widely accepted Indian Bank across the world with

correspondent relationship e-tending to a spectr!m of international banks n!mbering G9?

at present o!r 7+s, !arantees and >#s are iss!ed at the most competitive rates.

BI is the only Indian Bank whose g!arantee is accepted by most of the /-port

+redit $gencies globally witho!t seeking confirmation.

BILs +lean >oc!mentary +ollections are made at most competitive rates

thro!gh o!r lobal 7ink ervices.

'e also provide trade related information to Indian corporates, their overseas

partnersCb!yers thro!gh o!r foreign offices.

%RODUCTS (ND SERVICES

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BI O44/R@5

-ri*# ca+ita" /i*a*ci*#

$ssistance e-tended both as 4!nd based and "on54!nd based facilities to

+orporates , #artnership firms , #roprietary concerns

'orking +apital finance e-tended to all segments of ind!stries and services sector

s!ch as IT

Term 'a*s

To s!pport capital e-pendit!res for setting !p new vent!res as also for e-pansion,

renovation etc.

'ease &i*a*ce

$n e-cl!sive !nit providing one s shopping to +orporates

$ dedicated set !p specialised in financing of infrastr!ct!re and other large proects

/-cl!sive set !p for handling large ticket leases.

BILs #rime 7ending Rates (#7R) are among the lowest

#resently Bank has two #7RLs

B$R for loans payable on demand and !pto one year

BT7R for loans payable beyond one year

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R Si"ic* %rivate 'imite!

Cr+rate Overvie B$/>

*.T/R 7O$" *. 7/TT/R O4 +R/>IT

0.'OR6" +$#IT$7 0. B$"6 F$R$"T//

2.-hat is the /ees*terest char#e! y the a* /r the services //ere! y the a*H

$ns@

4// I"T/R/T

*.#RO+/" 4// *.+FTO/R R$TI"

0.7/$7 4//

1.$>I"ITR$TIJ/ 4//

,.'ist the custmers that the a* caters tH

?3

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$ns@

*.T$T$ ROF#

0.BOB$S TO+6 /+%$"/

1.+I$7 Q +O+%I" "T/R"$TIO"$7 $IR#ORT 7IIT/>

.-h is the i##est c"ie*t / the a*H

$ns@$IR I">I$ $"> R/7I$"+/.

8.3< ma*y em+"yers are

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>/I"$TIO" O4 T%/ /#7OS// $+$>/I+ B$+6ROF">

I>>7/ 7/J/7 $"$/R B.T/+%UB$ OR +$ OR I+'$

+hanges in the rate of interest C fiscal policy monetary policy.

+ompetition from other bank.

$sset liability mismatch.

=.-h is the cr+rate a*i*# !e+artme*t hea!H

$ns@>(>/#FTS /"/R$7 $"$/R) BR$"+% %/$>.

?. -hat is the heirecy / the cr+rate a*i*# !e+artme*tH

$ns@

??

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//+FTIJ/ >IR/+TOR (J/RTI+$7 %/$> i.e +)

/"/R$7 $"$/R( R/IO"$7 %/$>)

>/#FTS /"/R$7 $"$/R %/$> (BR$"+% $"$/R)

$IT$"T /"/R$7 $"$/R

$IT$"T $"$/R >/#FTS /"/R$7 $"$/R %/$> (BR$"+%

$"$/R)

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1.-hat are the !i//ere*t +r!ucts a*! services //ere! u*!er cr+rate uyi*# y

yur a*sH

$ns

4F"> B$/> "O" 4F"> B$/>

*.T/R 7O$" *.7/TT/R O4 +R/>IT

0.+OR#OR$T/ 7O$" 0.B$"6 F$R"T//

1.+$% +R/>IT 1.TR/$FRS #RO>F+T

3.'OR6I" +$#IT$7 >/$">

7O$"

3.+$% $"$//"T ST/

:.BI77 4I"$"+/ :.T$$TIO" #$S/"TC 4R$"6"

O4 T$#

2. -hat is the /ee i*terest char#e! y the a* /r the services //ere! y thea*H

$ns@

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+OR#OR$T/ B$"6I" /RJI+/

O44/R/>

4// R$T/ $"> I"T/R/T

+%$R/>

*.$>J$"+/ (7O" T/R) B#7R p.a

0.$>J$"+/ (%ORT T/R) T7 R$T/ $##7I+$B7/ TI/ TO

TI/

7C+ +OIIO" I" T%/ R$"/ O4 *p.a

B +OIIO" I" T%/ R$"/ O4 *p.a

?8

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,.'ist the custmers that a* catersH

$ns@

R/7I$"+/ I">FTRI/ JJ4 ">FTRI/ 7T>

$IR ">I$ PB4 ">FTRI/ 7IT/>

P/T $R7"/ 7IIT/> 1* I"4OT/+% 7IIT/>

BOB$S >S/I"

T$T$ T/7/+O

R/7I$"+/ +OF"I+$TIO"

TOT(' 1 C'IENTS

9A

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.-h is the i##est c"ie*t / the a*H

$ns@ $IR I">I$ $"> R/7I$"+/.

8.3< ma*y em+"yers are

I>>7/ 7/J/7 $"$/R B.T/+%UB$ OR +$ OR I+'$

9*

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=.-h is the cr+rate a*i*# !e+artme*t hea!H

$ns@>(>/#FTS /"/R$7 $"$/R) BR$"+% %/$>.

?.-hat is the heirecy / the cr+rate a*i*# !e+artme*tH

$ns@

//+FTIJ/ >IR/+TOR (ROF# %/$>)

//+FTIJ/ >IR/+TOR (J/RTI+$7 %/$> i.e +)

/"/R$7 $"$/R( R/IO"$7 %/$>)

>/#FTS /"/R$7 $"$/R %/$> (BR$"+% $"$/R)

$IT$"T /"/R$7 $"$/R

$"$/R

$IT$"T $"$/R

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J/RTI+7/ %/$>

*.I> +OR#OR$T/

0.7$R/ +OR#OR$T/ ROF#

1.I"4R$TRF+TFR/ ROF#

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GUESTION(IRE &OR T3E COR%OR(TES 6ROBO

SI'ICION7

1.'ist the a* /rm / 4I"$"+/

I">I$" OJ/R/$ B$"6 IF/ O4 >/BT 4F">

+ITI B$"6 4OR/ TR$"$+TIO"

2. -hat are the /eesi*terest char#e! y the a* /r the services +rvi!e! y

themH

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$ns@

+OR#OR$T/ B$"6I" /RJI+/ 4// I"T/R/T +%$R/>

4F"> B$/>

*.RF#// #7R5*AAbps.

0.4OR/I" +FRR/"+S

1./#ORT RBI "OR "/OTI$T/> O" +$/

TO +$/ B$" I

3.OT%/R ::+O"+/IO" TO "OR$7

/RJI+/ +%$R/

:.7/TT/R O4 +R/>ITCB$"6

F$R$"T//

,.-hat are the measure tae* t c*tr" the a* char#ecmmissi* r*e y the

cm+a*yH

$ns@ inim!m !sage of 7+ ro!te large vol!me of transation timely retirement of

obligations.

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.-hat are the *e#tiati*s tactics use! y the cm+a*y t tai* maximum

uti"isati* / a* /aci"itiesH.

$ns@ 'e offer vol!me b!siness which works as a sweeter to the banks.

8. 'ist the e*e/its #ive* y the a*sH

$ns@

4F"> B/"/4IT "O"54F">/> B/"/4IT

7+ $"> B $T :: +O"+/IO"

9. -hich a* ! yu

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Reason if so V

9. -hich !e+artme*t !eci!es * the a*

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"$/ O4 T%/ B$"6 /RJI+/ $J$I7/>

F"IO" B$"6 >$S TO >$S +OR#OR$T/

TR$"$+TIO"

I>BI B$"6 I">FTRS 4I"$"+I"

OFT% I">I$" B$"6 $FTO$T/> #$S/"T

/I B$"6 7+ $"> B

0. -hat are the /ees i*terest char#e! y the a* /r the services +rvi!e! y

themH

$ns@

+OR#OR$T/ B$"6I" /RJI+/ 4//CI"T/R/T +%$R/>

*.B$"6 FR$"T// 3: +O"+/IO" TO "OR$7

/RJI+/ +%$R/

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0./#ORT :

1.OT%/R :50A

3.RF#// $ #R/ RBI R/4/R$"+/ R$T/

1. 'hat are the meas!re taken to control the bank chargesCcommission borne by the

companyM

$ns@ %!ge transactions and reg!lar retirement obligations.

3. 'hat are the negotiations tactics !sed by the company to obtain ma-im!m

!tiliationof bank facilitiesM

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$ns@'e provide large n!mbers of investors in the correspondent banks so as to get the

good benefit from the banks.

:. 7isit the benefits given by the banksM

$ns@

4F"> B$/> B/"/4IT "O" 4F">/> B/"/4IT

*.'OR6I" +$#IT$7 4I"$"+I" 7/TT/R O4 +R/>IT

0.T/R 7O$" B$"6 F$R$"T//

?. -hich a* yu

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G. 3< /reue*t"y ! yu visit t the c*cer*e! re"ati*shi+ ma*a#erH

$ns@'e visit in bank on the official call basis.

8. -hat are the +r"ems /ace!

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GUESTION(IRES &OR T3E COR%OR(TES

7ist the bank from when the company avails corporate banking servicesM

$ns@5

'hat are the feesCinterest charged by the bank for the services provided by themM

$ns@5

'hat are the meas!res taken to control the bank chargesCcommission borne by the

companyM

G1

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$ns@5

'hat are the negotiation tactics !sed by the company to obtain ma-im!m !tiliation of

bank facilitiesM

$ns@5

7ist the benefits given by the bankM

$ns@5

'hich bank do yo! wish to deal withM

$ns@5

'hich department decides on the bank with which the dealings have to be doneM

$ns@5

%ow fre!ently do yo! visit yo!r concerned relationship managerM

$ns@5

'hat are the problems faced with respect to the services provided by the bankM

$ns@5

*A.!geetionsCRecommendations for the bank

$ns@5

G3

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INTER%RET(TION O& D(T( (ND (N('4SIS

+orporate banking dealings are very c!stomised taking to consideration the c!stomers

vol!me of b!siness re!irements./ach corporates is given concessions keeping in mindthe healthy relationship that they maintain and the period since when they deal are

dealing with the bank.

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$s far as the corporate are concerned they preffer dealings with a consorti!m of banks

taking advantages the benefits provided by all the banks. The corporates convince the

banks by provide a h!ge vol!me of the b!siness for the concession given by them.

'hile getting the !estionaire filled it was noticed that the banks were very skeptical

abo!t revelaing the details regarding the fees or the interest charged by them to the

corporate.

Overall the corporate banking charges are applied on a case an case basic keeping into

consideration the RBI reg!lations.

RECOMMEND(TIONS SU00ESTIONS

If we look at it from the corporate angle then the banks need to speed !p their proced!res

and th!s enabling fast f!nctioning of the work.It is seen that the corporates feel that the

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private banks are rigid in their system and don&t make concessions consedering the

!rgency of the sit!ation.

$ccording to the banks they need the companies to have credit worthinessand clean chit

on stheir financial records. %ence it is s!ggested that the company maintain their

financial performance according to the r!les and reg!lations. The corporates also need to

pay off their obligations on time which wo!ld help them to create a good impression on

the banks and make it easy for them for f!t!re borrowings.

CONC'USION

+orporate banking foc!ses on offering a f!ll range of services to m!ltinationals, large

domestic corporate and instit!tional clients.

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+orporate banking reflects bank&s strength in providing an corporates clients in India, a

wide away of commercial, transactional and electronic banking prod!ct developments

and a well5 interegated approach to realtionship management.

+orporate banking services are an integral part of the corporate, investment banking and

markets (+IB) str!ct!re,which foc!ses on offering a f!ll range of services to

m!ltinational, large domestic corporate and instit!tional clients. It can be concl!ded that

the banks help corporate in financial needs th!s enabling them to r!n smoothly

effectively

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G8

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90/100

8A

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91/100

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92/100

80

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81

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94/100

83

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95/100

8:

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8?

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89

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98/100

8G

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99/100

88

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