Executive Summary

Canara Bank is a leading public sector bank established on July 1, 1906 in the town of Mangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer, educationist and social reformer. The bank has already completed 100 years of service. It provides all sorts of financial services ranging from loans to insurance. For the year March 2004, the Bank clocked the highest net profit (Rs.1338 crore) among nationalized banks. Net profit for the year March 2005 was Rs 1109 Crores. The report basically deals with the organization study of Canara bank. It mentions about the brief introduction to banking industry, history of the bank, departments, organization structure, and details about products & services. A brief view of the HRD practices of the bank has been given in the report. The report also contains the financial performance of the bank for last 2 years. During the study a survey was conducted to find out the training effectiveness. Questionnaire was used to collect data from respondents. Respondents were officials, managers and senior managers. From the study it was found that in all respects the training programs were successful and for majority of the respondents the training program met their needs and expectations. Some suggestions have also been made at the end of the study. Product awareness programs, marketing oriented programs must be introduced. The Training programs contents should be designed keeping in view the jobs assigned or to be assigned The open work culture, commitment and the co-operation among the employees remarkable adaptability to changing banking environment have enabled Canara Bank to be a Frontline banking institution of global standards.

Banking Industry Profile:

Banking in India has an early origin where the indigenous bankers played a very important role in lending money and financing foreign trade and commerce. During the days of the East India Company, was the turn of the agency houses to carry on the banking business. The General Bank of India was first Joint Stock Bank to be established in the year 1786. The others which followed were the Bank Hindustan and the Bengal Bank. In the first half of the 19th century the East India Company established three banks; the Bank of Bengal in 1809, the Bank of Bombay in 1840 and the Bank of Madras in 1843. These three banks also known as Presidency banks were amalgamated in 1920 and a new bank, the Imperial Bank of India was established in 1921. With the passing of the State Bank of India Act in 1955 the undertaking of the Imperial Bank of India was taken by the newly constituted State Bank of India. The Reserve Bank of India which is the Central Bank was created in 1935 by passing Reserve Bank of India Act, 1934 which was followed up with the Banking Regulations in 1949. These acts bestowed Reserve Bank of India (RBI) with wide ranging powers for licensing, supervision and control of banks. Considering the proliferation of weak banks, RBI compulsorily merged many of them with stronger banks in 1969. The banking industry in India is in a midst of transformation, thanks to the economic liberalization of the country, which has changed business environment in the country. During the pre-liberalization period, the industry was merely focusing on deposit mobilization and branch expansion. But with liberalization, it found many of its advances under the non-performing assets (NPA) list. More importantly, the sector has become very competitive with the entry of many foreign and private sector banks. The face of banking is changing rapidly. There is no doubt that banking sector reforms have improved the profitability, productivity and efficiency of banks, but in the days ahead banks will have to prepare themselves to face new challenges.

INDUSTRY STRUCTURE
The banking system can be broadly classified as organized and unorganized banking system. The unorganized banking system comprises of moneylenders,

BABASAB PATIL

indigenous bankers, lending pawnbrokers, landlords, traders, etc. Whereas the organized banking system comprises of Scheduled Banks and Non-Scheduled Banks that are permitted by RBI to undertake banking business. Scheduled banks are those banks that are included in the second schedule of the RBI Act 1934, subject to fulfilling certain conditions. The scheduled banks comprising of Scheduled Commercial Banks and Scheduled Co-operative Banks enjoy certain privileges like approaching the RBI for financial assistance, refinance etc and correspondingly, they have certain obligations like maintaining certain cash reserves, submission of returns as prescribed by the RBI etc. Non-Scheduled Banks are those joint stock banks which are not included in the second Schedule of the RBI Act 134, on account of the failure to comply with the minimum requirements for being scheduled. There were 16 Non-Scheduled Commercial Banks in June 1969. As on March 2002, there are 5 Non-Scheduled Commercial Banks which are local area banks. However there are more then 2000 Non-Scheduled Cooperative Banks which are concentrated in few states like Maharashtra, Gujarat, Karnataka, Andhra Pradesh and Tamil Nadu. Further based on ownership, the Scheduled Commercial Banks can further be classified as Public Sector Banks, Private Sector Banks, Foreign Banks and Regional Rural Banks. Public Sector Banks are sub-classified into the State Bank of India (erstwhile Imperial Bank of India nationalized by central enactment in 1955) and its 7 associates nationalized in 1959 and other Nationalized Banks which were nationalized in two phases; 14 banks were nationalized on July 19, 1969 and 6 others on April 15, 1980.Also the Private Sector Banks can be classified as old private sector banks and new private sector banks, wherein the latter enjoy superior discounting in the bourses. After RBI reopened the banking sector to private players, about eight private sector banks were licensed in 1995, which brought with them latest technology, customer-oriented service, innovative products and aggressive marketing. Despite increasing competition, public sector banks continue to dominate. Large scale of operations bestows upon them a higher bargaining power enabling them to play a dominant role in the liquidity and interest rate levels in the system. However, the scenario in the future may undergo a change with the growth of the new private sector banks. These banks are in a more advantageous position because of their superior technology-based operations, lower manpower and a lower Non-Performing Assets (NPA) level.

BABASAB PATIL

COST DYNAMICS
Banking, everywhere in the world, is a highly regulated industry. The banking industry is the repository of savings of a nation contributed by millions of people. Thus a bank basically acts as an intermediary between savers and borrowers. Hence, costs to a bank are the interest paid to savers and the establishment cost. A bank's margin arises out of the difference in interest paid to depositors and charged to borrowers. The funds raised from savers are deployed in three ways - loans and advances to industry and agriculture, investment in government securities, investment in private sector equity, debentures, commercial papers, etc. A bank's sources of revenue are interest from loans and advances, income from government securities and dividend/interest from private sector equity investments and debt instruments. Apart from this, a bank also earns non-fund-based income, also called as fee-based income for the various services rendered by it as a banker or in the course of banking activities. It includes treasury and forex operations, income from trading in shares, guarantee commission, etc.

STRUCTURAL CHANGES
An ordinance on Securitization and Reconstruction of Financial Assets and Enforcement of Security Interest was promulgated on 24th June 2002. The same has been passed by the Parliament in Nov. 2002. The ordinance will help banks and financial institutions improve their financial position in three ways. Firstly it will help banks and FIs turn their assets into securities, which could be traded in the market in smaller bundles. This would bring immediate liquidity, which can be lent, instead of waiting for loans to be realized. The new law will also help them in setting up asset reconstruction companies to recover their bad assets. And finally, it will help in the enforcement of security interest (i.e. right to the security in case of default by the client). This ordinance creates a right environment for faster recovery of dues and gives hope that the huge the burden (now estimated at over Rs 1,100 billion) of NPAs on Indian financial sector will be reduced to a more reasonable level. It also offers scope for Public Sector Banks to clean up their balance sheets faster.

CRITICAL SUCCESS FACTORS

BABASAB PATIL

Asset liability management, effective monitoring of loans, recovery of NPAs, reducing cost of deposits, controlling establishment costs are critical success factors. Ensuring capital adequacy, exposure norms and other prudential norms in line with RBI guidelines are also critical. Wresting blue chip accounts, expanding depositor base and leveraging them for fee-based income are also essential for growth and development. Technology has already brought about revolutionary changes. Services like Internet Banking, Mobile Banking, Anywhere and Anytime Banking will not be added features but promise to be a standardized banking environment in the next few years. While on one hand it has the potential to reduce the transaction costs, the initial capital requirements will be heavy. Banks, which have a legacy of a large workforce, will have to find ways to offset the these technology costs by reduction in staff costs, if any meaningful reduction in transaction costs has to be achieved.

OUTLOOK
The banking scenario in the country has been undergoing a qualitative shift towards internationalism. Global best practices are finding greater acceptance and systemic deficiencies, which are a legacy of the past, are being addressed. The future, therefore, seems to be exciting, but only for those who can withstand the stress and strain that the reforms bring along. As banks expand their fee-based income by offering various services including distribution of mutual funds, investments and insurance products, the reach and responsive services takes center stage. Also with more financial instruments gaining market acceptance, traditional advances are likely to give way to investment in innovative instruments. The banking industry needs to cut flab across the board, improve service conditions, capitalize on their large client base for fee-based income and retain their customers amidst hectic competition. With price wars slowly taking place, particularly after lending below Prime Lending Rate is allowed, stronger players will emerge successful in the long run.

BABASAB PATIL

Commercial Banks at a glance Particulars No. of Commercial Banks All Scheduled Commercial Banks of which, Regional Rural Banks Non-Scheduled Commercial Banks* No. of Bank Offices Rural Semi-Urban Urban Metropolitan * Indicates Local Area Banks Source: Reserve Bank of India

Jun-2003 295 291 196 4 66692 32231 14875 10841 8745

Jun-2002 298 294 196 4 66355 32394 14727 10578 8656

BABASAB PATIL

Origin & Growth of Canara Bank:

Canara Bank (CBK) was founded on July 1, 1906 in the town of Mangalore in Karnataka by Shri Ammembal Subba Rao Pai, an eminent lawyer, educationist and social reformer. It was founded as 'Canara Bank Hindu Permanent Fund; this small seed blossomed into a limited company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after nationalization. Backed by a team of professionals, committed staff and extended clientele base, the bank has, over the last 100 years, achieved many a milestone in the fields of commercial and social banking. The bank also has been able to register profits every year since inception. From a small beginning, the bank has grown into one of the largest banks in India with a wide branch network and client base. Acquisitions have also enabled the bank to achieve growth. Prior to nationalization in 1969, the bank took over a number of banks starting with the Bank of Kerala in 1961 and ending with the Pangal Nayak Bank in 1968.Subsequently in 1985, it took over Laxmi Commercial Bank. The bank has a large network of geographically well diversified branches, which enables it to raise low cost long-term deposits. The number of branches of the bank rose from 368 at the time of nationalization in 1969 to reach 2,469 by March2004. The bank has also diversified into other banking related areas through its various subsidiaries and sponsored companies: CBK, came out with its first Initial Public Offer (IPO) in Nov. 2002 for 11, 00,00,000 equity shares of Rs 10 each at a premium of Rs 25 per share aggregating Rs 385 crore through the fixed price route. The main object of the issue is to augment the long-term resources of the bank and the capital base of the bank to meet its future capital adequacy requirements. Moreover on 1st Nov. 2002 the bank returned the governments capital to the tune of Rs 277.87 crore. After the IPO and return of capital, the paid-up capital stands at Rs 410 crore and the shareholding of GOI has come down to around 73.2%.During 2002-03 the bank has started corporate agency of life insurance products in strategic alliance with AVIVA with the aid of a dedicated 'Bancaassurance' outfit.

The Bank Today

Canara Bank is one of the premier banks in the country, accredited with umpteen

BABASAB PATIL

distinctions. The present stature of the Bank is due to its strong fundamentals and quality customer orientations. Profit making since inception, the Bank today epitomizes a perfect blend of commercial and social banking. For the year March 2004, the Bank clocked the highest net profit ( Rs.1338 crore) among nationalized banks, with significant improvement in capital adequacy ratio (12.66%) and asset quality (net NPA ratio of 2.89%). Net profit for the year March 2005 was Rs 1109 Crores. The Bank has already carved a niche in providing IT-based services. With 100% computerization of the branches, the bank provides a wide array of services, such as, Networked ATMs, Anywhere Banking, Telebanking, Remote Access Terminals Internet & Mobile Banking, Debit Card etc. The Bank was the first among banks to launch networked ATMs and obtain ISO Certification. Commercial consideration has, no way, diluted the Bank's role in national priorities. Canara Bank is in fact the first bank to be conferred FICCI award for contribution to rural development. Sound founding principles, enlightened leadership, unique work culture and remarkable adaptability to changing banking environment have enabled Canara Bank to be a Frontline banking institution of global standards Founding Principles 1. To remove Superstition and ignorance. 2. To spread education among all to sub-serve the first principle. 3. To inculcate the habit of thrift and savings. 4. To transform the financial institution not only as the financial heart of the community but the social heart as well. 5. To assist the needy. 6. To work with sense of service and dedication. 7. To develop a concern for fellow human being and sensitivity to the surroundings with a view to make changes/remove hardships and sufferings.

IMPORTANT RATIOS (%)

S.No 1 Particulars Capital Adequacy Ratio 2002-03 12.50 2003-04 12.66 2004-05 12.78

BABASAB PATIL

2 3 4 5 6 7 8

Return on Assets (ROA) Earning per Share (Rs.) Book Value (Rs.) Net NPA Ratio Priority Credit to Net Credit Business Per Employee (Rs. In Crore) Profit Per Employee (Rs. In Lakh)

1.24 20.56 98.14 3.59 42 2.50 2.26

1.34 32.63 125.14 2.89 44 3.00 2.97

1.01 27.06 146.15 1.88 43 3.51 2.48

Decadal Performance
(Rs. in Crores) 1999- 2000- 20012000 01 02 2397 2405 2409 578 578 578 2018 2237 2894 48001 59070 64030 6042 11069 4960 14.40 23.06 8.40 8918 9877 11358 53634 61119 59333 23547 27832 33127 7667 9139 10536 3007 3517 3672 55363 48257 47796 5687 6536 7799 5451 6251 7058 923 1131 1656 236 285 741

199495 Number of Branches 2136 Capital 590 Reserves 1144 Deposits 22475 Quantum Increase 2636 % Increase 13.29 Non-Resident Deposits 2953 Foreign Business Turnover * 20172 Advances (Net) 10878 Advances to Priority Sector 4125 Export Credit 2065 Total Number of Staff 53327 Total Income 2801 Total Expenditure 2597 Operating Profit 552 Net Profit 204

199596 2192 485 1446 26243 3768 16.77 3879 26438 13096 4892 2434 54044 3382 3129 651 253

199697 2262 485 1564 31445 5202 19.82 4984 27741 14413 5702 2603 54316 3869 3721 654 147

199798 2312 578 1725 38045 6600 20.99 6302 34238 16825 6735 2813 54703 4431 4228 673 203

199899 2379 578 1835 41959 3914 10.29 7589 39859 19530 7034 2789 55097 5319 5094 957 225

200203 2424 410 3739 72095 8065 12.60 12482 65676 40472 14604 4429 47566 8170 6173 1997 1019

2003-04 2469 410 4842 86345 14250 19.77 12909 67347 47639 19580 5497 47613 9080 6221 2859 1338

Mission:
Pursuit of Excellence.

Banks Motto:
Serving to grow growing to serve.

Branches & Offices:

The bank has a network of 2508 branches, spread over 25 states/4 union territories of the country and one overseas branch at London, which are administered through

BABASAB PATIL

13 Circle offices and 1 international division. 38 Regional Offices.

Branches & Offices Abroad

Canara bank established its International division in 1976, to supervise the functioning of its various foreign departments, to give required thrust to foreign exchange business, particularly exports and to meet the requirements of NRIs.Though small in size, the banks presence abroad has brought in considerable foreign business, particularly NRI deposits The Bank has its presence abroad, as under:

Canara Bank, London, UK ( branch) Indo Hong Kong International Finance Co. Ltd., Hong Kong ( subsidiary) Canara Bank, Moscow (representative office) Al Eastern Razouki Intl. Exchange Exchange Company, Dubai, Doha, UAE. Qatar. ( DD drawing facility on Canara Bank)

Establishment.

(Management agreement and DD drawing facility on Canara Bank)

Subsidiaries:
1. Can Fin Homes Limited (CFHL) established on 29.10.1987 as a public Limited Company, sponsored by Canara bank is the number one amongst the bank sponsored Housing Finance Companies in India. 2. Established on 10.05.1991 Canbank Factors Limited, a subsidiary of Canara Bank is a market leader in Factoring business and continues to serve the business enterprises/small scale industries by offering this specialized financial service product. 3. Canbank Venture Capital Fund (CVCF) the only Banks sponsored Venture Fund in India was established on 21.10.1989 by Canara Bank as a trust. The

BABASAB PATIL

objective of CVCF is to extend assistance by way of investing in green field, growth oriented enterprises and small and medium scale ventures by technocrat entrepreneurs. 4. Canbank Computer Services Limited (CCSL), a subsidiary of Canara Bank was established on 31.08.1994 with the main objective of developing and marketing computer software for the banking industry and other related financial services industry. 5. Established on 01.03.1996 Gilt Securities Trading Corporation Limited (GSTCL) is a subsidiary promoted by Canara Bank jointly with Bank of Baroda and Corporation Bank as a Primary dealer accredited by the Reserve Bank of India, for developing an active secondary Market for government securities and treasury bills. 6. Canbank Mutual Fund (CMF) is one of the largest of bank sponsored Mutual Fund in India. CMF has floated various schemes for carrying Mutual Fund business. 7. Canbank Financial Services Limited (CanFina) was established on 01.06.1987 as a wholly owned Subsidiary of the Bank. Focus of this Company was on business relating to Merchant Banking activities, Registrar and Transfer services, Share Broking and leasing and Hire Purchase and Portfolio Management Services etc

ORGANISATION STRUCTURE OF CANARA BANK

Chairman & MD (CMD)

BABASAB PATIL

10

CMDs Secretary

Executive Director[ED]

EDs Secretary

Board Secretary

Company Secretary GM

DGM

AGM

Divisional Manager/Chief Manager

Senior Manager

Manager

Officer

Workmen Staff

BABASAB PATIL

11

CMDs Secretary

Executive Director[ED]

EDs Secretary

Board Secretary

Company Secretary GM

DGM

AGM

Divisional Manager/Chief Manager

Senior Manager

Manager

Officer

Workmen Staff

Note:

GM General Manager DGM Deputy General Manager AGM Assistant General Manager

Customer Support: IT Driven

ATM Anywhere Banking Customer terminal Anywhere Banking Tele Banking computerized information Facilitation

NRI Services

BABASAB PATIL

12

Non Resident External Rupee Account. Non Resident Ordinary Account. Foreign Currency Non Resident Accounts-Banks.

Loans & Advances Retail Loan Products Canmahila. Housing Loan. Home Improvement Loan. Cancarry. Cancash. Canmobile. Canbudget. Teachers Loan.

Canmahila:
A Loan Scheme exclusively designed for the benefit of women. Loan for women Aged between 18 and 55 years, Married or single, Working or not (housewives also), Engaged in business or self employed. To meet any personal financial needs, viz., for buying household articles, gold jewellery, computers, gift articles, etc. No Security required in case of working women, however, in respect of a nonworking woman, for loan amount exceeding Rs.25,000./-, co-obligation of husband / parent / son is insisted. Interest 11.5% p.a. - EMI Rs.329/- per ten thousand for 36 months

Housing Loan:
Purpose: For construction / purchase / repairs / additions / renovations of residential house / flat including the purchase of land and construction thereon. For taking over of the Housing Loan liability with other recognized Housing Finance Companies, Housing Boards, Co-operative Banks, Co-operative Societies and Commercial Banks at prevailing low rate of interest.

BABASAB PATIL

13

Eligibility: Salaried individuals, individuals engaged in business / professionals and self-employed persons.NRIs are also eligible to avail loans without specific permission of RBI.Persons above the age of 55 years are also eligible subject to certain stipulations.

Maximum loan amount of Rs.50 lacs for purchase / construction of house / flat. (Loan is also granted up to Rs.1 crore selectively.) And Rs.7.5 lacs for repairs / renovations / additions to the existing house / flat.

Security: Mortgage of House / Flat Repayment: In convenient equated monthly installments up to 20 years

Home Improvement Loan:

Purpose: For furnishing house / flat with household furniture items, air conditioners, wardrobes, kitchen cabinets, refrigerator, washing machine, etc.,

Can

be

availed

along

with

Housing

Loan

from

Canara

Bank

OR Without any Housing Loans

This loan can also be availed where a Housing Loan is already obtained from Canara bank and the liability is subsisting. Eligibility: Owners of House / flat who are salaried individuals / individuals engaged in business / professionals / self-employed. NRIs are also eligible. Salaried individuals with minimum 25% net take home salary or Rs.2000/- after meeting loan repayment, whichever is more. Other than salaried individuals minimum annual income of Rs.50, 000/- as evidenced by ITAO / IT Returns.

Repayment: In convenient equated monthly installments up to 60 months Security: Hypothecation of assets created out of this loan. Mortgage of house / flat (if housing loan is availed from Can Bank) suitable co-obligation / personal guarantee. Waivers considered selectively.

Loan Quantum & Margin:

BABASAB PATIL

14

1. When availed along with Housing Loan from Canara Bank, amount up to one year's gross salary / income over and above the normal eligible amount for housing finance. 2. In other cases, one year's gross income / salary will be reckoned to determine the loan quantum under this Scheme. 3. Subject to above, normally, the maximum loan quantum shall be Rs.2 lacs. Higher quantum considered selectively. 4. If availed as a part of the housing finance from canara Bank, then, the margin stipulated is 15%. In other cases, the margin is 20%.

Cancarry (Loan to purchase Consumer Durables)

Purpose: To pick up favorite household articles and latest gadgets to enhance the quality of life. The personal computer, laptop, handy cam, cameras, music systems, washing machine, microwave oven, refrigerators and many other items. Eligibility: Salaried individuals with minimum 25% net take home salary or Rs.2, 000/- after meeting loan repayments, whichever is more. Other than salaried individuals - minimum annual income of Rs.50, 000/- as evidenced by IT Returns. Finance up to 80% of the invoice value or 15 months of net salary, whichever is less. And for non salaried persons and professionals, finance up to 50% of net annual income of immediate previous year or 80% of the invoice value whichever is less. Repayment: In convenient equated monthly instalments up to 36 months.

Cancash - (Loan against Shares)

Cancash loan can be availed by pledging investments in Shares, Debentures, Bonds or Units. Eligibility: Individuals - Existing customers with satisfactory dealings. New customers - well-introduced and credit worthy can also avail.

BABASAB PATIL

15

Amount of Finance: Shares and Debentures - up to 60% of market value, PSU Bonds up to 70% of Market Value, Units of UTI and CBMF - 50% of NAV or market value whichever is less.

Repayment: Up to 60 months. EMI is also acceptable.

Canmobile - Vehicle Loan

Purpose: For buying new or used four wheeler / new two Wheeler. Eligibility: Salaried persons, professionals and business people, with qualifying income and required repayment capacity. Reputed firms and corporates are also eligible. Loan amount up to 90% of the invoice value. There is no ceiling on maximum loan amount. Loan also available for used cars, Up to 75% of the value. Repayment: In convenient Equated Monthly Instalments up to 72 months in case of four wheelers.48 months in case of two Wheeler.

Canbudget:
A simple Personal Loan Scheme exclusively for the benefit of employees of Corporates, PSUs, Government Departments, Institutions, etc., Purpose: To meet genuine personal needs. Eligibility: Confirmed employees of reputed PSUs and Joint Stock Companies ,Confirmed Central / State Government officials, Lecturers / Asst. Professors / Professors of Colleges / Research Institutions and Universities ,Employees salary account has to be maintained with Canara bank branch Net take home salary - 40% of the gross salary. Selectively up to 25% of gross salary is also permitted. Quantum: Six months' gross salary or Rs.1 lac whichever is less. Repayment: In convenient Equated Monthly Instalments up to 60 months. Security Normally, Co-obligation is required for loans above Rs.50,000/-

Teachers Loan:

BABASAB PATIL

16

Purpose: To meet any genuine personal needs Eligibility: All confirmed teaching / non-teaching staff working in a school / college - drawing salary through Canara bank branches Quantum: 6 months' net salary or Rs.1, 00,000/- whichever is less. Repayment: Up to 36 months. EMIs also possible. Security : A life insurance policy or a suitable co-obligation

Commercial Banking Loans:

Working Capital Finance - Cash Credit Bill Discounting Term Loans Export Finance Non Fund Based Limits Letters of Credit Bank Guarantee

Other Commercial Loans Loans to SSIs Loans to Traders Agriculture Loans

Other priority Sector loans

Agriculture & Rural Credit - Kisan Credit - Loans for setting up Agri Clinic - Minor Irrigation Loans - Farm Machinery Loans - Farm Development Loans

BABASAB PATIL

17

- Vehicle Loan for Agriculturists - Loan for Plantation Crops - Loan for Marine Fisheries - Loan for Inland Fisheries - Loan for Sericulture - Loan for Purchasing Agricultural Land - Loan for Poultry - Export Credit for Agro Products -Other Agricultural Schemes Vidyasagar (Educational Loan) Housing Loan Other Priority Sector Loans Government Sponsored Schemes Lead Bank Activities Agricultural Consultancy Services

General Facilities
Safe custody Services Safe custody Lockers Nomination Facility

Deposits Fixed Deposit:

It is safe, liquid and fetches high returns. Minimum Rs. 1000/-, Maximum - No ceiling. Period of Deposit - 15 days to 120 months.

BABASAB PATIL

18

Interest Payment - Monthly, Quarterly, Half-yearly or Annual intervals at depositor's choice. Facility of part withdrawal of deposits in units of Rs.1000/- keeping the rest of the deposit to earn contracted rate of interest. Closure before maturity permissible.

RECURRING DEPOSITS:
Enables to build up a sizeable capital in a regular and systematic way. Amount of Deposit As low as Rs.50/- per month(in multiples of Rs.50/-) No ceiling on maximum amount Closure before maturity Loan against deposit permissible Interest compounded every quarter

CANBANK AUTO RENEWAL DEPOSITCARD:

Self-propelled phenomenon that rotates deposits to fetch higher returns. Period of deposit: 15 days to 46 days. Auto renewal: CARD has built-in features for automatic renewal of the deposit, with or without interest accrued. Loans against deposits permissible. Closure before maturity permissible.

CANFLEXI DEPOSITS

A combination of Savings Account and Fixed Deposit, CANFLEXI enables to earn maximum interest. Automatic transfer of funds beyond Rs.15, 000/- from Savings

BABASAB PATIL

19

Bank account to an automatically created Fixed Deposit in multiples of Rs. 1000/-, earning more interest.

Savings bank account continues to serve as before. If cheque amount exceeds the available balance in Savings Account balance, Canflexi transfers funds from fixed deposit account, to ensure that cheque is honored.

Such transfers are effected automatically in multiplies of Rs.1000/- allowing the remaining portion of the Fixed Deposit to earn contracted rate of interest.

ASHRAYA DEPOSITS (For senior citizens)

Individuals, who have completed the age of 60 years and above, are eligible. Accounts can be opened jointly with other Senior Citizens or with other persons below the age of 60 subject to the condition that the Senior Citizen is No.1 depositor... Period of Deposit - 15 days to 120 months. Age proof certificate to be produced. Loans against deposits permitted

SWOT ANALYSIS Strengths:

Canara Bank is a premier leading public sector bank enriched with banking discipline, founder principles, and steady growth. The organizational study shows a significant improvement in Net profits year after year. For the year March 2004 the bank clocked highest net profit of Rs1338 Crore among nationalized banks. It has registered a net profit

BABASAB PATIL

20

of Rs1110 crore for the year March 2005.There assets are qualified workforce and brand name in India. Major income is Interest on advances. It is in the business for 100 years, which celebrated its centenary year this year. It has a separate Planning and development wing. The present stature of the bank is due to strong fundamentals and quality customer orientation. Profit making since its inception the bank today epitomizes a perfect blend of commercial and social banking.

Weaknesses
Structural Barriers delay in decision making due to a tall hierarchy.

Opportunities:
Economic scenario is favorable to banking sector as compared to other industries. As for as the bank is concerned it has many opportunities

More Rural Branches: It can concentrate into more rural areas. Technological Breakthrough: Credit/Debit Card, Electronic Fund transfer and mobile Banking. It can ring customers into these services. Foreign Accounts (Deposits)

Threats:
Liberalization policy of the government is an alarm for public as well as private sector banks. With the hike in FDI in Banking foreign banks have good opportunities. These foreign banks take away the customers of Public sector banks. The bank continues to face competition from private banks like ICICI, HDFC, and UTI etc It should prepare itself for major threats like mergers in the banking; increasing NPAs, New technology, Electronic cash transfer, and internets banking that are predominant today.

BABASAB PATIL

21

DETAILS OF SECTIONS/DIVISIONS/DEPARTMENTS COMING UNDER EACH FUNCTIONAL WING OF HEAD OFFICE

PERSONNEL WING: 1. Personnel Management Section 2. Industrial Relations Section 3. Human Resources and Organization Development Section 4. Head Office Staff Administration Section 5. House Magazine and Library Section 6. Official Language Section 7. Staff Training College 8. Recruitment Cell 9. SC/ST Cell PLANNING AND DEVELOPMENT WING: 1. 2. 3. 4. 5. Development Section Economic Research Section Management Information and Planning Section Customer Service Section Publicity and Public Relations Section

BABASAB PATIL

22

6. 7. 8.

Corporate Merchant Banking Division Marketing, Research & Product Development Section Corporate Cash Management Services

CORPORATE CREDIT WING: 1. General Credit Sanctions-I Section 2. General Credit Sanctions-II Section 3. Export Import Credit and Development Section 4. Project Finance Department RECOVERY WING: 1. 2. 3. 4. Recoveries Section NPA Management Section Legal Section Sick Industries and Rehabilitation Section

RISK MANAGEMENT WING: 1. Credit Policy Section 2. Industrial Advisory Division 3. Risk Management Section

BABASAB PATIL

23

4. Credit Monitoring and Statistics Section 5. Credit Review Section I & II FINANCIAL AND GENERAL ADMINISTRATION WING: a) 1. 2. 3. 4. 5. 6. 7. 8. 9. . b) 1. 2. 3. 4. 5. Accounts and Taxation Department Balance Sheet and Central Accounts Section Staff Provident Fund Staff Welfare Fund Pension Fund Government Accounts Section General Administration Department Furniture and Bills Section Premises, Policy and Administration Section Technical Cell Records and Tappal Section Premises and Estate Section Printing Section Stationery Section Central Security Cell Estate Policy and Control Section

BABASAB PATIL

24

6. 7. 8. 9.

Executor, Trustee and Taxation Section IBA Rconciliation Section DD Rconciliation Section ATM and Debit Card Reconciliation Section

PRIORITY CREDIT WING: 1. Priority Credit Section 2. Agricultural Consultancy Services 3. Small Scale Industries Division 4. Regional Rural Banks Division 5. Rural Development Section 6. Social Banking Cell

INSPECTION WING: 1. 2. 3. 4. 5. Planning Section Follow Up Section Review and Reporting Section Information Systems Audit Section Vigilance Department

BABASAB PATIL

25

6. 7.

Staff Administration Section Organization and Methods Section

DEPARTMENT OF INFORMATION TECHNOLOGY - WING: 1. Department of Information Technology

TREASURY AND INTERNATIONAL OPERATIONS WING: 1. 2. Treasury and Investment Division Overseas Banking Division

RETAIL BANKING AND SUBSIDIARIES WING: a) b) 1. 2. 3. Cancard Division Retail Banking Division Retail Banking Division Bancaassurance Section Cross Selling of Mutual Fund Products Section

BABASAB PATIL

26

c)

Subsidiaries Division

1. Subsidiaries Section Names of Subsidiaries and Associates a) b) c) d) e) f) g) h) Canbank Mutual Fund Limited Canbank Factors Limited Canfin Homes Limited Canbank Investment Management Services Limited Canbank Computer Services Limited Canbank Venture Capital Fund Limited Gilt Securities Trading Corporation Limited Canbank Financial Services Limited

BABASAB PATIL

27

HRD Practices
From a small town bank, started way back in 1906, today the bank has grown to become a frontline banking institution of India with sound foundations. As on 31.03.2005 the bank has manpower strength of 47389. The bank has committed and efficient workforce which includes Specialist Officers, Sports Personalities and Artists. The bank has been fore runner in establishing its own training system way back in 1950. The bank has 13 regional training centers and 1 apex level training college in Bangalore which takes care of knowledge, skill, and attitudinal development of the employees. The bank also sponsors individuals to external training programs both within and outside the country.

HRD Concepts/Systems Practiced in the Bank

A number of HRD initiatives are in practice in the Bank. More emphasis is given for four HRD initiatives viz Quality Circle, Study Circle, Brain Storming Sessions and Staff Meetings.

Quality Circles Quality Circle is a time tested tool of Total Quality Management (TQM) which promotes team spirit, cohesive quality work culture, commitment and involvement of employees.

The bank has 1000 active Quality Circles which took up projects on varied subjects, many of which were on areas of corporate concern. Every year Circle level and Apex level Quality Circle Contests are conducted. 23 teams participated in the Apex level contest for the year 2004-05. Besides this Bank's teams are also participating in Chapter level, National level and International level contests. This year two of the Quality Circle teams were sent for the International Convention on Quality Circles at Bangkok and 11 Quality Circle teams participated in National level Quality Circle Contest held at Mumbai.

Study Circle

BABASAB PATIL

28

Concept of Study Circle aims at self development of employees by encouraging the desire to acquire/update knowledge, information and experience. Inside / Outside guest lecturers specialized in different topics of common mans use are invited to share their experience. Study circle meets are conducted once in two months in administrative offices and once in a quarter in the branches.

Brain Storming Sessions This is a technique for generating ideas and suggestions on topics of relevance and also to provide alternate solutions to problems by simulative thinking and imaginative power of cross section of employees.

Corporate Topics are selected for each quarter and BSS are conducted in administrative offices / branches on the topic during every quarter. During the year 2004-05, 3225 Brain storming sessions were held in the bank.

Staff Meetings

Staff Meeting aims at group synergy, team building, open culture, family feeling and talent recognition which individually and cumulatively benefit the organization. Goals / targets set for the unit / bank is discussed in the monthly Staff Meetings conducted at all branches / units and action plan is drawn in achieving the goals set. Every year all the branches/offices and units under administrative offices conduct staff meetings each month.

ISO CERTIFICATION

In the Indian Banking Sector, Canara Bank was the first bank to get ISO certification for Total Branch Banking for its Seshadripuram Branch, Bangalore in 1996

presently the bank is having 770 branches and 12 administrative units with ISO certification

IN - HOUSE PUBLICATIONS / JOURNAL

BABASAB PATIL

29

Bank's prestigious bi-monthly-bi-lingual house journal Shreyas has won as many as 25 national awards so far, which includes prestigious awards like Media India Award for the best house journal in India and awards instituted by Reserve Bank of India for house journals, public relations society of India, Bangalore Chapter.

In 2004-05, shreyas has won two National Awards 'A Certificate of Merit' in the bilingual magazines category from 'Association of Business Communication of India' & an award for 'Best Print Quality' from Mayaram Surjan Foundation, Raipur

Awards:
Best Bank (Runner up)- Public sector 2003-04 Award By Annual Outlook First Bank to get an award instituted by The Ministry of SSI as National for its excellence under SSI for

Money Awards Award to Banks for Excellence in SSI Lending the year 2002-03. Corporate Social Responsibility Citizen II Award for 2003 instituted by The bank is positioned 1271 in the Forbes magazine list of 2000 firms FICCI for excellence in various social fields worldwide, making it one among the 27 Indian companies to feature in the list.

GRIEVANCE REDRESSAL MACHINERY

For attending to customers grievances, the bank has an independent Customer Service Section at apex level i.e. at Head Office, Bangalore and Customer Service Section headed by Divisional Managers at all 13 Circle Offices who have been exclusively designated to monitor customer service at branches coming under the respective circles and also to attend to customer grievances till redressal.

BABASAB PATIL

30

Customer Meet is conducted by the Bank on 15th of every month (next working day, if it happens to be Saturday or Holiday) at Head Office/Circle Office/Regional Offices/Branches to receive customer complaints /suggestions for improvement. 24 Hour telecontact service facility is available in the Bank to facilitate customers to register their grievances and seek redressal in quickest possible time.

Definition of Training:
It is any attempt to improve current performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge.

Objectives of Training:
General objectives of any Training program are:

BABASAB PATIL

31

1. To impart the basic knowledge and skill to the new entrants and enable them to perform their jobs well. 2. To equip the employee to meet the changing requirements of the job and the organization. 3. To teach the employee the new techniques and ways of performing the job or operation. 4. To prepare employees for higher level tasks.

Importance of Training:
Training benefits both the employees and employers. It makes the employee more productive and more useful to an organization. a. Training enables the employee to develop and rise within the organization b. Training makes the employee more loyal to an organization. c. Training makes an employee to work more efficiently. d. Training enables to secure promotions easily. e. Training reduces wastages as the employees use the tools properly.

Areas of training:
1. Knowledge: Awareness of the rules & regulations and policies of the company. 2. Social Skills: Teaching the employee how to be a team member and get ahead. 3. Technical Skills: Teaching the employee regarding the technical aspects of his job. 4. Decision making and Problem solving Skills: Emphasis on methods and techniques for making organizational decisions and solving work related problems.

Evaluation of Training:

BABASAB PATIL

32

Definition: Any attempt to obtain information on the effects of training on performance

and to assess the value of training in the light of that information.

Objectives of Training Evaluation:

1. To check the effectiveness of training to improve performance of employees on the jobs. 2. To ascertain how far the training is useful to improve career prospects of individual employees in the organization. 3. To identify the deficiencies of the training for the purpose it is intended in order to incorporate additions to the training program. 4. To identify unnecessary aspects in the training program for the purpose of deleting such things from the training program.

Principles of Evaluation:
1. Evaluation must be continuous. 2. Evaluation must be specific. 3. Evaluation must be based on objective method and standards. 4. Evaluation specialist must be clear about the goods and purpose of evaluation.

Techniques of Evaluation:
1. Questionnaires 2. Tests 3. Interviews 4. Cost benefit analysis 5. Feed back

BABASAB PATIL

33

Evaluation methods:
1. Test-retest method: Participants are given a test before they begin the program. After the program is completed the participants retake the test. This test may not be valid but more importantly, Increase in test scores may be due to causes other than the training program. 2. Pre-post performance method: In this method each participant is evaluated prior to training and rated on actual job performance.After instruction (program) is completed the participant is reevaluated. It deals directly with job behavior. 3. Experimental Control group method: Two groups are established i.e. experimental & Control group, comparable as to skills, intelligence and learning abilities and evaluated on actual job performance. Members of control group work on the job but do not undergo training. Experimental group is given the training. At the conclusion of the training the two groups are reevaluated. 4. Four factor comparison method (Kirkpatrick model): This method is proposed by Kirkpatrick& others. According to this method evaluation of following 4 factors are essential to determine the effectiveness of training program. These are 1) Reaction: Employees reaction to the training program by itself is a good indicator. This is subjective evaluation. However it reveals the attitude of the trainees to the training program. Reaction is obtained by opinion surveys and taking majority views. 2) Learning: In this case an attempt is made to assess whether the trainees have learned the skills and knowledge intended to be imparted through the training program. 3) Behavior: here the trainees behavioral pattern is examined carefully after his training program for the purpose of evaluating whether there are changes in his behavior in the job compared to the period before the training program was imparted. 4) Result: This is a method of evaluating quantifiable indices or attributes of performance which can be directly related as a result of training. For example

BABASAB PATIL

34

Productivity, reduction in rejection rates of finished goods, incidents of accidents, absenteeism, conflicts, etc.

Statement of the problem: Organizational study accompanied by a survey on training effectiveness at Canara Bank Bangalore. Objectives of the study: To find out the effectiveness of training at Canara Bank and to get employees opinion on the same. Scope of the study: The study is restricted to Canara Bank. It was conducted in Bangalore (Head office) Type of Research: Exploratory Sources of Data Collection: The required data will be collected through both Primary and Secondary source. The primary data is collected through structured questionnaire & the secondary data will be collected through journals, websites and text books.

BABASAB PATIL

35

Sampling Technique: The sampling technique used was non-probabilistic sampling under which convenient sampling method was used. Sample Size: A sample of 25 people has been selected for the study. Sample Description: The sample includes senior managers, managers and officers. Instrumentation Technique: structured questionnaire was used for data collection. The questionnaire was distributed among the employees to get their responses. The data collected was analyzed and interpreted. Plan of analysis: The collected data was checked, classified and tabulated. Charts were drawn to represent the data wherever it was required.

Limitations of the study: 1. Due to organizational restrictions the sample was restricted to 25. More samples would have provided better results. 2. The study is restricted to Canara Bank only it has no universal application. 3. Personal details were not given by some employees during the survey.

BABASAB PATIL

36

1. How many years of service have you completed in Canara Bank? Years No of people 0-5 years 3 5-10 years 1 10-15 years 2 15-20 years 3 20-25 years 10 Above 25 6 years Table 1 Years of service at Canara Bank

Years Of Service At Canara Bank

12% 4% 8% 12% 40% 0-5 years 5-10 years 10-15 years 15-20 years 20-25 years Above 25 years

24%

Chart 1: Years of service at Canara Bank The above pie chart shows that: 12% of the respondents have 0 - 5 years experience. 4% of the respondents have 5-10 years experience. 8% of the respondents have 10-15 years experience. 12% of the respondents have 15-20 years experience.

BABASAB PATIL

37

40% of the respondents have 20-25years experience. 24% of the respondents have above 25years experience. 2. Have you attended any Training program earlier? Table2 Training Program Attendance Yes No 25 --

No 0%

Yes No

Yes 100%

Chart 2: Training Program Attendance

The above pie chart shows that all the respondents (100%) have attended training programs earlier.

BABASAB PATIL

38

3. Do you think the Training Program met your needs & expectations? Table3 Satisfaction of needs and expectations by Training program Yes No 18 7

No 28%
Yes No

Yes 72%
Chart 3: Satisfaction of needs and expectations by Training program The above pie chart shows that 72% of the respondents are of the opinion that the Training program met their needs and expectations. 28% of the respondents are of the opinion that the Training program did not meet their needs and expectations.

BABASAB PATIL

39

4. Whether adequate training facilities were provided? Table 4 Training Facilities Yes No 21 4

No 16%

Yes No

Yes 84%

Chart 4: Training Facilities The above pie chart shows that: 84% of the respondents feel that adequate training facilities were provided. 16% of the respondents feel that adequate training facilities were not provided.

BABASAB PATIL

40

5. Was the content of the program (course) logically organized?

Table 5 Logical Course Content Yes No 20 05

No 20%

Yes No

Yes 80%
Chart 5: Logical Course Content The above pie chart shows that: 80% of the respondents are of the opinion that content of the training program was logically organized. 20% of the respondents are of the opinion that content of the training program was not logically organized

BABASAB PATIL

41

6. Whether you exchange the knowledge gained at the training center with your colleagues at your workplace? Table 6: Information Exchange at the workplace Yes No 23 2

No 8%

Yes No

Yes 92%

Chart 6: Information Exchange at the workplace The above pie chart shows that: 92% of the respondents exchange the knowledge gained at the training center with colleagues at their workplace. 8% of the respondents dont exchange the knowledge gained at the training center with colleagues at their workplace.

BABASAB PATIL

42

7. The batch size of the program was

Table 7: Batch Size of the Training Program Just Right Too Few Too Many 20 2 3

Too Many 12% Too Few 8%

Just Right Too Few Too Many

Just Right 80%

Chart 7: Batch Size of the Training Program The above pie chart shows that: 80% of the respondents are of the opinion that batch size of the training program was just right. 8% of the respondents are of the opinion that batch size of the training program was too few. 12% of the respondents are of the opinion that batch size of the training program was too many.

BABASAB PATIL

43

8. Quality of the training program was Table 8: Quality of the training program Excellent Good Average 5 15 5

Average 20%

Excellent 20%

Excellent Good Average

Good 60%
Chart 8: Quality of the training program The above pie chart shows that: 20% of the respondents are of the opinion that quality of the training program was Excellent. 60% of the respondents are of the opinion that quality of the training program was good. 20% of the respondents are of the opinion that quality of the training program was Average.

9. In what way the training program was useful?

BABASAB PATIL

44

Table 9: Usefulness of the Training Program

Improvement in Skills Enhanced knowledge Self Development Attitudinal Changes

6 14 3 2

8% 12% 24%
Improvement in Skills Enhanced knowledge Self Development Attitudinal Changes

56%
Chart 9: Usefulness of the Training Program The above pie chart shows that 24% of the respondents are of the opinion that the training program brought improvement in skills. 56% of the respondents are of the opinion that the training program enhanced knowledge. 12% of the respondents are of the opinion that the training program was useful in self development.

BABASAB PATIL

45

8% of the respondents are of the opinion that the training program brought attitudinal changes.

10. Whether the course material provided during the training was useful? Table 10: Usefulness of the Course material Yes No 23 2

No 8%

Yes No

Yes 92%

Chart 10: Usefulness of the Course material The above pie chart shows that 92% of the respondents feel that the course material provided during the training was useful. 8% of the respondents feel that the course material provided during the training was not useful.

BABASAB PATIL

46

11. Do you feel that you will be able to handle your job better after attending the training program? Table 11: Effect of training on the job Yes No 22 3

No 12%

Yes No

Yes 88% Chart 11: Effect of training on the job The above pie chart shows that: 88% of the respondents feel that the training program helps to do their job better. 12% of the respondents disagree with it.

BABASAB PATIL

47

Excellent Good Satisfactory Below Average impression to the training program?

3 12 10 00

12. What was your overall

Table 12: Overall impression to the training program

0%

12%

40%

Excellent Good Satisfactory Below Average 48%

Chart 12: Overall impression to the training program The above pie chart shows that: 12% of the respondents feel that overall the training program was excellent. 48% of the respondents feel that overall the training program was good. 40% of the respondents feel that overall the training program was satisfactory.

BABASAB PATIL

48

13. To what extent the Knowledge gained at the training centre is useful in your day to day functioning?

Table 13: Usage of knowledge gained at the Training Center in day to day functioning To a great extent To some extent Discourage 6 19 --

0% 24%
To a great extent To some extent Discourage

76%

Chart 13: Usage of knowledge gained at the Training Center in day to day functioning The above pie chart shows that: 24% of the respondents are of the opinion that the knowledge gained at the training centre is useful to a great extent in day to day functioning.

BABASAB PATIL

49

76% of the respondents are of the opinion that the knowledge gained at the training centre is useful to some extent in day to day functioning.

Summary of Findings:
1) The respondents are well qualified ranging from graduates to post graduates. 2) The designation of the respondents range from Officers to senior managers. 3) All the respondents (100%) have attended training programs earlier. 4) Maximum number of respondents i.e.72% of them felt that the training program met their needs and expectations. 5) 84% of the respondents have stated that adequate training facilities were provided. 6) 80% of the respondents felt that the content of the training program was logically organized. 7) 92% of the respondents exchange the knowledge gained at the training center with colleagues at their workplace. 8) 80% of the respondents felt that the batch size of the training program was just right. 9) 60% of the respondents felt that the quality of the training program was good. 10) 56% of the respondents have stated that the training program enhanced their knowledge. 11) 92% of the respondents felt that the material provided during the training program was useful. 12) 88% of the respondents are able to do their job better after attending the training program. 13) The overall reaction to the training program was good which forms 48%. 14) Most of the respondents i.e. 76% have stated that knowledge gained at the training centre is useful to some extent in day to day functioning.

BABASAB PATIL

50

Suggestions: Product awareness programs, marketing oriented programs must be introduced. More on the job support should be provided. Training programs should be well defined and well planned. The Training programs contents should be designed keeping in view the jobs assigned or to be assigned. Latest developments in the field are to be dealt along with the training program Need based training programs should be conducted. Identification of the trainees should be properly done.

BABASAB PATIL

51

Conclusion:
By the study conducted on training effectiveness at Canara Bank we can conclude that in all respects the training programs were successful and for majority of the respondents the training program met their needs and exoectations.However it was found that there should be more on the job support to encourage employees to practice what they learnt. It was glad to know that majority of the respondents rated the quality of the training program as good. Overall the training program was good according to the respondents. This shows the success of the training programs conducted earlier. The open work culture, commitment and the co-operation among the employees remarkable adaptability to changing banking environment have enabled Canara Bank to be a Frontline banking institution of global standards

Recommendations:

BABASAB PATIL

52

1) Retraining in certain areas is necessary as it improves the efficiency of the employees. 2) Training programs to take into account the growing status of Bangalore as software and bio-tech hub, with more and more foreigners seeking to settle their bases who can be the customers for the bank. 3) The bank reflects the philosophy of its founders, training programs (such as workshops, seminars for the general public) would help to attract more youngsters to Canara bank into its fold.

My Learning:
The study was helpful in the following respects; To understand how exactly an organization works. To know how important is Training and how it increases productivity of employees. To interact with people and get their views on organizational issues. Importance of Human Resource in an organization. To understand the need for Training evaluation.

BABASAB PATIL

53

Questionnaire
Name: Gender: Qualification: Age: Designation: Department

1) How many years of service have you completed in Canara Bank? __________ 2) Have you attended any Training program earlier? Yes No 3) Do you think the Training Program met your needs & expectations? Yes No 4) Whether adequate training facilities were provided? Yes Yes No No 5) Was the content of the program (course) logically organized? 6) Whether you exchange the knowledge gained at the training center with your colleagues at your workplace? Yes Just Right Excellent a) Improvement in Skills. c) Self Development Yes training program? Yes Excellent No Good Satisfactory Below average 12) What was your overall impression to the training program? No No Too few Good Too many Average b) Enhanced Knowledge. d) Attitudinal Changes. 7) Do you think the batch size of the program was 8) Quality of the training program was 9) In what way the training program was useful?(Tick your choice)

10) Whether the course material provided during the training was useful? 11) Do you feel that you will be able to handle your job better after attending the

13) To what extent the Knowledge gained at the training centre is useful in your day to day functioning? To a great extent No encouragement 14) Would you recommend any changes in the training programs? Please Specify ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________ To some extent

---------Thank you---------

BALANCE SHEET AS AT 31ST MARCH 2005

As at 31.03.2005 (Rs. '000) 410,00,00 5698,95,72 114,16,42 7173,63,33 As at 31.03.2004 (Rs. '000) 410,00,00 4841,64,30 754,89,70 6971,38,58

Schedule I CAPITAL AND LIABILITIES CAPITAL RESERVES AND SURPLUS DEPOSITS BORROWINGS OTHER LIABILITIES AND PROVISIONS TOTAL II II ASSETS CASH & BALANCES WITH RESERVE BANK OF INDIA BALANCES WITH BANKS AND MONEY AT CALL AND SHORT NOTICE INVESTMENTS ADVANCES FIXED ASSETS OTHER ASSETS TOTAL II IV CONTINGENT LIABILITIES BILLS FOR COLLECTION 12 7 4 6 7 8 9 10 11 1 2 3 4 5 3

96908,41,86 86344,55,65

110305,17,33 99322,48,23 . 4984,38,32 3684,34,91 . 6890,93,76 5136,07,51

38053,88,36 35792,98,94 60421,40,39 48438,62,78 672,81,43 2488,33,92 680,19,55 2383,65,69

110305,17,33 99322,48,23 59443,17,35 52440,24,95 3957,95,79 3705,79,86

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31ST MARCH 2005
Schedule I INCOME INTEREST EARNED OTHER INCOME TOTAL II EXPENDITURE INTEREST EXPENDED OPERATING EXPENSES PROVISIONS AND CONTINGENCIES TOTAL III NET PROFIT FOR THE YEAR IV APPROPRIATIONS TRANSFERS TO STATUTORY RESERVE CAPITAL RESERVE INVESTMENT FLUCTUATION RESERVE REVENUE RESERVES INTERIM DIVIDEND PROPOSED DIVIDEND DIVIDEND TAX TOTAL EARNINGS PER SHARE 6 7 8 9 10 11 11 11 11 13 14 3 4 15 16 5 7571,96,88 1543,82,73 9115,79,61 . 4421,49,93 2108,97,16 1475,82,07 8006,29,16 1109,50,45 . . 280,00,00 202,70,31 230,00,00 140,65,52 102,50,00 123,00,00 30,64,62 1109,50,45 27.06 7063,35,07 2016,48,32 9079,83,39 . 4324,56,55 1896,54,91 1520,71,37 7741,82,83 1338,00,56 . . 335,00,00 100,35,35 510,00,00 161,39,16 102,50,00 102,50,00 26,26,05 1338,00,56 32.63 For the Year ended For the Year ended 31.03.2005 31.03.2004 (Rs. '000) (Rs. '000)

Bibliography
Books Human Resource Mangement, V.S.P.Rao, Excel Books 2002 Edition Human Resource Management, K.Ashwatappa, 3/e Tata McGraw-Hill Publishing

Websites http://www.Canbankindia.com/ http://www.indiainfoline.com/ http://www.Rbi.org.in/ Database Capitaline plus Capital Market