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    November 4-6, 2011

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    5

    Winning the war for talent in

    a competitive marketplaceThe rapid scale-up of the banking sector of the next decade will present

    significant challenges in terms of human capital development. The war for

    talent will intensify, both within the banking sector and across sectors in the

    economy. Banks will need to take a lifecycle approach in developing their

    human capital from creating propositions to attract the right talent; putting in

    place appropriate learning and development practices to skill this talent;

    creating differentiated career paths for different types of roles and

    establishing suitable individual performance management system which

    appropriately rewards performance. Banks which are able to solve for the

    entire lifecycle will be able to create a sustainable advantage vis-a-vis their

    peers in the industry.

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    Even as alternate channels have grown rapidly in the past decade, the role ofthe physical branch will continue to remain critical as a unit of delivering sales

    and customer service. In the industry today, there is already a massive

    variation in branch performance even within comparable micro-markets,

    top quartile branches are up to 5x more productivity than the bottom quartile.

    Transforming the branch performance can have significant upside

    significant lift in sales, superior customer experience and enhanced

    employee experience. Achieving this will require efforts on multiple

    dimensions putting in place the appropriate sales and service model with

    relevant formats and clearly defined roles; data-driven and market-based

    approach to target-setting and performance management; identifying the

    most attractive micro-markets and optimizing the branch network; targeted

    product campaigns based on underlying needs of the customer segments in

    the micro-market.

    Transforming branch

    sales and service performance

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    7

    New vistas in Wholesale Banking

    Wholesale banking in India is set for a period of sharp growth. Revenues from wholesale banking activities are likely to more

    than double over the next five years. Several trends will shape the evolution of India's wholesale banking markets and

    create new opportunities for foreign and domestic players alike.

    An expected sure of infrastructure

    investment, creating demand for

    additional banking products and

    services

    The continuing globalization of

    Indian companies, bringing withit the need for acquisition

    expertise, trade-finance and

    treasury services, and cash

    management skills

    Growing interest in the India story,inspiring a host of inbound M&A

    deals and increased fundallocation by global managers

    Increasing sophistication of

    products and solutions, driving

    higher margins

    A continuing focus on midmarket

    companies with new banking

    requirements

    Regulatory change in bond and

    equity markets

    Foreign players and the country's domestic banks, however, will find themselves in a tough commercial environment and

    must overcome a range of challenges if they are to maintain, or assume, a leading position in the market.

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    Enterprise Risk Management: Towards global

    best practices

    Though Indian banks emerged from the financial crisis comparatively

    unscathed, that very success may have bred an undeserved complacency. In

    fact, a review suggests that even two years after the crisis, major gaps remain in

    Indian risk management, with transparency, ownership, governance, and

    culture all requiring immediate attention. Strengthened risk functions will be

    critical not only for leading Indian institutions to comply fully with looming

    regulatory reforms such as 'Basel III', but to accommodate the spectacular

    growth rates over the next decade. The new risk approach comprises of four

    crucial changes: defining appropriate risk levels, developing new risk

    capabilities, improving liquidity management, and optimizing regulatory and

    economic capital.

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    The first step requires banks to clearly articulate their risk appetites, and then incorporate the

    results into their strategic development and business planning cycles. This process, already part

    of the risk agenda at many leading institutions, starts with the institution determining the outside

    limits of the risk it is willing to assume such as maintaining a particular rating. It then translates

    this institutional risk appetite into targets appropriate for each business unit. Updating those

    targets becomes an integral part of the regular planning cycle, in which the businesses and the

    risk unit continually reassess the most important risks facing the organization.

    Managing these risks effectively will require new risk approaches, an especially important

    priority in India given the weaknesses in the current risk infrastructure, such as inadequate credit

    reporting agencies. One alternative for the SME business is to adopt new tools such as the

    Qualitative Credit Assessment (QCA), which addresses the lack of suitable data as well as the

    shortage of skilled underwriters.

    Institutions will also need to upgrade their liquidity management to deal with the ever-

    increasing mismatch between financing needs and funding realities, with asset terms

    increasing in duration even as long-term funding availability remains limited.

    The final and broadest change is to manage capital more efficiently. These initiatives focus on

    reducing risk weighted asset figures while freeing up 'capital blockages', using such tactics as

    reducing negative value-add clients, revamping guidelines and tools to direct the front line

    toward the highest risk return products, and adopting risk-adjusted pricing practices.

    10

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    11

    The past three years have witnessed significant momentum build-up

    in the financial inclusion space. Banks have been experimenting with

    various models to effectively deliver on financial inclusion objectives.

    The next decade could witness some defining models for success in

    this space, as banks look to move beyond regulatory obligation to

    looking at this as a profitable and viable business opportunity. This will

    require a range of actions developing products, which are viable for

    this population; leveraging technologies, which can deliver solutions

    in a cost-effective manner; partnering with institutions across the

    eco-system.

    Profitable models for Financial Inclusion

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    Conference PapersCall for papersThe Bankers' Conference 2011 is organised on the Theme Competing in the Defining decade for

    Indian banking. The host institutions welcome papers from professionals in the Indian banking industry,

    policy making institutions, related institutions of the Indian and international finance on the topics of

    significance to above Theme of the Conference and/or on the topics slated to be debated in the

    panel discussion tracks during the Conference.

    thBANCON 2011, coming as it does on the eve of the 12 Five Year Plan has a special significance. There is

    wide consensus that the current decade will be a watershed decade. As the Indian economy enters its

    third decade of reforms radical transformations are predictable in several spheres such as how the

    huge physical savings will be converted to financial savings, which will be channelized into effective

    investments, how private consumption will drive growth, how the global financial resources will be

    mobilized for domestic growth, how rural productivity will be significantly enhanced to anchor

    inflationary expectations, how economic growth will be rendered progressively inclusive and finally

    how all these changes will propel the economy to a new orbit of growth.

    While conceptual issues and policy perspectives are very important, the organizers in particular invite

    innovative thinking, ideas and viable solutions on the above areas of business importance for the

    Indian banks.

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    Those interested in submitting papers to the conference may

    please take note of the following:

    Articles could be submitted in any of the topics listed in

    the brochure and other topics of relevance and

    significance to the theme

    The articles should be submitted in electronic form in MS

    word format (use Century Gothic- font size 11)

    Authors are requested to keep the articles brief and

    precise. While we do not insist on any restriction on thelength of the article at the cost of clarity, we request the

    authors to avoid lengthy descriptions. Generally,

    the length of the article could vary between

    2000 4000 words

    Authors will be intimated on the acceptance and

    publication of the same in the Conference volume

    Articles may be edited to suit the presentations

    and the design of the Conference Volume.

    The decisions of the Secretariat will be final in

    this regard

    Articles may be submitted by sending email to:

    [email protected]. Also CD/Floppy of the

    article along with the manuscript may please be

    sent to: BANCON 2011 Secretariat, Indian Banks'

    Association, World Trade Centre, Centre I, 6th floor,

    Cuffe Parade, Mumbai 400 005

    Articles sent on fax will not be accepted

    For any further information or assistance,

    please contact:

    stLast date for submission of articles: 31 August 2011.

    13

    Ms. Malti Ashar

    Vice President, IBATel: +91 22 22174020

    Email: [email protected]

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    Indian Overseas BankIndian Overseas Bank (IOB) was founded

    in the year 1937 by Shri M.Ct.M.

    Chidambaram Chettyar, a self-made

    pioneer barely 30 years of age, with the

    main objective of specializing in foreign

    exchange business of Indian traders in

    South East Asia. He was the first in the

    country to see an opportunity in overseas

    banking. IOB had the unique distinction of

    commencing business in the first year in

    rural Karaikudi, Madras (now Chennai)

    city, Rangoon in Burma and Penang in

    Malaysia. Within a decade IOB was

    doing thriving business in Malaysia,

    Burma, Thailand, Singapore, Sri Lanka and

    Hong Kong.

    IOB was the only foreign bank permitted to

    operate in Bangkok and continues to be

    the only India-based bank in Thailand.

    Similarly, IOBs Seoul branch opened in

    1977 remains the only India-based bank in

    South Korea.

    14

    IOB - Seventy Five Glorious Years

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    The Bank has launched MSME Plus to cater to the needs of SME sector, Bhoomi Laxmi,

    loan for small and marginal farmers to buy land, Student card to attract younger generation

    to open account, IOB-CA, loan product for Chartered Accountants, Gift card,

    E-Kiosks, career dream for students besides signing the MOU with American Express for Co

    branded credit cards.

    In this Platinum Jubilee year, Indian Overseas Bank is poised to double its business mix in the

    next two to three years with a network of 3000 branches, 3000 ATMs, more overseas

    branches and well-equipped staff. We have resolved to make IOB a customer-centric bank

    lead by a winning team capable of Touching hearts and spreading smiles to every Indian.

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    MILESTONES AND LANDMARKS:

    17

    1937 - IOB commenced operations.

    1938 - More branches followed around Chettinad apart from one in Kuala Lumpur.

    1941 - IOB opened a branch in Malaya.

    1946 - IOB opened a branch Ceylon.

    1947 - IOB opened a branch in Bangkok.

    1947 - IOB opened its branch in Hong Kong.

    1957 - The Bank felt the need for up-skilling the Bank Staff and established a training center.

    1958 - The Bank moved its headquarters to the building called Ameer Bagh which originally

    belonged to the Nawabs of Carnatic. A Regency style building, it was notable for

    its 12-pillared, 40-foot high portico built to allow the Nawab's elephants withhowdah, through.

    1960 - The banking sector in India was consolidating by the merger of weak private sector

    banks with the stronger ones; IOB absorbed five banks, including Kulithalai Bank.

    1962 - IOB celebrated its Silver Jubilee year.

    1963 - The Burmese Government nationalized IOB's branch in Rangoon.

    1964 The Bank made a beginning in computerization in the areas of

    Inter Branch Reconciliation and Provident Fund Accounts.

    1968 - IOB established a full-fledged department to cater exclusively to

    the needs of the Agriculture sector.1969 - IOB was one of the 14 major banks that were nationalized in 1969.

    1977 - IOB opened its branch in Seoul.

    -

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    Paid up CapitalNo. of StaffDeposits Advances ProfitYear & Reserves

    Branches Strength( . in lakhs) ( . in lakhs) ( . in lakhs)` ` `(`. in lakhs)

    1937 12.50 47.09 41.30 0.01 4 50

    1962 167.64 3511.64 2817.65 32.56 84 1930

    1969 221.09 8968.30 6739.06 9.67 225 3376

    1987 9112.02 464755.63 287715.37 562.34 1165 26527

    1991 35592.02 726809.02 488272.79 1040.93 1252 28728

    2000 74984.27 3431774.87 1157319.80 4034.20 1420 28213

    2005 257518.96 4424123.86 2520518.81 65135.93 1542 24366

    2010 752458.31 11079471.10 7900392.57 70696.15 2002 26732

    2011 932493.00 14522875.11 11183297.75 107254.27 2184 25626

    19

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    Indian Banks AssociationVision

    To work proactively for the growth of a healthy, professional and forward looking banking and financial

    services industry, in a manner consistent with public good.'

    Brief profileIndian Banks Association (IBA) is a voluntary service organization of the banking industry in India. It was

    th thformally established on 26 September 1946 with 22 members. As on 30 June 2011, IBA had 163 members.

    IBA represents various constituents of banking and finance industry covering public sector banks, private

    sector banks, foreign banks, urban co-operative banks. Reflecting the growing complexity of finance,

    the Associations role has expanded, from assisting member banks with their activities, to function as a

    self-regulatory organization and as an effective liasoning agency between the industry and authorities

    and preparing the members to adapt themselves to the changing times.

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    Endeavours to

    Render

    Organise

    Collect,

    Pool

    Project

    Promotesound and progressive banking principles and practices.

    assistance and to provide common services to members.

    co-ordination and co-operation on procedural legal, technical,

    administration, professional matters.

    classify and circulate statistical and other information.

    together expertise towards common purposes such as reduction in costs,

    increase efficiency, productivity and improve systems and procedures and

    banking practices.

    good public image of banking through publicity and pubic relations.

    21

    Journey so far

    The journey of IBA has been exciting as well as enriching. It has witnessed dramatic

    events and developments in these sixty five years. The partition of the country as

    well as banking system in the 1947, supporting rapid industrialization in the 1950s

    introduction of social control in the late 1960s, Nationalization of major banks in theearly 1970s, introduction of health code classification and a wide range of new

    instruments in 1980s, deregulation and liberalization in early 1990s and

    harmonization with international operational standards and best practice in the

    early 2000s. The legendary pioneers laid a strong foundation that helps the

    institution to pursue and follow the road map.

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    Venue:

    Registration:

    Hotel Le Royal Meridien

    #1, GST Road, St. Thomas Mount, Chennai - 600 016

    www.leroyalmeridien-chennai.com

    Inauguration and all the sessions/panel discussion will be held in the same venue.

    It is requested that banks / institutions may send nominations only by filling up the

    Registration Form. The Banks/ institutions may consider nominating a few officials

    from their organizations. It is important that nominations are routed through the

    respective institutions and sent to

    Advisory

    BANCON CellIndian Overseas Bank

    763, Anna Salai, 5th floor,

    Chennai 600 002Tel: +91 44 28889323/28524212 | Mobile: 07200099960

    Fax: 044-28889323

    E-mail: [email protected]

    22

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    Dates to Remember

    Please make note of the following important dates relating to the Conference. Since the entire

    arrangements to the conference are required to be made within a very limited time, all delegates are

    requested to kindly adhere to the time schedule indicated as below:

    stLast date for submission of papers : 31 August, 2011.

    thLast date for registration : 15 October, 2011.

    23

    a) Indian Overseas Bank

    Ms. Geeta P Shetti

    General Manager/Convenor (BANCON 2011)Indian Overseas Bank,

    763, Anna Salai, 5th floor, Chennai 600 002

    Tel: +91 44 28889323/2851 9517

    Mobile: +91 9566080066 | Fax: 044-28889323

    E-mail: [email protected]

    b) Indian Banks Association

    Ms. Rema Menon

    Senior Vice President, Conference Secretariat,Indian Banks Association,

    6th floor, Centre I Building, World Trade Centre Complex,

    Cuffe Parade, Mumbai 400 005

    Tel: +91 22 2217 4012/18/19/46, Mobile: +91 9819065512,

    Fax: +91 22 2218 4222/2215 4131

    Inauguration on 04.11.2011 at 5.00 pm at The Chennai Trade Centre

    Mount Poonamalle Road, Nandambakkam, Chennai - 600 089

    Tel: 044-2232 7782, 2231 5551, 2231 6033, 2232 4457, 096770 21178

    All the programs of 5th and 6th November, 2011 will be held at

    Hotel Le Royal Meridien, #1, G.S.T. Road, St. Thomas Mount,

    Chennai - 600 016

    For any information and assistance, please contact:

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    HospitalityRooms are blocked in the following hotels at Chennai and the participants are requested to book their

    accommodation directly with them and inform us for further arrangements.

    No.1, G.S.T. Road,St Thomas Mount,

    Chennai - 600 016, India

    Ph: 044-2231 4343

    1. Hotel Le Royal Meridien

    www.leroyalmeridien-chennai.com

    24

    2. Trident, Chennai

    1/24 G.S.T. Road,Chennai - 600 027, India

    Tel: +91 44 2234 4747

    Fax: +91 44 2234 6699

    www.tridenthotels.com

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    3. Radisson Blu

    Hotel Chennai

    Reservations:

    4. Hilton Chennai hotel

    531 G.S.T. Road, Saint Thomas Mount

    Chennai - 600016, India

    Tel: + 044-2231 0101

    Fax: + 044-2231 0202

    I

    124/1 J.N. Salai, Ekkaduthangal,

    Chennai - 600032, India

    Tel: 044-2225 5555

    Fax: 044-2225 5700

    www1.hilton.com/en_US/hi/hotel/MAAHIHI-

    Hilton-Chennai-hotel/index.do

    ndia toll-free +1800-1800-333

    Hotel reservation hotline: +91 97898 10101

    E-mail: [email protected]

    25

    5. The Raintree Hotel - St. Mary's Road,

    6. The Raintree Hotel, Anna Salai,

    7 The Accord Metropolitan

    120, St. Mary's Road, Alwarpet,

    Chennai - 600 018, India

    Tel: +044-4225 2525

    Fax: +044-4225 2627

    Email: [email protected]

    636, Anna Salai, Teynampet,

    Chennai - 600 018, India

    Tel: 044-2830 9999

    Fax: 044-28 30 9977

    Email: [email protected]

    35, G.N. Chetty Road, T. Nagar,

    Chennai - 600 017, Tamilnadu, India

    Tel: 044-2816 1000 / 4391 1000

    Fax: 044-2816 1001

    Email: [email protected]

    http://www.theaccordmetropolitan.com

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    Touching Hearts,Spreading Smiles.

    Since 1937

    l l l l

    l l l l l

    Home Loans Vehicle Loans Educational Loans MSME Loans Agri Loans Gold Loans

    Savings Deposits Fixed Deposits ATM Services Debit/Credit Cards e-paymentl

    We would like to touch your heart by afriendly service and strive to spread your

    smiles through a range of innovative,technology driven, world-class products.

    This has been our commitment since 1937.

    Our service is all aboutmaking your life beautiful!

    If you have a talent for business,wed love to help you grow.

    Talk to us at IOB for:

    l Term loans and Working Capital Finance

    l Standby term loan facility under IOB

    SME Advance Term Loan Sanction

    Scheme

    l Collateral-free loan under CGTMSE

    Guarantee Scheme

    l Loans for Road Transport Operators,

    Professionals and Self-employed, Small

    Business and various other services

    l MSME Care Centres at all Regional

    Offices for speedy redressal of

    grievances of MSME Sector

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