Advisory Board:Mr. Sivakumar G.Executive Vice President (Credit)Mr. Paul V.L.General Manager (Admin)Mr. John ThomasGeneral Manager (Business Development)

Members:Mr. Sibi P.M.Dy. General Manager (IRMD)Mr. Krishnadas P.B.

Dy. General Manager (Credit)Mr. Roy Dominic P.Asst. General Manager (Personnel)Mr. Bino George

Manager P&D

Layout, Typeset & Printing:

Lumiere Printing Works, Thrissur

Objectives:

To instil in the bank staff a sense of belonging and involvement in the bank’s affairsTo appreciate and applaud the individual achievements of our members of staffTo act as a communication medium between management and the staffTo increase the professional competence of our bank staff

Corporate Family Magazine of

South Indian Bank

INSIDE

Messages

Articles

Profitability – A leisure time Thought! Sreekumar ChengathBANKING PROFITABILITY An Indian Story Edition Anoop Abraham GeorgeCustomer Service is the Best Marketing Strategy Linto AbrahamSustainable Profit Planning Strategies Biju E. PunnachalilSIB FY 2015- The Era of Digital Innovation Begins Seethalakshmi H.The Great Indian Stress Test Bino GeorgePRADHAN MANTRI YOJANA’s – A WIN – WIN GAME Charan Deep Singh69 and still counting... .. Christo PaulMedia Buzz Corporate Communication Team

Regular Features

Publisher:Mr. Thomas Joseph K., Executive Vice President (Admin)

Editor:Mr. Francy Jos E.

Personnel Department is awarded ISO 9001:2008 Certification: MD & CEO Mr. V G Mathew receiving the ISO 9001:2008 Certificate from Mr. ShashiNath Mishra, Global Head, IRQS in the presence of Mr. Paul V L, General Manager (Admin).

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VISIONTo be the most preferred bank in the areas of customer service,

stakeholder value and corporate governance.

MissionTo provide a secure, agile, dynamic and conducive banking environment

to customers with commitment to values and unshaken confidence,

deploying the best technology, standards, processes and procedures

where customer convenience is of significant importance

and to increase the stakeholders’ value.

Executive excellence programme at Thrissur

3

Kalamassery

4

Mahe

New premises

Forex Shoppe Kozhikode Bhuvaneswar Branch with ATM

Chethipuzha EC Katakkada Christian College

MD & CEO Speaks ....

5

Dear SIBians,

I am happy to note that the latest issue of Sib Link has taken up‘Profitability’ as the central theme.

As we all know, the ultimate test of success of any business entity is theprofitability of operations. It is no less true for our Bank too.

Operational profitability of a Bank depends fundamentally on thedifference between Interest Income and Interest Expense. Interest incomecannot increase dramatically, because pricing of loans is defined bymarket factors such as intensity of competition, alternate choicesavailable to the customer such as Bonds/CPs etc. as against loan productstypically offered by Banks. Hence, the importance of liability side productmix. A Bank which has high CASA levels has lower interest expenses andconsequently better Net Interest Margin. Our intense focus on CASA isfundamentally driven by this profitability concern.

Considering that CASA ratio cannot be raised to very high levels howevermuch we desire so, it is important that we look for Non Interest Incomeas another major source of profitability. Non Interest Income or OtherIncome comes from various service charges, processing fees and feeincome from Non Fund Based products. Such opportunities increasesignificantly with the increase in customer base on the Asset side. Ourrenewed focus on Retail loans viz. MSME, Agri, Home Loan, Auto Loan,Gold Loan and ODAP will help us in improving Other Income manifold.

In the case of Banks, profitability is also governed by Credit Cost. Whatit means is that if our assets turn NPAs, we lose Interest and Other Incomefrom them and besides we are required to make prudential provisioning

on NPAs impacting the profitability seriously. It is therefore importantthat we keep the credit cost to the bearest minimum by exercisinggreat care in credit selection and credit monitoring.

In short, profitability is one single factor which defines theoperational efficiency of a Bank as well as its credit quality.

With our renewed focus on high quality retail assets andCASA we are well on the way to sustainable profitability

which is the fundamental growth engine.

With best wishes,

V.G.MathewMD & CEO

.... profitability is one single factor whichdefines the operational efficiency of aBank as well as its credit quality ...“

“

Is it the revenue or profit, if one had to chooseone metric that reflect overall health of anorganization, perplexity loom around the CEOs?Quite often it is mistaken by just focusing onrevenues, under the assumption that greaterrevenue means greater profitability providedthat the operating expenses do notexponentially increase with regard to volume.Revenue is simply easier for any organizationto calculate. However profitability calculationis a complex process as it is required to accountall aspects of expenses incurred directly orindirectly for the revenue sources to generatethe income. Presumptions and Assumptions areindomitable ingredients which are to beapplied with utmost calibrations in order toarrive the profitability with zero tolerance.

Increase in efficiency and cost-cutting are thetwo pronged strategies which get usuallydeployed to embrace profitability organically.Ownership dilution (Out sourcing) followed byreduction in head counts lead to higherprofitability in short term but fails to addressscalability on demand and sustainability in thelong run.

Cost effectiveness is something everyorganization need to examine prior to go forany new solution, technology, process, re-organization, tie up, co-branding, out sourcingetc. Overall understanding of the cost ofoperation along with the expected revenue outof doing an activity should be knownunambiguously with conceived and known risksassociated with it in advance so thatprofitability one could deduce would not gofor a toss, even if the expected level of volumeis not attained.

A paradigm shift has already been witnessedespecially in BFSI segment wherein the conceptof profit centric thinking overtook age oldrevenue-centric thinking. Size is not whatmatters, price is what concerns. Good accountsto be scouted; let it be small in number andserviced well so that long term sustainabilitycan be ensured. Mandatory churning ofunyielding accounts to be carried out atdefinite frequencies so as to arrest good moneybeing thrown to bad purpose. Severing

Profitability – A leisure time Thought!

customer relationship seem to be unpleasantand awkward; but organizations who excelledand sustained the test of time had been doingthis exercise religiously lest clandestinely.

Improved marketing, avoiding trouble clients,utilizing alternative avenues, reducing numberof products, introducing simple butcomprehensive capability products, focusedcampaigning one at a time etc. are some of thekey factors which may help the business tobecome profitable . Cost of engaging a customeris something seriously to be thought uponinstead of scouting for a mass unscrupulously.Motivation is required only when one achievessomething beyond expectation. This is thechange in notion we need to drive home.Achieving allotted business target in time is anexpected one; Achievement of super ordinategoal (SOG) requires a pat on the back.Performance needs to be measured logically andscientifically and it must be sustainable.

Revenue is all about the ‘top line’ andprof itability is all about the ‘bottom-line’:Therefore the key players which sway away theknot in the tug of war rope is the ‘cost andexpenses’. When one makes a seriouscommitment to promote both the growth side

of the business while also acknowledging theimportance of managing costs, they will createa strong foundation for the organization thatcan weather just about any future calamity.What is then business’s f irst priority?Undoubtedly the ‘profitability’

A few tips in that direction irrespective of theline of business are� Be one among the bests in the field� Diligently carry out customer

engagements; Number is not important;Value is important

� No freebies; Price appropriately howeversmall it may be

� Always keep up with TAT offered (TurnAround Time for Service)

� Be seasoned to function within the budgetallocated. No escalations

� Keep a list of ‘to be eliminated’ and ‘to beexpanded’ services and periodically updateit

“Salute only those who deserve it; else theywould Pollute us”. There are no ‘loyal’ customers,but only ‘royal’ customers.

Sreekumar ChengathHead & DGMTransaction BankingDepartment

Inauguration of Christ Academy Extension Counter : Our Christ Academy Extension Counter attachedto Br. Bangalore Electronic City was inaugurated on 23.01.2016 by Rev. Fr. Anil George KonkothCMI , Rev. Fr. Benni & Rev. Fr. Joice Eluvathingal in the presence of Shri Ajit C. Jacob - DGM &Regional Head, Shri. Pramooda M G - Electronic City Branch Head and Mr. Robin James - Sr. Manager& Officer-in-Charge.

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There was a time when going to a bank was anoccasional ritual. That day you cleared yourschedule, took a half-day and went to see youronly banker in village. Fast forward to a decadeor two from then and we stand in a present,where you can see a bunch of banks at anycorner of a street. The banking scenario in Indiahas undergone a tremendous change sinceliberalization and much more duringglobalization. Opening up of newer marketsand wide opportunities set a new scene forwholesale and retail banking. Given all theseboosting stage sets and the boom, banks aretrying to juggle their way though tight rulesand restrictions and ever evolving customerdemands.

Amidst all this, a fair share of people wouldthink “what drove the banks to such evolvingperformance”? Or even “why”?

“Why do banks make profit”?Previously banks were considered as major cashhouses; i.e. lending, borrowing and pawning.But now they have emerged as a f inancialsupermarket. Thus funds, investments,insurance portfolios and other ramificationspertaining ‘fund and finance’ comes under oneumbrella, ‘banking’. It should be admitted thatmore or less the banking scenario is the kerneland plinth of Indian economy. And so bankingprof itability is considered no joke for oureconomy.

BANKING PROFITABILITY:

An Indian Story Edition

Banks in our country, both ‘public owned’ and‘private owned’ must attract capital from thepublic to fund their operations. If they profitsare minimal and the business involvesmaximum risk, investors will tend to withholdtheir funds. As a result the funding costs willgrow badly affecting the bank’s profitability.Different kinds of audiences are interested inthe quality of a bank’s performance. While theshare holders are mostly concerned withprofitability, the depositors, regulatory bodiesand examiners typically focus on bank riskexposure. Putting in short words, excessiveprof its and minimal risk determines theprofitability of a bank.

“How do banks make profit”?Generally or traditionally, we commonlymeasure the Net Income of a firm to ascertaineffectiveness and profitability. This won’t helpwhen it comes to the case of banks, becauseNet Income give us an idea on how effectivelya bank is functioning in relation to its size, butdoesn’t reflect its asset utilization efficiency.So, in order to know the profitability of banks

we must take into consideration of using variousmetrics like Return on Assets (ROA), RiskAdjusted Return on Assets (RAROA), Return onEquity (ROE), etc and banking strategies.

The use of matrices helps in buildingprofitability based performance managementframework for banks which helps them achieveappropriate functional level goals, which canbe tracked and monitored at the right levelsand frequency. The financial viability of thebanking system is very essential; not only toensure public confidence but also to make bankscapable of discharging their socialresponsibilities. Furthermore, the rate of profitof banks is taken as an indicator of itsoperational efficiency, and this has an addedrelevance when domestic banks are operatingbranches in foreign countries.

Other than the matrices, banking firms do adoptvarious strategies to maintain their flow ofprofits based on various structures. When a bankis seen maximizing their range of servicethrough the expansion of branch network toincrease profit entity, then we can say the bankhas adopted an aggressive strategy. When banksdo excessive cost control based on revenue andexpenses with the purpose of increasing thebank’s prof it, then that is called defensivestrategy. Defensive strategy is effective in thelong run. Now, banks can also adopt‘Diversification strategy” which is combinationof both aggressive and defensive strategy.

“So...”As an answer to the ‘what?’ and ‘why?’, we canalready see that the new generation banks arereaping the benef its of operational costreduction and effective performancemanagement through implementation ofstrategies based on calculated matrices utilizinglatest props and mechanisms. The aspirationsand need of common man sky rockets day byday, banking and non banking institutions comeup with new ‘Service Pandora boxes’ frequently,regulations by RBI and other governmentalauthorities has changed as per the situations.However, a banks’ ability to repeat and sustainsuch efforts would be critical in maintainingtheir profitability. Also profitability does resultin further evolution of our banks. Emerging asmajor global players in the long run can bematerialized through ever backing up RBI, ThirdBasel Accord, profitability based performanceand effective strategies by management on aglobal basis.

Anoop Abraham GeorgeAsst. ManagerBr. Alwaye

Extension Counter and ATM at St. Joseph’s Hospital, Mariam Nagar attached to GhaziabadBranchinaugurated by Most Rev. Dr. Thomas Chathamparambil Mathew (Hon. Vice Chancellor,Christ University Bangalore) & Sr. Edna, Administrator, St. Joseph Hospital respectively, in thepresence of Mr. Anto George T. (GM & Regional Head, RO Delhi), Rev. Fr. Anto, Mr. Valendu Tripathi(Branch Manager, Ghaziabad) on 08-03-2016.

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After spending 6 months in the marketing wing,it was my first day as the Clerk in South IndianBank. While I was sitting at my desk in front ofthe computer with my Finnacle ID, I noticed alittle girl in school uniform entering the branchalong with her Grandmother. The grandmotherwas obviously in her sixties. The childapproached my desk and said. “Sir, I need a newaccount”. She uttered timidly. I was trying hardto hide my inexperience since it was my firstday as a clerk. I asked them to be seated andgrabbed the required forms for opening theaccount. I sensed that neither one of them couldwrite, hence decided to fill it up myself.

“Your Mom or Dad has to sign here as guardian,Are they here?” I asked the girl. Startled by thequestion she held out a piece of paper and said,“This is the cell number of my teacher, Couldyou please ring on this?” I grabbed my phoneand dialed the number. Her teacher attendedthe call “Sir, I am Amrita’s teacher. Her parentspassed away. To help her f inancially we areplanning to enroll her for ‘Snehapoorvam’scheme. She needs a bank account for the same.Could you please help her with that? Shedoesn’t have anyone else except theGrandmother”. My heart cringed listening to herteacher. I realized the reason for fear in themind of that innocent orphan.

I made her and her grandmother to sign onthe form and asked her to write her name onit. She wrote her name, Amrita, in her cute

Customer Service is the Best Marketing

Strategy

handwriting and passed the form along withthe death certificates of her parents. That mademe comfortable as I was wondering how Iwould ask her about those certificates. “I willdo the rest, you can leave, and I will let youknow once the account is opened” I assuredthem. Relieved they started to walk out. I glancedthe innocent smile she had on her face on theway out. I quickly completed filling up the form.Called CPC and with the help of an unknownmadam opened the account the next day. Iinformed Amrita’s teacher about the same.

Days passed, I received a call from her teacher’scell number. I picked up. “Hello, It’s me, Amrita”the voice said. I felt happy hearing her voiceagain. She continued, “I received the money.Thank you so much brother, Thank You”. After Ihung up, I started to reflect on my actions. “DidI do a great thing?” I realized the value of“customer service” beyond the boundaries ofbanking and business world. I felt proud aboutmy job for the first time. Ever since I startedworking I was never satisfied with the job tillthen. For whatever reasons I joined the bank, Ibelieve the same reason vanished from my life

Linto AbrahamClerkBr. Tattamangalam

for no specific reason. I believe it’s the onlyreason that could explain my lousy attitude. Ilost my love, but after helping Amrita, Idiscovered feeling of satisfaction. Now I lovemy job because I fathomed the plan God hasfor me through Amrita.

While addressing an audience in an inauguralfunction at the State Bank of India Academy atGurgaon (Haryana) our President Mr. PranabMukherjee pointed out that “Good customerservice is the heart of banking service delivery.Banking is predominantly a customer-orientedbusiness and good customer service is the keyto banks’ growth and stability”. In many bankinginstitutions excellence in customer service isemerging as the valuable way to differentiatethemselves from their competitors. To developand to sustain business, our bank must havequality of customer service that can link upcordial relation with the customer and resultsin to the satisfaction level of the customer.During my marketing period I understood thatthe best way to introduce a product to theCustomer is by treating them as a King. SimplyCustomer Service is the best marketing strategy.

New premises of Kumarakom Branch, ATM and Forex Shoppe inaugurated by Most Rev. H. G. Zachariaa (Mar Policarp Metropolitan of Jacobite SyrianOrthodox Church) in the presence of Sri. Shelly Joseph (DGM & Regional Head, Kottayam), Sri. Anto C.A., Chief Manager, RO Kottayam & Sri. BibinSukumar (Manager, Kumarakom Branch) on 01-03-2016.

Indian Banks are in existence for more than acentury. After the nationalisation of banks, weare nearing half a century. Since liberalisation,it is a quarter. Banking has changed and evolvedover these periods. The changes have becomemuch faster in the last few decades, mainly dueto technological leaps.

The word ‘prof itability’ has become thebuzzword in recent years. Till few years back,the performance of a bank was predominantlymeasured by the growth in balance sheet size.But now market is keenly watching theprofitability or rather sustainability of profitof banks. Apart from NPAs, analysts are closelylooking at restructured advances, trend in themovement of net interest margin (NIM) etc tohave an understanding of the futureprofitability of the bank.

The profit planning strategies are formulatedby the banks at their corporate office level. Theprofit earned by a bank is the total of the profitsof its individual branches and other businessverticals like Treasury less overhead costincluding that of administrative offices andinfrastructure costs .

Profit Planning Strategies:Conceptually, long term profit planning is asystematic method of understanding the effectsof environmental changes, identification ofresources and internal competence,establishing agreed objectives and preparationof plans to achieve them. It is a formalisedprocess for purposefully directing andcontrolling future operations towards thedesired objectives of the bank. So this long termobjective of the bank can be achieved bydifferent means within the abilities and riskappetite of the bank.

Some of the strategies that can be suggestedto increase long term profitability of the bankare

1. Asset Liability Management2. Ensuring asset quality3. Managing risk weighted assets4. Managing Off Balance Sheet exposures5. Catering to the next generation

customer preferences and tastes6. Business intelligence - Data mining,

Sustainable Profit Planning Strategies

customer prof iling and 360 degreemarketing

7. Developing a talent pool and itsretention

8. Appropriate use of third parting productselling opportunities

9. Customer service10. Compliance and corporate governance

By employing the above tools, the profitabilityposition of the bank can be strengthened. Now,let us discuss the above points in detail.

1. Asset Liability ManagementAsset Liability Management is a profit planningtool which manages the interest rate volatilityand changes in different maturity buckets. It isan integrated approach to f inancialmanagement, requiring simultaneous decisionabout the types and amounts of financial assetsand liabilities to be held by the bank. In otherwords, ALM is the arrangement of proper mixand volume of assets and liabilities. ALM is atool to control gap between sensitive assetsand sensitive liabilities and it helps inimproving the crucial ‘Interest Margin’. Byproperly managing the ALM, the regulatoryrequirements of Liquidity Coverage Ratio (LCR)and Net Stable Funding Ratio (NSFR) can be

maintained by having the right trade-offbetween liquidity and profitability.

2. Ensuring asset qualityAsset quality has to be given importance fromthe stage of credit/investment appraisal.Independent rating has to be done forexposures before taking credit/investmentdecision. CIBIL (Credit Information Bureau IndiaLtd) scores provides a a valuable input at thestage of appraisal. The sectors which are doingwell or having a good future are to be givenhigher exposure. The exposures are to bemonitored frequently to find out stress at anearly stage. Large value exposures need moreclose monitoring. For advances exceeding Rs.5 crore, the SMA (Special Mention Accounts)status on CRILC (Central Repository ofInformation on Large Credits) can be accessed.On finding stress in the exposure, take the bestpossible remedial measures according to thecircumstances.

3. Managing risk weighted assetsCapital is to be managed efficiently and sinceits utilisation is based on risk weighted assets,the management of risk weighted assets gainsmuch importance. In general, secured as wellas retail assets attracts relatively low riskweight only. AAA rated corporate asset attractsonly 20% risk weight, whereas BB or belowrated corporate asset will attract 150% riskweight. Of course, the return on higher ratedassets will tend to be lower. However, bymanaging the risk weighted assets efficiently,return on equity can be improved. Raising equitycapital may not be a viable option for manybanks at the current low market pricescompared to its book value, as it will negativelyimpact the return on equity (RoE).

Inaugural ceremony of Forex Shoppe at Thiruvalla

Biju E. PunnachalilAGMHO IRMD

4. Managing Off Balance Sheet exposuresThe role of Off Balance Sheet (OBS) items isbecoming more and more important as theycontribute much to the non- interest income.With a little effort, such income can beincreased. These items are not booked in thebooks of the bank but they are contingent innature. So by using OBS items judiciously, banksmay plan higher profits at relatively lower costand risk. OBS items have only low fund andcapital requirement.

5. Catering to next generation customerpreferences and tastesAs we move into a more tech savvyenvironment, many traditional products/services will get redundant. Banks need toidentify the customer requirements and todesign /deliver products /services accordingly.Also the delivery should happen through themost appropriate and cost effective channel.As mobile phones have got a very goodpenetration in the country, mobile banking hasa great future. Even a couple of decades back,people were unfamiliar with ATMs, which hasnow penetrated into every nook and corner ofthe country. The functionality of ATM is alsogetting upgraded by adding many serviceswhich were not possible earlier.

6. Business Intelligence – Data mining,customer profiling and 360 degree marketingThe banks are having a lot of data regardingpast customer behaviour from the transactionaldata. If the same can be processed in astructured manner in quick time, it can becomea key indicator for marketing various productsof the bank. If the data is more granular innature, the information can processed formultiple analyses. The big data analysis isbeing aggressively used by e-retailers in India.As data warehousing is being implemented inIndian banks, it is going to benefit banks inextracting the information in a structuredmanner. The information can be very useful incross-selling of products. The data analysis alsowill enable to price their products and servicesappropriately to maximise revenue and profits.

7. Developing a talent pool and its retentionHuman resources is one of the most importantassets. As the banking service is delivered froma more specialised environment, it is imperativeto have talent across various verticals of thebank like IT, treasury, trade finance etc. HR

subjects like capacity building, talent mapping,modern training methods etc are beingdiscussed at the highest levels. It should have aproper succession plan also to take care ofnormal attrition and unforeseen exigencies.

8. Appropriate use of third party products sellingopportunitiesOf late, banks have become like f inancialsupermarkets selling different kind of productslike mutual funds, insurance, pension productsetc. The selling of the products is undertakennormally for a commission. The bank may alsoget interest free floating funds at its disposal.The cost of selling plus a margin is to beensured before undertaking such activities. Bankmay also think of starting wealth managementservices (WMS) for its premium customers.Though the WMS is a different vertical and hasa comprehensive view on individual customer’sfinancial requirement, the implementation ofthe same can improve the organisationalunderstanding of customer requirements. Thesame will enhance customer satisfaction andunderstanding, which can reduce the mis-sellingof various products.

9. Customer serviceThe ultimate differentiator between banks istheir personalised customer service. As thebanks are all having standardised third partyvendor provided core banking services andsimilar products, what the customer is lookingin his preferred bank is personalised service. Theconcept of customer satisfaction and servicequality is interrelated with each other. The

customer service quality can be improved bythe effective use IT and appropriate use ofdelivery channels.

10. Compliance and corporate governanceThe compliance function has attained highimportance in recent times. Adherence toregulatory guidelines are to be adhered tostrictly. By standardising and centralisingfunctions like account opening, loan processing,the compliance level can be improved. Thecompliance failures can erode the reputationof banks. As major banks in India are now listedin stock exchanges, timely dissemination ofprice sensitive information to existing andprospective investors through stock exchangesis also required.

CONCLUSIONThe above list is only an illustration aboutvarious strategies which may be adopted forlong term profit planning in the prevailingmarket scenario and surely not exhaustive.Ultimately survival, growth and continuedprofitability of a bank will depend mainly uponthe abilities, capabilities, and foresight of thebank to understand and adjust their policiesand strategies for remaining in business in thechanging market environment. The banks whichwill be able to respond and adjust faster willhave better edge over their competitors. Inaddition to these, banks may look to maximisethe profits by riding the yield curve (by takinga view on interest rate movement across variousmaturities) on f ixed income investmentsdepending on the market situations.

New premises of Nerul Branch and ATM: Honorable Mayor of Navi Mumbai Municipal Corporation(NMMC) Shri. Sudhakar Sonawane, Smt. Netra Aashish Shirke, Chairperson, Standing CommitteeNMMC is inaugurated in the presence of Shri. Reghunathan K. N. ( Executive Vice President-Treasury& IBD), Murali N.A. (GM & Regional Head RO Mumbai), Shri Kurian Abraham (AGM, RO Mumbai),Shri Biju K.R. (Branch Manager, Nerul Branch) on 15-02-2016.

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Formation of DPD-DIGITAL PRODUCT DIVISIONDPD-Digital Product Division was formed in2015 and led by young and vibrant team withthe sole aim of promoting the bank’s digitalproducts. With the formation this team, therewere several initiatives and changes broughtin the technology products of the bank.

Formation of RDMOsWith the advent of DPD, Regional DigitalMarketing Officers were assigned to promotesolely the technology products of the bank intheir respective region. This happened in asmooth manner with the help of RMOs-Regional Marketing Off icers and their headCMO-Corporate Marketing Officer. The entireDPD including the RDMOs are centrally co-ordinated by CDMO- Corporate DigitalMarketing Officer. The frequent campaigns andgrading system motivated the officers whichin turn helped the bank grow in the technologysector.

Formation of 24/7 Toll Free ServiceIn the FY 2015, the major change brought inour banking process was the provision of the24/7 Toll - Free Service to its customers. This

South Indian Bank FY 2015-The Era of Digital Innovation Begins

brought about a major improvement in thecustomer query resolution.

Mobile Banking

SIB MirrorWith the launch of the in- house mobile appSIB Mirror, SIB has indeed proved to be a NEXTGENERATION BANKING. SIB Mirror- Our Prideis enriched with different kind of features whichcan increase the customer convenience and areupdated with latest technology available inmarket without compromising the securityaspects. SIB Mirror comes with a bundle offeatures to give the customers a wholesomeand new experience.

Features1. Instant Fund Transfer & Mobile / DTH

Recharge2. E-statement- Transaction details of all

operative accounts , deposits & loans3. Cheque Status- Details of all cheques in

clearing and individual cheques.4. ATM card block5. Lodge complaints6. Shake to know your balance & Shake to

transfer funds(Refer Menus ->My Accountfor details)

7. Social Money - Fund transfer throughWhatsapp, Facebook, Gmail etc.. . using QRcode

8. Augmented Reality 9. Account Report through Graphs 10. Gesture Support- Acts as a shortcut to

different menus; Draw the symbol (givenin the gesture list) on the home /SIB

gesture screen for opening the respectivemenu;( available in Android, blackberry &iOS)

11. Click to share– Helps to share customer’saccount information via Bluetooth, socialmedia, etc

12. Stop CLICKing and Start SAYing…!!! SIBMirror comes with an exciting VoiceRecognition feature to navigate throughdifferent menus (Currently not available iniOS).

13. Accessible to both Customers and Non-Customers

14. Self explanatory icons which makes it user-friendly

15. Personalized User interface16. Application is free of cost

Internet Banking

Tie up with IRCTCOne of the greatest achievements in the year2015 was that South Indian Bank entered intodirect tie up with IRCTC for railway ticketbooking facility through Internet banking.

This enabled customers to book their traintickets online and pay using SIB InternetBanking Facility. Apart from SIB Internetbanking (SIBerNet), customers can also bookIRCTC tickets using SIB IMPS/Debit cards.

Crayons- Create Your Own SIBernet IdThe year 2015 was a remarkable year whenlooking into the changes brought in the InternetBanking facility offered by the bank. All of thesestarted, with the complete migration of internetbanking that offered many features for better

SIB Mirror launched at Christ University Campusby Rev. Dr. Thomas Chathamparambil, VC, ChristUniversity, in the presence of Shri. V.G Mathew,MD & CEO. Mr. T J Raphael, GM(Marketing &DICT), Mr. Ajith C Jacob DGM & Regional Head -Bangalore & Mr. Sreejil Mukund Chief ManagerBr. Christ University

Seethalakshmi H.Social Media Co-ordinatorMarketing Department

11

customer convenience. Next step was the tieup with the IRCTC. Missed called OTP servicewas the latest add on to this platform. Finally,CRAYONS was launched which enabled thecustomers to apply for the internet bankingfacility of the bank in a hassle free manner. Thehighlighting feature in it was that thecustomers could create their own user id.

Missed Call OTP Service

The f irst initiative of the internet bankingsection in the year 2016 was the Missed CallOTP feature through which customers couldgive a missed call from their registered mobilenumber to the number 9223815816, wheneverthere is a delay in receiving the SMS OTP . Ane-mail with the OTP will be sent to theregistered e-mail id of the customer upongiving the missed call.

Cards

Green PinGreen Pin was a truly innovative idea come upby our bank and it proved to be completelyconvenient for the customers, staff as well asour environment. Green Pin, the green initiativefrom South Indian Bank offers an effortless andhassle free ATM PIN generation for itscustomers.

It enables the customers who have forgottentheir ATM PIN or wish to change their ATM PINto easily use this service without having to visitthe branch. ATM PIN creation facility was madeavailable 24*7. Green PIN also proved to be asafe, fast and secure way to change the ATMPIN as it never caused any mishaps and prevented unnecessary delays in receiving theATM PIN.

As the name rightly suggests, this initiativehelped in the reduction of paper consumptionas it avoided the usage of Paper Pin Mailers - asystem which was used earlier whenever acustomer requested a Debit Card Pin.

This initiative has truly helped the customersas well as the bank you to be a part of the GlobalGreen Project to save the Earth for thegenerations to come.

SIB Rewardz

SIB Rewardz, a loyalty program for all our valuedcustomers was launched to encourage onlineand POS usage of cards for shopping, as theprogram offered Rewards Points for the same.The website for redeeming SIB Reward Pointswas launched ,www.sibrewardz.com in whichthe customers are supposed to activate their

account. Customers aresupposed have a minimumbalance of 200 SIB RewardPoints for redemption.

OTP & Online Passwordoptions for online shopping with cardsThe latest initiative in making online shoppinga very convenient as well as a secure experiencewas the provision of OTP option for onlineshopping. Online 3d secure password or theSMS OTP option could be chosen by the cardholder as per his/her convenience while doingonline shopping.

Launch of Master Card WorldAnother remarkable tie up in the year 2015,that brought another added feather to the bankwas the one with Master Cards. This providedthe customers an added option among thevariants. MasterCard Titanium, Platinum andWorld variants are available for SIB customers.MasterCard World the super premium variantfrom MasterCard comes with a lot of value addsfor the customer, the most notable being thefree Airport Lounge access at variousInternational airports within country.

Launch of RuPay PlatinumThe tie up with RuPay started with the launchof instant RuPay card and it grew with thelaunch of RuPay Platinum. South Indian Bankbecame the First Kerala based bank to issueRuPay EMV cards for its customers. RuPay cardswere made E-commerce enabled to facilitateour customers to use these cards for Online

shopping/transactions.

EMV Chip Cards in all Card VariantsThe facility of EMV chip card was limited toVisa variant initially but not anymore. Now thebank offers this facility in all the variants -Master, Visa & RuPay. South Indian Bank wasthe First Kerala based bank to issue RuPay EMVcards for its customers.

Social Media

Social media marketing (SMM) comes under theDigital Products Division (DPD) of the MarketingDepartment.

Whether it be Facebook or Twitter, YouTube orGoogle Plus, South Indian Bank is now wellequipped to provide Online Support !!! Theseplatforms are not just for social mediamarketing but also for online customer support.The bank is now providing support throughthese popular social media platforms. Ourplatforms include Facebook, Twitter, Google +,Skype, Wiki, YouTube, Linkedin & Instagram.Instagram & Linkedin are our latest platforms.

With Toll Free becoming 24/7, it was also madea point to utilize the online platforms of thebank such as Facebook & Twitter for providingonline customer support. All queries providedby customers are solved through theseplatforms which is linked to a common new mailid socialnetworking@sib.co.in. The next venturein this segment is Whatsapp Customer Support,launch of Pinterest platforms, online blogging& animation videos.

In the FY 2015, a lot of changes happened inthe social media strategy of the bank such as:

1. Basic transfer of initiatives in the bank’s Social

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Media Marketing to Marketing DeptFacebook, Twitter, Google +, YouTube etc.

2. SIB Digital India Contest - SIB CampaignIt was a contest conducted for the period of 1month from Dec 1st-Dec 31st 2015. It improvedthe engagement of the platforms as well asthe likes increased by 5000 plus within a periodof 1 month.

3. Housing Loan Paid Campaign

The campaign was conducted for a period of 1week and helped identify the requirement ofmodification in our Housing Loan applicationform in our website.

4. Live on 8 social media platforms - Facebook,Twitter, Google+, YouTube, Instagram, Linkedin,Wiki, SkypeIn the FY 2014-15, there were only 4 platformsfor the bank. In the FY 2015-16, we have markedour presence in additional 4 platforms such asLinkedin, Wiki, Skype and Instagram. We havealso become more active in Facebook and

SkypeCustomer queries in the above mentionedplatforms are handled by the social media teamof the bank, which is a new step this year.

6. SIB Mirror Paid CampaignThe campaign was conducted during the periodof SIB Mirror launch. The campaign helpedincrease Mirror downloads and we couldachieve about 24,905 plus downloads. The SIBMirror ad campaign achieved a reach of about4,85,120 and the Facebook likes increased from68,000 to 73,278 likes.

7. Release of RFP seeking vendors for SocialMedia Marketing on websiteCurrently, the social media management is donewith the help of an agency called Krea Digital360 Advertising Ltd. The social media team ofthe bank had released an RFP- Request for

Proposal for seeking new vendors in the area of

Social Media Marketing , in the website, which

SIB Rewardz Earning Structure:SIB Debit Card type SIB Reward Points earned/Rs.100 spentMaestro/Classic/Gold/Titanium Debit Card 1Platinum Debit Card 1.25World Debit Card 1.5SIB Reward Points earned will be doubled in the case of international transactions. For example,a Classic Debit Card holder will earn 2 points per Rs.100 payment.Bonus SIB Reward Points

Debit Card transaction & Service Activation* Bonus SIB Reward PointsFirst purchase with Debit Card within2 months of issuance 50Minimum of 5 transactions with spends overRs. 10,000 within 2 months of issuance of Debit Card 50Over Rs. 3,00,000 spends within a six month period 500Activation of Mobile Banking (M-pay/Mirror) 50Activation of Internet Banking 50

Twitter in the same year.

5. Customer Support via Facebook, Twitter &

had created a huge response and many vendorshad approached the bank for the same.

8. High engagement, reach and activities viaFB platformsFor instance, it is very evident from the hugeresponse through the various social channelsof our bank during the Chennai Flood Time.

9. Promotion of all the bank products effectivelyvia social platformsAll the bank products are promoted and crosspromoted via our social platforms and bulkmails.

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For any queries and valuable suggestions feelfree to contact the Social Media Team of theMarketing Department via mail atsocialnetworking@sib.co.in or via IP 91343

SOCIAL MEDIA LINKS & SERVICE CONTACTS(Visit the below links: Like, follow, subscribe &share)Facebook: https : //www.facebook.com/thesouthindianbankTwitter: https://twitter.com/OfficialSIBLtdG o o g l e + : h t t p s : / / p l u s . g o o g l e . c o m /101812474453473466590Youtube: https://www.youtube.com/user/OfficialSIBLtdW i k i : h t t p s : / / e n .w i k i p e d i a . o r g / w i k i /South_Indian_BankInstagram: https://instagram.com/southindianbank/Linkedin: https://www.linkedin.com/company/south-indian-bankSkype: talk2nricellWebsite: https://www.southindianbank.com

Basic Customer Services1. 24/7 Toll free centre:

customercare@sib.co.in (1800-425-1809,1800-843-1800, +91-4842365657)

2. Customer care centre:sibcorporate@sib.co.in (0487-2444336)

3. Careers: https://southindianbank.com/Careers/careerslist.aspx (+91 4872422020, 2420058) or via Linked incareers provided above

4. FB Customer Support: https://www.facebook.com/thesouthindianbank

5. NRI Skype Customer Support: talk2nricell

Basic transfer of initiatives in the bank’s Social Media Marketing to Marketing DeptPlatforms FY 2014-15 FY 2015Facebook 65,920 likes 78, 369 likesTwitter 600 followers & 800 tweets 926 followers & 1158googoo tweetsGoogle + 64 followers & 45,237 views 111 followers & 70,036 viewsYouTube 173 subscribers & 38,441 views 232 subscribers & 45,686 viewsInstagram - 761 followers & 11 postsLinkedin - 5,770 followersSkype - NRI Customer SupportWiki - About the Bank

10. Tie up with Wow Makers for creation ofAnimation Video regarding SIB MirrorBy March 2016, the Animation Video for SIBMirror shall be launched.

11. Tie up with Netcore as the latest bulk mailsolutionIn the FY 2014-15, the bank depended moreon its in-house bulk mail solution calledSANDESH, whereas in the FY 2015-16, the bankhas made a tie-up with Netcore Solutions forprofessional approach to bulk mailing system,which has improved the frequency of our bulkmails, made it more periodic, hassle free anduser friendly.

12. Upcoming plansLaunch of Animation Video of SIB Mirror,Launch of Animation videos for internaltraining, Launch of Whatsapp CustomerSupport, Demat Campaigns and seasonalcampaigns.

Important Contact NumbersTo report lost/stolen ATM Cards 91-484-3939345, 91-484-2771343 or 91-9446475458 (24 /7)

Debit Card 0484 2373611

Mobile Banking 0484 2771384/3939384

Internet Banking 0484 2933559

Demat Cell 0484 2933545

NRI Cell 0484 2933543

NPS 0484 2933550

Social Media 0484-2933544

CRM Cell 0484-3933546

Let’ prove that we are indeed Next Generation Banking!!!!

What we as SIBians can do to

promote our online presence· Like and share our Facebook page to the

maximum extent - Our current likes is73,627. Let’s make it higher!!!

· Follow our Twitter ,Google + , Instagram,Wiki, Skype, Linkedin, YouTube & ourWebsite

· Convey our online presence to ourcustomers, friends and family – Let theword of mouth spread!!!

· Handle the mails sent fromsocialnetworking@sib.co.in in timely basis-Quick response is important

· Provide your valuable feedback andsuggestion to improve our brand presencein the social media platforms

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MPAY RUN-A-THON CAMPAIGN1. MPAY CHAMPION OF CHAMPIONS - Br Azhikode

2. MPAY RUN-A-THON CAMPAIGN - RUNNER UP - Br Eriyad

3. MPAY RUN-A-THON CAMPAIGN - TOP REGION -RO Irinjalakuda

4. MPAY RUN-A-THON CAMPAIGN - GROUP WISE RESULT

Position Sol ID Branch RegionGROUP 1

1 496 EDAKKARA KOZHIKODE2 12 CHALAKUDY IRINJALAKUDA

3 467 KALYAN MUMBAIGROUP 2

1 501 VENGARA KOZHIKODE2 361 MUMBAI-BORIVILI WEST MUMBAI

3 29 KANCHEEPURAM CHENNAIGROUP 3

1 828 SILIGURI KOLKATTA2 498 NAGAMPADAM KOTTAYAM

3 72 PUDUKAD IRINJALAKUDAGROUP 4

1 537 ANGADIPURAM KOZHIKODE2 488 KOORKENCHERY THRISSUR

3 569 CUTTACK KOLKATTAGROUP 5

1 500 EDAVANNA KOZHIKODE2 35 KODAKARA IRINJALAKUDA

3 647 MALA IRINJALAKUDA

MPAY RUN-A-THON CAMPAIGN PPC Wise ToppersPPC Name Branch Code Branch

10111 Mr JOSEPAUL VARGHESE 250 ERIYAD

12468 Mr DIJO JOSEPH 174 AZHIKODE

9010 Mr JESLIN FRANCIS 496 EDAKKARA

11255 Mr GOPAKUMAR T G 93 VANDITHAVALAM

11374 Mr ALLBIN BABU 33 KATTOOR

11248 Mr VISHNU S KUMAR 537 ANGADIPURAM

10375 Mr NAHAS.N 531 EDATHUA

12874 Ms ANJALI RACHEL NELSON 792 NADAVARAMBU

9627 Mr MICHAEL R 202 KANJAR

11416 Ms NIKHITHA SUNNY 501 VENGARA

SIB Digital India Contest 2015 -

Staff Winner - Gowtham Chandra (PPC 12089)

Staff Runner ups - Shivam Singh (PPC 13014) & Anoop K Tom ( PPC 11016)

SIB Freedom 68 CampaignBr. Code Br. Name RO

771 Vishrantwadi Pune

571 Hosur Bangalore

500 Edavanna Kozhikode

128 Hyderabad-ABIDS Hyderabad

511 Dharmapuri Coimbatore

GO DIGITAL GET DIGITAL CAMPAIGNBr Code Br. Name Category Rank SIBernet Cards Mpay Total Points

ALL INDIA BRANCH WINNER

46 MANGALORE MAIN Urban 1st 128 129 124 2798

BRANCH CATEGORY WISE WINNERS

318 VADODARA (BARODA) Metro 1st 155 37 44 145346 MANGALORE MAIN Urban 1st 128 129 124 2798

498 NAGAMPADAM Urban 2nd 127 37 35 125092 VALANCHERRY Semi Urban 1st 115 43 153 2076

342 MUVATTUPUZHA TOWN Semi Urban 2nd 80 108 50 183011 BHAVANI Semi Urban 3rd 89 93 48 1711

741 KURUVAMBALAM Rural 1st 55 21 35 730

RDMO CATEGORY- WINNERS

Rank RDMO Name Region Name Total Points

1 Ms. Shamily Lal RO Kozhikode 117932 Mr. Nithin Omanakuttan RO Bangalore 7174

3 Ms. Sruthi S. RO Kottayam 6586

Position Sol ID Branch RegionGROUP 6

1 531 EDATHUA THIRUVALLA2 247 PANANGAD KOZHIKODE

3 552 CHALAKUDY NORTH IRINJALAKUDAGROUP 7

1 174 AZHIKODE IRINJALAKUDA2 93 VANDITHAVALAM PALAKKAD

3 33 KATTOOR IRINJALAKUDAGROUP 8

1 250 ERIYAD IRINJALAKUDA2 178 MELADUR IRINJALAKUDA

3 50 MULANTHURUTHY ERNAKULAMGROUP 9

1 243 KALIYAR MUVATTUPUZHA2 15 CHELAKKARA PALAKKAD

3 64 PALLASANA PALAKKADGROUP 10

1 792 NADAVARAMBU IRINJALAKUDA2 202 KANJAR MUVATTUPUZHA

3 741 KURUVAMBALAM KOZHIKODEGROUP 11

1 736 PALAKKAYAM PALAKKAD2 897 MALANKARA SYR ORTH SEMINA ERNAKULAM

3 913 VELANKANNI MADURAI

Ajesh AshokanAsst. ManagerBr. Marapparai

Joshy P JohnClerk

Br. Thamarassery

NaveenLakkimsetti

Br. HyderabadCorporate

CAIIB Winners

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As we approach the f inal quarter of thisFinancial Year, questions are being raised onthe mounting non performing assets of thebanks across the country. Whereas the CentralGovt. aggressively pursue to implement theFinancial Inclusion scheme through its flagshipproduct Pradhan Mantri Jan Dhan Yojana(PMJDY) in the most remotest villages of ournation, with a strong zeal to improve theground conditions on one side, the credibilityof the lending history of many PSB’s seems tobe under compromise when we quickly glancethrough the figures of the stressed assets. Asper the latest statistics, stressed assets of thescheduled commercial banks in India are

estimated at about Rs. 8 lakh crore as againsttheir total loan book of Rs. 69 lakh crore. Thismeans that approximately 11.60% of the loansextended by them have slipped into thestressed category.

While searching the role of ‘contribution’ of thestressed assets by the public sector banks, thefigures seem to be made a quantum jump inthe past 9 months. Gross NPA’s of public sectorbanks stood at Rs 3.60 lakh crore at December2015; up from Rs 2.67 lakh crore at the end ofthe last financial year. Besides making adequateprovisions in their balance sheets, these banksmay also face the dampness of squeezed profitsin the upcoming quarter end. The mid-yeareconomic analysis and the quarter-end resultsof PSB’s show that 9 PSB’s have made combinedlosses of Rs.11, 251 crore. This is presumed tohave a wider impact on our economy rangingfrom the stock market fluctuations to theeroding investor conf idence across thespectrum. Taking the case of the stock market,latest report shows that stocks of all the majorPSB’s have fallen between 40-60 per cent overthe past one year. Of the 24 listed governmentbanks, 20 stocks now quote at less than theiroff icial book value. These all show that athorough overhaul is needed to improve thehealth of the PSB’s, whose ultimatestakeholders are none other than the tax payers.

The implementation of the ‘MissionIndradhanush’ announced by the Governmentin August 2014 was a roadmap for revampingthe functioning of PSB’s, fully conceptualizingthe looming problems to be faced by thebanking sector especially public sector banksin future at that point of time. It’s a seven-pronged strategy to revive PSB’s, covering acomprehensive range of issues such asappointments, Banks Board Bureaus,capitalisation, de-stressing PSB’s, empower-ment, framework of accountability and

governance reforms. The implementation ofMission Indradhanush is still ongoing, whichmust be completed in a stipulated time framein the present scenario if the desired resultsare to be materialized. On another side, RBIwants to complete the clean-up of bad loans ofthe banks through Asset Quality Review (AQR)by March 2017.

Finance Minister Mr. Arun Jaitley, in the latestheld ‘Gyan Sangam’- the two day brainstormingsession with the public sector f inancialinstitutions- stated that “What we need arestrong banks rather than numerically a largenumber of banks”. While allocating Rs. 25,000crore to public sector banks for recapitalisationin 2016-17 Union Budget, Mr. Jaitley hadannounced that bank consolidation would bedone once their balance sheets gets improved.Stating that the shaping of the banks in therequired form and cleaning up their books isunder priority, he added that further capitalwould be infused if required. Finance ministeris of the hope that the Bankruptcy andInsolvency Code, which will help banks recoverbad loans, would be passed by the Parliamentin the second half of the Budget Session.Amendment of the Securitisation andReconstruction of Financial Assets andEnforcement of Security Interest Act (SARFAESI)as well as the Debt Recovery Tribunals (DRT) isanother option being sought for the speedyrecovery of the stressed assets of the banks.

The latest Economic Survey concluded that oneof the most critical short-term challengesconfronted by the Indian economy was the twinbalance sheet problem — the impaired financialpositions of PSB’s and some corporate houses.The survey attributes the sluggish growth of theeconomy to the unwillingness of banks to lendcredit on account of rising NPAs, and moreattractive interest rates for borrowers in thebond markets. The solution for these problemsin PSB’s is a big challenge not only for RBI orCentral government alone but also for thevarious stakeholders in the Indian economyincluding the base strata representing the real“AAM AADMI” in search of his soul in the Indianvillages. A time bound measures for the speedyrecovery of the stressed assets of PSB’s and thebold pragmatic reforms in the finance sectormay be the only lasting panacea for oureconomy which aspires for a global transfor-mation in the time to come.

The Great Indian Stress Test

Major Campaign Winners in this

FY1.SIBershine Campaign

RO Wise Branch CategoryRO KozhikodeBr. Code Rank Branch57 1 Nilambur390 2 Puthanathani595 3 PulamantholeRO Bangalore911 1 Peenya Ind. Area, Bangalore875 2 Tumakuru (Tumkur)RO Chennai885 1 Abhishegapakkam204 2 AiyampetRO Kottayam844 1 Amal Jyothi Engg CollegeECRO Muvattupuzha893 1 PuliyanmalaRO Hyderabad547 1 QutabullapurRO Coimbatore868 1 NallanurALL INDIA BRANCH WINNERSBr. Code Rank RO Name844 1 Kottayam547 2 Hyderabad57 3 KozhikodeRDMO CATEGORYRank RO Name RDMO Name1 Kozhikode Ms. Shamily Lal2 Kottayam Ms. Sruthy. S3 Bangalore Mr. Nithin Omanakuttan

Bino GeorgeManager(Media and Advt.)P&D

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Pradhan Mantri Jan-Dhan Yojana (PMJDY) aNational Mission for Financial Inclusionlaunched by our Honorable Prime Minister on28th August 2014, with the objective ofensuring access to financial services namely,Banking/ Savings & Deposit Accounts,Remittance, Credit, Insurance, Pension in anaffordable manner to the excluded sections i.e.weaker sections & low income groups hasproven to be a Win – Win Game for allstakeholders.

The Mission kicked off with a NationalHousehold Coverage Survey Campaign bybanks, Financial Institutions, NGOs and variousagencies for identifying individuals andhouseholds not having a bank account.

In this campaign our bank has also participated,covering over 2,68,690 households, in more than150 Sub Service Area (SSA) and 324 Urban Wardsaccomplishing the same much before thestipulated date of 10th January 2015.

As a follow up measure after survey, campaignswere run across the country in all our branchesto open accounts in the name of the individualsand households not covered so far. Our bankcould open 1,03,188 PMJDY accounts during thecampaign.

It is heartening to note that, the Basic SavingBank Accounts (opened during the period15.08.2014 to 31.01.2015), have mobilized anamount of Rs.13.64 Cr so far.

It was rightly understood that in order to makenational mission of PMJDY a big success, it’simportant that these PMJDY accounts shouldcarry a tag of significance and an identity. Thebenefits of Rs. 30,000.00 Life Insurance, Rs.1,00,000.00 Accidental Death Cover (RuPayCard Benefit) and the highlight Rs. 5000.00Overdraft associated with PMJDY accountsserved the purpose.

More importantly, PMJDY accounts need to bekept alive by ensuring regular transactionstaking place in such accounts. This challengewas rightly accepted and was addressed byrouting Direct Benef it Transfers (Govt.

PRADHAN MANTRI YOJANA’s – A WIN – WIN GAME

subsidies, Old Age pensions and scholarships)to these accounts through the National PaymentCorporation of India (NPCI) Platform using themode of the National Identity Card number“Aadhaar “.

“Today, over 60% PMJDY accounts in our bank ismapped with Aadhaar and the count of ZeroBalance Accounts remains to be less than 25%.Every fortnight 250+ Zero Balance accounts arebecoming operational”.

RuPay card and PMJDY accounts go together andone of the most important features of PMJDYaccounts is the insurance benefit linked toRuPay card. This card was launched withAccidental Cover of Rs. 1,00,000.00 with noadditional cost and the card has become thesymbolic icon for all PMJDY accounts.

Our bank has been making earnest efforts tosend SMS alerts/registered letters to customersurging them to collect RuPay card in theiraccounts. 51% of the PMJDY customers havecollected RuPay cards so far. Here also we couldensure that 99.8% of RuPay cards issued are inactive status. Further, over 25% PMJDY accountholders perform minimum 1 RuPay Cardtransaction every fortnight.

Financial Literacy is one of the main pillars ofPMJDY and Government is encouraging variousagencies to play an active role for disseminatingfinancial literacy among the masses. Banks havemuch more important role to play in this matter.RBI /SLBC have given detailed instructions tobanks for the formation of FLCs and activitiesthey have to undertake.

Our bank has sponsored 12 Financial LiteracyCentres (FLC’s) across Kerala and has madeearnest efforts to spread awareness among thepublic on every aspect of banking, includingPMJDY as a whole. These FLC’s cond uctedoutreach camps in over 15+ schools, 30+ OCs(Operation Centres) and 12 ITI’s with over 5000participants in total.

Further, our Bank’s Business Correspondents(BC’s) are functioning in over 80% of allotted SSA(remaining covered by Branches), ensuring every

household is being served at their doorstepswith the low cost KIOSK model.

Today, over 5% PMJDY Accounts are gettingupgraded to Privileged accounts category everyweek enabling the customers to enjoy all thefeatures offered to savings bank customers.Further, the count of Transactions routed throughBC model and value of transactions are increasingevery month.

Social Security Schemes – The Right MoveIn his budget speech of the year 2015-16, theFinance Minister has announced Three SocialSecurity Schemes in the Insurance and pensionSector, namely the Pradhan Mantri SurakshaBima Yojana (PMSBY), Pradhan Mantri JeevanJyoti Bima Yojana (PMJJBY) and Atal PensionYojana (APY).

The Insurance schemes were designed withsubstantially low premiums. Rs 2 lakh life coveris given under PMJJBY with an annual premiumof Rs 330. Under PMSBY, accidental insurancecover of Rs 2.00 lakh is provided just for Rs 12per annum. Under APY, monthly pension rangingfrom Rs. 1000.00/- to Rs. 5000.00/- can be drawnby subscribers, on attaining the age of 60 bypaying monthly premium ranging from Rs.42.00/- to Rs. 1318.00/-.

Though the premium fixed is low, enrollmentsunder the three insurance schemes lackedmomentum in the initial stages. Subsequently,with the concerted efforts of banks andgovernment agencies, enrollments picked up.Awareness about the benefits of the schemeshas now percolated to the bottom and it isexpected that in the coming years, more andmore people will come forward to join theschemes.

Charan Deep SinghP&D

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Our bank could achieve 2,40,000+ enrollmentsunder PMJJBY, PMSBY and APY together andcommission earned in this regard is above Rs33 lakhs, which directly contributed to the“other income” of the bank.

In the beginning people were sceptic about theprocedure for settling claims under the twoschemes. There was a prejudiced view thatsettlement of claims will be a time consumingprocess. But in reality, claim settlementprocedures proved to be very efficient andhassle free. As per our experience, claimsettlement rate stands at over 90% for PMJJBYand over 53% for PMSBY. The total disbursedamount for all claims by our bank exceeded Rs90 Lakhs.

PMJJBY/PMSBY Claims PMJJBY PMSBYIn Process 4 6Settled 34 11Rejected 0 4Total Received 38 21

Further, every claim received is beingmonitored and followed up with insurancecompanies, to ensure that it is settled within30 days of receipt of claim documents.

As the Schemes are highly beneficial for thecommon man, our Bank would continuecampaigning for the 3 social security schemesso as to achieve the projected target of 25 %of eligible accounts for the next term.

The next phase of mass campaigning isproposed to begin from 1st May 2016 to 25th

May 2016.

Pradhan Mantri Mudra Yojana (PMMY) – TheUnfought BattlePradhan Mantri Mudra Yojana (PMMY), aflagship scheme of Government of India,

launched on 8th April, 2015 by the Hon’blePrime Minister to “fund the unfunded” primarilyfor developing and ref inancing last milefinancial intermediaries like banks and otherfinancial institutions who are lending to microenterprises in manufacturing, trading andservice sector.

PMMY loans are given to non – farm incomegenerating activities up to Rs. 10.00 Lacs.MUDRA Loan is categorized into 3 : ShishuCovering loans up to Rs. 50,000.00, Kishorecovering loan above Rs. 50,000.00/- and up toRs. 5.00 Lac, and Lastly Tarun covering loanabove Rs. 5.00/- Lac and up to Rs. 10.00 Lac.

Out of the Total Rs. 1,00,000+ corers disbursedunder PMMY, our bank has also contributed to thesuccess by disbursing 4891 loans valuing Rs. 188Crores. The segregation is as under:PMMY Amount Disbursed (in Crore)Shishu Rs. 3.75Kishore Rs. 66.24Tarun Rs. 118.07

Bishop of Calicut Diocese Rt. Rev Dr. Varghese Chakkalakal has visited Regional Office Kozhikode on 29-01-2016, which was our founder’s day. Mr. JolySebastian (DGM & Regional Head, Kozhikode), Mr. Paul A L (Chief Manager Regional Office, Kozhikode) , Mr. Renjith K C (Chief Manager RegionalOffice, Kozhikode) and Mr. Jose K U(Senior Manager, Regional Office Kozhikode) were present at the occasion.

Re-dedication Ceremony of Vashi Branch is inaugurated by Dr. Vincent Paul (Chairman of M/s.Anthea Aromatics Pvt. Ltd.) in the presence of Shri. Reghunathan K. N.( Executive Vice President-Treasury & IBD), Murali N.A. (GM & Regional Head RO Mumbai), Smt. Hebin Mini (Senior Manager,Vashi Branch) and other esteemed customers and staff on 16-02-2016.

The challenge of receiving the right proposalat the right time will always remain and ourbank will keep accepting and face everychallenge with pride.

Conclusion – The Game Just BegunIt is believed that f inancial inclusion, nowcommonly referred as PMJDY, can make visiblechanges in the living standards of the commonpeople, by means of easy access to off icialbanking channels and products.

On April 5, 2016, honorable Prime Minister willinaugurate “Stand Up India” initiative which isaimed at creating jobs and promotingentrepreneurs among SC, ST and women byextending loans at cheaper rates.

These new initiatives are the stepping stonestowards the betterment of our country. Let usall be part of it, and make our country a betterplace to live.

Banking is a public service. It represents thevery words of democracy ‘of the people, for thepeople and by the people’. When these wordswere shouted out as slogans on the day of ourindependence in 1947, we were already gearedup, to establish ourselves earlier back then inthe land of Tirupur. When the country turnedsixty nine, we too have achieved the same intoday’s Knitwear City of India. Our pride can besky high, not only because we were the thirdbank to be established in Tirupur after theImperial bank of India, but we are also the mostremembered bank in the city. During the timeof independence, when every Indian dreamt ofprosperity and development, we actually madeour mark to make this dream come true in thetransformation of the formerly unpopularagricultural village to today’s prime knitwearhub of the country.

Sixty nine years makes a man old enough toretire, but we have remained young by soul,persistently trying to move forward andachieving greater heights. ‘I have never seenso many young staff members who are readyto work hard and enthusiastically in a bank... .’said Mr. Murugesh, M.D of Aswath Weaving PvtLtd, during the 69th anniversary celebrations.Tirupur was an agricultural town with a paperthin margin of contribution to the G.D.P of thecountry. Today, out of the total textile exportsin India, 45% of the garment exports are in theform of knitwear, of which more than 90%comes from Tirupur. The city has made its own

mark in the economy and has got its own storyto tell. And in this success story, as one of theoldest bankers in the city, we have reserved ourown place even in the hearts of thoseentrepreneurs who were the torch bearers ofchange and development.

‘Back then when I had begun my journey, I wasafraid to walk into a bank because I didn’t knowanything about a bank and was unsure whetherthe bank will help me....’ was another commentput forward by,who is today the Chairman ofK.M knitwear which has a business of more than50 crores and providing employment to morethan 150 people. Today, when other banks aremere gems to our customers, we stand out asdiamonds in their hearts. When asked why, theysay even during the times of severe economiccrisis, when the world’s banking industry was inturmoil and India’s export industry in severemishap, we stood stable and firm to supportthe needs of the exporters who were severelyhit in Tirupur.

Our vibrance and energy is what customers loveand praise the most. ‘Look, if you are going tomake a payment in a public sector bank, youmight as well consider carrying your lunch there’said Mr. Ramasamy, M.D of Vidhya SagarInternational School, sharing his opinion duringthe 69th anniversary celebrations as to why didhe choose South Indian Bank over the rest.Looking back in time we have served the peopleof Tirupur with great loyalty and respect and it

Christo PaulProbationary OfficerSIB-Tirupur Main

is this very service that keeps them coming backfor more. By going hand in hand with them evenduring their joys and sorrows, we have becomean established bank in the city which is theproduction house for Classic Polo, Jockey, andmany more world famous brands.

When other banks were hesitant to startbanking in Tirupur, we were a class apart. Andthat very decision to stand as pillar of supportfor the people of Tirupur and to lead them fromnothing to something is what we all call as astory of pure endurance and success. This yearwhen we celebrate our 69th anniversary ofbusiness in Tirupur, our customers too standwith us to celebrate our completion of 69 yearswith them and to mark that this moment inhistory is never forgotten. This credit of successis for our dear forefathers who had establishedour very own bank, our senior managementmembers who had taken the strategic decisionto establish our bank in Tirupur, way beforeother banks and for the continuous support thatthey extend to the people of Tirupur throughus and for all the members of our bank whoare the life-blood of our bank’s existence.

69 and still counting.. .. ... .. ... .. .. ... . !!!

19

Fun & Frolic

TBD Team at Wonder la

RO Palakkad at Munnar

Compliance Department at Kodai

20

Branding is a powerful tool for any business entity to display its growing might in any marketsunder its operational radar; be it a existing market under its sphere of influence or a new unexploredgeography where it consider a priority target to aggressively develop, the first and foremostmission is to establish its brand presence among all the selected target age group of beneficiaries.Imbibing this concept our bank has recently came up with branding in some selected cities bothinside Kerala and Outside Kerala.

Branding in Kochin- Ernakulam South railway StationBranding at times presents some unusual offer when it adds a uniqueaesthetic appeal to the busy public place. Ernakulam South Railwaystation, one of the busiest stations in the state of Kerala, has been brandedby South Indian Bank that has entirely changed the feel of the usualconcept of our railway station…The commuters now would feel a newambience at the outset of our red logo and new ad- theme..

We welcome genuine, creative suggestions from our staff members forinnovative ideas in future branding. These branding exercise would find

Media Buzz

Branding in Mumbai- Volvo bus branding ofNMMT.Mumbai city.. .Financial capital of our nationwhere time flies like there is notomorrow...NMMT Volvo bus plying in primeroutes in Mumbai will now showcase SouthIndian Bank’s new ad-branding!

its true results only if new dynamic concepts are generated that mustinculcate the regional pulse and local culture, pertaining to our branchnetwork/ geographical presence. Your suggestions may be forwarded tosuggestions@sib.co.in , which may help us for creating customizedbranding activities matching to the local aspiration of each region/branches.

-Corporate Communication TeamH.O Planning and Development Department)

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Britto Johns A (Asst Manager, Br:Mullassery) &Ostiya Francis (Br: Thirupur

Vinaya Teresa Jose (D/o.M.T.Jose, AGM, Mktg.) & CecilWilson

Priyanga P Rao, Assistant Manager, Br.Mapranam & Santharam S

Ann Maria D/o T.P. Joseph (Thettayil),Asst.General Manger, Bangalore RO &Varghese J. Manavalan

Suraj (S/o Radhakrishnan) & Saranya Ranjith PV, Manager, Br. Kottakkal &Aparna.

Vishnu Prakash ( Assistant Manager,Coimbatore-Ganapathy) & Aswathi S

Jeena G Kumar, Asst. Manager-IT, DICT & Vishal V Pillai,Asst. Manager, Marketing Dept

Sandeep, S/o Mrs. Sathy Devi P.K. , Br.Mayannur & Hridhaya

Wedding

Siblink wishes a happy and prosperous wedded life

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CLICKZ !!!

Clickz!!!A Platform to showcase yourPhotographic skills ....Your’s might be the next......Send in your entries to siblink@sib.co.in

Manali

Ranju JoseAthirampuzha BR.

Anoop SSDICT, Ernakulam

Sneffy JohnsonCompliance Department HO

Chimmony Dam

Kodai