BY :KOMAL NATH ROLL NO.21
CANARA BANK
Canara Bank is a major commercial bank. It was established in India in 1906, which makes it among the older Indian banks. As on 2009 November, the bank had a network of 2861 branches, spread across India and other countries. Its head off ice is located inBangalore, India. The bank also has international presence in several centers, includingLondon, Hong Kong, Moscow, Shanghai, Doha, and Dubai. In terms of business it is one of the largest nationalized commercial banks in India, with a total business of about Rs.2 trillion.
HISTORY
a s 'Canara Bank Hindu Permanent Fund' in 1906, by late Sr i. Ammembal Subba Rao Pa i, a philanthropist, this small seed blossomed into a limited company as 'Canara Bank Ltd.' in 1910 and became Canara Bank in 1969 after nat ionalization.
Founded
Founding
To remove Superstition and ignorance.
To spread education among all to sub-serve the f irst principle.
To inculcate the habit of thrift and savings.
Principles
To transform the f inancial institution not only a s the f inancial heart of the commun ity but t he social heart as well.
To assist the needy.
To work with sense of service and ded ication.
To develop a concern for fellow human being and sensitivity to the surroundings with a view to make c hanges/remove hardships and sufferings.
Significant
Milestones
1st July 1906 :Canara Hindu Permanent Fund Ltd. formally registered with a capital of 2000 shares of Rs.50/- each, with 4 employees. 1910 :Canara Hindu Permanent Fund renamed as Canara Bank Limited 1969 :14 major banks in the country, including Canara Bank, nationalized on July 19 1976 :1000th branch inaugurated 1983 :Overseas branch at London inaugurated Cancard (the Banks credit card) launched
1984 :Merger with the Laksmi Commercial Bank Limited
1985 :Commissioning of Indo Hong Kong International Finance Limited
1987 :Canbank Mutual Fund & Canf in Homes launched
1989 :Canbank Venture Capital Fund started
1989-90 :Canbank Factors Limited, the factoring subsidiary launched
1992-93 :Became the f irst Bank to articulate and adopt the directive principles of Good Banking.
Continued.
1995-96 :Became t he f irst Bank to be conferred w ith ISO 9002 cert if ication for one of its branches in Bangalore 2001-02 :O pened a 'Ma hila Banking Branch', f irst of its kind at Bangalore, for catering exclusively to the f inancial requirements of women clientele. 2002-03 :Ma iden IPO of t he Bank 2003-04 :Launc hed Internet & Mob ile Banking Services 2004-05 :100% Branc h computerization 2005-06 Entered 100t h Year in Banking Service Launched Core Banking Solution in select branches Number One Po sition in Aggregate Business among Nationalized Banks 2006-07 :Reta ined Number One Po sition in Aggregate Business among Nationalized Banks. Signed MoUs for Commissioning Two JVs in Insurance and Asset Management with internat ional majors viz., HSBC (Asia Pacif ic) Holding and Robeco Groe p N.V respectively 2007-08 :Launc hing of New Brand Identity Incorporation of In surance and Asset Management JVs Launching of 'Online Trading' portal Launching of a Call Centre Switchover to Basel II New Capital Adequacy Framework 2008-09 :The Bank cro ssed the coveted R s. 3 lakh crore in aggregate business The Banks 3rd foreign branch at Shanghai commissioned
VISION
AND MISSION
Vision
To emerge as a Best Practices Bank by pursuing global benchmarks in prof itability, operational eff iciency, asset quality, risk management and expanding the global reach.
Mission
To provide quality banking services with enhanced customer orientation, higher value creation for stakeholders and to cont inue as a responsive corporate social citizen by effectively blending commercial pursuits with social banking
EXISTING BANKING SYSTEM I.
PERSONAL BANKING: Saving & Deposits , Loan Products , Technology Products , Mutual Funds , Insurance Business , etc.
II.
CORPORATE BANKING: Accounts & Deposits , Cash Management Services , Loans & Advances , IPO Monitoring Services , Card Services, etc.
III. NRI BANKING: Remittance Facilities , Consultancy Services , Investment Services, Purchase & Sell of Shares, etc. IV. PRIORITY CREDIT WING: Agriculture & Rural Credit Scheme, Education Loan And Other Priority Sector Loans, Government Sponsored Schemes, Regional Rural Banks, Agri-consultancy, etc.
Highlights f or
the Q uarter ended September 2009
Profit for Q2 zoomed to Rs.911 crore, recording a robust 72% growth. Operating Profit increa sed by 83.5% to reach Rs.1419 crore. A total provision of Rs.509 crore made including a provision of Rs.243 crore towards NPA. Aggregate Business increa sed to Rs.350740 crore, up by 20.6% y.o.y, an addition of R s.25628 crore dur ing the current f inancial. Total Deposits reached Rs.204284 crore, up by 19%. Net Advances grew by 23% to reac h Rs.146456 crore. Credit to Deposit ratio improved to 71.69% . While Total Income rose by26%, Total Expenses contained at 13.8%. Other income up by a robu st 163.6% to Rs.893 crore. Operating Expenses growth contained at 10.3%. Cost to Income ratio declined to 35.69% from 48.01% a year ago. Net Interest Income up by 14.3% to Rs.1314 crore. Net Interest Margin protected at 2.66%. Return on Average Assets, on annualized basis, for Q2 improved to 1.63%. Comfortable Capital Adequacy Ratio at 14.46%, well above the stipulated norm of 9%. Tier I Capital at 8.95%. Net
WORK
CULTURE
Work culture where family concept is practiced among the employees.
Receptivity to new ideas
Opportunities for experimentation
Facilities
Record cordial Industrial Relations
which supports growth
HRD Initiatives
Entry Interview: Entry Interview assumes great signif icance as it is the f irst step in the process of enfolding the new entrant in the warmth embrace of "Canbank Family Culture". Training System: Our Training system has an Apex College, viz., The Staff Training College (STC) at Bangalore with 13 Regional Staff Training Colleges (RSTCs) spread across the country for effect ive in-house and cost benef icial training. Incentives f or Self Development: We have well established and constantly reviewed training system, & have certain incentive schemes as HR initiatives for self development of our employees Employee Suggestion Scheme: Employees can pinpoint as to where exactly the shoe pinches and are capable of giving their suggestions and ideas for improving the systems, procedures, services, products, etc. To facilitate this, we have a HRD system of 'Employee Suggestion Scheme' in place Staff Meeting: An innovative HRD practice of the Bank, envisaging enrichment of general knowledge, enabling multifaceted development of employees, giving an opportunity to employees to discover their talent, come out of their cocoon and exhibit the same
THANK YOU
