Annual Report 2017-18
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State Bank of Travancore
State Bank of Travancore Instruments Amount Rating Action (Rs. Crore)1 (October 2016) Lower Tier-II Bond Programme 250.00 [ICRA]AAA (stable); reaffirmed Lower Tier-II Bond Programme 375.00 [ICRA]AAA (stable); withdrawn Tier-II Bonds Programme-Basel III 691.00 [ICRA]AAA (hyb) (stable); withdrawn ICRA has reaffirmed the [ICRA]AAA (pronounced ICRA triple A) rating with stable outlook for the Rs. 250.00 crore lower tier-II bond programme of State Bank of Travancore (SBT). ICRA has withdrawn the [ICRA]AAA rating assigned to the bank’s Rs. 375.00 crore lower tier-II bond programme as requested by the bank, as the rated instrument has been fully redeemed and there is no amount outstanding. ICRA has also withdrawn the [ICRA]AAA (hyb) (pronounced ICRA triple A hybrid) rating assigned to the bank’s Rs. 691.00 crore Basel III compliant tier-II bonds, as no funds were raised against this rated instrument and there is no amount outstanding. The letters “hyb” in parenthesis suffixed to a rating symbol stand for “hybrid”, indicating that the rated instrument is a hybrid subordinated instrument with equity-like loss-absorption features; such features may translate into higher levels of rating transition and loss-severity vis-à-vis conventional debt instruments. The highest credit quality rating for SBT factors in its strong parentage (79% stake held by State Bank of India (SBI); rated [ICRA]AAA(stable)/[ICRA]A1+), the operational and management synergies with its parent and its well-established franchise in its area of operations (primarily Kerala) supported by the State Bank brand. -
India Capital Markets Experience
Dorsey’s Indian Capital Markets Capabilities March 2020 OVERVIEW Dorsey’s capital markets team has the practical wisdom and depth of experience necessary to help you succeed, even in the most challenging markets. Founded in 1912, Dorsey is an international firm with over 600 lawyers in 19 offices worldwide. Our involvement in Asia began in 1995. We now cover Asia from our offices in Hong Kong, Shanghai and Beijing. We collaborate across practice areas and across our international and U.S. offices to assemble the best team for our clients. Dorsey offers a full service capital markets practice in key domestic and international financial centers. Companies turn to Dorsey for all types of equity offerings, including IPOs, secondary offerings (including QIPs and OFSs) and debt offerings, including investment grade, high-yield and MTN programs. Our capital markets clients globally range from emerging companies, Fortune 500 seasoned issuers, and venture capital and private equity sponsors to the underwriting and advisory teams of investment banks. India has emerged as one of Dorsey’s most important international practice areas and we view India as a significant market for our clients, both in and outside of India. Dorsey has become a key player in the Indian market, working with major global and local investment banks and Indian companies on a range of international securities offerings. Dorsey is recognized for having a market-leading India capital markets practice, as well as ample international M&A and capital markets experience in the United States, Asia and Europe. Dorsey’s experience in Indian capital markets is deep and spans more than 15 years. -
Annual Report 19-20 Breakthrough Growth
Effective leadership begins with a strong intention - to get things done 302 It all starts with Breakthrough Leadership Being part of the solution, not part of the problem, characterizes solution-driven leadership. For success, solution-driven leaders focus on the goals, not obstacles. They resist problem-oriented thinking. These leaders look to their team for answers. They have little time for excuses. Passion, innovation and determination guide their temperament while in the quest for desired results. They believe in a collaborative approach to find the way forward, which means teamwork, brainstorming, collective strategizing and thinking ‘why not’ to overcome the odds. In doing so, they achieve breakthrough growth. At SBICAP, our proven track record of delivering value to our clients with innovative ideas backed by unparalleled execution even during challenging times - is the result of our solution-driven leadership that inspires creativity and a ‘never give up’ attitude. That we are recognized for our astute professionalism while offering diversified financial advisory and investment banking services reaffirms our leadership position that breeds an open-minded approach to divergent thinking, new possibilities and new solutions. Our financial performance for FY 2019-20 is a reflection of this solution-driven leadership that has helped us to sustain our competitive edge, remain resilient and be responsive to change, thereby, delivering breakthrough growth. ANNUAL REPORT 2019 - 2020 1 VISION To be the best India based Investment Bank. -
Directors' Report
Directors’ Report I. ECONOMIC BACKDROP AND BANKING ENVIRONMENT GLOBAL ECONOMIC The global trade slowed down to 2.2% in 2016 As a result of very good rainfall during owing to sluggish investment and inventory monsoon 2016 and various policy initiatives SCENARIO adjustment. However, it is likely to benefit taken by the Government, the country has from expected increase in global demand, Global growth remained stagnant at 3.1%. witnessed record foodgrain production in albeit increasing protectionist policies remain On the global level, while the advanced FY2017. As per Third Advance Estimates for a matter of concern. The overall world GDP is economies’ performance eased modestly in FY2017, total foodgrain production in the expected to grow by 3.5% in 2017. However, 2016 when compared to 2015, the emerging country is estimated at 273.38 million tonnes, deepening geo-political tensions in the market and developing economies performed which is higher by 8.34 million tonnes than Middle East and North Africa region, faster somewhat better. The US experienced a the previous record foodgrain production than expected Fed rate hike and increase lower GDP growth since 2011, thereby, of 265.04 million tonnes achieved during in protectionism policies by the advanced acting as a drag on the overall advanced FY2014 and significantly higher by 21.81 economies are the key risks that can put economies’ growth. UK slowed down against million tonnes than the last year’s foodgrain downward pressure on global economic the backdrop of weaker net exports. Euro production. activity. Area as a whole, however, registered a tad higher growth in 2016 when compared to Both Wholesale Price Index (WPI) and Another aspect that influences global growth 2015. -
State Bank of India
State Bank of India State Bank of India Type Public Traded as NSE: SBIN BSE: 500112 LSE: SBID BSE SENSEX Constituent Industry Banking, financial services Founded 1 July 1955 Headquarters Mumbai, Maharashtra, India Area served Worldwide Key people Pratip Chaudhuri (Chairman) Products Credit cards, consumer banking, corporate banking,finance and insurance,investment banking, mortgage loans, private banking, wealth management Revenue US$ 36.950 billion (2011) Profit US$ 3.202 billion (2011) Total assets US$ 359.237 billion (2011 Total equity US$ 20.854 billion (2011) Owner(s) Government of India Employees 292,215 (2012)[1] Website www.sbi.co.in State Bank of India (SBI) is a multinational banking and financial services company based in India. It is a government-owned corporation with its headquarters in Mumbai, Maharashtra. As of December 2012, it had assets of US$501 billion and 15,003 branches, including 157 foreign offices, making it the largest banking and financial services company in India by assets.[2] The bank traces its ancestry to British India, through the Imperial Bank of India, to the founding in 1806 of the Bank of Calcutta, making it the oldest commercial bank in the Indian Subcontinent. Bank of Madras merged into the other two presidency banks—Bank of Calcutta and Bank of Bombay—to form the Imperial Bank of India, which in turn became the State Bank of India. Government of Indianationalised the Imperial Bank of India in 1955, with Reserve Bank of India taking a 60% stake, and renamed it the State Bank of India. In 2008, the government took over the stake held by the Reserve Bank of India. -
Resolution Plan Section 1: Public Section December 31, 2015
STATE BANK OF INDIA Resolution Plan Section 1: Public Section December 31, 2015 TABLE OF CONTENTS Section 1: Public Section Introduction Overview of the Bank I. Summary of the Resolution Plan A. Overview of the U.S. Resolution Plan B. Names of Material Entities C. Description of Core Business Lines D. Summary of Financial Information Regarding Assets, Liabilities, Capital and Major Funding Sources E. Description of Derivative and Hedging Activities F. Memberships in Material Payment, Clearing, and Settlement systems G. Description of Non-U.S. Operations H. Material Supervisory Authorities I. Principal Officers J. Resolution Planning Corporate Governance Structure and Processes K. Material Management Information Systems L. High-Level Description of Resolution Strategy Section 1: Public Section Introduction State Bank of India (the “Bank”) is a foreign banking organization duly organized and existing under the laws of India. In the United States, the Bank maintains (a) a New York state-licensed, insured branch (the “New York Branch”), (b) an Illinois state- licensed, insured branch (the “Chicago Branch,” and together with the New York Branch, the “Branches”), (c) a California state-licensed agency (the “Los Angeles Agency”), (d) a representative office in Washington, D.C. licensed by the Federal Reserve (the “Washington D.C. Representative Office”), and (e) a wholly-owned bank subsidiary that is chartered in California, State Bank of India (California) Ltd. (“SBIC”). The Bank has developed a U.S. resolution plan (“U.S. Resolution Plan”) -
Introduction Banking in India
Introduction Banking in India Banking in India originated in the last decades of the 18th century. The first banks were The General Bank of India which started in 1786, and the Bank of Hindustan, both of which are now defunct. The oldest bank in existence in India is the State Bank of India, which originated in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of which were established under charters from the British East India Company. For many years the Presidency banks acted as quasi-central banks, as did their successors. The three banks merged in 1921 to form the Imperial Bank of India, which, upon India’s Independence became the State Bank of India. Origin of Banking in India Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and still functioning today, is the oldest Joint Stock bank in India. (Joint Stock Bank: A company that issues stock and requires shareholders to be held liable for the company’s debt) It was not the first though. That honor belongs to the Bank of Upper India, which was established in 1863, and which survived until 1913, when it failed, with some of its assets and liabilities being transferred to the Alliance Bank of Simla. When the American Civil War stopped the supply of cotton to Lancashire from the Confederate States, promoters opened banks to finance trading in Indian cotton. -
SBI FUNDS MANAGMENT PRIVATE LIMITED (A Joint Venture Between SBI & AMUNDI)
SBI FUNDS MANAGMENT PRIVATE LIMITED (A joint Venture between SBI & AMUNDI) 22nd Annual Report 2013-2014 Board of Directors of SBI Funds Management Private Limited (As on June 30, 2014) Smt. Arundhati Mr. Fathi Jerfel Mr. Dinesh Kumar Mr. Jashvant Raval Dr. H.K.Pradhan Bhattarcharya Director Khara Director Director Chairman Managing Director & CEO Smt. Madhu Dubhashi Dr. H.Sadhak Mr. Thierry Mr. Shishir Mr. Philippe Director Director Mequillet Joshipura Batchevitch Director Director Alternate Director to Mr. Fathi Jerfel Auditors Sudit K Parekh & Co. Chartered Accountants Ballard House, 2nd Floor, Adi Marzvan Path Ballard Pier, Fort, Mumbai - 400 001 Bankers State Bank of India Registered Office 9th Floor, Crescenzo, C- 38 & 39 G Block, Bandra-Kurla Complex, Bandra (East), Mumbai - 400 051 Tel: +91 22 61793000 Fax ; + 91 22 67425687 Website : www.sbimf.com SBI FUNDS MANAGEMENT PRIVATE LIMITED Index CONTENTS PAGES SBI FUNDS MANAGEMENT PRIVATE LIMITED DIRECTORS’ REPORT 4 AUDITORS’ REPORT 11 ANNEXURE TO THE AUDITORS’ REPORT 13 COMMENTS OF THE COMPTROLLER AND AUDITOR GENERAL OF INDIA 15 BALANCE SHEET 16 PROFIT AND LOSS ACCOUNT 17 CASH FLOW STATEMENT 18 NOTES TO THE FINANCIAL STATEMENTS 20 SBI FUNDS MANAGEMENT (INTERNATIONAL) PRIVATE LIMITED CORPORATE DATA 43 CORPORATE GOVERNANCE REPORT 44 COMMENTARY OF THE DIRECTORS 47 SECRETARY’S CERTIFICATE 48 INDEPENDENT AUDITOR’S REPORT 49 STATEMENT OF FINANCIAL POSITION 51 STATEMENT OF COMPREHENSIVE INCOME 52 STATEMENT OF CHANGES IN EQUITY 53 STATEMENT OF CASH FLOW 54 NOTES TO THE FINANCIAL STATEMENTS 55 3 SBI FUNDS MANAGEMENT PRIVATE LIMITED DIRECTORS’ REPORT TO, THE MEMBERS The Directors have pleasure in presenting the twenty second annual report together with the Statement of Profit and Loss of SBI Funds Management Private Limited for the year ended March 31, 2014 and the Balance Sheet together with the Cash Flow Statement as at that date. -
2349-6746 Issn
Research Paper IJMSRR Impact Factor: 5.483 E- ISSN - 2349-6746 Peer Reviewed & Indexed Journal ISSN -2349-6738 MEGA MERGER OF SBI: EMPLOYEES’ ATTITUDE AND ADAPTABILITY Merliyn Anna Thomas Guest Lecturer, Post Graduate Department of Commerce and Research Centre, St.Thomas College, Kozhencherry. Abstract Mergers have become an increasingly common reality of organisational life. Mergers promote the entities to develop, condense and alter the nature of their competitive position. In addition, during this time, it is a common scene of employees with stress, fear and anxiety. They may have fears concerning job loss, job changes, compensation, workload, working hours and so on. The attitude of an employee resulting from the merger will certainly affect his work related behavior; consequently, the efficiency and output of the company suffer. On 15 Feb 2017, the Union Cabinet approved a proposal to merge 5 associate banks with SBI. Merger of SBI with its 5 associate banks and Bharatiya Mahila Bank is the largest merger in history of Indian Banking Industry.” In any merger, the biggest challenge is always integration of human resources because the people who are coming in have a lot of apprehension” said Arundhati Bhattacharya, former Chairman, SBI. This paper highlights the attitude and adaptability of employees towards merger of associate banks with SBI and also compares the pre-merger and post-merger position of employees. Responses from SBI employees were obtained and it is found that even though the merger has brought certain increases in their workload and responsibility, they are adaptable with the merger process. It is hoped that this study will help those who are interested in knowing the human side of mega merger of SBI. -
Current Affairs= 08-10-2020
CURRENT AFFAIRS= 08-10-2020 RIGHT TO PROTEST The Supreme Court has said that occupying public places for protests is not acceptable and such a space cannot be occupied indefinitely. Key highlights of the judgement: The verdict came on a plea against the Anti-Citizenship Amendment Act protests which had led to blocking of a road in Shaheen Bagh in the national capital last December. It said that public places cannot be occupied indefinitely like during the Shaheen Bagh protests. The judgment upheld the right to peaceful protest against a law but made it unequivocally clear that public ways and public spaces cannot be occupied, and that too indefinitely. In a democracy, the rights of free speech and peaceful protest were indeed “treasured”. They were to be encouraged and respected, the court said. But these rights were also subject to reasonable restrictions imposed in the interest of sovereignty, integrity and public order. Police regulations also weighed in. Fundamental rights do not live in isolation. The right of the protester has to be balanced with the right of the commuter. They have to co-exist in mutual respect. The bench also said that Delhi Police ought to have taken action to clear Shaheen Bagh area from the protesters. It was entirely the responsibility of the administration to prevent encroachments in public spaces. NOBEL PRIZE IN CHEMISTRY 2020 Emmanuelle Charpentier of France and Jennifer Doudna of the U.S. won the Nobel Chemistry Prize for the gene-editing technique known as the CRISPR- CROSS & CLIMB 2019 1 Cas9 DNA snipping “scissors”, the first time a Nobel science prize has gone to a women-only team. -
(Subsidiary Banks) Act, 1959
THE STATE BANK OF INDIA (SUBSIDIARY BANKS) ACT, 1959 THE SUBSIDIARY BANKS GENERAL REGULATIONS, 1959 & THE STATE BANK OF HYDERABAD ACT, 1956 STATE BANK OF INDIA LAW DEPARTMENT CORPORATE CENTRE MUMBAI [As amended up to 27th June 2014] 1 © SBI, Law Department, Corporate Centre, Mumbai. (2014) [email protected] 2 THE STATE BANK OF INDIA (SUBSIDIARY BANKS) ACT, 1959 ………………………. 9 THE SUBSIDIARY BANKS GENERAL REGULATIONS, 1959 ……………..……………… 61 THE STATE BANK OF HYDERABAD ACT, 1956 ……………………………………..………. 83 Contents The State Bank of India (Subsidiary Banks) Act, 1959 .......................................................... 10 CHAPTER I ................................................................................................................................................. 10 PRELIMINARY ............................................................................................................................................... 10 1 Short title ..................................................................................................................................................... 10 2 Definitions ................................................................................................................................................... 10 CHAPTER II ................................................................................................................................................ 12 [CONSTITUTION OF NEW BANKS AND CHANGES OF NAME OF ANY SUBSIDIARY BANK] ............................................................................................................................................................................ -
Polestar Awards
THE POLESTAR FOUNDATION 17th ANNUAL POLESTAR AWARDS WINNING ARTICLES IT & BUSINESS JOURNALISM 17th Annual PoleStar Awards The PoleStar Awards recognizes outstanding talent among Indian media professionals and celebrates stupendous contributions from media citizens who have acted as catalysts in disseminating quality information to the world. The PoleStar Foundation conceptualized the PoleStar Award way back in 1998 to mark excellence in IT and Business Journalism. BEST FEATURE IN BUSINESS JOURNALISM 17th Annual PoleStar Awards Winner Awards 17th Annual PoleStar Mansi Kapur Mansi Kapur won the PoleStar Award for her article, ‘Good Vs Evil’, which appeared in Business Journalism, dated November 2014. Mansi Kapur is currently heading Digital Edition with Fortune India, a globally distinguished business magazine. After 12 years of reporting and writing, Mansi Kapur has spent the past year building the digital edition of Fortune India, a globally distinguished business brand. She comes from a rich experience of covering diverse sectors such as banking ?automobiles, media, food, liquor and China. She enjoys writing on the intersection of technology and skills and loves fleshing out the drama of building businesses. Mansi started her journalism career with Business Standard in 2003. Before joining Fortune India, she worked with Hindustan Times, Infomedia18 Ltd, The Times of India, where she also won the SNU-LG Press Fellowship in Journalism. Last year, she won the Polestar award for the best feature in IT journalism for her story on YouTube. www.polestar-foundation.org Business Journalism Good vs. Evil State Bank of India Chairman Arundhati Bhattacharya's relentless battle against NPAs and why that could change banking.