Karur Vysya Bank - 2020

New energy
New initiatives
Banking for a new India
Annual Report 2019-20

Karur Vysya Bank, Registered and Central office, Karur
Our vision
Delight customers continually by blending tradition with technology, to deliver innovative
products and services at affordable rates, through a pan-India network.
Our mission
Adapt technology to introduce innovative products and services as well as increase
the value of products on an on-going basis and provide them at reasonable rates.
Expand branch network to reach the top business centres, besides unbanked and under
banked areas in the country. Strengthen the financials through effective deployment
of funds and ensuring financial discipline while adhering to the regulator’s guidelines.
Update the knowledge and skills of the human capital to provide quality customer support.
Shri M A Venkatarama Chettiar Shri Athi Krishna Chettiar
The Vision of Two Legends

Karur Vysya Bank (KVB), one of the oldest banks in the country, has been a trendsetter in
the field of banking and has justly merited the reputation of being one of the best of its kind.
The seeds of the Bank were sown on 1st July 1916 by two great visionaries and illustrious sons of
Karur, late Shri M. A. Venkatarama Chettiar and late Shri Athi Krishna Chettiar. They were men
with sound business acumen, pragmatic vision, clear foresight, unwavering determination and a
high spirit of nationalism.
The founders envisaged a commercial bank which will meet the credit needs of the merchants,
thereby alleviate the problems of the middle class. They took upon themselves the task of proceeding
with the formation of the banking company. It took them nearly three years to mobilise seed capital,
a major part of which was collected only on the basis of their personal assurance / guarantees.
On their part, while promoting a company for the purpose of banking, they visualized that it should
be an institution based on ethics and integrity. It was more of a mission for trust and community
service rather than a commercial venture.
Today KVB continues the glorious tradition initiated by the founders and is committed to serving
its clientele and society at large with the same zeal and enthusiasm.
CONTENTS
Introduction Statutory reports

KVB at a glance 02 Directors’ report 36 KVB at a
glance
Our key business segments 03 Management discussion
Our presence 04
and analysis 48 02
Corporate governance
Our strengths 05
report 68
Performance review Financial statements

Business highlights 06 Independent auditors’
Strategic
report 130
Key performance priorities
indicators 07 Balance Sheet 138
16
Chairman’s message 10 Profit and Loss Account 139
MD & CEO's message 13 Schedules 140
Strategic priorities 16 Cash Flow Statement 191
Digitalisation 18 BASEL III –

pillar 3 disclosures 193
Distribution 20
Network of branches 214
Diversification 22
Principal correspondent
People 24
banks 224
Awards and accolades 25
Corporate Social
Responsibility 26
Board of Directors 30
Senior Management Team 32
Corporate Information 35
Performance highlights: FY 2019 - 20
`48,516 Crore `59,075 Crore

Gross advances Total deposits
`2,348 Crore `235 Crore

Net Interest Income Net profit
New energy
New initiatives
At KVB, we have built an institution of banking excellence through a happy

confluence of tradition, technology, teamwork and trust. Anchored to
our illustrious legacy our focus on adopting industry‑leading practices
and cutting‑edge technology enables us to deliver a differentiated value
proposition. At the same time, we have achieved higher operational
efficiencies by centralising and digitalising our processes and systems.
Evolving to address the banking needs of our diverse customers, we have

entered new segments (NEO, Precious Metals Division) and strengthened
the existing ones. To further elevate their banking experience and ensure
seamless delivery, we are optimising our comprehensive digital offerings,
deploying data analytics tools for personalisation and forming strategic
partnerships that include fintech companies.
That being said, our success story hinges on the relentless efforts of every
Kayveebian in delivering seamless services, even during challenging times.
Their unwavering commitment and dedication motivates us to progress
towards our goals with renewed zeal and energy. As we move forward,
we are propelled with new energy to undertake new initiatives for an
aspirational new India.
Karur Vysya Bank Annual Report 2019-20
KVB AT A GLANCE
Old values. New vigour.
KVB is one of the prominent private sector banks in India. Incorporated in 1916 by two great visionaries, late
Shri M. A. Venkatarama Chettiar and late Shri Athi Krishna Chettiar; our bank’s primary objective is to meet
the financial needs of merchants across the middle class.
Our businesses are classified as Commercial Banking Group (CBG), Corporate and Institutional Group (CIG),
Personal Banking Group (PBG) and Agricultural Banking Group (ABG). During FY 2019-20, we forayed into the
bullion segment by starting our Precious Metals Division (PMD). We cater to our customers through a robust
network of physical and digital touch points spread across the country.
Quick facts
100+ years 7,935 779 branches

of legacy Employees Across India
Our customer base
4.5 Lakh 7 Lakh+ 77 Lakh+

Small and mid-sized Individuals engaged in Retail customers
businesses agriculture
2
Introduction Performance review Statutory reports Financial statements
OUR KEY BUSINESS SEGMENTS

Convenient solutions for a new India
T Loan size B Book size as on March 31, 2020
Commercial Banking - Customised loans - Mortgages

Group (CBG) (Pharma Plus,
Transport Plus,
- Gold loans
- Corporate credit card
Textile Plus, Steel - Business debit card
Plus, among others) - Transaction banking
- Commercial loans services
- MSME loans
T Up to `25 Crore
B `15,620 Crore
Corporate and - Working capital finance

Institutional Group - Term loans
- Specialised corporate
(CIG) finance products
- Trade and transaction
banking services
- Liquidity
T `25 Crore and above management solutions
B `12,767 Crore
Personal Banking - Housing loans - Savings account

Group (PBG) - Personal loans
- Mortgage loans
- Fixed deposits
- FASTag
- Four wheeler loans - Debit card
- Two wheeler loans - Demat services
- Current account - Bancassurance
T Upto ₹10 Crore
(for individuals)
B `11,193 Crore
Agricultural - Gold loans

Banking Group (ABG) - Crop loans
- Dairy loans
- Fishery loans
B `8,936 Crore - Poultry loans
- Horticulture loans
- Warehouse receipt loans
- Joint Liability Group (JLG) loans
3
OUR PRESENCE
Networks for a new era
We engage with our customers via a strong distribution network spread across 19 states
and 3 Union Territories. Our strong foothold in the southern region of India lends us a distinct edge
over our peers. We offer our customers the convenience of engaging with us across touchpoints
that include branches, PoS terminals, ATMs, cash deposit machines and more.
BRANCH MIX FY 2019-20

Punjab (%)
6
Uttarakhand
Haryana 1
6 West Bengal
14
Rajasthan Uttar Pradesh
1 6 Bihar
1
Jharkhand
Madhya Pradesh
1
4
Chattisgarh
Gujarat
Orissa 1
15
Maharashtra 5
25 Metro 26
Telangana Urban 20
59 Semi-urban 38
Goa Rural 16
1 Andhra Pradesh
121
Karnataka
51
Figures in blue Kerala Tamil Nadu

indicate number 21 420
of branches
MULTI-CHANNEL DELIVERY
Mar 2016 Mar 2017 Mar 2018 Mar 2019 Mar 2020
Branches 667 711 790 778 779
PoS terminals 10,157 22,068 22,873 21,959 15,534
Cash deposit
353 444 533 534 565
machines
ATMs 1,655 1,747 1,795 1,645 1,659
4
OUR STRENGTHS
Our value proposition
Diverse suite of offerings Customer-centric approach

All our business segments offer a For over a century, we have built a legacy of long-standing relationships with our
multitude of products and services customers, based on trust. We are able to understand their unique needs that
including loans and deposits. Our we are quick to fulfil, making us the preferred banker of our patrons. In a highly
aim is to be a one-stop destination competitive market, this is a major strength for us.
for all the financial needs of our
customers. To this end, we plan to
launch select products where we NUMBER OF CUSTOMERS
have witnessed increasing demand in Million
from our customers.
2015-16
5.63
Number of products
2016-17
6.29
17 35 2017-18
CBG/CIG ABG 6.88
2018-19
7.38
156+ 2019-20
PBG 7.78
Best-in-class digital Strong presence in tier-2 Experienced

platforms and offerings and tier-3 towns management team
We have been among the early movers We have built a significant presence We are led by a team of experts
in the banking sector to embrace in the non-metro markets, with more having rich experience in their
technology for achieving scale and than half of our branches in semi- specific domains within the banking
enhancing efficiency of our systems urban and rural areas. We focus on sector. Their foresight enables us to
and processes. Over the years, we have catering to the financial needs of the craft timely and relevant strategies.
built a digital ecosystem encompassing those sections of the society that Their strong execution capabilities
a wide range of customer touchpoints are relatively underserved. We are and continued guidance provides us
across the customer lifecycle. looking to further strengthen our strength and makes us resilient as
Digitalisation also enables us to serve offer in these markets, which present an organisation.
our customers better, at a faster pace a large headroom for growth and are
and at the time and place of their expanding via a prudent mix of digital
convenience, thus, helping us enhance and physical channels.
customer loyalty.
85% 54% 33.71 years

Retail loans disbursed Branches in semi-urban Average experience
digitally during FY 2019-20 and rural areas of our leadership team
(excluding jewel loans and deposit loans)
5
BUSINESS HIGHLIGHTS
New relationships. New possibilities.
During the year, we continued to implement several growth initiatives by joining hands with
prominent financial institutions and by launching distinct, need-based products. We also focused on
driving operational efficiencies by centralising our operations across key locations. Some of the key
developments are explained in this section.
Strengthening our Forming new co-lending Creating centralised

bancassurance offerings partnerships operations centres
We formed tie-ups with Go-Digit, ICICI In February, we tied up with Home We opened a Centralised Operations
Lombard and Star Health, enabling Credit India (HCIN – a local arm of Centre (COC) in March 2020. This
them to sell their insurance products the international consumer finance move is the latest in our efforts to
at our branches. Our customers across provider) for joint lending using centralise our operations. As a part
the country now have access to these end-to-end automated processing of this strategy, we are moving all
insurer's portfolios. which will help the customer get non‑time critical operational activities
real-time approval and disbursement. to the freeing up valuable time and
Under the agreement, HCIN and capacity COC at our branches to
With this, our customers can
KVB will disburse loans in a single provide a superior experience to our
chose from eight insurers that amount to customers. customers. The newly-opened COC
we are allied with. spans about 20,000 sq. feet area on
a single floor and conducts several
This partnership will enable us to
activities under one roof, hitherto
reach out to 10 million customers undertaken across different locations.
of Home Credit India and
leverage their global experience,
knowledge and expertise.
6
KEY PERFORMANCE INDICATORS

Solid financial profile
Balance Sheet
TOTAL ADVANCES BOOK VALUE

` in Crore `
2015-16 39,476 2015-16 375.25

2016-17 41,435 2016-17 79.51*
2017-18 45,973 2017-18 85.49
2018-19 50,616 2018-19 79.56
2019-20 48,516 2019-20 82.57
*In FY 2016-17, one equity share of face value of ` 10/- each was subdivided
into five equity shares of face value `2/- each
TOTAL DEPOSITS ADVANCES MIX

` in Crore FY 2019-20 (%)
2015-16 50,079
2016-17 53,700
CBG 32
2017-18 56,890 CIG 26
PBG 23
2018-19 59,868
ABG 19
2019-20 59,075
CASA DEPOSIT MIX

` in Crore FY 2019-20 (%)
2015-16 11,675
2016-17 14,889
2017-18 16,577 Time 69
Savings 22
2018-19 17,915
Demand 9
2019-20 18,507
7
KEY PERFORMANCE INDICATORS (CONTD)
Profit and Loss
NET INTEREST INCOME OPERATING PROFIT

` in Crore ` in Crore
2015-16 1,781 2015-16 1,303

2016-17 2,074 2016-17 1,571
2017-18 2,298 2017-18
1,777
2018-19 2,363 2018-19 1,711
2019-20 2,348 2019-20 1,761
NON-INTEREST INCOME NET PROFIT

` in Crore ` in Crore
2015-16 707 2015-16 568

2016-17 782 2016-17 606
2017-18 900 2017-18 346
2018-19 963 2018-19 211
2019-20 1,155 2019-20 235
TOTAL INCOME
` in Crore
2015-16 6,150
2016-17 6,405
2017-18 6,600
2018-19 6,779
2019-20 7,145
8
Key ratios
NPA Gross NPA CAR

% Net NPA %
8.79 8.68 17.17

16.00
6.56
14.43
3.58 12.54
4.98 12.17
4.16 3.92
1.30 2.53
0.55
2015-16 2016-17 2017-18 2018-19 2019-20 2015-16 2016-17 2017-18 2018-19 2019-20
MARGIN PROFILE NIM RETURN RATIOS RoE

% Cost of funds % RoA
7.38
12.41 12.03
6.52
5.91 5.82 5.80
5.52
3.28 3.56
3.70 3.86
3.67 1.03 1.00
3.43 3.44 0.53 0.31 0.32
2015-16 2016-17 2017-18 2018-19 2019-20 2015-16 2016-17 2017-18 2018-19 2019-20
9
CHAIRMAN’S MESSAGE
Progressing towards
a new growth paradigm
Dear Stakeholders,
Before discussing our
performance for the year, I
would like to wish all of you and
your family the best of health
and safety. We live in times
where the world is grappling
with an unprecedented health
crisis. The COVID-19 pandemic
has affected not just our lives
but also the way in which we
work, posing several challenges
to our healthcare and financial
ecosystems alike. However, the
crisis has also ended up opening
new frontiers of growth, with
lessons for us all.
As I took to writing this letter aimed
at bringing forth the highlights
and salient features of our healthy
performance for FY 2019-20, my
thoughts kept going to one place
only: our strong relationships in the
market and the drive for results
demonstrated by our people.
I believe we have acted with foresight

and agility, which are our key strengths
in view of the current macroeconomic
conditions facing us. We continue
to interact with our depositors,
borrowers, various service providers
and other stakeholders, including our
employees, in order to ensure that
our services remain uninterrupted.
This has also helped us to identify
opportunities for value creation.
N. S. Srinath With this background, I would revisit

Chairman the year under review.
10
REVIEWING THE Despite these challenges, we have recorded a resilient

MACROECONOMIC SCENARIO performance in the year. Healthy growth in the retail advances
The Indian economy, though dealing
along with steady loan book in the agri segment offset the
with its own issues around slowing
consumption demand, rising inflation, impact of a degrowth in the corporate credits. While net interest
weak private sector capex, was still income remained largely stable, strong growth in non‑interest
among the fastest growing large income (on the back of good-performance by treasury)
economies globally. However, by
aided overall profitability.
March 2020, the pandemic had
arrived. The country went into a
nation-wide lockdown from March 24, under pressure. Asset quality However, the agriculture & allied
2020. Owing to all these pressures, the pressures remained elevated during industries as well as the MSMEs will
country’s GDP grew at a decade‑low the year amid rising macroeconomic need short-term and long-term credit
level of 4.2% in FY 2019-20. The challenges. Further, the NBFC sector’s and provide growth opportunities for
government has announced a slew woes continued with big names banks and NBFCs.
of measures to provide relief to undergoing resolution process under
small and medium enterprises and the Insolvency and Bankruptcy Code KVB PUTS UP A RESILIENT
to revive the economy. (IBC). With a large private sector bank PERFORMANCE
caught in crisis, the sector has come Despite the challenges we have been
There is a silver lining, however. under increased scrutiny. facing, we have recorded a resilient
We are witnessing a bumper harvest; performance in the year. Healthy
this, coupled with increased maximum The Government of India as well growth in the retail advances along with
selling prices for major food crops as the Reserve Bank of India have a steady loan book in the agriculture
and oil seeds, holds the promise taken several measures to support segment has helped offset the impact
of agriculture growth. Further, as the economy and the banking of a degrowth in the corporate
global MNCs consider diversifying sector. This includes the grant of credit. While our net interest income
their manufacturing operations moratorium on payment of interest remained largely unchanged, strong
outside China, India could emerge as and / or instalments by the borrowers, growth in non-interest income (on the
a preferred destination given the low Guaranteed Emergency Credit Line back of good treasury performance)
corporate tax rate, skilled population, to meet the additional credit needs delivered overall profitability.
relatively low wages and a large of the business community, lowering
domestic market. A good monsoon, risk weights for retail loans (excluding A key highlight of our performance
weakening inflation, falling crude oil credit card loans) from 125% to was the improvement in asset quality
prices and revival in consumption will 100% and ensuring transmission ratios - Gross NPA and Net NPA which
augur well for the economy. of lower policy rates to the end contracted versus the levels recorded
borrowers among others. in FY 2018-19. Our constant focus on
A MIXED YEAR FOR THE enhancing our underwriting practices,
BANKING SECTOR Going forward, the demand for credit adopting superior risk appraisal
India’s banking sector witnessed and credit quality both could drop as processes and pushing recoveries
a credit growth of ~6% during consumption demand continues to have paid off well.
FY 2019‑20 (as against 13% in weaken. In this scenario, banks are
FY 2018-19), with the retail segment likely to adopt a cautious stance on The most interesting and rather an
continuing to lead from the front incremental lending and significantly important achievement during the
and corporate segment remaining step up their focus on asset quality. year, according to me, is growing
Highlights: FY 2019 - 20
68.90 % 17.17 %
Provision Coverage Ratio (PCR) Capital Adequacy Ratio (CAR)
11
CHAIRMAN’S MESSAGE (CONTD)
Our NEO project is playing a

prominent role in driving
branchless growth.
our Provision Coverage (PCR) and We have carried out a thorough stress While our Bank is all poised to set its
Capital Adequacy Ratio (CAR). We testing of our exposures to various sails to a new journey, I am glad to
surpassed our target PCR to reach industries and we will continue welcome three new members to our
68.90% (from 56.86% in FY 2018-19) to pursue select opportunities in Board, who are recognised among
and improved our CAR to 17.17%, as segments signifying relatively lower the top talents in their respective
against 16.00% in FY 2018-19. I am risks, especially in the corporate and domains - our new MD & CEO
glad to note that these ratios have MSME sector. We are constantly Shri B Ramesh Babu, whose long years
firmed up further during Q1 of the monitoring slippages and are of banking experience in SBI will add
current fiscal. working to improve recoveries great value; Independent Directors
from NPA accounts. on our Board Shri K G Mohan and
MOVING FORWARD WITH Shri Dr HarshaVardhan, who are
RENEWED ZEAL Going forward, we expect our new both seasoned professionals highly
The year gone by has strengthened business segments such as bullion respected for their contributions in
our resolve to improve our services to bring in growth over the medium their fields of expertise.
and offerings for our valued to long term. We are also focusing
customers. I am happy to share with on growing our gold loan and vehicle To conclude, I would like to extend
you that we are the first bank in the loan portfolio through tie-ups. my heartfelt gratitude to each and
country to disburse the Emergency The other important focus areas every Kayveebian for their dedication
Credit Line Guarantee Scheme (ECLGS) will be optimisation of expenses to the organisation. Many of you
loans to MSMEs in the post lockdown through various measures including exceeded the call of duty to contribute
scenario. We continue to be liberal in centralised branch operations, to KVB’s success and wellbeing - my
providing temporary enhancements in digitalisation and more. thanks to you and your family. I would
working capital, helping our customers like to thank the leadership team
to tide over these tough times. BUILDING ON OUR LEGACY for demonstrating strong execution
OF TRUST capabilities and our shareholders,
In my speech at the AGM last year, For us at KVB, the values of being fair, our business partners, customers
I had highlighted the future of digital ethical and transparent in business and other stakeholders for their
banking. I take pride in saying that are an absolute non-negotiable. continued support.
KVB is among the early birds to pursue This approach has helped us build
digital transformation, especially time-tested, trustworthy relationships I am confident that together, we will
in lending and our digital stance is with all our stakeholders including take KVB to greater heights.
vindicated in a post-pandemic world. customers, employees, business
It lends us distinct strengths as we partners, and the society at large. Best Regards,
work to expand our digital offerings,
providing customers with a seamless
We are thankful to our Board
of Directors for their invaluable
N. S. Srinath
banking experience and driving guidance and oversight.
efficiency across all our business
functions. In this regard, our NEO
project is playing a prominent role in
driving branchless growth.
12
MD & CEO’S MESSAGE

Building the new
by consolidating the core
Dear Stakeholders,
I am very excited to join the
esteemed KVB family. I consider
it a privilege to be part of a Bank
that has been religiously following,
since 104 years, the time-tested
principles of banking passed on
by its founding fathers. In my
experience, I have perceived
banking as a service based on ‘trust’
and providing ‘customer delight’,
qualities that are inherent in KVB.
Qualities that are also the reason
for the excellent goodwill we enjoy
in the market.
We are always mindful of the trust,
faith and confidence that our customers
and our investors have reposed in us.
The many milestones we have achieved
through over a century are the result
of having successfully safeguarded this
trust by making the correct choices.
Therefore, the choices we make today
will create our tomorrow. This is how
each one of us at the Bank contributes to
shaping its destiny.
At present, the world at large is in the

throes of a crisis unseen in the recent
human history. It is forcing us to unlearn
and relearn. Such a phase also brings
with it a solid opportunity to innovate.
While we cannot stop waves, we can learn
quickly how to surf. When our vision is
clear, we will find our future contributory
space, challenges notwithstanding.
Therefore, it is in times like these, it is
important to remain strong, identify our
areas of growth as well as our strengths,
and leverage them for success. B Ramesh Babu
MD and CEO
13
MD & CEO’S MESSAGE (CONTD)
Thus, we are focusing on identifying Owing to our constantly improving With A CAR of 17.17% (16.0% in
suitable opportunities for growth as underwriting practices as well as FY 2018-19), we have generated a
well as potential threats as we try sharp focus on asset quality, during
healthy amount of networth for
to grow our Bank while staying true the year our Gross NPA came down
to our values and principles. I would to 8.68% from 8.79% in FY 2018‑19 investment in our growth.
like to remind everyone that we have and our Net NPA to 3.92% from
successfully navigated two world 4.98% in FY 2018-19.
wars and four major recessions in
independent India, apart from several We have generated healthy networth OUR NEW INITIATIVES
other historical challenges. I am for investment in our growth, even The year witnessed the launch
confident of emerging triumphant and as our Net Interest Income remained of our Precious Metals Division,
even stronger than before. flat and the advances witnessed a 4% which enables us to cater to the
y-o-y decline. This was due in part bullion needs of our customers.
I am glad to present our performance to our conscious efforts to prune Having served several marquee
for FY 2019-20, a year marked by our exposure to a select few large customers in the organised as well
several macroeconomic challenges. but riskier corporate accounts (CIG as unorganised jewellery sector,
In my view, this serves to validate segment), but also largely because of expanding into precious metals was a
our faith in our strategies and the overall weakness in the economy. logical next step.
execution capabilities.
Our deposits witnessed a minor While we delivered our first
REALISING HIGHER downtick of 1% as compared to consignment in February 2020, the
OPERATIONAL EFFICIENCIES FY 2018-19 owing to a decline in total business has slowed down since
We have registered growth in demand deposits and term deposits. March post COVID-19 outbreak.
operating profit and net profit A 3% y-o-y growth in CASA (Current However, it carries immense promise
of 3% and 11% year-on-year Account Savings Account), though, over the medium to long term and
basis. This was delivered through offset this pressure to a large extent. we expect a swift revival once the
a robust performance of the The PBG segment witnessed a robust situation normalises.
treasury function backed by several 16% growth (excluding IBPC) and
initiatives to improve our operational contributed almost 23% to the overall Our corporate cards business,
efficiency. We also improved our loan book. The ABG segment also did launched in the later part of
PCR to 68.90% in FY 2019-20 from well by clocking‑in nearly 10% y-o-y FY 2018‑19, also gained healthy
56.86% in FY 2018-19. growth in loans and formed 19% of traction during the year and we are
the total loans. confident of scaling it further.
Performance snapshot: FY 2019-20
`48,516 Crore
Gross advances
`59,075 Crore
Total deposits
14
During FY 2019-20, the NEO project Our customer-facing teams across Our digital transformation
achieved significant growth. Set the country constantly engaged with will enable us to drive greater
up to explore avenues of driving customers to check on their health and
efficiencies in underwriting loans
branchless banking through strategic wellbeing as well as to provide support
partnerships and identifying ways in the form of financial solutions as as well as providing various other
to optimise digitalisation, we have per their needs. We encouraged our customised services.
made significant headway on all customers to adopt digital banking
these parameters. We will soon be and also guided them in a process of
able to leverage the results for rapid smooth transition.
growth and expansion.
We undertook several measures We will also scale up our newer
SUPPORTING OUR such as distribution of masks and business segments, through a
STAKEHOLDERS DURING THE other essentials to corona warriors, customer-centric approach to
PANDEMIC several government hospitals and providing need-based banking
Post the implementation of the municipalities in our communities. solutions. In a competitive
nation-wide lockdown from March During the year, we continued with environment, where products can
24, 2020, we activated our business our initiatives to drive upliftment and be replicated instantly, the loyal
continuity plan with the dual prosperity in our key communities. relationships that we have with
objectives of ensuring the safety and our customers emerge as a key
wellbeing of all our employees and THE ROAD AHEAD differentiator. The customer trust that
undertaking business activities as From a strategy perspective, very brand KVB enjoys defines us truly.
seamlessly as possible. Our IT, HR, clearly we want to strengthen our
sales and other teams’ agility and connection to our roots. We have Our goal, therefore, is to enable KVB
responsiveness is highly appreciable. very strong local linkages and we to emerge as a leading player and
work as a part of the community we to keep it ‘relevant’ at all times and
While we activated work from home are surrounded by. Thus, we have a seeing to it that the traditional warmth
for some of our people, our branches very sticky consumer base, which is of relationship banking is retained.
and divisional offices remained our greatest strength. As a result, we This is in the DNA of Kayveebians.
operational with skeletal staff to continue to operate in the long-term
ensure that our customers received interest of our customers. In conclusion, I would like to thank
essential banking services. Likewise, the Central & State Governments,
we undertook all the necessary Over the near term, we will refocus Regulators, all the members of
precautions to ensure hygiene and on SMEs and emerging corporates our Board customers, employees,
safety of all our premises and ensured with the aim to drive rapid growth. shareholders, communities and all
employees are fully aware about all the Our digital transformation will enable other stakeholders for their constant
developments and precautions to be us to achieve greater efficiencies in faith and belief in us. Together, we
adopted during the pandemic. underwriting loans as well as providing will progress well in the journey of
various other customised services. providing new-age banking solutions to
We will continue to strengthen the meet the banking needs of a new India
capabilities of our people and enhance with new energy and new intitatives.
our digital offerings & platforms and
our customer connect. Best Regards,
B Ramesh Babu
15
STRATEGIC PRIORITIES
Solid strategy, speedy execution
At KVB, we have well-articulated strategies in place to ensure we progress in the correct direction.
We revisit these strategies periodically to ensure they are in sync with the emerging realities in our
external environment.
OUR STRATEGIC PRIORITIES
Leverage our solid foundation

and further fortify our financial
profile. This will enable us to take
KVB to its next level
Focus on bringing in consistency

in operational as well as financial
performance
Growing market share by

leveraging our traditional strengths,
empowering our people and
deploying the tools of best-in-class
technology
During the year under review, we have progressed well towards achieving our
strategic priorities. This is reflected in our improving return ratios.
As the benefits from our new initiatives start fructifying, we will achieve all
our goals and objectives over the next two to three years. We believe, digital
evolution will continue at a rapid pace and we will move towards a healthier,
more efficient and sustainable way of conducting business.
Read more
on our strategies on PG 51
16
New energy
New initiatives
Digitalisation, Distribution and Diversification are the three engines

powering our initiatives to provide banking solutions for a new India.
Digitalisation
By stepping up the ante on digitalisation, we
can reach out to a larger universe of consumers
and provide them banking solutions as per their
convenience and preference. It allows us to
welcome new customers at relatively lower costs.
By becoming a truly digital organisation, we look
forward to making our processes and functions
more lean and efficient.
Distribution
In sync with evolution of the banking sector,
multiple frontiers have emerged to drive
Diversification branchless growth of banks. We envisage
moving towards a hybrid distribution model
Providing relevant, need-based banking solutions
comprising branches, digital platforms as well
will enable us to better serve existing customers
collaborations with select fintech and financial
and add more customers in our universe. In order
services companies. Our project NEO is a step in
to achieve this, we have entered into the bullion
this direction and has grown rapidly in the year
and corporate credit card segments. We believe,
under review.
new product launches will be an important growth
driver for us, going forward.
17
DIGITALISATION
Smart banking for

an aspiring India
At KVB, we follow a holistic approach towards developing our digital offerings
across platforms. We established the Digital Transformation Project Cell (DTPC)
as a Centre of Excellence for all our digital initiatives in 2017. Vision of the
DTPC is to build digital products with state-of-the-art technology, superior user
experience, quicker turnaround time (TAT) and improved credit quality.
During the year under review, we collaborated with multiple technology companies and
fintech solutions. We launched assisted digital application for retail loans, business loans
and digital co-lending. The COVID-19 pandemic has made people more aware and open
towards digital banking.
AL ECOSY
R D I G IT S TE
Paperless on-boarding OU M
A complete feature rich digital application
catering all types of loan products in retail
and business loans
Faster sanctions
In-principle sanction in less than 15 minutes
and speedy disbursements
Improved credit quality

The leads generated in the system get
processed post various credit checks thus
ensuring applications with better credit quality
Better risk mitigation

Technical indicator driven approach provides
more visibility to mitigate risk during the
applications processing period
Digital documentation
Loan documents generated with e-Stamping
and e-Signatures making the product
truly paperless
Best- in-class customer experience

The digital application and workflow provides a
hassle-free customer experience
18
DIGITAL OFFERINGS LAUNCHED DURING FY 2019-20 Our digitalisation initiatives have

helped us achieve a virtually paper-
Online - Digitalised entire loan portfolio including less digital lending system, besides
business loans commercial business banking, emerging and developing a quick, scalable and
mid-corporate and corporate segments configurable Loan Origination System
(LOS). We provide our users with an
omnichannel front-end interface for
Retail loans - Included more loan products on tablet-based
best-in-class user experience including
on mobile/tablet application including:
a secured API gateway to integrate
- Corporate personal loans
with multiple fintech products.
- Secured personal loans
- NRI home loans
- NRI Loan Against Property (LAP) RAPID GROWTH IN MOBILE
TRANSACTIONS
` in Lakh
Co-lending - Formed tie-ups to focus on co-origination
of loans with several leading fintech and 2017-18 108
NBFCs to enhance last-mile connectivity
- Welcomed over 60,000 customers (for 2018-19 146
loans) across the country
2019-20 222
ROAD AHEAD
KVB is now focusing on building more products and
innovative solutions in the retail, SME and co-lending
space. Our Bank is actively working on launching
new products, driving process improvements across
products and platforms, making operations as well as
credit risk management more efficient.
Front-end application
An omni device front-end that enables both assisted
and self-served model with best in class user interfaces
API gateway
A secured API gateway which enables and orchestrates
secure interactions with external organisations and
service providers
External systems
DTPC has integrated our Bank's digital platform with
multiple external digital ecosystems of various
fintech platforms.
Loan orientation system

Flexible, configurable and scalable architecture for the
LOS providing customer journeys, high performance and
maximum availability
Other systems
- Loan Management System (LMS)
- Analytics
- Audit
19
DISTRIBUTION
Phygital growth
In addition to undertaking calibrated expansion of our branch
network, we have also been exploring other avenues to grow our
reach. Project NEO and DTPC have donned the mantle for this
purpose and have seen steady progress.
PROJECT NEO PURPOSE
To expand the
operations through
non-branch outlets
Inspired by the ‘Bank-in-Bank’ model, industry and with this NEO will seek to
NEO focuses on optimising our digital tie-up with more strategic partners in
capabilities to establish new channels the years to come.
of distribution with a sharp eye on
increasing productivity and embracing In its first year of operations itself,
insight-driven underwriting practices. NEO has set high standards and is already
at par with the top new generation
Through its unique API platform, banks on multiple parameters including
NEO is integrating with multiple average productivity and average
financial institutions across secured ticket size (secured). It is enabling our
and unsecured lending space to offer Bank to achieve the dual objectives of
new products to both retail and SME expansion as well as efficiency. NEO
customers. The API platform has have formed several partnerships during
the flexibility to accommodate any the year and are also exploring new
lending or liability product in the strategic partnerships.
20
The NEO edge

Industry
NEO
benchmark
Average productivity (` Crore)
NEO: QUARTERLY DISBURSALS (Loans disbursedper employee per month)
3.00 3.00-4.00
` in Crore
Cost of acquiring a new customer 0.45% 0.7-1.0%
Q2FY20 138 Insurance penetration 95% 40-50%
Processing fee (as a % of loans disbursed) 0.8% 0.5%

Q3FY20 342
Average ticket size (` Crore) (secured) 3.3 3.0
Q4FY20 182
21
DIVERSIFICATION
Customer-centricity,
a legacy
Our customers form the heart of our existence and we have
succeeded in building a top-of-the-mind recall for our brand.
We engage with our customer very closely to identify and fulfil their
existing and emerging needs. Accordingly, we venture into new
segments and launch distinct, targeted products.
PRECIOUS METALS DIVISION the PMD business by establishing

(PMD) all requisite processes, systems and
In our journey so far, we have built people. In February 2020, we delivered
solid relationships with large jewellers. our first gold consignments to
We have been extending gold loans customers in Chennai and Coimbatore.
as well as working capital facilities But for the pandemic, this business
to these customers so that they can would have performed exceptionally
source bullion from other banks. well. However, the long-term growth
We also provide them with bank story of this segment is intact and
guarantees and letters of credit. we are focusing on expanding our
operations into Andhra Pradesh,
With this foray, we have joined 15 Telangana, Kerala and Karnataka soon.
other banks authorised to import Gold At present, this business is operating
and Silver. We are entering agreements in Tamil Nadu, West Bengal, Delhi
with international bullion suppliers to and Maharashtra.
supply bullion on consignment basis.
We are looking to cater to bullion
requirements of customers across both
domestic and exports markets.
Our constant engagement with them

We aspire to become
made us cognisant of the immense
promise of the bullion segment in
one of the top bullion
India. Consequently, we launched banks in India
22
CREDIT CARDS
We launched our corporate credit
cards in FY 2018-19 to cater to our
customers in the MSME and other
segments. With this product, we
have onboarded 2,500+ MSMEs so
far and are confident of adding more
customers in the future.
In December 2019, we initiated the

retail credit cards project. We have
joined hands with over 10 fintech
companies for developing a complete
life cycle of retail credit card journey,
digitally. We are looking to launch
retail credit cards in FY 2020-21
and are enthused by the potential to
grow this product.
23
PEOPLE
Unlocking new possibilities
At KVB, we believe that our people are the cornerstones of our success. We ensure that they experience
a nurturing work environment, and a culture of meritocracy, enabling them to unlock their full potential and
achieve newer possibilities. Outperformers are rewarded.
Some of our prominent people initiatives include:

LEARNING AND DEVELOPMENT PERFORMANCE APPRAISAL ENSURING EMPLOYEE
WELL‑BEING DURING THE
We have introduced a Knowledge We evaluate the performance of all
PANDEMIC
Updation Test (KUT) for all officers employees in an objective manner
in Scale 1 and 2 during the year to using the Career Development System At branches and other
enhance their knowledge on several (CDS). The employees who achieve administrative offices
banking concepts, namely, liability, their key performance indicators are
- Regular communications with
asset & technology products, considered favourably for promotion
employees to generate awareness
credit policy and processes and and key postings. We undertake
around best practices to combat
more. The scores obtained in these half yearly and annual performance
the virus and circulars were issued
KUTs are included in their annual appraisal and rate our employees on a
by HR Department.
performance appraisal. We sent 5-point scale using the CDS.
- Encouraged employees to use
some officials to attend specialised
Arogya Setu app, wear face masks
external programmes conducted by EMPLOYEE ENGAGEMENT
and gloves, practice social distancing
IDRBT, CAFRAL, NIBM, IIBF, SIBSTC, In memory of our founders, we
- Ensured strict adherence to
NIBSCOM, among others. celebrate Founders’ day on the
guidelines issued by government,
July 1 of every year. Employees
During the year, we have introduced local authorities and regulators
are encouraged to participate in
the following new programmes: - Issued travel advisory to avoid
several cultural and sports events.
- Industry specific credit risk training any non-essential travel to other
The competitions are held at
- Credit risk and credit districts/states
various divisional offices across the
structuring programme - Issued standard operating
country and the winners participate
- Workshop on jewellery appraisal procedures for branches/offices
in the grand finale held at our
- Advanced SME acquisition strategies where some employees tested
central office. The final winners are
- Risk management and positive for COVID-19
recognised and rewarded. We also
compliance programme
give merit certificates and cash
- Risk mitigation programme for
awards to deserving children of
high-risk branches
Kayveebians at this event.
- Branch compliance for
officers / clerks Our holistic efforts to facilitate the
- Sales workshop for branch professional development of our
sales managers people is reflected in high levels
- Programme for of job satisfaction and superior
personal effectiveness performance metrics.
6,779
Improving employee metrics
2015-16 2016-17 2017-18 2018-19 2019-20
employees Number of
employees (including 7,211 7,400 7,956 7,663 7,935
participated in our training employees on contracts)
programmes Business per employee

(` Crore)
12.40 12.85 12.92 14.42 13.54
during FY 2019-20 Profit per employee

7.9 8.2 4.4 2.8 2.96
(` Lakh)
24
AWARDS AND ACCOLADES

Recognised for our excellence
CII Digital Transformation DX

Summit and Awards
Best practice in digital

transformation, 2019: Kamikaze Payments and
Most Innovative Cards Awards, 2019
Category Best contactless
innovation of the year
for our product ‘at
Money’
IBS India Banking Summit

and Awards, 2019
Best Retail Bank

of the year Skoch Order of Merit Silver,
2019
Semi-finalist in
banking category
Technology Senate Digital South

India Awards, 2019
Enterprise mobility
category for KVB NEXT
(Digital Loan Processing)
25
CORPORATE SOCIAL RESPONSIBILITY

Engaging closely with our communities
We are a responsible corporate citizen determined to create value for our communities and
play a proactive role in their upliftment. Our aim is to create a significant positive impact on
the communities in the long run, by playing a stimulating role in the sustainable socioeconomic
development in the areas where we operate.
CSR ACTIVITIES DURING FY 2019-20
Prime Minister’s National Relief Fund Coimbatore Medical College Hospital

We donated ₹5 Crore to the Prime Minister’s KVB joined hands with Rotary Club of
National Relief Fund to support citizens Coimbatore East to provide hospital equipment
affected by natural calamities and other and furniture and donated ₹25 Lakh for
unforeseen events. this purpose.
Donation of eco friendly electric car to

Karur Railway station
At the request of the Southern Railway
authorities, we donated an electric car to the
Karur railway station. This car will help senior
citizens and differently-abled persons to move
across platforms without taking the stairs.
26
EMPOWERING COMMUNITIES DURING THE PANDEMIC
We undertook the following steps

- Distributed masks and sanitisers - Provided equipment (including - In order to support the government
worth ₹4.82 Lakh to frontline high pressure sprayer with tractor) in our collective fight against the
workers (police, sanitary workers, worth ₹11.95 Lakh to Kulithalai COVID-19 pandemic, we contributed
nurses) and among the general municipality and government ₹1.00 Crore to the Tamil Nadu Chief
public in Tamil Nadu. hospitals in Tamil Nadu Minister’s Public Relief Fund
CONSTRUCTION OF CLASSROOM BLOCK

AT THE KARUR MUNICIPAL HIGHER
SECONDARY SCHOOL
Project
KVB partnered with Rotary Club of Karur Texcity to
construct a class room block (ground plus first floor)
at the Municipal Higher Secondary School – a 120
year old government School in Karur at an estimated
cost of ₹2.25 Crore.
Benefits
Several sections of the school are damaged and are in
a precarious condition. Construction of the class room
blocks will provide a safe structure for about 600 students
studying in the school, besides strengthening the
laboratory and other infrastructure.
27
CORPORATE SOCIAL RESPONSIBILITIES (CONTD)
FOCUS ON PUBLIC INFRASTRUCTURE

Project
The Desikachar Bridge, more popularly known
as Old Amaravati Bridge had been lying in
a state of dispair ever since the new bridge
was constructed across the river Amaravati
in Karur. At the request of the Karur District
Administration, we took up the project to
convert the bridge into a walkers path. We have
completed this project, named, Walk ‘n’ Jog by
spending ₹2.04 Crore. Once the lockdown eases,
the bridge will be inaugurated for public use.
Benefits
The bridge provides the people of Karur with
a neat and safe walking track. The attached Ground breaking ceremony of the makeover of the Old Amaravati
park with a Miyawaki forest will create a green Bridge, Karur into “Walk ‘n’ Jog” Walkers’ path
lung for the town and also provide a place of
recreation for the locals who do not have a
space for relaxation.
Old Amaravati Bridge prior to the makeover Old Amaravati Bridge after the makeover
A view of “Walk ’n’ Jog”
28
REMINISCING MOMENTS FROM OUR 100TH AGM
29
BOARD OF DIRECTORS
Driving prudent practices
Shri N S Srinath Shri B Ramesh Babu

Non-Executive Independent Managing Director &
(Part-time) Chairman Chief Executive Officer
Dr. V G Mohan Prasad Shri M K Venkatesan Shri A K Praburaj

Non-Executive Non-Executive Non-Executive
Independent Director Non-Independent Director Non-Independent Director
30
Smt CA. K L Vijayalakshmi Shri M V Srinivasamoorthi Dr. K S Ravichandran

Non-Executive Non-Executive Non-Executive
Independent Director Non‑Independent Director Independent Director
Shri R Ramkumar Shri KG Mohan Dr. Harshavardhan Raghunath

Non-Executive Additional Director Additional Director
Non-Independent Director Non-Executive Independent Non-Executive Independent
31
SENIOR MANAGEMENT TEAM

Led by experts
Shri J Natarajan
President & COO
Shri J Natarajan joined our Bank in the year 1983. He has 37 years of banking
experience both at various operational and administrative levels. He worked in
different facets of banking such as treasury, branch banking, Operations & IT,
Human resources, among others. He has also expertise in commercial and retail
credit. He headed various divisions of our Bank including the data centre and has
been instrumental in implementing core banking across the organisation. He led the
digital transformation project cell and was elevated to the position of President and
Chief Operating Officer with effect from April 1, 2018. He is regarded as an insightful
domain expert with strong conceptual and analytical skills. He has spearheaded the
digital transformation of our Bank.
Shri G S Anantha Kumar Shri T Sivarama Prasad

Chief General Manager - General Manager - CFO
Head- CBG and ABG
Total experience:
Total experience: 41 years
36 years Areas of expertise: Finance,
Areas of expertise: Corporate/ MSME banking,
Inspection & audit, personal branch banking, divisional
banking, commercial banking, Head, among others
Divisional Banking, HRD, Education:
Finance, IT and operations B. Tech (Chemical
Education: M. Com, B.G.L engineering), JAIIB
32
Shri V Srinivasan Shri S Sekar

General Manager - General Manager -
Head - Credit Monitoring, IT - CIO
legal & Recovery
Total experience:
Total experience: 35 years
34 years Areas of expertise:
Areas of expertise: IT governance, IT
Branch banking, commercial/ strategies and technology
MSME banking, inspection infrastructure management
& audit, finance and Education: B.Sc (Maths),
credit monitoring Cert. prog. in IT
Education: B. Sc. (Agriculture), & Cyber Security
Master of Business
Administration, JAIIB
Shri C Saravanun Shri G R Sairaj

Operations Personal Banking-Assets
Total experience: Total experience:
34 years 35 years
Areas of expertise: Areas of expertise:
Programming, trade finance, Retail credit processing,
Core Banking Solution (CBS) product management, digital
and internet banking banking, marketing, sales &
Education: Bachelor of distribution, collections, branch
General Law, Master of banking and operations
commerce, CAIIB Education: B.Com
Shri T S Narayan Shri G P Ashok Kumar

Treasury Data Centre - CTO
35 years 37 years
Treasury management, Banking technology & data
investments, forex & center operations, Identifying,
derivatives, Balance Sheet qualifying, building consensus,
management, risk management and implementing enabling
and credit structures technologies and enterprise
Education: B.Sc (Chemistry) systems for banking
CAIIB Education: B.Com,
CAIIB, C.I.S.A.
33
SENIOR MANAGEMENT TEAM (CONTD)
Shri M D Ramesh Murthy Shri Dolphy Jose

General Manager & General Manager -
Chief Risk Officer NEO - Business
30 years 28 years
Investment banking, risk Retail banking assets-
management and corporate Mortgages(LAP),
relationship management WC, AL, BL & PL
Education: M. Com, CA Retail Banking Liabilities-
and General Management
Programme from Harvard Institutional
Business School business- TASC & GB
Education: B. Com, MBA
Shri K V S M. Shri Shekhar

Sudhakar Ramarajan
Compliance - CCO NEO - Risk
34 years 18 years
Retail Banking, Business Debt syndication, risk
Banking, Compliance management, underwriting,
Education: M. Sc, CAIIB operations and compliance
Education: B. Com(H) CA
Shri K Mahendran
Head - Precious
Metals Division
Total experience:
32 years
Areas of expertise:
Commodities, metals &
minerals and banking
Education: B. Com, MBA
34
CORPORATE INFORMATION
COMPANY SECRETARY
& ASSISTANT GENERAL MANAGER
Srinivasa Rao Maddirala
DEPUTY GENERAL MANAGERS
K Unnikrishnan V Anburaj A Nitin Rangaswami
R Rajagopalan C Ramakrishna Jatla Sivaramakrishna
Jarard Thomas V Ramesh Prabhu Subramanya Iyer Lakshmanan
R Venkatesan D S Gokulchandar S Ravi
R Ramshankar D Akbar Dorai K Prasad
N Tirumala Ramana Rajasheker R V S Ramanjaneya Kumar S D Nandakumar
A Varadharajan K Ravichandran L Lakshmanan
B Ramkumar S Giridharan S Vinoth Kumar
L Murali Rajeev Ranjan T Radhesyam
R N Chandrasekaran Abhishek Bedbak
REGISTERED & CENTRAL AUDITORS

OFFICE M/S Walker Chandiok & Co LLP,
CIN: L65110TN1916PLC001295 Chartered Accountants, Kochi
Registered & Central Office, No. 20,
Erode Road, Vadivel Nagar, L.N.S.
SECRETARIAL AUDITOR
Karur - 639002.
M/s. Bapulal Yasar & Associates,
Phone: 04324-269440-43 Company Secretaries, Madurai
Fax: 04324-225700
E-mail: [email protected]
Website: www.kvb.co.in
35
DIRECTORS’ REPORT
To the Members, ADVANCES

Bank’s Credit portfolio stood at ` 48,516.30 Cr as on March
The Board of Directors take great pleasure in presenting the
31, 2020, a de-growth of 4.15% over the ` 50,615.66 Cr
101st Annual Report on business and operations of the Bank
level of previous year. This is due to the conscious call taken
together with the audited accounts for the financial year
by the Board to strengthen asset quality and to concentrate
ended March 31, 2020.
on building a granular loan book. Bank’s Priority sector
advances improved to ` 21,026.39 Cr from ` 19,684.52 Cr
KEY PERFORMANCE INDICATORS
of previous financial year, by registering a growth of 6.82%.
Indian Banking Sector witnessed a mix of opportunities
Priority sector advances constitutes 42.49% of Bank’s
and challenges in this financial year. Digital Technology
Adjusted Net Bank Credit (ANBC) as against the statutory
has brought major changes in the Banking Sector -
mandate of 40%.
the way customers could perceive a unique digital
Banking experience at their fingertips in hassle-free
manner - resulting in efficient customer service even
CLASSIFICATION OF ADVANCES PORTFOLIO
from a remote location. But, the continuing shocks in Particulars
March 2020 March 2019 Y-o-Y
NBFC sector, escalated trade tenses between US-China, (` in Cr) (` in Cr) Growth %
emergence of numerous FinTechs, stress in real estate Commercial 15,620 17,056 (8)
sector, crisis in a new private sector Bank, subdued Corporate 12,767 14,169 (10)
consumption and slowdown in credit & recovery due
Agriculture 8,936 8,113 10
to outbreak of COVID-19 were challenges to the Banks
during the financial year. Despite these headwinds during Retail (Personal
11,193 11,278 (1)
the year, your Bank has made reasonable performance in Banking)
its operations as highlighted below. Total Advances 48,516 50,616 (4)
Particulars
31.03.2020 31.03.2019 AGRICULTURE ADVANCES
(` in Cr) (` in Cr)
Bank’s average Agriculture Advances, in terms of RBI
Deposits 59,075.08 59,867.95 guidelines, stood at ` 8,845.27 Cr as on March 31, 2020,
Advances 48,516.30 50,615.66 which constitutes 18.75% of ANBC, as against the
Investments 16,072.60 15,136.52 regulatory stipulation of 18%. Average advances to micro
enterprises and weaker sections stood at 7.89% and
Total Income 7,144.60 6,778.59
10.50% respectively. Your Bank has continuously achieved
Total Expenditure 5,383.76 5,067.81 and surpassed the statutory Agriculture target of 18% by
Operating Profit 1,760.85 1,710.78 lending to agriculture and other allied sectors.
Net Profit 235.02 210.87
ASSET QUALITY
TOTAL BUSINESS The Entire Banking Industry has been facing headwinds on
Your Bank’s total business stood at ` 1,07,591.38 Cr as on asset quality and escalated NPA levels. Your Bank is focusing
March 31, 2020 as against ` 1,10,483.61 Cr of previous on containing the NPAs through better credit monitoring,
financial year. follow-ups through dedicated outbound call center as well
as compromise settlements to recover the impaired assets.
DEPOSITS Bank took several initiatives to arrest fresh slippages and to
The Gross Deposits of the Bank stood at ` 59,075.08 Cr as speed up recovery from overdue loan accounts by regular
on March 31, 2020 as against ` 59,867.95 Cr of previous & constant follow-ups, in addition to regularly reviewing its
financial year. credit underwriting system using the technical environment
and Information technology platform.
Bank’s Term deposits stood at ` 40,568.37 Cr as on March 31,
2020 as against ` 41,952.97 Cr of previous financial year.
The Gross NPA of your Bank as on March 31, 2020 stood at
On the CASA side, Savings deposits reached ` 13,002.61 Cr
` 4,212.77 Cr. Gross NPA as a percentage to Gross Advances
by registering a growth of 7.45% from ` 12,101.39 Cr of
is 8.68% which is lower by 0.11% of previous year. Net
previous financial year and other demand deposits stood at
NPA stood at ` 1,808.65 Cr and this as a percentage to Net
` 5,504.10 Cr as against ` 5,813.59 Cr of previous financial
Advances is 3.92%. The Provision Coverage Ratio (including
year. Your Bank’s total CASA reached ` 18,506.71 Cr as
technical write-offs) stood at 68.90%.
on March 31, 2020 by registering a growth of 3.30% from
` 17,914.98 Cr of previous financial year.
36
Management has taken focused efforts on the recovery Out of the total income earned, exchange profit accounted
of NPA accounts. Special NPA recovery drives have for ` 37.35 Cr and Commission & others accounted for
been initiated at various divisions and OTS adalats were ` 33.82 Cr. Exchange income reduced due to fine tuning of
conducted in order to quicken the recovery process. customer margins and reduction in forex business turnover.
As a part of the drive, Branch Heads were empowered Decline in commission & other income was a result of drop
with sanctioning of OTS on NPA accounts up to principle in forex business in some of the Industries like Cotton,
outstanding of ` 5 Lakh to take quick decisions on OTS, apart Textile, Timber, etc., as also a consequence of revised
from the powers already available with respective Divisional business models which envisaged reduction and/or limiting
Heads, Executives, Board and Board level Committees. the exposure levels in the corporate segment.
A separate NCLT cell has been formed under the supervision INCOME
of a Senior Executive to focus more on corporate accounts; Bank’s interest income reached ` 5,989.99 Cr as on
for speedy decisions on voting and other related matters. March 31, 2020 by recording a growth of 2.99% from
NPA accounts of above ` 100 Lakh are being periodically ` 5,815.82 Cr of previous financial year and Net Interest
reviewed by the Top Management with the Divisional Income of the Bank stood at ` 2,347.94 Cr which is slightly
Managers/Branch Heads and with the respective business down by 0.63% from ` 2,362.82 Cr of previous financial year.
unit Heads. Bank is having dedicated Asset Recovery
Branches headed by the Executives in order to bring in Non-Interest Income of the Bank has reached ` 1,154.62 Cr
more and exclusive focus on chronic NPA accounts with by recording a sound growth of 19.93% from ` 962.77 Cr
accelerated recovery efforts & actions. of previous financial year. Yield on advances and Yield on
investment stood at 9.63% and 6.63% respectively.
Despite the turbulent economic environment foreseen in
India, your Bank is taking all possible steps to recover NPAs EXPENDITURE
and curtail fresh slippages in the days to come. Bank’s interest expenditure increased to ` 3,642.04 Cr
for the financial year 2019-20 from ` 3,453.00 Cr of
With reference to the RBI Circular dated April 1, 2019 on previous financial year and operating expenses increased to
disclosure and provisioning requirements on NPAs, we are ` 1,741.71 Cr from ` 1,614.81 Cr of previous financial year
pleased to report that no disclosure is required on divergence owing to higher establishment expenses.
in asset classification and provisioning for NPAs with respect
to RBI’s supervisory process for fiscal 2019. Bank’s Cost of Deposits stood at 5.76% as against 5.80%
of previous financial year. Your Bank’s Net Interest Margin
INVESTMENTS (NIM) decreased to 3.44% from 3.67% and the Spread
Investment portfolio of the Bank reached ` 16,072.60 Cr declined to 2.67% from 2.90%.
as on March 31, 2020 by recording a growth of 6.18%
from ` 15,136.52 Cr of previous financial year. The PROFIT
investment portfolio composition is consistent with the Your Bank’s operating profit increased to ` 1,760.85 Cr
corporate requirements, risk perception and investment for the financial year 2019-20 as against ` 1,710.78 Cr
policy of the Bank. of previous financial year and Bank’s net profit reached
` 235.02 Cr as against ` 210.87 Cr by recording a growth of
Income earned on investments was ` 1,149.67 Cr for the 11.45% from previous financial year.
financial year 2019-20 as against ` 1,150.59 Cr of previous
financial year. Bank has recorded a profit of ` 339.99 Cr APPROPRIATIONS
on sale of investments as against ` 70.48 Cr of previous During the year under report, the net profit of
financial year, a strong growth of 382.39%. With a view ` 235.02 Cr along with ` 1.75 Cr brought forward from
to prevent large volatility, Modified Duration of overall the previous financial year, aggregating to ` 236.77 Cr, is
portfolio was reduced. Liquidity position was maintained at appropriated as under:
comfortable levels throughout the financial year 2019-20.
Amount
FOREIGN EXCHANGE TRANSACTIONS Appropriation – Transfer to
(` in Cr)
During the financial year 2019-20, Bank’s merchant
Statutory Reserve 58.76
turnover stood at ` 22,549 Cr as against ` 26,256 Cr of
previous financial year. Bank’s export credit declined by Capital Reserve 132.04
22.41% to ` 1,004.16 Cr for the financial year 2019-20 as Investment Fluctuation Reserve 44.23
against ` 1,294.13 Cr of previous financial year. Balance carried to Balance Sheet 1.74
In the financial year 2019-20, the total Income earned PANDEMIC COVID-19 & IMPACT ON BUSINESS
through forex transactions declined by 12.57% to The pandemic outbreak has confronted the world with
` 71.27 Cr as against ` 81.52 Cr of previous financial year. an unprecedented situation. Government of India and
37
Directors’ Report Karur Vysya Bank Annual Report 2019-20
State Governments took various containment measures SHARE CAPITAL

which include series of lockdowns and quarantine. While During the financial year under review, there has been no
Government of India announced various fiscal initiatives change in the Authorized share capital of the Bank. The
to cushion the fall in economy, the Reserve Bank of India Authorized share capital of the Bank as on March 31, 2020
(RBI) has also announced several monetary measures to stood at ` 200.00 Cr divided into 100 Cr Equity Shares with
ease stress in financial sector, including enhancing the face value of ` 2/- each.
system liquidity, reducing interest rates, moratorium on
loan repayments for borrowers & easing asset classification
During the year under report, consequent to resolution of
norms. During lockdown, Banks were allowed to carry out
disputes, Bank has allotted 9,772 equity shares pertaining
certain essential Banking services in order to fulfil the
to Rights and Bonus Issues held in abeyance category.
Banking needs, by adopting standard operating procedures
Post allotment of aforesaid equity shares, paid-up share
in line with the guidelines issued by the Governments/local
capital increased from ` 1,59,86,21,894 to ` 159,86,41,438
authorities. In enforcing social distancing to control the
consisting of 79,93,20,719 equity shares with face value
spread of virus, Branches/Offices operated with minimal
of ` 2/- each. Other than the aforementioned, there is no
staff under prescribed safety measures, i.e. with frequent
change in capital structure of the Bank during the year.
use of hand sanitizer, wearing mask, social distancing,
etc., Your Bank has witnessed increased utilisation of
Bank’s Net owned funds grew to ` 6,600.27 Cr as against
digital channels by customers and has ensured that the IT
` 6,364.98 Cr of previous financial year and market
infrastructure is able to handle any unexpected surge in
capitalization of Bank stood at ` 1,614.28 Cr as on
digital transactions. KVB DLite App has ensured seamless
March 31, 2020.
and convenient Banking experience for our customers.
After relaxation in lockdown, Branches/Offices resumed to
EARNINGS PER SHARE/BOOK VALUE
normal operations by adhering to various safety measures
Bank’s Earnings Per Share (Basic) stood at ` 2.94 and the
and guidelines prescribed by the Governments/local
book value stood at ` 82.57 as on March 31, 2020 per
authorities. Your Bank is closely monitoring the position and
equity share of ` 2/- each fully paid.
necessary arrangements are put in place to ensure business
continuity. Your Bank also remains committed to continually
DEBT INSTRUMENTS & CREDIT RATING
explore new opportunities to further accelerate the digital
Your Bank had issued Basel III Compliant Unsecured,
journey of the Bank and its customer’s service levels.
Redeemable Non-Convertible Tier II Bonds to the value
of ` 487.00 Cr in March 2019 through Private Placement
DIVIDEND
with a coupon rate of 11.95% p.a. and tenor of 123 months
Due to heightened uncertainty caused by COVID-19, with
(maturing on 12th June 2029). First coupon interest has
a view that Banks must conserve capital to retain their
been duly paid to the Debenture holders on March 12, 2020.
capacity to support the economy and absorb losses, RBI
During the financial year 2019-20, Bank had redeemed the
has communicated to all Banks vide Circular no. DOR.
Unsecured Redeemable Non-convertible Subordinated
BP.BC.No.64/21.02.067/2019-20 dated April 17,2020 that
(Lower Tier II) Bonds to the value of ` 150.00 Cr which was
Banks shall not make any further dividend pay-outs from
issued in September 2009. Consequently, the outstanding
the profits pertaining to the financial year ended March 31,
of Tier II Bonds stood at ` 487.00 Cr as on March 31, 2020.
2020 until further instructions. Accordingly, your Bank has
not proposed any dividend for the financial year 2019-20.
Instruments Rating Rating Agency
Your Bank has formulated Dividend Distribution Policy as

Unsecured, Redeemable
per the requirements of Regulation 43A of SEBI (Listing ICRA A (Hyb)
Non-Convertible Tier II ICRA
Obligations and Disclosure Requirements) Regulations, (Stable) *
Bonds for ` 1200 Cr
2015, (‘Listing Regulations’). Objective of the Policy
is to establish the parameters to be considered by the Unsecured, Redeemable
India Ratings &
Board before declaring or recommending dividend. The Non-Convertible Tier II IND A+/Stable*
Research Limited
Policy endeavours to strike an optimum balance between Bonds for ` 1200 Cr
rewarding shareholders through dividend and ensuring that Certificate of Deposit
sufficient funds are retained for growth of the Bank. In CRISIL A1+^ CRISIL
Programme for ` 3000 Cr
general, your Bank has a consistent track record in dividend
distribution. The Dividend Distribution Policy is available Certificate of Deposit
ICRA A1+^ ICRA
on Bank’s website at https://www.kvb.co.in/docs/dividend- Programme for ` 3000 Cr
distribution-policy.pdf.
*Instruments with this rating are considered to have adequate degree
of safety regarding timely servicing of financial obligations. Such
instruments carry low credit risk.
38
^Instruments with this rating indicate a very strong degree of safety

regarding timely payment of financial obligations. Such instruments Classification of Branches and Alternate Channels
carry lowest credit risk.
The details on change/revision in the Credit Ratings to Metro - 255 ATM - 1,659
the instruments during the financial year are provided Urban - 159 POS - 15,534
in the Corporate Governance Report that forms part of
this Annual Report. Semi Urban - 299 BNRM - 565
Rural - 127 Self-servise

CAPITAL ADEQUACY
passbook
Bank’s Capital Adequacy Ratio stood at 17.17% as per
kiosks - 159
BASEL III norms as on March 31, 2020 and is well above
the statutory limit of 10.875% (Capital Conservation Buffer CTS enabled
of 1.875% is required to be maintained as of 31.03.2020) cheque Deposit
prescribed as per extant guidelines of Reserve Bank of India. kiosks - 64
No of Transactions FY 2019-20 - Alternate Channels

SUBSIDIARIES AND ASSOCIATES
vis-a-vis Branches
Your Bank does not have any Subsidiaries or Associates to
report during the year under review. ATM - 45.04%
MANAGEMENT DISCUSSION AND ANALYSIS E-commerce - 4.60%

The Management Discussion and Analysis Report for the
POS - 10.04%
financial year 2019-20 as specified under Regulation 34(2)
(e) of the Listing Regulations is discussed in separate section Internet Banking - 3.81%
that forms part of this Annual Report.
Moblie Banking - 7.57%
NETWORK OF BRANCHES
Branch channels contributed to 28.94% of Bank's total transactions.
Banking sector has been witnessing major changes in
its day to day functioning and implementation of digital
CURRENCY CHEST
platform across the Bank has helped the customers to
As on March 31, 2020, your Bank has seven Currency Chests
open accounts & execute their transactions through smart
in different areas at Tamil Nadu, Andhra Pradesh, Telangana
phones without a need to visit the Branch. Keeping in view
and Karnataka to provide adequate cash supply to Branches
the increased adaptability to digital operations, the Branch
& ATMs and promptly adhering to Clean Note Policy.
expansion model was revisited and two non-performing
Currency chests also support the Branches to maintain cash
Branches were merged with nearer Branches during the
within the retention limit. To provide prompt services to
financial year 2019-20.
customers/general public, Bank has also conducted soiled
note exchange melas and distribution of coins through
During the financial year 2019-20, three regular Branches
Currency Chest linked Branches.
were opened at Panjakalipatti in Tamil Nadu, Guntur and
Gorantla (Anantapur Dist.) in Andhra Pradesh in addition
FINANCIAL INCLUSION
to opening of three Corporate Business Units and fifteen
Your Bank is pioneer in taking initiatives in the area of
Banking Business Units. Bank has also established Precious
financial inclusion and numerous measures have been taken
Metal Division Branch at Bangalore for carrying out
for rendering services to the disadvantaged, rural/semi-
bullion business.
urban section of the society by providing basic Banking
services at their doorstep.
The total number of Branches including Asset Recovery
Branches, Business Banking units, NEO, Precious Metal Your Bank has reached the deprived segment of the
Division and Corporate Business Units stood at 810 society and extended its focused financial services through
excluding Extension Counters and Satellite Offices as on 130 Bank Mitras in rural villages, 3 Bank Mitras in urban
March 31, 2020. locations and with 39 Ultra Small Branches. Your Bank
continues to provide basic financial products including Basic
To provide uninterrupted Banking services to customers, Savings Bank Deposit Account (BSBDA), Insurance products,
your Bank has 1,659 ATMs, 565 Bunch Note Recycler Pension accounts and thereby support the Government in
Machines (BNRM), 159 Self-service Passbook Kiosks and 64 implementation of various social welfare schemes. Your
CTS enabled Cheque Deposit Kiosks as on March 31, 2020. Bank has opened 2,81,313 Basic Savings Bank Deposit
account (BSBD) during the financial year 2019-20.
39
PradhanMantri Jan DhanYojana (PMJDY) • Customer service request through KVB DLite mobile
Your Bank has been implementing PMJDY as per the directives application: Your Bank enabled the self-service mode
of Ministry of Finance, Govt. of India. The scheme was launched in KVB DLite mobile application to update your account
by the Prime Minister of India on 15th August 2014. The Bank details such as profile update, account porting, request
has opened 5,342 no of accounts amounting to ` 55.42 Lakh processing, etc., - which are completely paperless. Now,
during the financial year 2019-20. The Total outstanding balance customers can process their account updation request at
in PMJDY accounts as on March 31, 2020 is ` 23.33 Cr and we their convenience without visiting the Branch.
have issued 5,342 No. of RuPay Debit Cards during the year
under this scheme. Hand-held devices are provided to Bank • S
elf-service options provided to reset Internet
Mitras for facilitating payments, which are enabled for accepting Banking credentials: Your Bank provided self-service
Rupay Cards/Smartcards. Bank Mitras have made 4.26 Lakh option to reset the Internet Banking credentials with an
transactions, amounting to ` 49.74 Cr during the year. Your easy and secured way, which is completely paperless.
Bank has done 1,67,784 transaction on DBT/Old Age Pension/
MGNREGS amounting to ` 16.77 Cr under Bank Mitras during DIGITAL TRANSFORMATION PROJECT
the financial year 2019-20. • W
eb Based Online Business Loans: Your Bank
has digitized Entire Loan Portfolio which includes
Micro Credit (SHGS Bank Linkage)
Commercial, Business Banking Unit, Emerging and
Your Bank is pioneer in providing credit facilities to SHG/
mid-Corporate and Corporate segments. While
JLG to meet out the credit needs of the poor in a flexible
partnering with the best of the Digital Eco system, your
manner. As on March 31,2020, Bank has 588 JLG loans with
Bank is making use of the best available technology to
outstanding amount of ` 2.47 Cr.
assess the borrowers to minimize the risk and maximize
Financial Literacy the profitability from lending. Your Bank has also digitized
With the objective of imparting financial literacy and Credit operations, Risk and Monitoring activities, which
facilitating effective use of financial services, your Bank is resulting in better portfolio performance. With the
has reached out the beneficiaries by conducting financial Digitized Loan Origination, your Bank is taking a giant
literacy programs to enhance the awareness levels and to leap in new customer acquisition and poised to grow
attain financial betterment. its market share.
Special training was given to Branch Managers for App based Retail Loans: In the financial year
•
conducting financial literacy programs at their Branches 2019-20, the retail loan processing of your Bank was
and in their service area. Your Bank has conducted 182 further strengthened by including more loan products
Financial Literacy camps across the country during the on tablet based application as a part of the Digital
financial year 2019-20. Transformation. The Retail Lending Digital application is
now equipped with Corporate Personal Loans, Secured
DIGITAL AGRI GOLD LOAN PRODUCTS Personal Loans, NRI Home Loans & NRI Loan Against
Your Bank has always been in the forefront in implementing Property thus enabling the Branches to source various
digital technologies for the convenience of customers loans using the Retail Lending digital application. The
and Bank has witnessed an impressive pickup under Risk underwriting process are system driven and a separate
Mitigated loans such as Gold Loan. A new online digital based scoring mechanism has been configured for each product,
Gold loan product has been rolled out to reduce the TAT at basis which the loan sanctioning will happen.
Branches which resulted in Digital Gold loan portfolio (Agri)
at ` 2,769.32 Cr in the financial year 2019-20. The customers are now offered with various loan products
with a quicker turnaround time for sanctions and best-in-
PERFORMANCE UNDER SOVEREIGN GOLD BOND class user experience on the digital platform. The Retail
SCHEME Loan Portfolio is growing at a faster pace of 40% and
During the year, your Bank has collected ` 17.66 Cr towards delinquency levels have reduced considerably. With this
subscription for 47,071 grams of gold in ten tranches under Digital Transformation and more products in offer, KVB
the Sovereign Gold Bond Scheme. is now strongly competing with all its peers.
TECHNOLOGY INITIATIVES Co-Lending Initiations: During the Financial Year, your

•
Your Bank is always taking many initiatives to keep pace with Bank has actively entered into the arrangement of co-
the Technology changes evolving in the market and provide origination of loans with various top rated fin-techs and
a new user customer experience to meet their demands by NBFCs. As per the norms issued by RBI, the arrangement
taking advantage of the digital transformation. will involve sharing of risks and rewards between
Banks and NBFCs.
• Jewel loan digitalization: Your Bank has introduced
digitization for opening of Jewel loan at Branches.
Through this co-lending route, the Bank can reach
Jewel loan Accounts can be opened quickly, through a more SMEs through digital platform and utilize the
few simple steps. opportunities in the areas where NBFCs have expertise
in lending. The robust Business Rule Engine of our Bank
40
will decide on the sanction by considering various factors Bank has invested in modern technology solutions for
and hence manual intervention has been minimized timely application of security patches in the IT systems,
to achieve quick turnaround time. The model helps host based intrusion prevention, network segregation,
KVB to connect the last mile for micro-lending in areas privileged access control and firewalls to manage and
which are inaccessible to Banks. In addition to SMEs, the control identified risks in a manner corresponding with the
Bank could reach more retail customers through online sensitivity of the information and the complexity and scope
digital Platform. of the Bank’s activities. Your Bank also recently received
an award from dynamicCISO.com platform and Grey Head
The customers are increasingly adapting to avail credit Media for certain innovations in the implementation of
services through online platforms, more so during Cyber Security.
the pandemic situations. Bank has leveraged on this
opportunity and catered to the retail segments through CALL CENTRE
digital personal loans. One of the recent initiations is Your Bank has a dedicated one stop contact point to handle
that Bank is digitally lending to the retail customers of inbound and outbound calls. This facility is used to address
Amazon’s online platform, where the customer creation the queries/requests received from customers, all over the
and due diligence are done digitally through online world and works seamlessly round the clock. Apart from
platform seamlessly. The co-lending route is properly this, it involves in the activity of making welcome calls for
utilized by the Bank for digitalized online lending and the newly on-boarded CASA/Loan/Corporate Credit Card
within a shortest span of time, more than 60,000 loan customers, Telesales, Tele collection, etc., and also seeks
customers are created across the country. valuable leads from the customers for any cross-selling /up-
selling. Tele collection facility is primarily used to remind
INFORMATION SECURITY the Individual/Corporate customers of their upcoming
The Board and Executive Management of your Bank has dues and also used to follow up recoveries in SMA & NPA
instituted an Information Security function for designing, accounts. Call centre also makes the alert calls to customers
developing, implementing, maintaining and monitoring an if any unusual transaction is noticed in their account done
Information Security Management System (ISMS) to protect through Internet and Mobile Banking.
the Bank’s Information Assets in accordance with the
determined risk profile of the assets. The Chief Information CHANGE IN NATURE OF BUSINESS
Security Officer (CISO) is responsible for providing There was no change in the nature of business of the Bank
leadership and oversight in the effective implementation during the financial year.
and operation of ISMS in the Bank in accordance with
approved Policies and Procedures. SYSTEM FOR INTERNAL FINANCIAL CONTROL
AND ITS ADEQUACY
The ISMS is designed not just to focus on Confidentiality, The Bank functions in a fully computerised environment
Integrity and Availability of Information; but also on the with an established core Banking platform, viz., ‘Flexcube’,
other principles such as Authenticity, Non-Repudiation and that is in use by several Banks in the country. All daily
Accountability in order to ensure the following: transactions are entered and processed in CBS, which is
set up with well-defined protocols like establishing user
•
Safety and privacy of sensitive customer and credentials, maker-checker requirements, maintenance
Bank information. of GL accounts, automation of interest and charges,
application transaction accounting across digital channels,
• Protect against any anticipated threats or hazards to the etc., ensuring necessary internal financial controls. Core
security or integrity of such information. Banking platform is subject to IT Audit, to ensure adherence
with all regulatory and mandatory guidelines. Bank utilises
• Protect against unauthorized access to or use of such reliable reporting software equipped with appropriate
information that could result in harm or inconvenience systems and protocols. All these systems are periodically
to any customer. reviewed. The Bank has put in place necessary procedure
which includes implementation of internal controls,
The ISMS identifies reasonably foreseeable internal operational effectiveness in order to ensure proper conduct,
and external threats that could result in unauthorized recording and reporting of Bank’s business. The systems
disclosure, misuse, alteration or destruction of customer and operations also ensure accuracy and completeness of
information or customer information systems. It assesses the accounting records, prevention and detection of frauds
the likelihood and potential damage of these threats, taking and errors, adherence to policies, safeguarding of assets, as
into consideration the sensitivity of customer information well as preparation and reporting of financial information.
and assesses the sufficiency of policies, procedures, These systems enable the Bank to maintain and establish
organizational structures, customer information systems, internal control over financial reporting.
and other arrangements in place to control the risks. Bank
accords top priority for regulatory compliance and all Bank has Board approved policies in respect of various
regulatory requirements pertaining to Cyber Security are Banking activities like lending, investment, borrowing,
addressed in a timely manner.
41
etc., with well-defined hierarchy of Officials vested with Your Bank is viewing risk management as a core competency
sanctioning powers. Inspection Department and Risk and tries to ensure sound management of risks through
Management Department review various aspects of internal timely identification, assessment and management. The goal
control, adherence to procedure and credit assessment of risk management is to ensure that the Bank takes only well
protocols periodically. calculated risks, which it can understand, monitor, mitigate
and control, thereby minimizing unexpected outcomes.
The above internal controls over financial reporting is All material risks of the Bank emerging in the course of its
subject to Audit by Statutory Central Auditors of the Bank business are identified, assessed and monitored.
and a separate report is submitted to the Board of Directors
which contain the salient features of their observations, Your Bank is well capitalised; CRAR stands at 17.17% as
including shortcomings, if any. on March 31, 2020. Capital provides the buffer required
to manage and meet the unexpected risks / losses that
RISK MANAGEMENT materialize in spite of prudent and timely risk management
In today’s fast changing, complex and increasingly actions. In our opinion presently there are no material risks
unpredictable world of business, prudent and effective which threaten the existence of the Bank.
risk management is imperative for your Bank's growth and
sustainability. Bank has adopted the best risk practices VIGIL MECHANISM/WHISTLE BLOWER POLICY
and technologies in order to put in place the required Risk In compliance with RBI Guidelines, provisions of the
Management measures. Companies Act, 2013, the Listing Regulations and SEBI
(Prohibition of Insider Trading) Regulations, 2015 as
Managing risk is an integral part of any Bank and the key amended; your Bank has in place the “Whistle Blower Policy”
risks that your Bank is exposed to include – credit, market, since 2011. The Policy also incorporates the Protected
liquidity, operational, information security and fraud. Disclosure Scheme (PDS) for Private Sector Banks, instituted
by the Reserve Bank of India. The Audit Committee of the
Risk management is a principal responsibility of the Board, Board reviews the complaints received through Vigilance
which approves a fundamental “Risk Appetite Statement” Mechanisms on quarterly basis. The Bank’s Whistle Blower
articulating the risk that your Bank is willing to take on to its Policy is in synchrony with all statutory and regulatory
books. The Risk Policies of the Bank are formulated based guidelines on Vigilance Mechanism. The policy is available
on the Risk Appetite Statement and the Board approves the on Bank’s website at https://www.kvb.co.in/docs/whistle-
risk policies of the Bank. blower-policy.pdf.
The risk policies of the Bank are modified as and when COMPLIANCE OF ANTI SEXUAL HARASSMENT
necessary, to facilitate growth of business within the limit NORMS & ENSURING SAFETY OF WOMEN
of the acceptable risk appetite and these policies are EMPLOYEES
reviewed periodically. The particulars related to Internal Complaints Committee
under the Sexual Harassment of Women at Workplace
The Board, responsible for designing the overall risk (Prevention, Prohibition and Redressal) Act, 2013 [14 of
management framework by approving various policies 2013] are detailed in the Corporate Governance Report that
relating to the Risk functions, has delegated powers to Board forms part of this Annual Report.
Level Risk Management and Asset Liability Management
Committee (RM & ALM) for monitoring the implementation RELATED PARTY TRANSACTIONS
of Risk Governance Framework, compliance to various All transactions entered into by the Bank with related
policies & processes. The RM & ALM ensures the same by parties in the ordinary course of business and on arm’s
closely monitoring & guiding the functions through Executive length basis were placed before Audit Committee for
Level Credit Risk Management Committee, Market Risk approval. Omnibus approval is obtained from the Audit
Management Committee, Operational Risk Management Committee for transactions which are repetitive in nature
Committee and Fraud Risk Management Committee, which and the same are reviewed on periodic basis.
regularly assess the functional efficiency of the Bank’s
risk management processes. Minutes of these Committee During the year 2019-20, there were no materially
meetings are placed to the RM & ALM Committee of the significant transactions with related parties, which could
Board for its perusal and further guidance. lead to potential conflict of interest, other than transactions
entered into in the ordinary course of its business.
Your Bank has continuously enhanced its risk management Therefore, the provisions of Section 188 of the Companies
capabilities over time. Today, the risk function consists of Act, 2013 are not attracted. Accordingly, filing of AOC-2 is
several sub-components – Risk Policy, Risk Underwriting, not applicable to the Bank.
Risk Analytics, Fraud Risk Management, Information
Security, etc., It is your Bank’s policy to ensure that these
functions are appropriately staffed, well equipped and
managed effectively.
42
AUDIT COMMITTEE RELATED DISCLOSURE Members are requested to consider the re-appointment
UNDER SUB-SECTION 8 OF SECTION 177 OF THE of M/s Walker Chandiok & Co. LLP as Statutory
COMPANIES ACT, 2013 Auditors of the Bank.
The Board of the Bank has constituted the Audit Committee
under the extant guidelines of Reserve Bank of India Pursuant to the Regulation 33(1)(d) of the Listing
(RBI), provisions of the Companies Act, 2013 and Listing Regulations, the Statutory Auditors have confirmed
Regulations. There were no recommendations of Audit that they are subjected to the peer review process of
committee which were not accepted by the Board. The the Institute of Chartered Accountants of India (ICAI)
details of the composition of the Audit Committee are and that they hold a valid certificate issued by the Peer
disclosed in the Corporate Governance Report that forms Review Board of ICAI.
part of this Annual Report.
Independent Auditors’ Report
DEPOSITS RELATED DISCLOSURE UNDER RULE M/s Walker Chandiok & Co. LLP, Statutory Auditors of the
8(5)(V) OF COMPANIES (ACCOUNTS) RULES, 2014 Bank, have audited the accounts of the Bank for the financial
Being a Banking company, the disclosures required as per year 2019-20 and their Report is annexed. Pursuant to
rule 8(5)(v) of the Companies (Accounts) rules, 2014, read Section 143(3)(i) of the Companies Act, 2013, the Statutory
with section 73 and 74 of the Companies Act, 2013 are not Auditors have also reported on the adequacy and operating
applicable to your Bank. effectiveness of the internal financial controls system over
financial reporting, which has been enclosed as “Annexure
PARTICULARS OF LOANS, GUARANTEES AND A” to Independent Auditor’s Report.
INVESTMENTS
Pursuant to Section 186(11) of the Companies Act, 2013, There are no qualifications, reservations or adverse remarks
loans made, guarantees given, securities provided or made by the Statutory Auditors in their report for the
acquisition of securities by a Banking company in the financial year 2019-20.
ordinary course of its business are exempted from the
disclosure requirement under Section 134(3)(g) of the During the period under review, no frauds were reported by
Companies Act, 2013. the Auditors under sub-section (12) of Section 143 of the
Companies Act, 2013.
AUDITORS
Statutory Auditors Secretarial Audit
In terms of Section 139 of the Companies Act, 2013 read Pursuant to the provisions of Sec 204 of the Companies Act,
with Sec 30(1A) of the Banking Regulation Act, 1949, it is 2013 and the Companies (Appointment and Remuneration
proposed to re-appoint, M/s Walker Chandiok & Co. LLP, of Managerial Personnel) Rules, 2014, your Bank has
Chartered Accountants, Kochi, (Firm Registration Number appointed M/s Bapulal Yasar & Associates, Company
001076N/N500013) who are retiring at the conclusion of Secretaries, Madurai to undertake the Secretarial Audit of
the ensuing Annual General Meeting (AGM) and are eligible the Bank for the financial year 2019-20. The Bank produced
for re-appointment, subject to the approval of shareholders. all necessary records to the Secretarial Auditors for smooth
The Bank has received consent from the Auditors on their conduct of their Audit. The Secretarial Audit Report
appointment and confirmation to the effect that they are for the financial year 2019-20 is annexed to this report
not disqualified to be appointed as the Auditors of the Bank as Annexure – 1.
in terms of the provisions of the Companies Act, 2013 and
the rules made thereunder. There are no qualifications, reservations or adverse remarks
made by the Secretarial Auditors in their report for the
Accordingly, the Board of Directors have recommended financial year 2019-20.
to the shareholders, the re-appointment of M/s Walker
Chandiok & Co. LLP, Chartered Accountants, Kochi (Firm IMPLEMENTATION OF INDIAN ACCOUNTING
Registration Number 001076N/N500013) as Statutory STANDARDS (IndAS)
Auditors of the Bank, to hold office from the conclusion RBI guidelines for implementation of IndAS by Banks in India
of the ensuing AGM till the conclusion of the next AGM. are awaited. In the interim, Bank has submitted quarterly
Reserve Bank of India accorded their approval for the proforma IndAS statements to RBI as per prescribed
appointment of M/s Walker Chandiok & Co. LLP for the guidelines. Further details are given in Schedule 18 – Notes
financial year 2020-21 vide their letter No.DOS.ARG. to Account of the Balance Sheet.
No.PS-18/08.12.005/2020-21 dated July 17, 2020. Fee
payable to Statutory Audit is proposed at ` 75,00,000/- COMPLIANCE WITH SECRETARIAL STANDARDS
(Rupees Seventy Five Lakh only) plus applicable taxes and The Board of Directors affirm that the Bank has complied
out of pocket expenses with a cap of 15% of fees for the with the applicable Secretarial Standards issued by the
financial year 2020-21. Institute of Companies Secretaries of India (ICSI) related to
the Board meetings, its Committee Meeting and General
Meeting during the financial year 2019-20.
43
STATUTORY DISCLOSURES Foreign Exchange Earnings and Outgo

Pursuant to Section 134(3)(m) of the Companies Act, Your Bank continuously supports and encourages the
2013 read with Rule (8)(3) of the Companies (Accounts) country’s export efforts through its export financing
Rules, 2014, the relevant disclosures towards conservation operations. The details on foreign exchange earnings and
of energy, technology absorption and foreign exchange outgo are furnished in the Foreign Exchange Transactions
earnings and outgo are detailed as under: section that forms part of this report.
Conservation of Energy MATERIAL EVENTS THAT HAVE HAPPENED AFTER

Your Bank has undertaken various energy efficiency THE BALANCE SHEET DATE
improvement initiatives for energy conservations across all There are no material changes and commitments, which
its premises by installing LED lights in phased manner. VRF affect the financial position of the Bank between the end of
(Variant Refrigerant Flow) AC Units have been installed at the financial year of the Bank i.e., March 31, 2020 and the
Back Offices in Chennai, Mumbai and other Metro centres date of the Directors’ Report i.e., 19th August, 2020.
to save electricity by energy conservation technology.
During the financial year 2019-20, Bank had spent ` 1.38 Cr SIGNIFICANT AND MATERIAL ORDERS PASSED
towards procuring of energy conservation equipment. BY REGULATORS
During the financial year 2019-20, no significant and
Your Bank owns 850 KW Wind Turbine Generator at material orders were passed by the Regulators or Courts
Govindanagara, Theni District, Tamilnadu. During the year or Tribunals against the Bank impacting its going concern
under report, 13,97,312 units were generated by the wind status and Bank’s operations in future.
mill. The Bank is utilizing the power generated by Wind
Turbine Generator for its Registered & Central Office at MAINTENANCE OF COST RECORDS
Karur and also premises of Divisional Office at Chennai. Being Banking Company, your Bank is not required to
maintain cost records as per sub-section (1) of Section 148
Technology Absorption of the Companies Act, 2013.
Technology is the backbone of the Banking industry and
remains the key factor for successful functioning of this EXTRACTS OF ANNUAL RETURN
industry. To be able to survive and grow in the changing Pursuant to provision of sec 134(3)(a) and sec 92(3)of the
market environment, your Bank is going for the latest Companies Act, 2013, read with Rule 12 of the Companies
technologies continually which is being perceived as an (Management and Administration) Rules, 2014, Bank’s
‘enabling resource’ that help in responding quickly to the extract of the Annual Return as on March 31, 2020 is
dynamics of a fast changing market scenario. Information annexed to this report as Annexure – 2 and also available on
Technology in your Bank enables sophisticated product Bank’s website at https://www.kvb.co.in/investor-corner/
development, better market infrastructure, implementation annual-general-meeting/mgt-9-extract-of-annual-return/
of reliable techniques for control of risks and helps the
financial intermediaries to reach geographically distant and PARTICULARS OF EMPLOYEES
diversified markets. Your Bank has adopted the robotic The statement related to particulars of employees as
process automation with which many of the human intrinsic required under Section 197(12) of the Companies Act,
activities are automated and managed more efficiently. 2013 read with Rules 5 of the Companies (Appointment &
Your Bank has implemented the Intelligent Character Remuneration of Managerial Personnel) Rules, 2014 and
Recognition & Optical Character Recognition technologies the ratio of remuneration of each Director to the median
for the monotonous activities to improvise the speed and employee’s remuneration are annexed to this report
accuracy of the work involved. Digital transformation as Annexure –3.
process has given a new dimension in your Bank on the
lending arena which has simplified the entire process for EMPLOYEE STOCK OPTION SCHEME
better TAT and helps your Bank in identifying the right Your Bank has formulated and adopted Employee Stock
customer. Your Bank has already implemented the FASTag Option Schemes to provide a platform to employees for
(RFID) for the vehicles passing the toll plaza in a hassle- participating in the ownership of the Bank and in its long-
free manner. Your Bank has adopted the cloud platform term growth. Bank uses stock options as a compensation
to achieve the immediate availability and scalability of the tool to attract, retain the critical talent and encourage
applications taken in agile methodology. Your Bank has been employees to align individual performances with that of
awarded ISO 27001 certification for the various IT Offices Banks’ objectives. Currently Bank has following Schemes
in establishing a framework of policies and procedures that in compliance with the provisions of SEBI (Share Based
includes all legal, physical and technical controls involved in Employee Benefits) Regulations, 2014 (SBEB Regulations):
the organization’s information risk management process.
Bank has not imported any Technology during the last three • Karur Vysya Bank Employees Stock Option Scheme 2011
years reckoned from the beginning of the financial year and (“KVB-ESOS-2011”)
no amount was spent towards Research and Development.
• Karur Vysya Bank Employees Stock Option Scheme 2018
(“KVB-ESOS-2018”)
44
There are no material changes made to the above Schemes BOARD MEETINGS
during the year and these Schemes are in compliance with The composition of the Board of Directors is governed by
the SEBI SBEB Regulations. No employee stock options the Banking Regulation Act, 1949, the Companies Act, 2013,
were granted during the period under report. Your Bank’s and SEBI (Listing Obligations and Disclosure Requirements)
Statutory Central Auditors, M/s Walker Chandiok & Co. LLP, Regulations, 2015. The schedule of the meetings of the
have certified that the Bank’s above-mentioned Schemes Board is circulated in advance to the Members of the Board,
have been implemented in accordance with the SBEB for their consideration and approval. In the financial year
Regulations and the Resolutions passed by Shareholders 2019-20, eighteen Board meetings were held and the gap
for 2011 & 2018 Scheme. Disclosures as required under the between the said meetings did not exceed the limit of
SBEB Regulations are available on Bank’s website at https:// 120 days, as prescribed under the relevant regulations.
www.kvb.co.in/investor-corner/esos-disclosures/. Details of the composition of Board, Meetings held and
attendance of the Directors at such Meetings are provided
CORPORATE SOCIAL RESPONSIBILITY (CSR) in the Corporate Governance Report that forms part of
It has always been avowed policy of the Bank that it should this Annual Report.
give back to society to make it a better place for the citizens
to live in. Your Bank has taken up developmental projects BOARD EVALUATION
that would help the community at large and create a positive Pursuant to the provisions of the Companies Act, 2013 and
impact. A Corporate Social Responsibility (CSR) Committee the Listing Regulations, the Board has carried out annual
has been constituted in accordance with provisions of evaluation of its own performance (Board as a whole), all
Section 135 of the Companies Act, 2013, read with the its Directors, Committees of the Board, its Non-Executive
amended Companies (Corporate Social Responsibility Chairman and MD & CEO. The manner of evaluation
Policy) Rules, 2014. conducted during the financial year 2019-20 is furnished
in the Corporate Governance Report that forms part of
During the financial year 2019-20, your Bank has spent / this Annual Report.
committed to spend substantially higher than the spends
of the previous years and also provided for the shortfall BOARD OF DIRECTORS
in spending vis-à-vis the CSR budget from the profits for The Board comprises of Eleven Directors as on the date of
the financial year. In line with the CSR policy of the Bank, this report, with rich experience and specialized knowledge
spends have been spread across key areas like education, in various areas of relevance to the Bank including Banking,
health and sanitation, sports, environmental sustainability Accountancy, Law, MSME, Economics, Trade & Commerce,
and other activities permitted in Schedule VII of the Finance, Agriculture, Risk Management & Strategic planning,
Companies Act, 2013. Human Resource Management and Information Technology.
The following changes took place in the composition of the
The brief outline of the CSR policy, overview of the Board of Directors of the Bank from April 01, 2019 to Date
initiatives taken up by the Bank, the composition of the of Directors' Report:
CSR Committee, prescribed CSR expenditure and details
of amounts spent by the Bank on CSR initiatives during Appointment
the financial year 2019-20 are annexed to this report Shri B Ramesh Babu (DIN: 06900325), was co-opted as
as Annexure – 4. an Additional Director and appointed as Managing Director
& Chief Executive Officer of the Bank by the Board in its
Your Bank is committed to identify and support
meeting held on 20th July 2020, for a period of three years
programmes aimed at improving the living standards of the
from the date of taking charge, in terms of the RBI approval
community. All spends as per the allocations made towards
under the provisions of the Section 35B of the Banking
various heads prescribed under Schedule VII will be spent.
Regulation Act, 1949. He has taken charge on 29th July 2020
Unspent amounts, if any, will be provided for, in subsequent
as Managing Director & Chief Executive Officer of the Bank.
years. The CSR Committee affirms that its focus will be
on using the CSR route to improve the lives of society in a
Shri KG Mohan (DIN: 08367265), was co-opted as an
much bigger way.
Additional Director in the category of ‘Non-Executive
Independent Director of Bank, with effect from February 01,
BUSINESS RESPONSIBILITY REPORT (BRR)
2020 to October 11, 2022, pursuant to the recommendation
Pursuant to Regulation 34(2)(f) of the Listing Regulations,
of the Nomination and Remuneration Committee, subject
the Business Responsibility Report describing the initiatives
to the approval of the Shareholders of the Bank. He is a
taken by the Bank from an environmental, social and
senior leadership professional with 44 years of experience
governance perspective has been prepared as per the
in the Information Technology sector and is representing
format specified by SEBI. The same has been made available
“Majority Sector - Information Technology” on the Board.
on the Bank’s website at https://www.kvb.co.in/investor-
corner/annual-general-meeting/agm-business-report/.
Dr. Harshavardhan Raghunath (DIN: 01675460), was
The Business Responsibility Report (BRR) of the Bank co-opted as an Additional Director in the category of
for the financial year 2019-20 is annexed to this Report ‘Non-Executive Independent Director’, with effect from
as Annexure - 5.
45
July 30, 2020 for a period of three years, pursuant to the KEY MANAGERIAL PERSONNEL
recommendation of the Nomination and Remuneration During the financial year 2019-20, there is no Appointment/
Committee, subject to the approval of the Shareholders of Retirement/Resignation of Key Managerial Personnel other
the Bank. Dr. Harshavardhan Raghunath is an Independent than Ex-MD & CEO.
Business Advisor. He was a Senior Advisor to leading
international management consulting firm Bain & APPOINTMENT & REMUNERATION OF
Company, led its financial services practice in India and is DIRECTORS
representing “Majority Sector - Strategic Planning & Risk Criteria for determining qualifications, positive
Management” on the Board. attributes for Appointment/Re-appointment of
Directors
Approval of the shareholders is being requested for Pursuant to provisions of Section 178(3) of the Companies
the appointment of Shri B Ramesh Babu as Managing Act, 2013 and relevant guidelines of RBI, the Nomination
Director & Chief Executive Officer, Shri KG Mohan and Remuneration Committee (NRC) formulated the
and Dr. Harshavardhan Raghunath as Non-Executive criteria for determining qualifications, positive attributes
Independent Directors of the Bank. and independence of a Director to adhere the various
provisions and guidelines as detailed below:
Retirement by Rotation
• ‘Fit and Proper’ criteria as per Dr Ganguly Committee
Shri M K Venkatesan (DIN: 00032235), Non-Executive
Norms which stipulates age, educational qualification,
Non-Independent Director, who retires by rotation at the
experience, track record, integrity, etc., and various
ensuing 101st Annual General Meeting (AGM) and being
circular instructions and guidelines issued by Reserve
eligible, offers himself for re-appointment in terms of Sec
Bank of India from time to time.
152 of the Companies Act, 2013. He is one of the Promoters
of the Bank. He was on the Board since December 09, 2014 • Norms laid down by the Banking Regulation Act, 1949 as
and is representing “Majority Sector - Economics, MSME & amended from time to time which stipulates substantial
Agriculture” on the Board. interest, sectorial representation as per Section 10A(2)
(a), restrictions as per Section 16 and 20 of the Banking
Approval of the shareholders is being requested for Regulation Act, 1949, etc.,
re-appointment of Shri M K Venkatesan as Non-Executive •
Disqualification/Conflict of Interest of Directors, and
Non-Independent Director of the Bank. other norms as per the provisions of the Companies Act,
2013 and rules made thereunder from time to time.
The brief profile and details in terms of Regulation 36 (3) •
Criteria of Independence of a Director as per the
of SEBI Listing Regulations and the Secretarial Standard provisions of the Companies Act, 2013 and rules made
on General Meetings, in respect of the Directors seeking thereunder and other applicable provisions as amended
appointment/ re-appointment has been annexed to the from time to time.
Notice of the ensuing AGM and also in the Corporate
•
Applicable Listing Regulations as amended from time
Governance Report that forms part of this Annual Report.
to time.
Cessation • Articles of Association of the Bank.
Shri Sriram Rajan (DIN: 02162118), Non-Executive • Any other factors as the NRC may deem fit and in the
Independent Director of the Bank, tendered his resignation best interest of the Bank and its stakeholders.
on November 08, 2019 with effect from the close of
business hours. Board places on record its appreciation for The terms and conditions of appointment of Independent
the insightful perspectives and suggestions provided by him Director are available on the website of the Bank at
at the meetings of the Board/ Committee of the Bank. https://www.kvb.co.in/docs/terms-and-conditions-of-
appointment-of-independent-directors.pdf.
Shri P R Seshadri (DIN: 07820690), Managing Director
and Chief Executive Officer of the Bank, tendered his Your Bank is also having succession planning for KMPs &
resignation on January 04, 2020 and had been relieved Senior Management.
from the services of the Bank at the close of Office hours
on March 31, 2020. The Board acknowledges the invaluable Policy on Remuneration of Directors
contributions rendered by Shri P R Seshadri at the business The remuneration of Directors is governed by the
front, and places on record its deep appreciation for Compensation Policy of the Bank in terms of RBI circular
the insightful perspectives and for his leadership, as the no. DOR.Appt.BC.No.23/29.67.001/2019-20 dated 4th
Managing Director and Chief Executive Officer of the Bank. November 2019, which covers the aspects of remuneration
payable to Board of Director, Whole Time Directors/ Chief
Apart from the above, there were no changes in the Executive Officers/ Material Risk Takers, KMPs, Control
Directors holding Office. Function Staff and all other employees. This Policy is in
tune with the guidelines issued by the Reserve Bank of
46
India, provisions of Companies Act, 2013 and the Listing accordance with the provisions of the Companies Act,
Regulations amended from time to time. Your Bank has 2013 for safeguarding the assets of the Bank and for
adopted a revised compensation policy on the basis of preventing and detecting fraud and other irregularities;
the aforesaid RBI Circular at a meeting of the Board held d) The Directors had prepared the annual accounts on a
on May 18, 2020 and the revised Policy is available on the going concern basis;
Bank’s website at https://www.kvb.co.in/docs/investor-
e) The Directors had devised proper systems to ensure
compensation-policy.pdf.
compliance with the provisions of all applicable laws
DECLARATION BY INDEPENDENT DIRECTORS and that such systems were adequate and operating
Your Bank has received necessary declarations from all effectively; and
the Independent Directors under Section 149(6), 149(7) of f)
The Directors had laid down internal financial
the Companies Act and Regulation 16(1)(b) of the Listing controls to be followed by the Bank and that such
Regulation that they meet the criteria of independence internal financial controls are adequate and were
laid down thereunder. Based on the declarations submitted operating effectively;
by the Independent Directors, Board has reviewed the
disclosure as required under Schedule IV and is of the AWARDS AND ACCOLADES
opinion that, they fulfil the conditions specified in the Your Bank received the following Awards and Accolades
Companies Act and Listing Regulation and are independent during the financial year 2019-20:
of the management.
1. CII Digital Transformation DX Summit & Awards –
FAMILIARIZATION PROGRAMMES OF Award for best practice in digital transformation, 2019
INDEPENDENT DIRECTORS – Most Innovative Category
All Directors including Independent Directors are made 2. IBS India Banking Summit & Awards, 2019 –
familiar with their rights, roles and responsibilities in the Best Retail Bank of the year
Bank at the time of appointment and also on a recurrent 3. Kamikaze Payments & Cards Awards, 2019 –
basis. Directors are offered with opportunity to attend Best Contactless innovation of the year
the Programmes conducted by CAFRAL, IDRBT and other 4. Technology Senate Digital South India Awards, 2019 –
Management Institutes, to familiarize with the latest Enterprise mobility category
trends in Information Technology, Cyber Security, etc., 5. Skoch Order of Merit Silver, 2019 – semi-finalist in
The details of programmes undertaken in this regard are Banking category
disclosed in Corporate Governance Report that forms part
of this Annual Report. ACKNOWLEDGEMENTS
The Board of Directors place on record their gratitude to
CORPORATE GOVERNANCE the Government of India, Reserve Bank of India, Securities
The details on Corporate Governance standards followed by Exchange Board of India (SEBI), Ministry of Corporate
your Bank and the relevant disclosures as stipulated under Affairs (MCA), Stock Exchanges, Rating Agencies, Statutory
Listing Regulations and Companies Act, 2013 and the rules Auditors, Secretarial Auditors, various State Governments
made thereunder are deliberated in Corporate Governance & Union Territories and other regulatory authorities in India
Report that forms part of this Annual Report. for their valuable guidance and strong support .
A certificate from M/s Babulal & Yasar Associates, Company
Secretaries, confirming compliance to the conditions The Board express their sincere thanks to the Bank’s
of Corporate Governance as stipulated under Listing valued shareholders, esteemed customers, and all other
Regulations is annexed to this report. stakeholders and well-wishers for their continued faith,
confidence and patronage on us and look forward for their
DIRECTORS’ RESPONSIBILITY STATEMENT continuous support.
Pursuant to Sec 134(5) of the Companies Act, 2013 with
respect to the Directors’ Responsibility Statement, it is The Board also appreciates entire staff for their sincere
hereby confirmed that: and dedicated services rendered for the growth of Bank,
a) In the preparation of the annual accounts, the applicable especially when they have braved the COVID-19 threats to
accounting standards had been followed along with work for wheels of economy to continue to run and ensure
proper explanation relating to material departures; that needs of the customers of the Bank are as far as possible
met without any hindrances to them. The Board records its
b) The Directors had selected such accounting policies
special appreciation to the officers, and employees of the
and applied them consistently and made judgments
Bank for their commitment to serve the cause of Bank’s
and estimates that are reasonable and prudent so as
customers during these difficult times.
to give a true and fair view of the state of affairs of the
Bank at the end of the financial year and of the profit
For and on behalf of the Board of Directors
and loss of the Bank for that period;
c) The Directors had taken proper and sufficient care for Place: Karur N S Srinath
the maintenance of adequate accounting records in Date : August 19, 2020 Chairman
47
MANAGEMENT DISCUSSION AND ANALYSIS
ECONOMIC OVERVIEW Indian economy

Global economy India’s macro fundamentals deteriorated in FY 2019-20,
FY 2019-20 was a challenging year with most economies with growth conditions continuing to worsen, while
around the world slowing down during the first three inflation – long managed through government’s good food
quarters. Uncertainty over the US-China trade war, and price management – rose sharply in the second half. India’s
the attendant value chain impacts thereof, were the key GDP growth touched a decadal low of 4.2% in FY 2019-20.
pressure points that affected manufacturing and trade, The government invoked the escape clause available under
resulting in lowered investments. The phase 1 of US-China the Fiscal Responsibility and Budget Management (FRBM)
trade deal temporarily resolved this issue, leading to a spurt Act to exceed its budgeted FY 2019-20 fiscal deficit by
of activity in December and January mainly due to increased 0.5% of GDP (to 3.8%).
consumption and business investments, but the COVID-19
outbreak in China caused conditions to weaken again. Growth and fiscal metrics deteriorated sharply in the
This resulted in multiple value chain disruptions and took last quarter of the year, given the focus on containing
activity metrics sharply lower across the board, beginning the COVID-19 pandemic and the ensuing fiscal policy
with China, and quickly turning into a global pandemic. Most measures. Consumption demand too, remained muted.
central banks around the globe adopted an accommodative Current inflation trends remain elevated, driven by higher
policy stance and implemented multiple monetary policy food prices around the start of the calendar year. A good
measures, keeping in mind the benign inflation and aiming monsoon and high levels of sowing bode well for agri
to propel economic growth. output, though unseasonal rains and unavailability of labour
pose risks to this. However, weak conditions are likely to
Outlook keep inflation subdued in the medium term, allowing RBI
Lockdown measures enforced in major countries are likely to continue and further its accommodative stance as and
to keep the growth in negative horizon for FY 2020-21, when required. The fall in crude oil prices is once again
as a whole. Authorities have reacted swiftly, using several fortuitous for India, but the direct impact will be offset
monetary and fiscal support tools. These will likely remain by weaker exports, reduced remittance inflows, as well as
for some time, with the recovery in growth also likely to be higher interest outflows given the heavy borrowing carried
slower and more interrupted than initially anticipated. The out in FY 2019-20.
IMF's latest World Economic Outlook projects a contraction
of global growth in CY20 at -4.9%, and that of advanced
REPO RATE AND INFLATION TRENDS
economies declining by 8.0%.
(%)
GLOBAL GROWTH
(%)
5.90 8
4.50 6
3.70 4.80
5
2.2
1.70
4
3.6 2.90 2020(p) 5.40
3
2018 2019 2021(p)
-4.90
2
Country / Region -8.00

1
World
0
Advanced economies
Apr-19
Mar-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Janr-20
Feb-20
Marr-20
Emerging market and -3.00

developing economies
CPI inflation
Source: International Monetary Fund (IMF), June 2020 WPI inflation
World Economic Outlook p: projections Repo rate
Source: RBI
48
Outlook
Key measures for the financial sector
Given the evolving situation, it is currently difficult to assess
the exact impact of the COVID-19 pandemic on growth in Proposals Impact
economic activity. Stimulative measures announced by the
Increased deposit insurance
RBI and the government should help counter the impact on coverage from the current Positive for overall stability of
growth to a certain extent. Further, this combination of a `1 Lakh to `5 Lakh banking system.
weak near-term growth, liquidity easing and low commodity per depositor.
prices bode well for global rates and inflation, which may
remain lower for an extended period and may also result in Extended tax holiday by one year
lower yields in India. to March 31, 2021 for affordable
housing projects. Tax holiday is Beneficial for affordable
While the immediate impact of disruption is negative for provided on the profits earned by housing finance segment.
India in the near term, once the spread is contained, India developers of affordable housing
stands to benefit in this environment. Disruption in global projects.
supply chains caused by this event has highlighted the
Extended MSME restructuring
risk of overdependence on a single country. Thus, over Provides interim relief to
scheme. The extant scheme for
the medium to long term, many global MNCs are likely to struggling MSMEs, which
restructuring of MSME loans was
consider diversifying their manufacturing operations from have been impacted by the
up to March 31, 2020; which is
China, and India could be a likely beneficiary, given the low slowdown in economic activity.
extended to March 31, 2021.
corporate tax rate, skilled population, relatively low wages
and a large domestic market. This package includes the
government's previous
packages (`1.7 lakh crore)
SECTOR OVERVIEW An overall economic package
as well as the RBI decisions
Indian banking sector worth ₹20 lakh crore (US$280
(`5‑6 lakh crore) and will
The sector grappled with multiple pressures during the billion) was announced.
benefit small businesses,
last financial year, including slowdown in GDP growth, migrants, farmers, agricultural
continued liquidity stress in NBFCs, subdued private sector & allied sectors, among others.
capex, crisis in a new private sector bank and emergence of
the pandemic towards the end of the year. Beneficial for MSMEs, is
boosting scope for private
The government too announced several measures in the Government announced the
participation in numerous
Atmanirbhar Bharat programme.
budget to aid the prospects of the banking sector. sectors and increasing FDI
in the defence sector.
Overall, bank credit grew 6.4% (y-o-y) in Q4FY20, with

In this scenario, the RBI acted proactively and private sector banks continuing to outpace their public
kept announcing measures to support the stability sector counterparts. This was another year of solid credit
of the sector and inspire growth. Some of these demand from the retail segment, while the non-retail
measures included: segment continued to remain under pressure.
• Lowering risk weights for retail loans (excluding
Credit and deposit trends (y-o-y growth in %)
credit card loans) from 125% to 100%
• Ensuring transmission of lower policy rates to the Q1FY20 Q2FY20 Q3FY20 Q4FY20
end borrowers – by making it compulsory for banks Aggregate deposits 10.1 10.1 10.0 9.5
to link all new floating rate personal or retail loans, Bank credit 11.7 8.9 7.4 6.4
Micro, Small and Medium Enterprises(MSMEs)
Credit-deposit ratio* 76.7 75.6 75.7 76.0
loans to an external benchmark
Private sector banks
• Easing the CRR requirements partly
Aggregate deposits 16.3 16.9 14.0 10.4
in the short term
Bank credit 17.5 14.4 13.1 9.3
• Relaxation of Non-Performing Assets (NPA)
recognition for loans Public sector banks
Aggregate deposits 6.7 6.6 7.8 8.2
• Conducting Long-Term Repo Operations (LTROs)
helped reduce funding costs in corporate bond Bank credit 8.7 5.2 3.7 4.2
markets to 10-year low levels
Source: RBI
• Restructuring of a troubled private sector bank *Actual ratio
Asset quality pressures remained elevated during the year,

with the lockdown adding to the woes of borrowers in both
retail as well as non-retail segments.
49
Management Discussion and Analysis Karur Vysya Bank Annual Report 2019-20
Outlook
As the pandemic situation is still evolving, it is extremely segment. This will attract more private participation
difficult to forecast growth estimates for the next and benefit the food processing industry. As the
couple of years. While the lockdown is a pre-requisite pandemic pressures persist, focus on healthcare will
to contain the spread of the virus, it has a significant impact boost the growth prospects of pharmaceutical and
on the economy and the Banking sector, particularly in medical equipment segments. On the other hand, the
the short term. However, there are some opportunities slowing economy would have a bearing on both credit
even in these trying times. One opportunity is in the demand as well as asset quality. Thus, banks will have to
agriculture sector. The government has implemented tread with caution during these times and take prudent,
several measures to address issues in procurement, well‑calculated initiatives to boost growth.
warehousing and to formalise the micro‑food processing
KARUR VYSYA BANK (KVB): SWOT ANALYSIS
Strengths Weaknesses Opportunities Threats

• Diverse suite of products • Relatively low presence in • Rapid digitalisation of the • Intensifying competition
• Customer-centric approach the retail segment banking sector in most product categories
• Best-in-class digital • Immense growth potential • Longer-than-expected
platforms and offerings of retail (housing, vehicle, slowdown in the economy
• Strong presence in India’s personal loans, gold loans)
Southern hinterlands and MSME segments
• Well experienced • Wide experience in
management team semi‑urban and rural
• Robust risk management markets – well placed
framework to target this huge
underserved sector
FINANCIAL PERFORMANCE HIGHLIGHTS FY 2019-20

Revenue
• Interest income increased by `174 Crore other operating expenses increased to `885 Crore
to `5,990 Crore. (4%) from `854 Crore.
• Interest expenditure stood at `3,642 Crore as • Net interest margin fell 23 basis points y-o-y to 3.44%.
against `3,453 Crore in FY 2018-19.
• Net profit grew 11.4% y-o-y to `235 Crore.
• Net interest income remained flat at `2,348 Crore.
• Earnings Per Share (EPS) and Book Value per share
• Non-interest income grew 19.9% y-o-y to stood at `2.94 (versus `2.64 in FY 2018-19) and
`1,155 Crore. `82.57 (versus `79.56 in FY 2018-19), respectively.
Profitability • Return on Assets inched up from 0.31% in
• Operating profit increased 2.9% y-o-y to FY 2018‑19 to 0.32% in FY 2019-20
`1,761 Crore.
• Return on Equity improved to 3.56% from 3.28%
• Operating expenses increased 7.9% y-o-y to
• Net owned funds grew 3.7% y-o-y to `6,600 Crore
`1,742 Crore; establishment expenditure registered
on account of plough back of profits during the year
an increase of 13% from `761 Crore to `857 Crore;
50
Disclosure of accounting treatment Strictures and penalties

The financial statements are prepared on a going concern There were no instances of non-compliance by our Bank; no
concept, on historical cost basis, and conform to the penalties or strictures were imposed by the stock exchanges
Generally Accepted Accounting Principles (GAAP) in or SEBI or any statutory authority, on any matter related to
India which encompasses applicable statutory provisions, capital markets in the last three years.
regulatory norms prescribed by the Reserve Bank of India
(RBI) from time to time, notified Accounting Standards (AS) During the year under review, the RBI imposed a penalty of
issued under Section 133 of the Companies Act, 2013 read `3,92,950, pertaining to the deficiencies found in Specified
together with paragraph 7 of the Companies (Accounts) Bank Notes (SBNs) and soiled notes remittance by our
rules, 2014 to the extent applicable to Banks and current currency chests to the central bank.
practices prevailing in the banking sector in India. Income
and Expenditure are generally accounted on an accrual basis, OUTLOOK
unless otherwise stated and comply with requirements as We will pursue growth in select, relatively low risk segments
per RBI guidelines and the provisions of Banking Regulation and will continue to run down our exposures in riskier
Act, 1949. Accounting Policies adopted in the preparation segment within our corporate business. Our endeavour is
of financial statements are consistent with those followed to fine tune our practices around underwriting, recovery
in the previous year. and asset quality to maintain stress within reasonable
levels. We will continue our efforts to recover from NPA
accounts, and closely monitor the assets to keep fresh
slippages under check.
Asset quality
• Despite the weak operating environment, we Though our new initiatives have hit the slow lane due
managed to improve our asset quality, which to the pandemic, the long-term story remains intact.
reflects the robust underwriting practices and We remain cautiously optimistic and will ramp up these
credit risk appraisal processes, combined with offerings gradually.
focus on recoveries.
• Gross NPA and Net NPA fell to 8.68% and 3.92%
from 8.79% and 4.98%, respectively. Digitalisation will remain a prominent focus area for
us. Our priorities will be:
• Provision Coverage Ratio (including technical
write-offs) improved to 68.90% from 56.86%. • Upgrading our credit risk management platform;
• Further reducing our loan processing time;
• Increasing the use of advanced analytical models to
Key financial ratios (%) drive efficient decision making;
• Deeper data mining and tie-ups with
Particulars FY 2019-20 FY 2018-19 Fintech companies
CRAR 17.17 16.00

Tier I Capital 15.27 14.28
Tier II Capital 1.90 1.72
Gross NPA 8.68 8.79
Net NPA 3.92 4.98
ROA 0.32 0.31
NIM 3.44 3.67
Interest Income as a % to
8.17 8.45
Working Funds
Operating Profit as a % to
2.40 2.49
Working Funds
Leverage Ratio 8.95 8.53
Book Value Per Share (`) 82.57 79.56
Earnings Per Share (`) 2.94 2.64
51
BUSINESS-WISE REVIEW
Corporate and Institutional Group (CIG)
Highlights of FY 2019-20 Segment-wise review Impact of the lockdown Road ahead
• Accounted for 26% of total • Telecom, infrastructure, iron & • With businesses virtually closed, • Stepped up focus on customer
advances and the Portfolio steel and automobile segments cashflows came under severe engagement; looking to add
de‑grew by 9.9% y-o-y were found to be witnessing stress quality customers
high pressure on demand as
• Decline in the loan book was • Travel restrictions affecting • Pressures on asset quality likely
well as delay in collection of
largely due to our conscious tourism, aviation and hospitality to persist in the foreseeable
dues
decision to reduce exposure to sectors severely future; improving recoveries to
select large corporate accounts be our top priorities
• Export demand is under
• Slowdown in textiles sector and pressure owing to worldwide
weak market sentiments also weakening of economic growth
contributed to the decline
We supported our borrowers by:
• Extending term loan
moratorium and postponing
interest for working capital
limits
• Extending due dates for the
bills discounted and packing
credit limits
• Relaxing margin on stocks and

book debts
• Sanctioning working capital
term loans under Guaranteed
Emergency Credit Line scheme
to eligible borrowers
Commercial Banking Group (CBG)

• This segment accounted for • This division comprises •

Cashflows of MSMEs were • Adopt cluster-based
32% of total advances and Small Business group (SBG) impacted. approach to tap the
registered a decline of 8.42% which focuses on enterprises MSME market especially
• MSMEs’ turnover reduced by
y-o-y. requiring working capital in agro-based industries
more than 25% in the first
limit up to `2.00 Crore and (Mandi, APMC markets,
• Formed Business Banking quarter.
Business Banking Unit (BBU) among others), retail,
Units (BBU) at 15 centres to
which focuses on meeting • We have sanctioned `994 pharmaceuticals & health
cater to MSME customers
working capital limit up to Crore from May 29,2020 to care, FMCG and more.
across India and are handled
`15.00 Crore. August 23, 2020 to MSMEs
by trained and experienced • Appoint product managers/
under the government
officers capable of addressing • SBG advances stood at specialists in credit sales to
stimulus package (emergency
the entire gamut of financials `8,929 Crore as on March understand market dynamics
credit line) to limit the
products required by 31, 2020 forming 65% of the and drive our CBG products.
impact on MSMEs.
customers. total CBG Advances.
• We are also providing
• Introduced the early warning • BBU advances were `4,808
immediate solutions by way
signal monitoring tool for Crore as on March 31, 2020
of additional funds to meet
tracking the performance of constituting 35% of the total
their unforeseen requirements
working capital accounts. CBG advances.
during this pandemic.
• Proposals upto `2.00 Crore • Outstanding advances to
to the Micro and Small units MSMEs as on March 31,
were exclusively handled at 2020 stood at `7,822 Crore
respective Divisional Offices forming 58% share of total
with shortest TAT by serving CBG advances.
the clients digitally.
52
Commercial Banking Group (CBG)

• Corporate Credit Card • We are extending the tenor New offerings planned include:
offering was fine-tuned to of the Export Finance to our
• Specialised products like flexi
meet the emerging business clients, providing extension
overdraft, gold overdraft, pre-
needs of MSMEs and small of tenor for Usance Bills,
approved loans for current
traders, facilitating them in offering adhoc facilities to
account customers and more
controlling their expenses minimise the adverse impacts
to meet the needs of MSMEs.
more effectively with a of economy.
revolving credit period of • A specialised product for
• We also provided interest
upto 45 days. financing Commercial
moratorium to all the
Vehicles and Construction
• Our Corporate Credit customers by giving ‘opt out’
Equipment under co-lending
Card is backed by highly option.
arrangement with a blue chip
secure technology and offer
• We are the first Bank to NBFC.
convenience to Proprietors,
disburse the Loan under
Partners, Directors and • More business under
WCTL – ECLG within the
Employees of business CGTMSE guarantee.
shortest TAT of just five days
enterprises.
from the announcement by
• As on March 31,2020, we the Government (NGCTC).
had issued 2,889 cards to We have extensively
various customers with a total contacted our customers
portfolio of `83.34 Crore. for highlighting the scheme
features and rolled out the
• Conducted customer
product digitally to ensure
awareness programmes and
seamless disbursements. We
SME meet at Coimbatore,
also proactively coordinated
Karur, Madurai and business
with NGCTC authorities to
campaigns at various parts of
maximise the client coverage
the country.
and ensure timely sanction of
New offerings introduced financial assistance to needy
include: MSMEs.
• General Business OD for a

maximum of `2.00 Crore.
• Under the e-vendor
Finance System through
Fintech companies, we have
entered into agreements
with M/s EPI money and
M/s Flexi loan technologies
private limited for referral
arrangements. We are
discounting vendor bills
of M/s Flipkart India Private
Limited.
• Implemented the MSME
restructuring package as
announced by the RBI,
effective until March 31,
2021.
53
The opportunity landscape

In FY 2018-19, MSMEs accounted for 30% of nominal MSME SECTOR IN INDIA: DEMAND-SUPPLY TRENDS
GDP (as per the Annual Report of the Ministry of MSME) (` in Lakh Crore)
and employs over 11 Crore people (97% working with
micro enterprises). Development of this sector is critical 25.8 8.0
to the macroeconomic growth of the country. The central
government continues to announce multiple measures to
support this sector and is looking to increase its contribution
to the GDP to over 50% in the next few years.
16.8
With limited documentation around income proof and lack 36.7
of collaterals, this segment is perceived to be riskier for Micro
banks and there is a wide gap in the demand and supply of Small
credit to this segment. As per an IFC study, the addressable Medium
credit gap in this segment stood at `25.8 Lakh Crore or
more than 2.5 times the current cumulative formal credit 10.9 1.0
lent to MSMEs. In the past few years, select mid-sized banks
have stepped up lending to this segment and have built Potentially addressable credit gap
feasible lending models for it. Given the high unsatiated Total addressable demand
credit demand from MSMEs, this segment offers immense Total credit supply (Banks + NBFCs+ Other financial institutions)
potential for growth.
Source: IFC Report - Nov 2018
Personal Banking Group (PBG)

• This segment accounted for • Housing loan portfolio grew • Business was subdued during • Immediate priority for
23% of total advances and to `929 Crore, (y-o-y increase the months of April and May FY 2020-21 is to improve
registered 16% y-o-y growth of 25.67%); 42.10% of the 2020 owing to the lockdown collections and drive gold loan
(excluding IBPC) loans disbursed during the business
• We have provided
year were in bureau score slab
• All the products in this moratorium to customers • Drive growth of vehicle loan
of 751-800.
segment are now available on opting for it product by partnering more
our digital platforms • Jewel loans (`270 Crore, 43% OEMs viz., Maruti Suzuki
• CASA new customer
y-o-y growth) to roll out new schemes on
• We have launched a first‑of- acquisition got affected
car loans and Tata Motors to
its-kind online gold loan • Personal loans (`137 Crore, during the months of April
launch new schemes on select
product wherein customers 32.31% y-o-y growth) and May 2020 owing to the
vehicles
can pledge gold ornaments lockdown; Signs of business
• Vehicle loan segment and
in the branch and take a revival are seen since • We see significant scope
Loan against Property did not
sanctioned limit which is valid June 2020 to grow personal loan and
grow as expected, registering
for three years. Loans can be vehicle loan products, post
de-growth of 5.26% and
drawn in multiple tranches resolution of the pandemic
1.69%, respectively
and closed by customers crisis
on‑the-go. • In terms of average balance,
• Gold and personal loan
we have reached a current
• Robust digital platforms products are also likely to
account level of `5,830
capable of giving loan witness good uptake
Crore and saving accounts
sanction to customers in
level of `12,308 Crore as on • We endeavour to open
15 minutes and complete
31.03.2020 taking the CASA specialised gold loan
disbursements in a day.
base of our bank to `18,138 branches in important towns,
Crore. Incremental growth in exclusively for sourcing and
average CASA during the year disbursing gold loans. The first
was 8.00% . of such branches was opened
at Madurai during July 2020.
• For our existing customer

base , we intend to offer
pre - approved car loans for
High‑end vehicles.
54
Personal Banking Group (PBG)

• We sanctioned loans worth • 1,90,085 FASTags were issued New product launches lined up
over `3,500 Crore through during FY 2019-20, a y-o-y in FY 2020-21:
digital platform. growth of 420.13%
• Retail credit cards
• During the year, new scheme • 1,11,609 new customers
• Loan against sovereign gold
viz., co-orgination of personal were signed in for net banking
bonds
loan with Home Credit India facility and 3,79,728 were
Private Limited, has been signed in for mobile banking,
introduced. which was a growth of
24.82% over the previous
We deepened our existing
fiscal
relationships for co-origination/
co-lending and other tie ups: • Sourced new business
premium of `109.84 Crore
• Orange Retail: For two-
under life insurance, non‑life
wheeler loans
insurance and health
• Centrum Housing Finance insurance products
Limited: For home loan and
• 1,429 new credit cards
mortgage loans
(co-branded with SBI) were
• Purchased retail portfolio sourced during the year
with good credit score,
• Added 10,109 new SIPs
seasoning and more through
during this year with AUM of
direct assignments of loan
`90.80 Crore
receivables from NBFCs
and HFCs
• Strengthened our tie-up

with Rupeek Fintech Private
Limited as our business
correspondent for sourcing
gold loans at customer
doorsteps in select cities.
• Collaborated with corporate

direct sales agents for
sourcing retail loan products
Agricultural Banking Group (ABG) The opportunity landscape

An overview A promising future for the agriculture sector in India
We provide a diversified portfolio of products for agriculture • Recent farm sector reforms to develop and scale up
& allied activities and also extend specialised products for location specific, cost effective and climate resilient
horticulture as well. technology will enhance agricultural output & productivity
and enable the government to achieve its target of
Performance highlights FY 2019-20 doubling farmers' income by 2024
We were comfortably ahead of the RBI’s mandate on lending • Adoption of state-specific developmental strategies
to priority sector, agriculture, small and marginal farmers in horticulture, livestock, fisheries, and post-harvest
and economically weaker sections. processing sectors for increasing farmers income
` in Crore
• Post-production reforms enabling producers to get better
Share of remunerative prices, and simultaneously adopting new
% growth
FY 2019-20 adjusted net
y-o-y technology and management practices for higher productivity
bank credit (%)
Priority Sector • Increase in MSPs of major food crops and oil seeds
21,026.39 6.82% 42.49
Advances (Net of PSLC) • Launch of a new pan-India Agri-Infrastructure Fund (`1 Lakh
Agricultural advances 9,127.31 12.50 18.75 Crore) to provide medium- to long-term debt financing
facility for investments in viable projects for post-harvest
Advances to weaker
5,159.31 (-)0.67% 10.50 management infrastructure and community farming assets.
sections
55
Road ahead • Dairy farming

Demand for agricultural credit depends on forecast • Tissue culture banana
such as monsoon, availability of labour, government • Poly house cultivation
policies, network and financial strength of the credit • Milk processing
institution, among others. • Farm infrastructure
• Poultry – broiler/layer
The India Meteorological Department (IMD) forecast a • Flower/vegetable grading
normal monsoon in FY 2020-21. The country has witnessed • Seed/cotton/turmeric/chilly/coconut processing unit
above normal rainfall in Jul 2020, though the distribution • Spices trading
has not been uniform. Agriculture and allied activities are
expected to grow 2-3% in FY 2020-21, after a 4% expansion
Our new digital gold loan product, designed to
in FY 2019-20. Further, due to the pandemic, millions of
migrant workers have returned to their native places and meet the immediate financial needs of farmers
turned to farming for sustenance. Timely monsoon and for agriculture and allied activities, is showing a
ample availability of farm labourers have led to a significant healthy demand.
increase in the planted acreage under various kharif crops.
We are now pursuing a more diversified rural lending We plan to launch a new KCC agri gold loan product for
strategy, moving away from providing simple farm credit. crop cultivation purposes. We also have plans to digitalise
We have adopted a community-based lending model the other agriculture products making our processes more
for small farmers and communities, thereby generating simple and convenient.
additional employment opportunities in the local area.
We derive a strategic advantage from our strong presence
We are equipped to handle all the major schemes in in semi-urban, rural and unbanked areas of three major
agricultural credit which have enormous potential over the agrarian states – Andhra Pradesh, Telangana and Tamil
next two to three years. Nadu – which is a key future growth enabler for the ABG
business. About a fifth of our total branches are located near
• Rural warehouse construction
the fertile, riverine plains of the Southern states – Cauvery
• Nursery scheme
(63 branches), Vaigai and Thamirabarani (42 branches),and
• Hi-tech floriculture
Krishna and Godavari (41 branches).
Transaction Banking Group (TBG)

Through this segment, we offer Cash Management Services (CMS) products, namely collection and payment via an electronic
platform. We provide our corporate customers with customised MIS and Customer Business Exchange (CBX) portal for
front-end services. We also offer Supply Chain Finance (SCF) products to fund vendors and dealers of larger corporates
operating in different industries including automobile, engineering and agriculture equipment sectors. Our Bank is active
across all the three ‘TReDS (Trade Receivable Discounting System) platforms’ for financing MSME vendors. TReDS platforms
are witnessing a healthy momentum due to the government’s initiative to make it mandatory for all companies registered
under the Companies Act, 2013 with a turnover of more than `500 Crore and all Central Public Sector Enterprises to register
on this platform. Cash MGT + Supply chain Finance...
• Added 28 counter parties • Disbursals under the TReDS • There has been an increase in • We will focus on partnering
through our different supply platform crossed `500 Crore the working capital needs of with larger corporates
chain programmes level in FY 2019-20. MSMEs to fund both vendors as
well as dealers across the
• Upgraded the supply chain • No delinquencies in loans We support them with the
supply chain
finance software to meet sourced through TReDS following facilities:
specific requirements of our platform • Fortify our relationships with
• Funding them under vendor
customers Fintech companies to on-
• Approved limits for 34 buyer finance programme
board more counter parties
• Leveraged the virtual account companies operating on the
• Funding them via all three
feature to enhance the TReDS platform • Upgrade our cash
TReDS platforms
current accounts portfolio management services
platform to provide greater
• Joined hands with a couple
utility and value to customers
of Fintech companies to
drive growth of supply chain • Exploring the strategies to
finance products shift our credit underwriting
process to a digital platform
56
Precious Metals Division (PMD) Our foray into the business is guided by our
We entered the Precious Metals business to directly cater significant client-base in existing jewellery
to the bullion requirements of our clients in the gem and
business across the country to whom
jewellery sector, as a bank authorised by RBI to import
Bullion. Our foray into the business is guided by our we have been providing working capital
significant client-base in existing jewellery business across facilities for sourcing gold from other banks.
the country to whom we have been providing working
capital facilities for sourcing gold from other banks. The
focus moved towards specialised service to clients in this customer with automatic processing and sanction without
sector and garner higher market share by being the supplier clerical or authoriser errors. This has enabled a good
of Gold and Silver directly to them. remarkable change in the process of lending. Our Pre-
Approved Personal loan has shown significant improvement
It is well recognised that this segment holds immense and with reduced TAT of 5 to 10 minutes. We are improvising
potential given that India is the second-largest gold the product consistently and providing the best in class
importer in the world. We now have set up dedicated technology and services to meet the customer needs in time.
infrastructure with customised systems, processes and
a team of professionals with decades of relevant industry Performance of key digital products in FY 2019-20
experience. We have also engaged with leading overseas
bullion suppliers for competitive and smooth operations Digital product Total applications Disbursements
across the supply chain. Our primary focus is to build the Home loans 44,510 `1,408 Crore
bullion loan portfolio with jewellers across India and offer LAP 17,404 `314 Crore
products for the domestic as well as export requirements.
Unsecured personal loans 78,517 `216.7 Crore
The precious metals business commenced in February Two wheeler loans 7,647 `13.43 Crore
2020 with the import of our first gold consignments into Two wheeler no income
Chennai and Coimbatore. Currently, our bullion services are 2,884 `1.36 Crore
proof
offered in Tamil Nadu, West Bengal, Delhi, Maharashtra,
Four wheeler loans 15,927 `284.49 Crore
Gujarat, Kerala and Andhra Pradesh. We are in the process
of securing the registrations for Telangana and Karnataka. Four wheeler no income
2,610 `9.91 Crore
We are working to leverage our relationships with jewellers proof
across India, to grow this business and be amongst the top SME renewals 33,790 `6,714 Crore
bullion banks in India. The outbreak of the pandemic and the SME new loans 9,976 `1,448 Crore
subsequent imposition of various containment measures
led to a pause to this business. However, given gold’s safe
haven status and special place in India’s culture, business is Projects undertaken from April to June 2020
expected to pick up as soon as the pandemic subsides and •
New product development in digital segment using
customers start visiting Jewellery stores for their purchases. Agile methodologies.
We are well positioned to offer all products and services and
• COVID loan implementation as per the RBI guidelines.
are being competitive to establish ourselves as a long term
service provider in this business vertical. • Education loan automation using vidhyalakshmi portal.
(System based Sanction)
DIGITALISATION
•
Pre-Approved loan processing for existing customer
We implemented our digital initiatives through the Digital
implemented for Vehicle Loan and Personal Loan.
Transformation Project Cell (DTPC) and made significant
progress in FY 2019-20 towards becoming a truly digital • CIBIL V 3.0 Score card implementation to have better
organisation (End to End Paperless Automated/System based loan outlook of a customer.
Sanction Process). Besides making a few more products
•
We integrated our digital platform with new
available online, we also formed strategic partnerships with
bancassurance partners to give better options for
e-commerce players and Fintech companies.
customers to choose health insurance products.
Introduction to Tab based assisted mode of lending to • API Based online mandate registration through internet
customer has given a substantial growth in the respective banking to recover the installment/collections on due
business verticals. This has improved the customer date automatically from other bank accounts.
experience by allowing our bank to reach the customer
• New co-lending Tie-up with 7 partners for both retail
conveniently at customer locations. System (Score) based
and SME segment.
Sanction has drastically improved the selection of good
57
COLLECTIONS •
Vigorous recovery follow-ups through field staff on a
Given the current environment, it is critical to maintain daily basis and also through call center to reduce special
financial discipline and focus on recoveries to maintain mention accounts (SMA).
asset quality at comfortable levels. Our bank intitated
• Special focus on recoveries through one-time settlement
several measures to minimise slippages and enhance
scheme for NPA accounts.
recovery prospects.
• Set up Commodity Monitoring Cell to follow up with
•
Sale of assets under SARFAESI Provisions, leading to
warehouse loan defaulters to pay out/clear the outstanding
quick, hassle free and undisputed realisation of sale of
on a daily basis.
securitised assets.
Steps taken to protect asset quality

• Redefined the scope of Credit Monitoring Department to handle wide range of monitoring functions and further strengthened the
recovery and legal group by posting a GM cadre Executive to steer its functions and to keep stressed assets under check
• Initiated multiple special NPA recovery drives
• Conducted one-time settlement (OTS) adalats to expedite recovery process
• Empowered branch heads to take quick decisions on OTS
• Created a separate NCLT cell to focus on corporate accounts
• Periodic reviews of NPA accounts of over `1 Crore by the top management
• Leveraging technology for constant upgradation of our credit underwriting system
Road ahead
We are proactively looking out for early signals about
potential NPAs in the initial stages itself. There is Performance highlights FY 2019-20
significant scope to deploy Artificial Intelligence (AI) tools • Established fully functional Neo Direct
in implementing superior credit filters, taking appropriate (Direct Sales Team) offices in eight locations
credit decisions, and avoiding fresh slippages. We will also
• Recruited and trained specialists in core
craft product-wise recovery strategies and decentralise the
functions – sales, credit, technology, data
decision-making process.
sciences and operations
PROJECT NEO • Partnered with over 300 direct sales agents
Overview • Operational in 15+ locations with average
During the year under review, we successfully launched
productivity of more than `3 Crore
project NEO aimed at expanding our operations through
per employee
non-branch outlets. NEO focuses on the key pillars of People,
Process and Technology with the intent of catapulting our • Co-lending partnerships with Amazon Pay,
customer acquisition capabilities to the best in the sector. It Capital Float went live
is led by a core team with a cumulative banking experience of
• Launched new products in secured as well as
70+ years and a proven track record of setting up successful
unsecured lending
business units in the financial services sector.
NEO has laid the foundation to drive our next phase of

growth. It offers superior digital capabilities to establish new Road ahead
channels of distribution, leading to increased productivity NEO will continue to explore new channels of distribution
of the channel and insights-driven underwriting practices. to optimise our digital capabilities and offer superior
It can also develop new business models with other banking experience to our customers. During FY 2020-21,
financial services players with similar interests. NEO has there will be enhanced focus on improving collections and
built a one‑of-a-kind open API platform, which allows for maintaining repayment discipline to protect our Bank’s
quick and seamless integration with our lending partners asset quality. We will continue to form strategic, mutually
across the secured and unsecured space to digitally beneficial partnerships under the co-lending model. Our
acquire, underwrite and disburse for both Retail and SME endeavour is to enhance NEO’s footprint to 12 locations
customers. The platform has the flexibility to accommodate in India from 8 currently as well as improve cross-sell and
any lending or liability product. up‑sell activities with existing customers.
58
MARKETING AND BRANDING ASCI, Manipal Institute, among others to upskill our
Brand KVB reflects our strong technology capabilities. people continuously.
In 1993, we were one of the early movers to deploy our
• To promote best practices, every year we award “best
proprietary software across our branches. In 2005, we
customer service branch” to branches that excel in
migrated the core banking solutions platform ahead of
customer service. Branches are evaluated on the key
most of our peers.
parameters of promptness, maintenance of infrastructure,
display of information, staff approach, among others.
We advertise across several media including print, television,
radio and out-of-home. Our branches are provided • Every year, our branches conduct two structured meets,
with posters and banners periodically for display at the apart from monthly customer meeting by inviting
counters and ATMs. Details of all products and services are feedback from customers across segments on areas of
available on our website – www.kvb.co.in. We also conduct improvement in customer service.
roadshows and events at our branches. Our Bank sponsors
• Our Divisional Managers/Divisional Operating Officers
several events to enhance brand visibility. We regularly send
visit the branches under their control periodically to
SMS to promote our products and services to existing and
assess the efficacy of customer services and suggest
potential customers.
corrective actions.
• Our customer service committee of the Board interacts
In FY 2020-21, we will set up our official Facebook,
with customers once in every six months to get their
Twitter, YouTube and LinkedIn profiles to effectively feedback. Similarly, C.O. Executive level standing
engage with existing customers and reach out to a committee meetings are conducted every quarter wherein
vast universe of prospects. members of the committee engage with customers of all
divisions across the country.
• Most of our banking services are enabled through various
Our branding campaigns are largely concentrated in our
channels like mobile banking, internet banking and
primary markets of Tamil Nadu, Andhra Pradesh, Telangana
available to the customers on a 24 x 7 basis.
and Karnataka. During FY 2019-20, we ran a radio campaign
to promote our DLite app and digital retail loans. Recently, • We have dedicated Call Centre functioning to cater to the
we produced two TVCs to promote our DLite app and needs of the customers on various products and services
launch of jewel loans through the DLite app. During the including handling customer claims / grievances.
campaign period, we could see a spike in the number of
• We have put in place a comprehensive and well-defined
accounts opened through the app from the regular 100
mechanism to address customer complaints in a swift and
per day to 600+.
efficient manner. All customer complaints are resolved
within the respective regulatory timeframe.
CUSTOMER SERVICE
We are committed to provide our customers a superior •
Our bank is also conducting customer awareness
experience every time they engage with us. We highlight programme on Code of Bank’s Commitment to customers
some of the prominent initiatives in this direction. across the country to make the customers aware about
banking services and their rights.
• We implemented a ‘single window’ system at all branches
in metro, urban and selected semi-urban centres. This • We have put in place robust customer grievance redressal
system facilitates delivery of all banking services at a mechanism enabling customers to lodge their grievances
single counter, leading to reduced waiting and processing through various channels like website, mail, call centre,
times. It will be rolled out across all our branches in phases. apart from physical letters.
•
All our branches are equipped with ‘May I Help •
We have also implemented Internal Ombudsman
You’ counters to provide the necessary assistance Scheme for satisfactory and timely redressal of
to our customers in carrying out their banking customer grievances.
transactions seamlessly.
TREASURY
• For our senior citizen and differently-abled customers,
An overview
we provide our services at their doorsteps to ensure the
Our treasury portfolio includes investments in Central and
highest level of convenience.
State Government securities, debt instruments of banks,
• We train our staff regularly on various aspects of banking financial institutions, insurance companies, PSUs and
to enhance their soft skills so that they can serve our corporates, certificate of deposits, equity shares, mutual
customers in the best possible manner. funds, security receipts, forward contracts, derivatives and
foreign exchange operations on proprietary account and for
•
We have partnered with premier external training
customers, including trading in these instruments as well as
institutes like SIBSTC, NIBM, CRISIL, IMAGE, NIRB,
borrowing and lending operations.
59
Our treasury income is primarily generated through

interest earned on investments, forex income as well
as income from securities trading, while expenditure
Key focus areas
includes interest on funds borrowed and other allocated
Our treasury segment focuses on the following
overheads. We undertook a substantial restructuring of our
key areas:
treasury portfolio during FY 2019-20 to reduce overall risk
and volatility. • Liquidity and contingency planning
• Maintaining all required statutory requirements
Segmental Performance highlights during FY 2019-20 including CRR and SLR
` in Crore
FY 2018-19 FY 2019-20 % Growth (y-o-y) • Aligning investment portfolio in line
with our Bank’s ALM
Treasury gross Result 345.90 578.25 67.17%
Treasury gross Revenue 1,307.25 1,668.96 27.66% • Minimising interest rate risk and volatility
by maintaining a low duration of the overall
Treasury Gross assets 15,604.18 17,386.69 11.42%
investment book
• Managing surplus funds
Effective investment and reinvestment strategies based
on timely market positioning and riding of the yield curve • De-risking of the investment book by reducing
enabled increased returns despite maintaining low duration illiquid securities
of the investment book.
• Balance sheet management and pricing
of bulk deposits
RISK MANAGEMENT Our risk management framework

An overview
A robust risk management system
Governance
ensures long‑term financial
security and stability. The overall Board of Directors
responsibility of setting our Bank’s
risk appetite and effective risk
management rests with the Board and MD & CEO
leadership team. Risk Management
Committee of
the Board (RMCB)
The Board focuses on:
Chief Risk Officer (CRO)
•
Approving and reviewing our Risk
Management Framework annually
•
Assessing the effectiveness of
1. Credit Risk Group/Cells reporting Risk Management Desk
risk mitigation plan implemented Management CRO
by RMD 1. Asset Liability
Committee (CRMC)
1. Information
•
Providing strategic guidance on 2. Risk rating
2. M
arket Risk Security Group (ISG)
various initiatives undertaken/to Management 3. Credit Risk
2. Fraud prevention &
be undertaken by our Bank towards Committee (MRMC)
Management Cell 4. Market Risk
management and mitigation 3. O
perational Risk (FPMC)
of various risks Management 5. Operational Risk
3. Retail Credit Risk
Committee (ORMC) 6. Industry Research
4. Analytics
4. A sset Liability 7. Integrated Risk
Management 5. Technical cell
Committee of 8. Policies
Executives (ALCO)
60
The risk framework lays down the following components Whistle Blower Policy: We encourage employees, customers
for effective risk management: and vendors to communicate any information they may
come across about serious malpractices or impropriety/
•
An independent risk organisation and governance
abuse of powers etc. to the Top Management without fear of
structure with a clear common framework of risk
reprisal. The policy is popularised through various measures
ownership and accountability
such as internal circulars, e-mail advisories, training sessions
• Governance standards and controls to identify, measure, etc. to spot aberrations and deal with it at the earliest.
monitor and manage risks
Our Bank weighs all new products and processes, the
•
Policies to support and guide risk taking-activities embedded options or enhancements of the existing
across our Bank products critically before it is offered to the public as a
preventive measure to avoid systemic lacuna, if any.
• Risk Appetite Statements
Besides the above, our Bank is subject to several audits,
• Periodic stress testing to assess the impact of adverse
periodic visits by Divisional Heads, Divisional Operating
business conditions on earnings, capital and liquidity
Officers, and Central Office personnel for effective
monitoring and continuous surveillance of all operations.
We have well-defined, Board-approved policies for
identification, measurement and management of major During the FY 2019-20, our Bank has reported 42 frauds
risks – liquidity risk, market risk, credit risk and operational amounting to `495.28 Crore. Broadly, the nature of the
risk. The effectiveness of these policies are regularly frauds are 31 Credit related frauds amounting to `493.16
assessed, and the policies are refined in accordance with the Crore, and 11 Operations related frauds amounting
dynamic business environment and emerging risks. to `2.12 Crore.
We also have a dedicated Fraud Prevention and Management Of the credit related frauds reported, 68% fall under
Cell (FPMC) for managing fraud risk which reports to Chief Consortium/Multiple Banking Arrangement and the
Risk Officer (CRO) of our Bank. FPMC submits reports to the balance 32% being Sole Banking. The nature of frauds
Board and Senior Management Committees, periodically. under Consortium/Multiple Banking Arrangement includes
Fraud detection, analysis, mitigation and prevention are cancellation of coal mines allocation by the Honourable
a continuous process, and our Bank follows a structured Supreme Court of India, diversion of funds, related
approach for the same as furnished below. party transactions and fraudulent removal of plant and
machinery etc. In the case of Sole Banking, frauds mainly
Early Warning Signal (EWS): A number of Early Warning
relate to Warehouse Loans, inflated stock statements and
Signals (EWS) are studied daily and the results are shared
diversion of funds.
with concerned business verticals. Besides internal data,
public domain data are also analysed as a preventive and Root cause analysis of the Warehouse Loan frauds reveals
monitoring mechanism. Our Bank has installed specialised that the employees of the Collateral Managers, in collusion
computer applications to fetch both internal and external with Godown Owners and Borrowers perpetrated the fraud
data and to present different EWS in an orderly manner. involving clandestine removal of stocks from the godowns
On-line transactions are also monitored by specialised and replacing the same with inferior commodity. Our Bank
computer applications and processed until the logical end. is taking serious measures in recovery process and ensuring
proper systems are put in place to avert recurrance of such
Red Flagged Accounts (RFA): Some of the Large Borrowal
instances in future.
accounts that emanate a number of EWS are studied in
detail for a period of six months, and appropriate decisions Our Bank has put in place a Fraud Risk Management Policy
are taken based on the results of the study. to detect, control and monitor frauds and ensure continuous
surveillance to prevent frauds, besides managing the risk
Risk and Control Self-Assessment (RCSA): RCSA is a
of loss arising from both internal and external fraudulent
proactive tool in identifying lacuna, if any, in different
events. The macro level guidance and directions on the
processes of our Bank. Different processes of our Bank
above aspects is provided by the Board and different
are being studied for gaps (if any), controls available,
Board Committees.
adequacy of corresponding controls, lead and lag indicators
etc. Corrective steps required are being initiated by the Our Bank continues to be engaged in enhancing the Risk
concerned stakeholder departments based on the RCSA. Management Standards on par with the best practices
in the banking sector. The Risk Management Process in
Root Cause Analysis: Root cause analysis is comprehensively
our Bank is subjected to an annual review by an external
carried out to study the transactions to understand the
consulting agency to evaluate the level of effectiveness
weaknesses in the system and suggest additional controls
and to bring fresh perspectives to the Risk Management
to prevent recurrence.
approach adopted by us.
61
Prominent risks and mitigation steps
Risks Mitigation steps
Credit risk
Macro factors including slowdown in We have a centralised credit risk management division, independent of our business functions,
economic growth, imbalances in the to manage credit risk. Appropriate credit underwriting standards, risk mitigation
economy, stress in certain industries processes, post-disbursement monitoring, strong collection and recovery mechanism via call
and micro level factors including centres and timely remedial actions
deficiencies in underwriting standards,
weak recovery mechanism that could ensure that credit risk is contained within acceptable levels.
adversely impact our performance. We monitor our exposures periodically to ensure that those are within the ceilings fixed by the
Board.
A research unit functions within the
risk department for conducting portfolio studies, industry/sector analysis and to capture
up‑to‑date information.
Internal credit risk rating of proposals is mandatory for sanction of credit facilities.
We deploy risk scoring models and several Board-approved credit risk rating models for rating
our borrowers.
We are stepping up digitalisation to:
• Improve the credit underwriting process by placing various gating conditions tested based
on the historical database of our Bank and thus eliminating subjectivity in the credit approval
process
• Ensure better due diligence through system designs, sanity and bureau checks to minimise
onboarding risks
We have divisional credit risk officers in each division who evaluate credit proposals before
approval.
Market risk
We invest and trade in securities market We have put in place well-defined and comprehensive policies, framework and practices to
instruments, for our customers and on monitor and manage this risk.
a proprietary basis. The potential loss in We deploy tools like stress testing, duration, modified duration, VaR, among others to measure
value of financial instruments held by and mitigate market-related risks.
us due to adverse market movements
constitutes market risk. We have established an independent mid-office, as part of the market risk division, which
reports directly to the risk management department and functions as the risk control unit for
our treasury operations. The mid-office scrutinises the treasury deals and transactions.
Liquidity risk and interest rate risk
Liquidity risk is the potential inability Our Asset Liability Management (ALM) policy covers management of liquidity risk and interest
to fund increase in assets, decrease in rate risk.
liabilities or meet obligations as they Our Board has approved several limits, namely, maturity gap limits, limits on stock ratios and
fall due, without incurring unacceptable liquidity coverage ratio for liquidity risk management, and limits on the impact of adverse
losses. Interest rate risk is the risk movement in interest rates on net interest income and market value of its equity.
where changes in market interest rates
affect our Bank’s earnings through These risks are identified, measured and monitored by the ALCO through the prescribed
changes in its Net Interest Income (NII) statements, namely, Statement of Structural Liquidity, Liquidity Coverage Ratio Statement,
and the market value of equity through among others. ALCO discusses these statements in detail and takes corrective action wherever
changes in the economic value of its necessary.
interest rate sensitive assets, liabilities
Interest rates for various types of deposits and advances are discussed and decided by the ALCO
and off-balance sheet positions.
on a monthly basis as per RBI guidelines.
Our Contingency Funding Plan (CFP) ensures that we have adequate liquid financial resources to
meet our liabilities as they fall due. The CFP is reviewed quarterly by the ALCO.
62
Risks Mitigation steps
Operational risk
This risk arises from inadequate or We have a well-established internal control system, which includes segregation of duties,
failed internal processes, controls standardised operating procedures, clear lines of authority and reporting, among others.
and systems, and procedures due to We have adopted a structured internal audit mechanism.
employee error or breach, fraud or
external events or a combination of We have a Business Continuity and Disaster Recovery (BCP & DR) policy to manage disruptions
these factors. to our operations.
Product, process and outsourcing committees have representation from the risk department for
recording their views, besides suggesting mitigations for the identified risks in those products
and process.
We have implemented the Basel III capital framework and calculate the Capital to Risk Weighted
Assets Ratio (CRAR)as per the guidelines laid down by the RBI.
Cyber risk
Banks and financial institutions are Our cyber security policy mandates, inter alia, requirements such as network security, advanced
more prone to cyber-attacks due to real-time threat defence, vulnerability management, cyber security awareness and compliance.
highly interconnected networks and We have invested in best-in-class security technologies such as network and web application
the inherent nature of the business. firewalls with intrusion prevention, advanced threat protection, privileged access control,
Our Bank’s systems face cyber risks vulnerability assessment, among others.
in the form of hacking, phishing,
ransomware and other means, resulting Our Security Operations Centre (SOC) operates 24x7 by leveraging all the above mentioned
in disruption of our services or theft security technologies, to identify threats and undertake timely remedial response measures.
or leak of sensitive internal data or While we monitor this risk closely and take corrective actions when needed, to cover the
customer information. eventuality of any miss, we have also taken cyber security risk insurance policy.
Fraud risk
Banks and financial institutions are We have put in place a fraud risk management policy to detect, control and monitor frauds and
vulnerable to several frauds occurring ensure continuous surveillance to prevent frauds, besides managing the risk of loss arising from
both at external and internal levels. both internal and external fraudulent events.
A number of Early Warning Signals (EWS) are studied daily and the results are shared with
concerned verticals.
Besides internal data, public domain data are also analysed as a preventive and monitoring
mechanism.
We have installed specialised computer applications to fetch both internal and external data and to
present different EWS in an orderly manner. On-line transactions are also monitored by specialised
computer applications and processed until the logical end.
Some of the Large loan accounts that emanate a number of EWS are studied in detail for a period
of six months, and appropriate decisions are taken based on the results of the study.
Root cause analysis is comprehensively carried out to study the transactions to understand the
weaknesses in the system and suggest additional controls to prevent recurrence.
We weigh all new products and processes, the embedded options or enhancements of the existing
products critically before it is offered to the public as a preventive measure to avoid systemic
lacuna, if any.
COVID-19 pandemic
It poses additional risks for our Bank, We undertook a comprehensive study to identify industries / sectors that are likely to be affected
both directly as well as indirectly seriously by the pandemic.
through the global and domestic Credit flow to these industries / sectors were monitored (and continue to be monitored) to avoid
macroeconomic factors, and external any concentration risks, while ensuring that viable businesses under temporary financial stress
operating environment. were extended necessary credit facilities within the risk appetite of our Bank.
The advances portfolio of our Bank is under close monitoring, both at the portfolio level as well as
at individual borrower / account level, to ensure that it stays healthy.
63
Leveraging technology to strengthen risk INFORMATION TECHNOLOGY

management Technology has been a key differentiator in the banking
Our dedicated risk analytics team in Chennai generates sector. We have been constantly embracing the best
and provides key reports on performance of different available technologies, which enables us to respond quickly
portfolios, products, verticals, divisions, geographies, to the rapidly changing market dynamics. Information
customer constitution, income levels and delinquency Technology (IT) enables sophisticated product development,
trends from the perspective of risk. It also suggests changes better market infrastructure, implementation of reliable
to the scoring models depending on the performance of the techniques for control of risks and helps the financial
credit rating models. intermediaries to reach geographically distant and diversified
markets. We have been upgrading our IT infrastructure and
A technology-driven solution provides early warning signals
implementing new technologies, systems and products for
and is utilised by the RMD, Credit Monitoring Group (CMG)
enhanced customer experience and to ensure the safety
and the wholesale business groups, CIG and CBG. Technology
and integrity of the institution.
also enables us to monitor various breaches by instituting
suitable threshold limits for daylight limit, overnight limit, We have adopted robotic process automation to minimise
overseas borrowing limits, net open position, limit validity, human interventions in some processes and improve efficiency.
online monitoring, activating data centre, disaster recovery We have implemented the Intelligent Character Recognition
site from remote location without physically attending and Optical Character Recognition technologies to increase
the office, unusual transaction pattern, system security speed and accuracy. Digital transformation has given a new
breaches, to mention a few. dimension to lending, simplifying the entire process for better
TAT and identification of the right customer. The D-Lite
mobile application offers a wide range of features (Transfer
Funds, Term Deposit, e-ASBA, Card Control, Demat, FASTag,
Actioning our business continuity policy (BCP) during
Bill Payment, Reward Programme and so on) for our retail
the lockdown
customers in managing their finances in a better way.
The primary objective of our business continuity and
disaster recovery policy (BC & DR) is to ensure that
business operations continue within an acceptable Our Bank has transitioned to the cloud platform
period of time and at an acceptable level without to achieve the immediate availability and
being critically affected by unforeseen disruptions or
disasters. This policy also ensures swift normalisation
scalability of applications.
of our operations during such crisis.
We have made strategic investments in Information
This policy is applicable to all our branches,
Security and implementing the best standards for
administrative/service units and employees engaged
safeguarding information assets. We have received ISO
in developing or creating, maintaining, using data in
27001 certification for establishing a framework of policies
electronic form in relation to various IT applications
and procedures, including all legal, physical and technical
and system running in our Bank.
controls involved in the organisation’s information risk
During the lockdown, our branches are operating management process.
in line with the directions issued by the district
administration. All our employees as well as Our primary data centre is in Chennai. The secondary centre
customers entering the branch premises are made is in Hyderabad, acting as a backup for the applications and
aware about the precautions to be taken to stay safe. data available in the primary site. We have also invested in a
Our branch premises are sanitised and sanitisers host of customer touchpoints such as ATMs, Cash Recyclers,
are provided. We have ensured that only front Debit Card, Credit Card, FASTag, Mobile Application,
office/counter staff operated from our branches, Internet Banking, and Electronic Payment Systems, among
and that too on rotation. Our back-offices and others, to make our products and services accessible
other functions are conducted by enabling our anytime, anywhere.
people to work from home. We have extended VPN
connection and provided table-top PCs to the teams We continuously upgrade our security measures as per
to ensure seamless operations. In a bid to strengthen regulatory compliance, such as installing the latest operating
remote working, we increased the existing internet systems, voice guidance facility for differently-abled, EMV/
bandwidth and added a new connection, besides Biometric authentication, Talking ATM facility in all our
installing additional firewalls. cash dispensing machines. Our digital gold loan enables
customers to avail credit facility several times by pledging
Further, we continue to monitor our liquidity position
the jewels once. Our Bank’s account opening and lending
on a daily basis and have maintained a comfortable
applications are enabled on portable devices, so that such
liquidity position, well above the threshold
activities can be carried out at customer locations in a safe
set by the RBI.
and secure manner.
64
ANALYTICS The Department had conducted the RBIA and IS Audits of all the
Our Bank’s analytics department was further strengthened branches and divisional offices targeted for the year. We subject
during FY 2019-20. We employ traditional as well as our operations to concurrent audit by various experienced audit
advanced methods (Machine Learning) to identify growth firms to complement our internal audit function. Concurrent
opportunities, customer engagement, portfolio quality and audit is conducted covering core activities such as Treasury
collection strategies. operations, International Division, Regional Processing Centres,
ATM cell, Demat Cell, Transaction Banking Group, Precious
Metal Division, other operations and branches.
Concurrent Audit of select branches were carried out by
Highlights of FY 2019-20 external audit firms taking into account risk perception
• Delivered pre-approved products and targeted and business turnover. During FY 2019-20, 158 branches
campaigns to improve customer engagement and covering 51.16% of total deposits and 56.54% of total
cross-selling opportunities advances were subjected to concurrent audit. Besides,
• Designed and rolled out in-house predictive Corporate Business Units (CBU) and Business Banking
collections management system across retail and Unit (BBU) were also subjected to concurrent audit. In
commercial portfolio addition to the regular inspection (RBIA) and concurrent
audit, our bank officers also conducted surprise
• Developed new scorecards to inspection at identified branches and extremely/very
strengthen underwriting high risk rated branches as and when the need arose
• Robust portfolio quality monitoring framework put for such audits.
in place to identify trends with lead and lag indicators We have also ventured into strengthening the audit process
of delinquency and other KPIs by all audit activity under single software called e-Thic
to enhance and provide focused attention in the audit
mechanism taking cognisance of the various requirements
INTERNAL CONTROL SYSTEMS AND THEIR
borne out of experience. The department has also
ADEQUACY
conducted SNAP audit in 724 branches to ensure that
An overview
the compliance aspects in respect of internal control are
We have in place a well-established independent audit
followed at the branch level.
system and structure to ensure adequate internal control
for safe and sound operations. Our Inspection and Audit Further, the department has a system of re-appraisal of
Department (IAD) performs independent and objective jewels pledged under the jewel loan portfolio once in a
assessment to monitor adequacy, effectiveness and year covering all branches which have the portfolio. During
adherence to internal control systems and procedures laid FY 2019-20, re-appraisals including surprise re-appraisal
down by the management and extant regulations. This totalling 779 were conducted. Further, during RBIA
function supports our Bank’s role in safeguarding its assets. inspection, inspecting officials carry out verification of the
purity of jewels on 10% of the outstanding jewel bags as of
The macro level guidance and direction on the control
inspection date, subject to a minimum of 50 bags.
aspects is provided by the Audit Committee of the Board
(ACB). An efficient and sound internal audit provides high Currency chests of our Bank are subjected to inspection
quality counsel to the management on the effectiveness of at periodical intervals as per extant guidelines of RBI.
risk management practices and internal control mechanisms Inspections of all the seven currency chests of our Bank
as also the regulatory compliance by our Bank. were covered during the year under review.
Internal Audit is carried out under Risk Based Internal Audit Information System Audit is conducted once in a year
(RBIA) as envisaged under Risk Based Supervision of RBI covering all branches, back offices, applications and critical
with focus on assessment of risks on the basis of inherent process viz., Central Office, Divisional Offices, Data Centre
business/control risk and internal control mechanism. Regional Processing Centres etc. During the year we have
RBIA lays greater emphasis on the internal auditor’s role in conducted IS Audit across 724 branches, 27 offices and 15
mitigating various risks while at the same time continuing other specialised audits.
the traditional risk management and control methods
Bank has sharpened internal controls by instituting vigilance
involving transaction testing, among others. RBIA not only
functions and a separate Staff Accountability Policy.
offer suggestions to the management for mitigating current
risks but also on potential future risks, thus playing a vital Credit Audit for advances with a fund based limits of `5
role in the risk management process of our Bank. Crore and above or total exposure of `10 Crore and above
including non-funded exposure, has been introduced from
Under RBIA, branches have been categorised into five
FY 2016-17 onwards with the objective of improving the
groups as per risk perception and are subject to varying
quality of credit portfolio with resultant favourable impact
degrees of audit. IAD reports to the MD & CEO for
on the profitability and reduce stressed assets.
day‑to-day activities and to the Audit Committee for audit
planning and reporting.
65
We have conducted credit audit for 199 accounts for and ethical conduct in carrying out our business within the
FY 2019-20. This audit will provide feedback to the Top regulatory/internal frameworks set by our Bank.
Management of our Bank, based on the information
gathered from reports of the various Credit Audits HUMAN RESOURCES
conducted, on the state of compliance with: Our people are the driving force behind our success and also
a key differentiator in an intensely competitive sector. We
• Instructions / directives from the Government and
are committed to providing them with a growth-oriented
Reserve Bank of India and;
work environment and have put in place fair, transparent
• Bank’s extant Credit Policy / procedures
and well-defined people policy in place. These policies
cover all aspects of the human resources function including
Road ahead
recruitment, training, upskilling, retention and employee
Our Board and ACB continuously provide guidelines on
engagement. We have also been digitalising our people
setting up a robust internal audit ecosystem to meet
processes over the past few years to make our people
the requirements of the changing times. Audit process
practices more efficient and convenient.
is planned suitably to face the various challenges of
the future. Leveraging the scope of technology, online For more details, read pages 24 of this report.
monitoring is enhanced to overcome the challenges posed
by travel restrictions. INFORMATION SECURITY GROUP (ISG)
An overview
A technically qualified team is set up to monitor IS related
Our Board and leadership team have instituted an
controls and audits. Considering the pace at which digital
Information Security function for designing, developing,
transactions are growing in volume and value, IAD has equipped
implementing and maintaining an Information Security
itself to meet the challenges. A reputed external IS team and
Management System (ISMS) to protect our information
IS Auditors shall also be engaged for this purpose. We have a
assets in accordance with the determined risk profile of
system of measuring risk profile of front line offices and back
the assets. The Chief Information Security Officer (CISO)
offices. Periodicity of audits/inspection is formulated by the
is responsible for providing leadership and oversight in the
ACB according to risk perceptions and as approved by the ACB.
effective implementation and operation of ISMS in our
This way, the IAD ensures that a robust and effective Bank in accordance with approved policies and procedures.
monitoring and control mechanism is put in place to The ISMS considers the nature of our Bank’s business
safeguard all assets of our Bank. along with internal and external factors and is aligned with
the overall objectives and policies. The ISMS promotes
COMPLIANCE security awareness amongst staff members and service
We have a transparent and comprehensive compliance providers, aims to facilitate all the constituents such as IT
policy and a robust KYC/AML/CFT Policy, duly approved Department (ITD), Data Centre (DC), Disaster Recovery
by the Board and subject to an annual review. Compliance, Site (DRS), Branches and Offices to implement the controls
to us, is non‑negotiable and our compliance department and monitors its effectiveness. We accord top priority for
independently tracks, monitors, assesses and ensures that regulatory compliance and within a record time of less than
we meet regulatory guidelines and internal standards. This two years, most of the mandatory controls stipulated by RBI
department works closely with the nodal compliance officers through Cyber Security Framework have been implemented.
of the business and operations teams. The department is
We have invested in modern technology solutions for timely
headed by the Chief Compliance Officer (CCO), who assists
application of security patches in the IT systems, host based
the Board, Audit Committee of the Board and leadership team
intrusion prevention, network segregation, privileged access
in managing the compliance risk, that is, the risk of legal or
control and firewalls for superior vulnerability management.
regulatory sanctions, financial loss or reputational loss arising
Thus, vulnerabilities in the IT systems are prevented from
out of any failure to comply with the applicable laws, regulations
being exploited across the network and hence are minimal.
or code of conduct applicable to our banking activities.
Notwithstanding these preventive control measures, we have a
The team at the Compliance Department remains up-to‑date reliable Vulnerability Assessment (VA) and Penetration Testing
about the regulatory developments and acts swiftly to (PT) process to assess the IT systems periodically, detect
ensure timely adherence by respective business/operation vulnerabilities and undertake timely remediation measures.
teams. We also participate in industry working groups
that discuss evolving regulatory requirements and impart Key activities FY 2019-20
training on matters related to compliance to employees • Maintained the ISO 27001:2013 certification by adhering
on an ongoing basis. The CCO is a member of various to the standard processes.
executive committees for exchange of information. The
• Used all the security solutions effectively to successfully
Compliance Department keeps the management/Board/
prevent or detect and respond to security related
ACB informed about compliance related matters through
alerts and events.
monthly, quarterly and annual compliance reviews. The
Board and leadership team are committed to implementing • Successfully implemented the cyber security framework
and maintaining a robust compliance culture with integrity recommended by the RBI
66
• Implemented CERT-In’s Threat Intelligence client and it Leveraging technology

has been integrated with our Security Suite and other With increasing role of several technologies such as Internet
security systems for automatic blocking of threats. of Things (IoT), cloud environments, Artificial Intelligence
(AI), Machine Learning (ML), Big data analytics, there are now
• Undertook the red teaming exercise for the first time
more potential cyber threats than ever before, and attacks
in our Bank to assess our preparedness for timely
are becoming more sophisticated. Protecting against these
incident response.
threats requires a proactive, continuously integrated and
• Strengthened privileged access management. automated approach to cyber security. These challenges
and opportunities have also led the Information Security
•
Implemented enterprise fraud risk management
functions to use emerging technologies such as security
solution to monitor select online channels and identify
orchestration, automation, Artificial Intelligence, Machine
suspicious transactions.
Learning and predictive analytics to ensure cyber resilience.
•
Undertook vulnerability assessments and penetrating
exercises for the new IT initiatives to make the new We have implemented the following initiatives to enhance
system implementations on time as well as free from cyber security:
vulnerabilities.
• Adoption of information security in the early stages of
• Implemented e-learning on cyber security and mandated application development lifecycle
all employees of our bank for self –awareness.
• Provide continuous training to staff on cyber security
• Procured and implemented database activity monitoring
•
Perform regular vulnerability assessment and
(DAM) to identify and report instances of unauthorised
penetration testing
database manipulations.
•
Integration of new and existing security systems and
automation of security response measures
The onset of the COVID-19 pandemic led to increased • Subscribe to threat intelligence feeds and taking timely
origination of ‘Covid-19’, ‘Corona-Virus’ themed action to block them in our Bank’s IT environment
Cyber Security threat vectors, along with the existing Road ahead
attack vectors such as Malwares, Ransomwares and Our focus will remain on strengthening our ability for
Banking Trojans. timely detection of security incidents, immediate counter
Some prominent measures undertaken in response measures to contain the risks and minimise
this scenario: the impacts, and implementation of proper prevention
techniques to ensure better cyber resilience. We are looking
• Threat Intelligence Data provided by regulators at leveraging AI/ML technologies for prevention of cyber
and other partners through Advisories, Incidents, security risks. Regulatory compliance will remain a high
Phishing Campaigns, Malware Campaigns, priority area for us.
Advanced Persistent Threat Campaigns and
Ransomware Campaigns were promptly reviewed SAFE HARBOUR
and the Indicators of Compromise (IOCs) were Certain statements in the ‘Management discussion and
blocked to protect our Bank’s IT environment from analysis’ describing our Bank’s objectives, estimates and
threat vectors and ensure compliance. expectations may be ‘forward-looking statements’ within
• We implemented timely measures to increase the meaning of applicable securities laws and regulations.
employee and customer awareness on cyber Actual results could differ substantially from those
security, in particular, ‘COVID-19 themed cyber- expressed or implied. These statements are subject to
attacks’ and other security risks, to stay vigilant risks and uncertainties, include the effect of economic and
against cyber security attackers and ensure safety. political conditions in India and outside India, volatility in
interest rates and in the securities market, new regulations
• After a proper assessment of security vulnerability, and government policies that may impact the businesses of
we scaled up the work-from-home facility to allow our Bank as well as our ability to implement the strategy. We
back-office staff to work remotely and securely. do not undertake to update these statements. Figures for
• Cyber security audits were performed securely and the previous year have been regrouped wherever necessary
remotely without any deferral to ensure that our to conform to current year’s presentation. Important factors
Bank remains secure and compliant. Regulatory that could make a difference include economic conditions
submissions were ensured promptly. in the domestic and overseas markets, changes in laws/
regulations and other incidental facto. This document also
• We utilised the lockdown to strengthen our does not constitute an offer or recommendation to buy or
endpoint security with the best of breed solutions. sell any financial products offered by KVB.
67
CORPORATE GOVERNANCE REPORT
PHILOSOPHY OF CORPORATE GOVERNANCE all activities of the Bank and processes taking into account
Corporate Governance is a system by which entities are the relevant statutory provisions, directives, circulars and
directed and governed by the management in the best other guidelines of regulators from time to time.
interests of the stakeholders and others by ensuring better
management, greater transparency and timely financial BOARD COMPOSITION
reporting. Corporate Governance is critical to the proper The Corporate Governance philosophy of your Bank
functioning of the Banking sector and the economy as a whole. establishes that the Board’s independence is essential to
Banks serve a crucial role in the economy by intermediating bring objectivity and transparency in the Management and
funds from savers and depositors to activities that support dealings of the Bank. Directors have a fiduciary responsibility
enterprises and help to drive economic growth. Good and towards all stakeholders and are expected to act diligently in
effective system of corporate governance in Banks will carrying out their responsibilities. The Composition of the
ensure appropriate standards of conduct on managing, Board of Directors of the Bank is governed by the provisions
controlling and monitoring the procedures in order to of Section 10A (2) (a) of the Banking Regulation Act, 1949
maximize opportunities for legitimate profits subject to the and the extant guidelines issued by RBI from time to time,
best interests of depositors and stakeholders. the Companies Act, 2013 and rules made thereunder,
Regulation 17 of SEBI (Listing Obligations and Disclosure
Requirements) Regulations, 2015 (as amended) (“Listing
Board of Directors of the Bank are the ultimate custodians
Regulations”), the Articles of Association of the Bank and all
of governance and are accountable to Stakeholders ranging
other applicable laws, in accordance with the best practices
from Shareholders, Regulators, Customers, Vendors,
in Corporate Governance.
Employees and Society. With emphasis on transparency,
integrity and accountability, the Board of Directors of
The Board comprises of Eleven Directors as on the date of
the Bank had implemented best practices in Corporate
this report, with an optimum combination of Non-Executive
Governance by framing the “Corporate Governance and
Independent and Non-Executive Non-Independent
Business Responsibility Policy”. The Policy takes into
Directors including Woman Director with diversity of skills
account relevant statutory, SEBI / Stock Exchange listing
which is an important aspect of a strong Board composition.
requirements, Reserve Bank of India (RBI) directives and
The Board of the Bank is chaired by the Non-Executive
other guidelines under the Companies Act, 2013. This
(Part-time) Independent Director.
Policy aims at achieving highest standards of governance in
The Board Composition as on the date is as under:
NON-EXECUTIVE INDEPENDENT (PART-TIME) CHAIRMAN 1
MANAGING DIRECTOR & CHIEF EXECUTIVE OFFICER 1*
NON-EXECUTIVE NON-INDEPENDENT DIRECTORS 4
NON-EXECUTIVE INDEPENDENT DIRECTORS 4
NON-EXECUTIVE INDEPENDENT WOMAN DIRECTOR 1
* Shri B Ramesh Babu was co-opted as an Additional Director and appointed as MD&CEO of the Bank for a period of three years from the date
of taking charge on the terms and conditions approved by the Reserve Bank of India vide its communication dated 20 th July 2020. He had taken
charge on 29th July 2020.
68
Board recognizes importance of a balanced mix of knowledge, from May 27, 2019. He is representing Majority Sector
skills, experience and judgment relevant to the Bank’s “Banking - HRM” on the Board. Shri N S Srinath is holding
policies, operations and needs. In line with the relevant 3,463 equity shares in the Bank.
provisions of the Banking Regulation Act, 1949 and relevant
circulars issued by RBI from time to time, Board of Directors Shri B Ramesh Babu (DIN: 06900325),
have identified the Core Skills/Practical Experience/ Special Managing Director and Chief Executive Officer
Knowledge/ Competencies, viz., Accountancy, Economics, Shri B Ramesh Babu is an astute Banker with 40 years of
Banking, MSME, Trade & commerce, Law, Agriculture all-round experience in wide range of Commercial Banking,
& Rural Economy, Human Resources, Finance, Risk Financial and Non-Banking services to Retail, MSME,
Management & strategic planning, Information Technology Corporate, Institutional, Stressed Assets Management, Risk
and Payment & Settlement Systems. Management, Compliance, Asset Liability Management,
Human Resources Management, Investment Operations,
PROFILE OF BOARD OF DIRECTORS Trade Finance and Agricultural customers in different
Shri N S Srinath (DIN: 01493217), geographies in India and abroad (SBI, Chicago branch as Vice
Non-Executive Independent (Part-time) Chairman President). He was Ex-Deputy Managing Director & Chief
Shri N. S. Srinath is a graduate in Science and Law and a Operating Officer in State Bank of India and has experience
Certified Associate of the Indian Institute of Bankers. He of developing and overseeing the Retail Business and
holds certificate in Industrial Finance. He started his career Banking Operations for more than 21,000 retail branches
in Banking by joining Canara Bank in the year 1970 and and 1,20,000 other touch points of the Bank (ATMs/
worked in the Bank in the various geographical regions, viz., Customer Service Points) successfully. He has extensive
Bihar, Karnataka, Tamil Nadu and New Delhi. He was elevated experience in redressing pain-points in Customer Service
to various cadres between 1970 to April 2006 and worked related areas and furthering Financial Inclusion by actively
in the Bank as a General Manager in charge of Personnel leveraging the services of Business Correspondents in SBI.
wing at its Head Office at Bangalore from May 2006. In
Canara Bank, he has served in different locations, worked He actively involved in Direction setting and Policy
in various administrative Offices (Head Office and Circle formulation by participating in various apex committees of
Office) Departments like Development, Internal Control, State Bank of India. He has successfully headed the whole
Recovery, Information Technology, Credit, Operations, HR, business and operations of 1,300 Branches of Chennai Circle
etc., besides Banking operations. He was instrumental in of SBI (Branches in Tamil Nadu and Pondicherry) for three
implementing ERP solutions in Canara Bank and has deep years with excellent understanding of business dynamics
insight into leveraging technology and optimization of and man management. He has expertise in “International
Human Resources Management. Factoring” and passed with Distinction “Diploma in
International Factoring” conducted by Factors Chain
He was appointed as an Executive Director of Bank of International, Netherlands. He has also vast experience
Baroda, a whole time Directorship as Government of India as a Director on the Boards of five Associate Banks of SBI
Nominee from December 07, 2009, a post which he had held with sizeable loan books and Invitee on to the Boards of
up to his retirement on May 31, 2012. In Bank of Baroda, Non-Banking Subsidiaries. He was one of the permanent
being Executive Director, besides the Board responsibilities, invitee to the State Bank of India’s Central Board, highest
he was in charge of HR, Recovery, SME, Priority Sector policy making body of the Bank and Board level committees.
Lending, International operations, Retail lending.
He is a Strategic planner with comprehensive managerial
He was Chairman on the Boards of Bank of Baroda (Trinidad acumen, offering varied experience in Banking and excelled
and Tobago) Limited and Bank of Baroda Ghana Limited, in every assignment creating high performance organisation
wholly owned subsidiaries of Bank of Baroda till May 31, through various successful HR initiatives and Relationship
2012 and was also on the Board of India Infrastructure Management. He has deeper Analytical skills, Managing
Finance Company (UK) Limited from December 01, 2010 Crisis effectively, Strong abilities for goal setting, executing
till October 31, 2011. result oriented strategic initiatives even under high stress
scenarios and tight timelines. He is a Post Graduate in
He was also on the Board of Central Registry of Commerce from Andhra University, Waltair and a Certified
Securitization Asset Reconstruction and Security Interest Associate of the Indian Institute of Bankers.
(CERSAI), a Section 25 Company registered under the
Companies Act, 1956, since its inception till May 31, He was co-opted as an Additional Director in the Board
2012. He was trustee (Government of India Appointment) Meeting held on 20th July 2020 and appointed as Managing
in Stressed Assets Stabilization Fund till December 31, Director and Chief Executive Officer of the Bank for a period
2015. He is a Non-Executive Independent Director of the of 3 (three) years from the date of taking charge, on the
Bank since June 29, 2012. RBI accorded their approval for terms and conditions approved by Reserve Bank of India.
appointment of Shri N S Srinath as Non-Executive Part-time He had taken charge on 29th July 2020. He is representing
Chairman of the Bank for a period of three years with effect Majority Sector “Banking” on the Board.
69
Corporate Governance Report Karur Vysya Bank Annual Report 2019-20
Dr V G Mohan Prasad (DIN: 00002802), Shri M V Srinivasamoorthi (DIN: 00694618),

Non-Executive Independent Director Non-Executive Non-Independent Director
Dr V G Mohan Prasad, is a Medical Practitioner and Shri M V Srinivasamoorthi, is a graduate in Chemistry. He
also engaged in Agriculture. He is an M.D., D.M., is an exporter of readymade garments and home textiles
F.C.C.P., M.I.A.S.L. He has practical experience in the for the past 19 years. He is one of the Promoters of the
field of Agriculture. He was on the Board of the Bank Bank. He is a Non-Executive Non-Independent Director of
from 28.07.2003 till 27.07.2011. He is a Non-Executive the Bank. He is representing Majority Sector “Business -
Independent Director of the Bank. He is representing MSME” on the Board. Shri M V Srinivasamoorthi is holding
Majority Sector “Agriculture” on the Board. Dr V G Mohan 2,14,368 equity shares in the Bank.
Prasad is holding 96,180 equity shares in the Bank.
Dr K S Ravichandran (DIN: 00002713),
Shri M K Venkatesan (DIN: 00032235), Non-Executive Independent Director
Non-Executive Non-Independent Director Dr K S Ravichandran, holds Masters in Commerce, a
Shri M K Venkatesan, is an Economics graduate. Bachelor in Law, a Fellow Member of the Institute of
M K Venkatesan is one of the promoters of the Bank. Company Secretaries of India, a Diploma in Electronics
He is engaged in the trading of agricultural products/ and Radio Communication Engineering and a Diploma in
Commodities since four decades. He has been dealing Technology. He had served the Indian Air Force for over
in many niche agri products under the brand name of 9 years specializing in Russian Radar Systems. He was
M/s M K V Mundy. He has rich & vast experience in the field awarded a doctorate from the Department of Management,
of agriculture and allied activities besides MSME sector. Alagappa University on Prosecution of Directors under
He was co-opted as an Additional Director of the Bank on Company Law and Criminal Law in India & UK. He is the
December 09, 2014 and was elected as a Director at the 96th Founder and Managing Partner of M/s KSR & Co Company
AGM held on July 22, 2015. He held two terms earlier as a Secretaries LLP.
Director of the Bank from February 22, 1992 to February
18, 2000 and November 26, 2003 to July 26, 2009. He is He specializes in Corporate Law, Insolvency and Bankruptcy
a Non-Executive Non-Independent Director of the Bank. Code, 2016, Intellectual Property Rights and Arbitrations
He is representing Majority Sector “Economics MSME & and appears regularly before various Tribunals, Appellate
Agriculture” on the Board. Shri M K Venkatesan is holding Tribunals, Regulators and Adjudicating Authorities.
7,58,404 equity shares in the Bank. Many cases argued by him have been reported in leading
law journals. He was one of the longtime member of the
Shri A K Praburaj (DIN: 07004825), Secretarial Standards Board of the Institute of Company
Non-Executive Non-Independent Director Secretaries of India (ICSI) and currently he is a member of
Shri A K Praburaj, is a Commerce graduate and is one of the core group formed by ICSI on NCLT / NCLAT matters.
the Promoters of the Bank. He was a Director of the Bank
during the period from 04.12.1997 to 07.03.2004. He is a He is a member of International Association for Protection
dealer in Indian Oil Corporation and has interest in certain of Intellectual Property Rights - AIPPI; also a member of
finance firms. He is a Non-Executive Non-Independent INSOL International, a global organization of corporate
Director of the Bank. He is representing Minority Sector insolvency professionals and an associate member of
“Trade & Commerce” on the Board. Shri A K Praburaj is the Chartered Institute of Arbitrators, UK. He is the
holding 89,866 equity shares in the Bank. Co-Chairman of the Karnataka Council of ASSOCHAM.
He has authored more than 500 Articles and 7 books,
Smt CA K L Vijayalakshmi (DIN: 07116809), the latest being the third edition of his book titled
Non-Executive Independent Director “A Treatise on Contraventions under Corporate Laws’’
Smt CA K L Vijayalakshmi, is a graduate in Business and the second edition of his another book with the title
Management from University of Mysore and Fellow Member “Related Party Transactions”. He has addressed in more
of the Institute of Chartered Accountants of India. In her than 300 seminars, webinars and conferences. He is a Non
graduation (BBM) she is a University Topper & also a Gold - Executive Independent Director of the Bank, representing
Medalist. She is a Partner in M/s Khicha and Prabu Kesavan, Majority Sector “Law” on the Board. Dr K S Ravichandran is
Chartered Accountants, Coimbatore since 1995. She has holding 3,248 equity shares in the Bank.
more than 29 years of experience in various Statutory Audits,
Bank Branch Audits, Concurrent Audits, Revenue Leakage Shri R. Ramkumar (DIN: 00275622),
Audits, Stock Audits, Audit of Public Sector Undertakings, Non-Executive Non-Independent Director
etc., and Branch Audit of Insurance companies. She also has Shri R. Ramkumar, holds a Bachelor of Arts in Corporate
rich experience in providing taxation and Project Advisory Secretaryship (B.C.S.,) from Loyola College, Chennai and
for SMEs. She is a Non-Executive Independent Director of Masters in Business Administration in Human Resources.
the Bank. She is representing Minority Sector “Commerce He has rich experience in the business of textiles and export
& Special Knowledge - Accountancy” on the Board. of home textiles. He widely travelled overseas on his export
Smt CA K L Vijayalakshmi is holding 3,207 equity business and had more than 13 years of experience in the
shares in the Bank. textiles business and also has a business interest in certain
70
finance firms. He hails from the promoter’s family. He is a after spending over 14 years with other international
Non-Executive Non-Independent Director representing consulting firms including the Boston Consulting Group
Minority Sector “Business and Finance” on the Board of and Arthur Andersen. He has also worked in the Banking
the Bank. Shri R. Ramkumar is holding 9,57,484 equity industry for about 2 years as an analyst and trader. He has
shares in the Bank. worked primarily in the financial services (Banking - retail
and corporate, private banking and wealth management,
Shri KG Mohan (DIN: 08367265), insurance, asset management, etc.,) where he has advised
Additional Director (Non-Executive Independent) top management of companies in India, North America,
Shri KG Mohan is a senior Information Technology Europe, South East Asia and Greater China, on issues of
professional having around 4 decades of corporate strategy, operations, organisation, risk management, etc. He
experience working with large multinational corporations has worked extensively on the issues of corporate finance
as well as independent technology professional post including mergers and acquisitions, alliance structuring
retirement. He mixes sharp business sense and experienced and negotiations, valuations, review of major investment
leadership skills with international operating experience in decisions for private equity and strategic investors, strategic
strategic IT Business value delivery. due diligence, etc.
He's an IIT Madras alumni with a PGDIE from NITIE. Dr. Harshavardhan is actively involved in policy making
KG Mohan held varied global IT leadership positions at related to financial services in India and was a member
FMCG giant Unilever for 27 years and subsequently at of the Banking Working Group of the Financial Services
Healthcare leader Johnson & Johnson for 4 years. Legislative Reforms Commission (FSLRC) set up by the
Government of India as well as the Dr. P J Nayak Committee
At Unilever he held the positions of VP IT, VP IT & CIO for on Governance in Banking set up by the RBI. He has served
South Asia / Africa and Global VP IT for Networking and on CII National Committees for Private Equity, Regulatory
Telecommunication. At J&J, he was the VP IT and CIO for Affairs and Commodity Markets. He regularly contributes
Asia Pacific, working out of Singapore. articles and is quoted frequently in business media on
important sector issues.
He was a Member of Asia Pacific Business Board for J&J
Medicals and a Member of Global IT Leadership Teams at He is a frequently invited speaker at conferences organised
Unilever and Johnson & Johnson. He has led several business by Confederation of Indian Industries (CII), the Indian Banks
transformation exercises using technology, renegotiated Association (IBA), Indian Merchants Chambers, Reserve
global contracts, set up shared service facilities and Bank of India (RBI), etc., as well as in business schools.
developed global IT Teams across countries. He regularly contributes to articles in academic and
business journals.
Currently KG Mohan is the Managing Partner of ASIMA
Consulting LLP providing consulting inputs in the strategic Dr. Harshavardhan has a Bachelor degree in Mechanical
deployment of technology to various organizations. He is Engineering from VNIT Nagpur followed by an MBA
also a Partner with Social Venture Partner Philanthropy from IIM Kolkata, and an MS in Quantitative Finance and
Foundation and works for enhancing livelihood for the PhD in Business Economics & Strategy from the Smith
under privileged. School of Business at the University of Maryland USA.
He is Additional Director under Independent category
Expertise includes • Transforming business by leveraging representing Majority Sector “Strategic Planning & Risk
appropriate technology • Developing IT Strategy and Management” on the Board of the Bank. He is holding 2,500
implementation roadmap • Conceiving and setting up equity shares in the Bank.
shared business processes and technology capabilities
• Partnering with CXOs to innovate business solutions AFFIRMATION BY INDEPENDENT DIRECTORS
• Evaluating IT capabilities for due diligence in M&As The Independent Directors have confirmed that they have
• Mentoring technology teams to enhance their impact. met the criteria of Independence as provided in Sec 149(6)
of the Companies Act, 2013 and the rules made thereunder.
Shri KG Mohan is an Additional Director under Independent On the basis of this, the Board of Directors opines that the
category representing Majority Sector “Information Independent Directors of the Bank fulfil the conditions
Technology” on the Board of the Bank. He is holding 2,500 specified in Companies Act, 2013 and Listing Regulations
equity shares in the Bank. and are independent of the management.
Dr. Harshavardhan Raghunath (DIN: 01675460), In terms of the Companies (Creation and Maintenance of
Additional Director (Non-Executive Independent) databank of Independent Directors) Rules, 2019 read with
Dr. Harshavardhan Raghunath is an Independent business the Companies (Appointment and Qualification of Directors)
advisor. He was a Senior Advisor to leading international Fifth Amendment Rules, 2019, all the Independent Directors
management consulting firm Bain & Company and led its of the Bank have enrolled their names in the online databank
financial services practice in India. He joined Bain in 2010 of Independent Directors maintained by the Government.
71
All the Independent Directors of the Bank have undertaken on the website of the Bank at https://www.kvb.co.in/about-
to comply with the requirements relating to passing of us/board-of-directors/
online proficiency self-assessment test, as applicable to
them, within the timelines prescribed in the said Rules. RESIGNATION OF INDEPENDENT DIRECTOR
Shri Sriram Rajan (DIN: 02162118), resigned from the
Dr K S Ravichandran, Non-Executive Independent Directorship of the Bank with effect from closing hours of
Director of the Bank, has qualified the online proficiency 08th November 2019.
self- assessment test for Independent Director’s Databank.
In terms of the Companies (Appointment and Qualification Shri Sriram Rajan in his resignation letter submitted to the
of Directors) Rules, 2014, Shri N S Srinath and Dr V G Mohan Board indicated that he would like to pursue a full time
Prasad, Non-Executive Independent Directors of the Bank, career opportunity in the technology sector. In accordance
have eligibility criteria of being exempted from passing with Clause 7B of Schedule Ill, Part A of the Listing
online proficiency self - assessment test for Independent Regulations, Shri Sriram Rajan confirmed that there was
Director’s Databank. no other material reason for his resignation, other than
the above stated.
Terms and Conditions for Appointment of
Independent Directors RELATIONSHIP BETWEEN DIRECTORS INTER-SE
None of the Directors of the Bank are related to each other.
Independent Directors’ tenure is subject to Regulation
10A of the Banking Regulation Act, 1949 and also subject BOARD MEETINGS
to the tenure fixed for appointment of all the Independent During the fiscal 2019-20, Eighteen Board Meetings were
Directors of the Bank by the shareholders/Board. held and the maximum time gap between any two meetings
was not more than one hundred and twenty day and the
Terms and Conditions for appointment of Independent detailed are as under:
Directors shall be governed by the provisions of the
Companies Act, 2013, the rules made thereunder and 30.04.2019 13.08.2019 10.12.2019
Listing Regulations from time to time and having regard 15.05.2019 14.08.2019 11.12.2019
to the provisions of the Banking Regulation Act, 1949 as 28.05.2019 16.09.2019 04.01.2020
amended from time to time and the extant guidelines of RBI
24.06.2019 11.10.2019 01.02.2020
and Articles of Association of the Bank. The Bank will issue
a formal Letter of Appointment to Independent Directors at 18.07.2019 01.11.2019 19.02.2020
the time of their appointment. The terms and conditions of 24.07.2019 21.11.2019 20.03.2020
appointment of Independent Directors has been disclosed
The details of attendance of each Director at the Board meetings held during the period from 01st April 2019 to 31st March
2020 are mentioned below:
Special Knowledge/ No of Meetings during his/her tenure

Name of the Directors
Category Practical Experience/
Sarvashri
Skills/Expertise/ Competencies # Conducted Attended
Non-Executive Independent Banking – HRM

N S Srinath 18 17
(Part-time) Chairman
Managing Director
B Ramesh Babu @ Banking NA NA^
& Chief Executive Officer
Non-Executive Independent
Dr V G Mohan Prasad Agriculture 18 13
Director
Non-Executive
M K Venkatesan Economics, MSME & Agriculture 18 18
Non-Independent Director
Non-Executive Trade & Commerce

A K Praburaj 18 18
Non-Executive Independent Commerce & Special Knowledge

Smt CA K L Vijayalakshmi 18 18
Director - Accountancy
Non-Executive Business – MSME

M V Srinivasamoorthi 18 16
72
Special Knowledge/ No of Meetings during his/her tenure

Name of the Directors
Category Practical Experience/
Sarvashri
Skills/Expertise/ Competencies # Conducted Attended
Non-Executive Independent
Dr K S Ravichandran Law 18 15
Director
Non-Executive
R Ramkumar Business & Finance 18 18
KG Mohan Additional Director
Information Technology 2 2
(from 01st February 2020) (Non-Executive Independent)
Dr Harshavardhan Raghunath Additional Director Strategic Planning
NA NA^
(from 30th July 2020) (Non-Executive Independent) & Risk Management
Sriram Rajan Non-Executive Independent
Information Technology 11 11
(till 08th November 2019) Director
Managing Director
P R Seshadri $ Banking 18 18
& Chief Executive Officer
# Sectorial Representation as per section 10A (2A) of Banking Regulation Act, 1949.
@ Shri B Ramesh Babu was co-opted as an Additional Director and appointed as MD&CEO of the Bank for a period of three years from the date of
taking charge on the terms and conditions approved by Reserve Bank of India vide its mail dated 20th July 2020.
$ Demitted office at the close of office hours on 31st March 2020.
^Shri B Ramesh Babu and Dr. Harshavardhan Raghunath were appointed after 31.03.2020
None of the Directors of the Bank is a Member/Chairperson to the Board if require. The members of the Board exercise
of a Committee or a Director in any Public Limited Company due diligence in performance of their functions as Directors
and hence the requirement under Regulation 26 of Listing of the Bank and follow highest degree of business ethics,
Regulations as to membership of ten Committees and transparent practices and code of good governance amidst
chairmanship of five Committees is not applicable. cordial environment.
DIRECTORS’ ATTENDANCE AT THE LAST ANNUAL In case of business urgency, the need based memorandums
GENERAL MEETING (AGM) are circulated to the Directors to get their directions,
All Directors of the Bank, who are members of the Board deliberations via resolution passed by circulation. Due
as on the date of last AGM, held on 18th July 2019, have to imposed restriction on travel/physical movements,
attended the Meeting. video conferencing facility is used effectively to facilitate
participation of Directors, who are unable to attend the
BOARD PROCEDURE meetings, in person complying with the provisions of
The Board and its Committees play a crucial role in Companies Act, 2013.
overseeing that the management serves long-term
objectives and enhances stakeholder value. The Board Minutes of the Board and its Committees are being circulated
evaluates the effective function of the Management as to all the Board and Committee members within the time
well as the Bank by Policies of the Bank and by accessing all lines prescribed under the Companies Act, 2013 and other
relevant information with in the Bank. regulatory guidelines. The Bank has in place a post meeting
follow-up procedure, which will track the observations/
The meeting of the Board and its Committee is scheduled decision taken by the Board/Board Level Committee
well in advance and the information including date, time meeting till the closure of such observations/decision.
and place of the meeting is circulated to all Directors as per An Action Taken Report (ATR) is being placed before the
the Secretarial Standards. The Meetings of the Board and Board/Board Level Committee on regular intervals.
its Committees are governed by a structured agenda. The
Board agenda and notes thereof backed by comprehensive The Board has established procedures to periodically review
background information are sent to the Board of Directors compliance report pertaining to all laws applicable to the
in compliance with the provisions of the Companies Act, Bank as well as steps taken by the Bank to rectify instances
2013, Secretarial Standards and Listing Regulations. of non-compliance, if any.
The Memorandum/notes contains all complete relevant
information related to the requests of the Departments FAMILIARISATION PROGRAMMES
to facilitate open and substantive deliberations. The Pursuant to the Listing Regulations, Bank has appropriate
respective Department Heads of the Bank are special programmes for newly inducted Directors including
invitees to the Meeting to give any explanations, feedback Independent Directors and on-going familiarisation
73
programmes with respect to the strategy, industry Committees deliberate issues as per their terms of
overview, performance, operations of the Bank, the reference and make recommendations to the Board as
organisation structure and their roles, rights and and when required. The Board supervises executing of
responsibilities as a Director. its responsibilities by the Committees and minutes of the
Committee meetings are placed before the Board for review.
Non-Executive Directors are provided with a formal letter
of appointment with all materials related to their roles, Shri Srinivasarao Maddirala, Company Secretary and
rights, responsibilities in the Bank as well as with the nature Assistant General Manager acts as the Secretary to the
of industry and business model of the Bank at the time Board and all its Committees.
of their appointment as Director and through periodical
presentations on economy & industry overview, key Board had constituted and function with 13 Committees
regulatory developments, strategy and performance. This as on March 31, 2020 namely Audit Committee,
enables the Directors to have a clear picture of the Bank Advances Committee, Nomination and Remuneration
and make informed decisions in the interest of the Bank and Committee (NRC), Staff & Development Committee, Risk
its stakeholders. Management & Asset Liability Management Committee,
NPA Management Committee, Customer Service and
During the year, Directors of your Bank attended training Stakeholders Relationship Committee, Special Committee
programmes organised by various Regulators/Bodies/ for Fraud Monitoring, Information Technology Strategy
Institutions. The details of such familiarisation programmes and Digital Transaction Monitoring Committee, Review
are available in the website of the Bank at the link https:// Committee for Wilful Defaulters and Non-Cooperative
w w w.k vb.co.in/doc s/disclosure-on-f amiliar isation- Borrowers, Corporate Social Responsibility Committee,
programmes-for-board-of-directors.pdf Business Development Committee and Search Committee.
SUCCESSION PLANNING 1. Audit Committee of the Board (ACB)

Succession planning is an integral part of the operations Audit Committee of the Board (ACB) is constituted in
and a tool of the Bank to ensure the smooth and effective accordance with the provisions of the Companies Act,
function of the Board and Senior Management. Succession 2013, Listing Regulations, the extant guidelines of RBI
Planning is an on-going process that identifies necessary and its circulars from time to time. ACB is chaired by an
competencies and then works to assess, develop and retain Independent Director who is a Chartered Accountant.
a talent pool of employees, in order to ensure continuity All the members are financially literate and have
of leadership for all critical positions. The Bank strives to accounting and financial management expertise.
maintain an appropriate balance of skills and experience
within the organization. Board in an endeavour to introduce ACB functions as an independent body and uphold the
new perspectives while maintaining experience and doctrine of good governance practices in the Bank.
continuity has framed Succession Planning Policy for Board ACB conducts periodic reviews of various aspects of
of Directors and Senior Management of the Bank. the business so as to provide assurance to the Board
that the Bank is operating in a manner consistent with
The Bank’s Nomination and Remuneration Committee (NRC) the highest standards of Corporate Governance. The
oversees matters of succession planning of its Directors, Chairman of the ACB was present at the last Annual
Senior Management and Key Managerial Personnel. The General Meeting.
Board of the Bank also ensures that proper plans are put in
place for orderly succession of appointment to the Board The terms of reference of ACB are in line with the Listing
and to senior management of the Bank. Regulations which include, inter-alia, the following:
DIRECTORS AND OFFICERS INSURANCE 1. Oversight of the Bank’s financial reporting process
The Bank had undertaken Directors and Officers insurance and the disclosure of its financial information to
(‘D & O insurance’) for all its Directors, including Independent ensure that the financial statement is correct,
Directors, for a quantum and risks as determined by the sufficient and credible;
Board of Directors of the Bank from time to time.
2. Recommendation for appointment, remuneration
BOARD COMMITTEES and terms of appointment of Auditors of the Bank;
The Board has constituted various Committees that have
oversight over specific areas in line with their terms of 3. Approval of payment of fees to Statutory Auditors
reference. The Board Committees play a crucial role in the for any other services rendered by them;
governance structure of the Bank and are entrusted with
particular matters that require more focussed attention. 4.
Reviewing quarterly, half-yearly and annual
Board Committees are set up to meet specific business needs financial statements with the management and
and to align with the provisions of the Companies Act, 2013, Auditors Report thereon before submission to the
Listing Regulations and the Banking Regulation Act, 1949. Board for approval with specific reference to:
74
a.
Matters required to be included in the 13.
Reviewing the findings of any internal
Directors’ Responsibility Statement which investigations by the Internal Auditors into
forms part of Board’s report in terms of matters where suspected fraud or irregularity or
clause (c) of sub-section 3 of Section 134 of a failure of internal control systems of a material
the Companies Act, 2013; nature and reporting the matter to the Board;
b. Changes in accounting policies and practices, 14.

Discussions with Statutory Auditors before
if any, and reasons for the same; commencement of Audit, about the nature and
scope of Audit as well as post-Audit discussion to
c.
major accounting entries involving ascertain any area of concern;
estimates based on the exercise of
judgment by management; 15. Reviewing repayment obligations of Bank, assess
and review the reasons for substantial defaults
d. Significant adjustments made in the financial in the payment to the depositors, debenture
statements arising out of audit findings; holders, shareholders (in case of non-payment of
declared dividends) and creditors;
e. Compliance with the Listing and other legal
requirements relating to financial statements; 16.
Reviewing the Whistle Blower Policy and
Vigil Mechanism;
f. Disclosure of related party transactions;
17.
Approving the appointment of CFO (i.e. the
g.
modified opinion(s) in the draft Audit person who is heading the finance function
Report, if any; after assessing his qualifications, experience,
background and etc.,);
5. Reviewing the statement of application of funds
raised through an issue (public, rights, preferential 18. Reviewing Long Form Audit Report as prepared
issue, etc.,), the statement of funds utilized other by Statutory Auditors;
than for those stated in the offer documents,
report submitted by monitoring agency on the
19.
Reviewing periodic inspection report
utilization proceeds with the management and submitted by RBI;
making appropriate recommendations to the
Board to take steps in this regard; 20. Discussions and review with the internal audit and
Concurrent Auditors, their reports/findings with
6. Reviewing and monitoring the Statutory Auditor’s an objective of reporting any significant/material
independence, performance, and effectiveness findings to the Board;
of Audit process;
21. Monitoring the adequacy of the internal control
7.
Approving or any subsequent modification of environment, adequacy of checks and balances
transactions with related parties; including Management Information Systems
(MIS) and the adequacy of Internal Audit function,
8.
Scrutiny transactions pertaining to inter- its policies, its structure, coverage and frequency
corporate loans and investments, if any; of Internal Audits;
9. Valuation of undertakings or assets of the Bank, 22. Reviewing the compliance function periodically;
as and when required;
23. Reviewing the following information:
10. Evaluation of internal financial controls and risk
management systems; a.
Management Discussion and Analysis of
financial conditions and results of operations;
11. Reviewing with the management, performance of
statutory and Internal Auditors, adequacy of the b.
Statement of significant related
internal control systems; party transactions submitted by the
management, etc.,
12. Reviewing the adequacy of Internal Audit function,
including the structure of the Internal Audit 24.
Performing any other functions, duty as
Department, staffing and seniority of the official stipulated by the Companies Act, 2013, Reserve
heading the department, reporting structure Bank of India, Listing Regulations and any other
coverage and frequency of Internal Audit; regulatory authority or under any applicable laws
as prescribed from time to time;
75
During the financial year 2019-20, Audit Committee The terms of reference of the Committee include:
met 12 times and not more than one hundred and
twenty days lapsed between two consecutive meetings 1.
To formulate criteria for determining
of the ACB. The date of the meetings is as under: qualifications, positive attributes and
independence of a Director, in terms of fit and
30.04.2019 24.07.2019 19.12.2019 proper criteria issued by RBI from time to time;
10.05.2019 28.08.2019 21.01.2020
2. To devise a policy on Board Diversity;
15.05.2019 10.10.2019 01.02.2020
15.07.2019 01.11.2019 04.03.2020 3.
To formulate/review criteria for evaluation of
performance of Chairman, Independent Directors,

The composition of the Committee and details of Board as a whole, Committees of the Board;
participation of the members at the meetings during
the fiscal 2019-20 are as under: 4.
To recommend persons who are qualified to
become Directors and who may be appointed
No of Meetings in senior management in accordance with the
Name of the Director
Sarvashri criteria laid down and recommend to the Board of
Conducted Attended
Directors on their appointment or removal;
Smt CA K L Vijayalakshmi,
Chairperson of the 12 12 5.
To frame/review Compensation Policy
Committee towards ensuring effective alignment between
N S Srinath, Chairman 12 12 remuneration and risk. Directors and Senior
Dr V G Mohan Prasad # 09 05 Management Personnel shall be part of the
Compensation Policy;
M V Srinivasamoorthi 12 11
Dr K S Ravichandran 12 10 6.
To also review and recommend to the Board,
R Ramkumar 12 12 all remuneration, in whatever form, payable to
Directors & Senior Management;
Sriram Rajan ^ 03 03
# Member of the Committee till 24.07.2019 & from 22.11.2019 7. To consider grant of stock options to employees,
administer and supervise the Employee Stock
^ Member of the Committee from 25.07.2019 till 08.11.2019
Option Plans in conformity with statutory
provisions and guidelines;
2. Nomination and Remuneration Committee (NRC)

NRC is a Board level Committee which shall be
8. To provide inputs to Board for making disclosures
responsible for recommending candidates for
regarding policies, appointments, remuneration,
appointment to Board and Senior Management
etc. of Directors and Senior Management
Positions. It shall be instrumental in establishing
Personnel in the Annual Report/ Directors Report/
Policies that define the criteria for qualifications for
Financial Statements, etc. as may be required by
such positions, fixing of their remuneration and terms
the regulations from time to time; and
of employment, setting performance objectives and
goals and provide inputs to Board for making requisite
9.
To perform any other function or duties as
disclosures regarding the Compensation of Board of
stipulated by the Companies Act, 2013, RBI, SEBI,
Directors and Senior Management.
Listing Regulations, Stock Exchanges and any
other regulatory authority or under any applicable

Pursuant to the provisions of the Companies Act,
laws as may be prescribed from time to time.
2013, Listing Regulations and the extant guidelines
of Reserve Bank of India, Board of Directors of the

Chairman of the Nomination and Remuneration
Bank had constituted “Nomination & Remuneration
Committee attended the 100th Annual General
Committee (NRC)”. The Committee should consist
Meeting of the Bank.
of minimum 3 Members and one member from Risk
Management Committee, majority of the members
The Committee met 6 times during the financial year
should be Non-Executive Independent Directors,
2019-20 the dates of the meetings are as under:
Executive Director should not be a member and
Chairman of the Bank cannot be the Chairman of 10.05.2019 10.10.2019 18.02.2020
the Committee. The Committee is headed by a
28.05.2019 01.02.2020 31.03.2020
Non-Executive Independent Director.
76

The composition of the Committee and details of the relevant provisions of the Companies Act, 2013,
participation of the members at the meetings during Listing Regulations and as per the Guidance Note on
the fiscal 2019-20 are as under: Board Evaluation issued by SEBI.
Name of the Director No of Meetings Independent Directors Meeting was held on 19th March
Sarvashri Conducted Attended 2020 without the attendance of Non-Independent
Directors and Members of Management. The
Dr K S Ravichandran,
06 06 Members of the meeting reviewed the performance of
Chairman of the Committee
Non-Independent Directors and the Board as a whole
N S Srinath, Chairman 06 06 after taking into account the views of Executive and
Dr V G Mohan Prasad 06 03 Non-Executive Directors. The Performance evaluation
M K Venkatesan 06 06
of Non-Independent Directors was on the basis of
the criteria such as attendance and participation at
M V Srinivasamoorthi # 04 04 the Board; knowledge and expertise; management
of relationship with stakeholders; integrity and
# Member of the Committee since 25.07.2019.
maintenance of confidentiality; independence of
behaviour and judgement, etc., and assessed the quality,
Policy on Board Diversity
quantity and timelines of flow of information between
Bank had formulated and adopted ‘Board Diversity
the Bank Management and the Board. The Independent
Policy’ covering all the aspects of Board composition,
Directors expressed satisfaction about the quality,
skill sets, diversification of the Board of Directors
quantity and timelines of flow of information between
as required under the Companies Act, 2013, Listing
the Senior Management and the Board.
Regulations, the Banking Regulations Act, 1949 and
other regulatory and business requirement. The

The Board of Directors in their meeting held on
Diversity Policy adopted by the Board sets out its
23rd April 2020 have carried out the annual evaluation
approach to diversity in skill set.
on the performance of Board, its Committees and
Independent Directors. The evaluation process was

The Bank continuously seeks to enhance the
initiated by putting in place, a structured questionnaire
effectiveness of its Board and to maintain the highest
after taking into consideration of the inputs received
standards of corporate governance, recognizes and
from the Directors.
embraces the benefits of diversity in the boardroom.
Diversity is ensured through consideration of a
• The performance of the Board was evaluated after
number of factors, including but not limited to skills,
getting inputs from all Directors on the basis of
regional and industry experience, background and
criteria such as the Board composition and structure,
other qualities.
effectiveness of Board processes, information and
functioning, etc.

The Nomination and Remuneration Committee
(“NRC”) of the Board formulated the criteria for
• The performance of the Committees was evaluated
determining qualifications, positive attributes and
by the Board after getting inputs from minutes
independence of a Director for the appointment/
of the committee meetings placed before Board
re-appointment of Directors in tune with the ‘fit
and the members of the respective Committee
and proper’ criteria as per Dr Ganguly Committee
on the basis of criteria such as the composition of
Norms which stipulates age, educational qualification,
Committees, Periodicity of Meetings, effectiveness
experience, track record, integrity, etc., and various
of Committee meetings, etc.
circular instructions and guidelines issued by Reserve
Bank of India from time to time.
•
The performance evaluation of the Independent
Directors was carried out by the entire Board,

NRC of the Bank is responsible for reviewing and
without the participation of Independent Director
assessing the composition mix and performance of
being evaluated. The evaluation criteria is based
the Board as well as identifying appropriately qualified
on, qualifications, knowledge, attendance,
persons to confirm Board Diversity.
Participation in ID meeting and inter-personal
relationship ability, etc.,
Evaluation of Board’s Performance
Nomination and Remuneration Committee formulated
Independent Directors comprise: first, an experienced
the methodology and criteria for evaluation of
ex-Banker having rich experience over four decades in
Independent Directors, Non-Independent Directors,
all facets of Banking; second, a leading multi-talented
Managing Director & CEO, Chairman, Committees of
gastroenterologist with hands on knowledge of
the Board and the Board as a whole in accordance with
agriculture; third, an eminent Chartered Accountant
77
who contributes her knowledge/experience in various Based on the Financial Stability Board (FSB) principles
ways including in strengthening of Audit and internal for sound compensation practices, Reserve Bank
control of your Bank; fourth, an eminent specialist in of India has issued the Compensation Guidelines
corporate laws and a recognised expert in the practice dated 13.01.2012 vide its circular DBOD No.
and laws related to Corporate Governance helps your BC 72/29.67.001/2011-12. Further as a part of
Bank follows the rules/practices and conventions regulatory reforms RBI has come out with new set
consistent with the highest level of governance in of guidelines vide its circular DOR. Appt. BC. No.
addition to providing his counsel on other matters; fifth, 23/29.67.001/2019-20 dated 04.11.2019 superseding
an experienced IT professional with rich experience the earlier guidelines with effect from April 01,
enabling the Board to access specialist knowledge in a 2020. These guidelines reflect “pay for performance
rapidly changing area in addition to providing valuable principles” and align the compensation structure
inputs in other areas. with prudent risk taking norms as also to address the
misconduct risk. These new guidelines are applicable

Board acknowledged that Independent Directors to Whole Time Directors/Chief Executive Officer/
are a diversified group of recognised professionals Material Risk Takers and Control function staff,
with competence and integrity and who expressed etc. Based on the recommendation of Nomination
their opinions freely as well as exercised their Remuneration Committee, Board in its meeting held on
own judgements. 18th May 2020 has reviewed the compensation policy
in line with the new guidelines issued by RBI. Revised

As the Chairman is an Independent Director, The compensation structure will be applicable for the pay
performance evaluation of the Chairman was carried cycles commencing from April 1, 2020 onwards.
out by the Board. The evaluation was based on
the criteria such as personal attributes, leadership
The Bank is a party to Industry level Bi-partite
qualities, ability to synthesize discussion; management settlements of IBA. The Bank has been following the
of balance with stakeholders; maintenance of good emoluments/compensation as arrived at in Bi-partite
working relationship and communication within the settlements as per the IBA structure. In view of the
Board and senior management; promotion of sense of salary structure based on Bi-partite settlement the
participation among the members and implementing Compensation Policy excludes all risk takers who are
best Corporate Governance practices, etc., under contract of employment. Bank ensures that
salary package payable for appointments under Cost to
After publishing the annual financial statements, the Company (CTC) basis are in line with the RBI guidelines.
performance evaluation of Managing Director & CEO
was carried out by the Board in its meeting held on Remuneration to Non-Executive Directors
30th July 2020, considering the parameters such as Sitting fees may be payable to the Directors as
achievement of financial/business targets prescribed remuneration for attending Board and its Committee
by the Board; developing and executing business plans; Meetings. All the Non-Executive Directors including
operational plans; risk management and maintaining the Independent Directors and the Part-time Chairman
harmonious relationship with stakeholders; leadership receive remuneration by way of sitting fees for each
qualities; effective organisation structure, etc. meeting of the Board and its various Committees. No
stock options are granted to any of the Non-Executive
Compensation Policy Directors. Pursuant to the provisions of the Companies

The success of any organisation in achieving good Act, 2013, Non-Executive Directors were paid sitting
performance and governance depends on its ability fees for attending a meeting of Board and Committee
to manage the human capital. The Bank has in place at ` 35,000/- and ` 20,000/- respectively.
a Compensation Policy in tune with the regulatory
guidelines, objectives as enumerated in the Companies
No material pecuniary relationship exists between
Act, 2013 and the Listing Regulations from time to the Non-Executive Directors vis-à-vis the Bank, other
time. The Compensation Policy of the Bank covers than payment of Sitting Fees for attending the Board/
all the employees which include the remuneration Committee Meetings.
payable to Whole Time Director (WTD) i.e. MD & CEO,
Non-Executive Chairman, Non-Executive/Independent
Remuneration paid to the Non-Executive Directors
Directors and the Key Managerial Personnel of the for attending Board and Committee Meetings for the
Bank, Material Risk Takers and Control Function Staff. fiscal 2019-20 are given below:
78
Name of the Director Amount DBOD.No.CID.BC .127/20.16.056/2013-14 dated

Sarvashri (` in lakh) June 27, 2014 Bank shall have a structured process
of complaints redressal by constituting a Consumer
N S Srinath, Chairman 14.15
Protection Committee under Board with respect to
Dr V G Mohan Prasad 06.95 Credit Information Report submitted by the Bank.
M K Venkatesan 13.10
A K Praburaj 13.10 Pursuant to provisions of Section 178 of the Companies
Act, 2013, a company which consists of more than one
Smt CA K L Vijayalakshmi 14.50
thousand shareholders, debenture-holders, deposit-
M V Srinivasamoorthi 12.60 holders and any other security holders at any time
Dr K S Ravichandran 11.45 during a financial year shall constitute a Stakeholders
R Ramkumar 13.90 Relationship Committee and the Listing Regulations
requires that, the Committee so constituted has to
KG Mohan consider and resolve the grievances of shareholders.
01.10
(from 01st February 2020)
Sriram Rajan
The Board of the Bank had constituted a Customer
05.85 Service and Stakeholders’ Relationship Grievance
(till 08th November 2019)
Committee in tune with the Corporate Governance
requirements under Listing Requirements. The
Remuneration to Non-Executive (Part-time) Chairman
Committee is chaired by a Non-Executive Director.
and Managing Director & Chief Executive Officer
Shri N S Srinath, Non-Executive (Part-time) Chairman
The terms of reference of the Committee, inter-alia,
was paid remuneration of ` 10,16,130/- during the
include the following:
period under report. He was also paid ` 14,15,000/-
towards sitting fees for attending the Board and
1.
The Committee also reviews and monitors the
Committee meetings.
mechanism to redressal the complaints received
from security holders such as shareholders, bond

Shri P R Seshadri, Ex-MD & CEO, was paid
holders and any other stake holders with specific
` 1,44,85,073/- (Gross), being the fixed pay and
reference to non-receipt of dividend, non-receipt
perquisites for the year 2019-20.
of interest on bonds, annual report, transmission
of shares, issue of duplicate share certificates,

The remuneration paid to Shri N S Srinath,
splitting or consolidation, dematerialization,
Non-Executive (Part-time) Chairman and
rematerialisation, transmission of securities,
Shri P R Seshadri, Ex-MD & CEO are in accordance with
etc. Bank shall seek confirmation in this regard
the terms of appointment approved by RBI and also
from share transfer agents and verify adequacy
the shareholders of the Bank.
and timeliness of complaint redressal received
through these agents or through SCORES, etc.;
3. Customer Service and Stakeholders Relationship
Committee
2.
Review the updation, alteration of credit
Reserve Bank of India vide its circular on 01st July 2015
information, resolution of disputes, process
has suggested Banks to constitute a Customer Service
of complaint redressal, with respect to Credit
Committee of the Board in compliance with the
Information Report submitted in terms of RBI
recommendations of Committee on Procedures and
Circular DBOD.No.CID.BC.127/20.16.056/2013-
Performance Audit on Public Service (CPPAPS) and to
14 dated June 27, 2014.
include experts and representatives of customers as
invitees to enable the Bank to formulate policies and
3. Review of measures taken for effective exercise
assess the compliance thereof internally with a view
of voting rights by the shareholders;
to strengthening the Corporate Governance structure
and bring about on-going improvements in the quality
4. To review the adherence to the service standards
of customer service provided by the Banks, thereby
adopted by the Bank in respect of various services
improving the level of customer satisfaction for all
being rendered by the Registrars & Share Transfer
categories of clientele consistently. The Committee
Agent to its shareholders;
is entrusted with the responsibility of monitoring the
quality of services rendered to the customers and also
5. To review the various measures/initiatives taken
ensuring the implementation of directives received
by the Bank inter alia for reducing the quantum
from RBI in this regard. In terms of RBI Circular
79
of unclaimed dividends, ensuring timely receipt The Committee met 2 times during the financial year
of dividend warrant/ annual report/ statutory 2019-20 the date of the meetings is given below:
notice by the shareholders of the Bank and
recommend measures to further enhance the 13.08.2019 19.02.2020
service standards for the benefit of the security
holders of the Bank;
The composition of the Committee and details of
6.
The Committee shall also examine any other the fiscal 2019-20 are as under:
issues on the quality of customer service
rendered by the Bank; Name of the Director No of Meetings
Sarvashri Conducted Attended
7.
To review the actions taken/being taken
N S Srinath, Chairman
by the Bank to standardize the delivery of 02 02
customer service;
P R Seshadri, Ex-MD&CEO 02 02
8. Appointment of Internal Ombudsman for reviews Dr V G Mohan Prasad # 02 01
on the complaints that were partly or wholly Smt CA K L Vijayalakshmi 02 02
rejected by the Bank; and
R Ramkumar # 02 02
9. To consider and review such other matters, as the
Committee may deem fit, from time to time. Shri M V Srinivasamoorthi is member of the Committee
till 24.07.2019 and no meetings were conducted during
SEBI Complaints Redress System (SCORES) his membership in the Committee.
SEBI launched a centralized web based complaints
redress system SEBI Complaints Redress System # Member of the Committee from 25.07.2019
(“SCORES”) during 2011. SCORES is a web-based
complaints redressal system whereby complaints Shri Srinivasa Rao Maddirala, Company Secretary and
lodged by investors are forwarded to the listed entity. Assistant General Manager, is the Compliance Officer
The purpose of SCORES is to provide a platform for in terms of Regulation 6 of the Listing Regulations.
aggrieved investors, whose grievances, pertaining to
securities market, which remain unresolved by the 4. Advances Committee
concerned listed company or registered intermediary Advances Committee is a Board level sub-committee
after a direct approach. The listed companies and constituted to consider various credit related business
SEBI registered intermediaries shall update the matters. Committee inter alia consider sanctioning
Action Taken Reports (“ATR”) along with supporting of large credit proposals, reviewing, renewing or
documents, if any, electronically in SCORES. This modifying of various types of funded and non-funded
acts as a spy on the company’s redressal system and credit facilities to customers within the powers
does not allow them to shrug off their responsibilities delegated to the Committee by the Board from time
towards investors grievances. to time. This Committee also reviews the sanctions
made by the Central Office Credit Committee of
The Bank receives Investor complaints through Stock Executives (COCC).
Exchanges, SCORES, Bank’s Registrars & Transfer
Agents, direct correspondence from investors’ and The terms of reference of the Committee, inter-alia,
from the investors personal visits to the Bank. The include the following:
details of each complaints (category wise) received
and redressed are furnished to the Customer Service & 1. Consider proposals for approval, renewal or any
Stakeholders Relationship Committee of the Board on modification in sanctioned terms and conditions
half-yearly basis. of various types of funded and non-funded credit
facilities to customers within the delegated
During FY 2019-20, there were no complaints received powers fixed by the Board from time to time;
from Investors through “SCORES” and 160 complaints
were received from the shareholders and investors 2. This facilitates quick response to the needs of the
other than “SCORES”. All the complaints were customers and speedy disbursement of loans;
redressed and communication of the same was made
to the shareholders. 3. To review the sanctions made by the Central Office
Credit Committee of Executives (COCC); and
No complaints are pending as on 31st March 2020.
Investors’ grievances are attended within the time 4. Any other matters identified from time to time or
lines prescribed by SEBI and as per the Banks’ Policy. advised by the Board.
80
The Committee met 8 times during the financial year 5.

To design a grievance redressal mechanism
2019-20 the date of the meetings is as under: to address grievances of staff below Senior
Management Cadre; and
29.04.2019 25.06.2019 17.09.2019 20.12.2019
27.05.2019 25.07.2019 02.11.2019 20.02.2020 6. Any other matters identified from time to time or
advised by the Board.

2019-20 the date of the meetings is as under:
the fiscal 2019-20 were as under:
29.04.2019 24.06.2019 20.12.2019
Name of the Director No of Meetings
Sarvashri 14.05.2019 31.10.2019 -
Conducted Attended
P R Seshadri, Ex-MD & CEO

08 08
N S Srinath 08 07 the fiscal 2019-20 are as under:
M K Venkatesan 08 08
A K Praburaj 08 08
P R Seshadri, Ex-MD & CEO
M V Srinivasamoorthi 08 07 05 05
5. Staff and Development Committee N S Srinath, Chairman 05 04

Staff and Development Committee is a Board level M K Venkatesan 05 05
sub-committee constituted to address and deal with A K Praburaj 05 05
the Human Resources (HR) related aspects of the
Bank such as recruitment, performance measurement Smt CA K L Vijayalakshmi # 03 03
management, safety, wellness, benefits, employee M V Srinivasamoorthi $ 02 02
motivation, training, work place culture, work R Ramkumar # 03 03
environment, remuneration, etc., specifically for
Sriram Rajan & 01 01
staff who are below the Senior Management Cadre.
HR policy including recruitment, addressing the # Member of the Committee till 24.07.2019
concerns expressed by various sections of Employees,
$ Member of the Committee from 25.07.2019
Employees’ Union, Officers’ Association, etc. are dealt
by Staff and Development Committee. & Member of the Committee from 25.07.2019 till 08.11.2019
The terms of reference of the Committee, inter-alia, 6.

Risk Management and Asset Liability
include the following: Management Committee
This Committee shall put in place explicit procedures for
1. To formulate HR Policies and undertake periodic managing enterprise wide risk that the Bank is exposed
review of existing HR Policies of the Bank; to based on the regulatory guidelines. The Committee
is responsible for ensuring effective implementation
2.
To guide the Bank in Manpower Planning and of the risk management strategies and decides the
Recruitment of staff other than the Senior policies and strategies for risk management in the
Management Cadre and aligning with the business Bank. In compliance with RBI circular guidelines, the
strategy of the Bank; Risk Management Department of the Bank is headed
by the Chief Risk Officer and the Committee is headed
3. To review the staff strength regularly and recruit by MD & CEO of the Bank.
employees through lateral recruitment to carry
out specialized functions like corporate credit, The terms of reference of the Committee, inter-alia,
forex, treasury and risk management, etc; include the following:
4.
To review skill gaps and talent pool creation 1. To review foresee future changes and threats and
by assessing learning initiatives and direct prioritize action steps;
on employee engagement initiatives to drive
organization success; 2.
Review and approve the development and
implementation of risk assessment methodologies
and tools, including assessments, reporting, etc.;
81
3. Identification of key risk indicators and verifying The Committee met 4 times during the financial year
their threat levels; 2019-20 the date of the meetings is as under:
4. Setting and defining the risk appetite of the Bank; 24.06.2019 21.12.2019
13.08.2019 17.03.2020
5. Monitor and oversee the implementation of the
Risk Management Framework in the Bank;

6.
Discuss and recommend suitable controls/
the fiscal 2019-20 are as under:
mitigations for managing different risks;
7. To review Stress Testing Results & Back-testing Sarvashri Conducted Attended
report, review Cyber Security of the Bank on a
regular basis; P R Seshadri, Ex-MD&CEO
04 04
8. To review the Asset Liability Management (ALM) Dr V G Mohan Prasad 04 02
of the Bank on a regular basis;
A K Praburaj # 03 03
9. To advise the Board on all risk matters; Dr K S Ravichandran 04 04
R Ramkumar 04 04
10.
To consider any major regulatory issues that
may have a bearing on the risk profile and risk # Member of the Committee from 25.07.2019
appetite of the Bank;
7. NPA Management Committee
11.
To approve the strategy and policies of the As per the directions of Reserve Bank of India, Bank
Bank, to ensure well integrated enterprise risk constituted NPA Management Committee to monitor
management in the Bank; stressed assets, monitor and review the recovery
process, study quick mortality assets and review NPA
12. To exercise oversight over the risk management Accounts. In order to bring down the level of NPAs,
function of the Bank; Bank takes appropriate legal actions against the
borrowers to realise the assets and recovery of dues
13. To review regular risk management reports from from them. The Committee is vested with powers for
management which enable the Committee to approving settlement proposals in respect of NPAs and
assess the risks involved in the Bank’s business to initiate legal actions against the borrowers as per
and how they are controlled and monitored and the Recovery Policy of the Bank.
to give clear focus to current and forward-looking
aspects of risk exposure; The terms of reference of the Committee, inter-alia,
14.
To provide guidance and inputs to the Board
and the Management on hiring and reporting 1. Periodical review of the large corporate loans and
structure of Chief Risk Officer of the Bank; advances appearing in SMA lists;
15. To oversee, monitor and guide the functions of 2.

Periodical review of Non-performing Assets of
Executive Level Committees viz., Credit Risk large value (` 2.5 crore and above) and also a
Management Committee (CRMC), Market Risk pool of NPAs in various categories (substandard,
Management Committee (MRMC), Operational doubtful and loss);
Risk Management Committee (ORMC) and Fraud
Risk Management Committee (FRMC); and 3. To review the position of stressed assets (SMA 1,
SMA 2) position in the Bank;
16.
Any other functions as may be stipulated by
SEBI, Ministry of Corporate Affairs, RBI, Stock 4. To review the:-
Exchanges and any other statutory authorities
a) progress of recovery and monitor the process
from time to time.
of recovery mechanism of the Bank;
82
b)
status of SARFAESI compliance for Banks are required to constitute a Special Committee
every six months; of the Board for monitoring and follow up of cases
of frauds involving amounts of ` 1 Cr and above
c) report of quick mortality accounts in the Bank;
exclusively, however in accordance with the directives,
d) trends of NPAs in the industry and direct the Audit Committee of the Board (ACB) shall monitor all
recovery measures; the cases of frauds in general. The periodicity of SCFM
may be decided according to the number of cases
e)
suit filed cases of large value
involved. In addition, SCFM should meet and review as
(` 2.5 crore and above);
and when a fraud involving an amount of ` 1.00 Crore
f) status on technical write off accounts; and above comes to light. Further the name of the
Committee was rechristened as Special Committee for
g) recovery policy of the Bank; and
Fraud Monitoring.
h)
provisioning requirements and disclosures
to be made in the financial statements with As per RBI circular guidelines, the Committee should
respect to NPAs. consist of five members of which two members must
be from ACB along with two Non-Executive Directors.
5. Any other relevant matters identified from time Committee is headed by MD & CEO of the Bank.
to time, or advised by the board.
The major functions of the Committee are to monitor
The Committee met 4 times during the financial year and review all frauds of ` 1 Cr and above so as to:
1.
Identify the systemic lacunae, if any, which
24.06.2019 21.12.2019 facilitated perpetration of the fraud and put in
26.09.2019 17.03.2020 place measures to plug the same;
2.
Identify the reasons for delay in detection,

if any, and reporting to top management of
the Bank and RBI;
the fiscal 2019-20 were as under:
No of Meetings 3.
Monitor progress of Central Bureau of
Sarvashri Investigation/Police Investigation and
Conducted Attended
recovery position;
P R Seshadri, Ex-MD&CEO
04 04
Chairman of the Committee 4. Ensure that staff accountability is examined at all
M K Venkatesan 04 04 levels in all the cases of frauds;
A K Praburaj 04 04
5.
Review the efficacy of the remedial action
Smt CA K L Vijayalakshmi # 03 02 taken to prevent recurrence of frauds, such as
Dr K S Ravichandran 04 03 strengthening of internal controls;
R Ramkumar $ 01 01
6.
To delineate a policy document stating the
# Member of the Committee from 25.07.2019 processes for implementation of the Committee’s
directions and enable a dedicated outfit of the
$ Member of the Committee till 24.07.2019
Bank to implement the directions in this regard
and review the same;
8. Special Committee for Fraud Monitoring (SCFM)

Reserve Bank of India vide its circular No. DBS.
7. Put in place other measures as may be considered
CO.CFMC.BC.No.1/23.04.001/2016-17 on Master
relevant to strengthen preventive measures
Directions on Frauds - Classification and Reporting
against frauds;
by Commercial Banks advised the constitution of
Special committee of the Board. The main objective of
8.
The Committee is also entrusted with
the Committee is to oversee investigation of frauds,
responsibility of monitoring the cyber and
conduct root cause analysis, review actions taken
electronic Banking frauds as per extant guidelines;
by the Bank against the perpetrators of such frauds
and suggesting / reviewing corrective steps to plug
9. To review the report on the Red Flag Accounts
systemic loopholes, if any.
(RFA), which shall include the synopsis of the
remedial action taken together with their
current status.
83
The Committee met 11 times during the financial year 3.

Ensuring that the management has put an
2019-20 the date of the meetings is as under: effective strategic planning process in place;
09.04.2019 25.06.2019 11.10.2019 01.02.2020 4.

Ratifying that the business strategy is indeed
29.04.2019 14.08.2019 01.11.2019 18.02.2020 aligned with IT strategy;
27.05.2019 16.09.2019 10.12.2019 -
5.
Ensuring that the IT organizational structure
complements the business model and its direction;

6.
Ensuring that management has implemented
processes and practices that ensure that the IT
No of Meetings delivers value to the business;
7. Ensuring IT investments represent a balance of
P R Seshadri, Ex-MD&CEO, risks and benefits and that budgets are acceptable;
11 11
A K Praburaj # 04 04 8. Monitoring the method that management uses
to determine the IT resources needed to achieve
strategic goals and provide high-level direction
M V Srinivasamoorthi 11 09 for sourcing and use of IT resources;
R Ramkumar 11 11
9.
Ensuring proper balance of IT investments for
Sriram Rajan $ 04 04
sustaining bank’s growth;
# Member of the Committee till 24.07.2019
10.
Understanding exposure to IT related
$ Member of the Committee from 25.07.2019 till 08.11.2019
risks; the proposed controls thereof and
evaluating effectiveness of management’s
9.
Information Technology Strategy and Digital
monitoring of IT risks;
Transaction Monitoring Committee

The Bank has in place Information Technology
11. Assessing Senior Management’s performance in
Strategy Committee so as to ensure that the
implementing IT strategies;
Bank is appropriately placed in a rapidly changing
technological environment. Given the centrality of
12. Issuing high-level policy guidance (e.g. related to
technology to Banking, this Committee is charged with
risk, funding or sourcing tasks);
ensuring that the Bank adopts the right technology at
the right time to ensure continued competitiveness,
13. Confirming whether IT or Business Architecture
safety and security.
has been designed, to derive the maximum
business value;
The purpose of the Committee includes, encouraging
of digital transaction in line with national objectives
14.
Overseeing the aggregate funding of IT
and formulation of IT strategies. The Committee
at a Bank-level and ascertaining if the
provides directions in terms of strategy; action plans
management has resources to ensure the proper
and monitors the progress. The Committee should
management of IT risks;
consist of a minimum of two Members and one of
them shall be an Independent Director. The Committee
15.
Reviewing IT performance measurement and
is headed by Non-Executive Independent Director.
contribution of IT to businesses (i.e., delivering
the promised value);

The terms of reference to Information Technology
Strategy and Digital Transaction Monitoring
16.
Reviewing and monitoring the Bank’s Digital
Committee, inter-alia, include the following:
Banking strategy, providing direction on
areas of focus; and
1.
Suggest improvement and monitor the
implementation of modern technology in the Bank;
17. Any other terms of reference as may be included
from time to time by the Board or in compliance
2. Approving IT strategy and policy documents;
with RBI Guidelines, IBA etc., from time to time.
84
The Committee met 4 times during the financial year The terms of reference of the Committee, inter-alia,
2019-20 the date of the meetings is as under: include the following:
25.06.2019 20.12.2019 1.
Review and confirmation of the order of the
17.09.2019 19.03.2019 Committee for Classification of borrowers as
“Non-Cooperative Borrowers” or
“Wilful Defaulters”;

2.
Reviewing the status of “Wilful Defaulters”
at least on an annual interval or at such other
No of Meetings intervals as may be required by RBI;
3.
Reporting periodically to Central Repository
N S Srinath, Chairman $ of Information of Large Credits (CRILC) and
04 03
Chairman of the Committee deciding on removal of the names from the list of
Sriram Rajan # “Non-Cooperative Borrowers” or “Wilful Defaulters”
Chairman of the Committee 02 02 as reported to CRILC;
P R Seshadri, Ex-MD&CEO 04 04 4.
Identifying and recommending corrective
M K Venkatesan 04 04 action plans;
A K Praburaj 04 04
5.
Issuing show cause notices or other
M V Srinivasamoorthi & 01 - communications to wilful defaulters or non-
R Ramkumar 04 04 cooperative borrowers and conducting meetings
K G Mohan * 01 01 if required to convey the position of the Bank with
respect to handling their credit limits and recovery;
# Chairman of the Committee till 08.11.2019
6.
Reviewing, noting and deciding on any matter
$ Chairman of the Committee from 22.11.2019
pertaining to “Wilful Defaulters” annually; and
& Member of the Committee till 24.07.2019.
7. Any other matters identified from time to time or
* Attended the meeting as Special Invitee.
10.
Review Committee for Wilful Defaulters and
Non-Cooperative Borrowers

Review Committee for Wilful Defaulters and Non-
Cooperative Borrowers is a Board level sub-committee 15.07.2019 01.11.2019
constituted to review the orders passed by the
Committee of Executives for Identification of Wilful

Defaulters & Non-cooperative borrowers and provide
final decision with regard to identified Wilful Defaulters
& Non-cooperative borrowers. The Committee has
been re-christened as “Review Committee for Wilful No of Meetings
Defaulters and Non-Cooperative Borrowers”. The Sarvashri Conducted Attended
Committee is headed by MD & CEO of the Bank and
consists of two Non-Executive Independent Directors P R Seshadri, Ex-MD&CEO
02 02
as members of the Committee. Chairman of the Committee
N S Srinath, Chairman 02 02
In compliance with RBI circulars, the decision to classify
Dr K S Ravichandran 02 02
the borrower as Wilful Defaulter/Non-cooperative
borrower should be entrusted to an Executive
Committee headed by MD&CEO and two other Senior 11. Corporate Social Responsibility Committee
Executives’ in the rank of GM/DGM. Corporate Social Responsibility (CSR) Committee has
been constituted, in accordance with the terms of
Further the said order shall become final only after it is Section 135 of the Companies Act, 2013 and rules
conferred by the Board level sub-committee. made there under. Bank has a robust CSR policy which
aims at promoting education, sanitation, safe drinking
85
water facilitation, rural healthcare, promotion of

sports, promotion of arts and culture, etc., Bank has participation of the members at the meetings during
contributed immensely to infrastructural development the fiscal 2019-20 are as under:
in schools and has provided financial assistance to
meritorious & needy students from economically Name of the Director No of Meetings
weaker students. Bank will continue to strengthen its Sarvashri Conducted Attended
processes to evaluate projects which will benefit the
society at large in line with regulatory requirements. 03 03
The Committee should consist of three or more
members and one member should be Non-Executive M K Venkatesan 03 03
Independent Director. The Committee is headed by A K Praburaj 03 03
MD & CEO of the Bank. Smt CA K L Vijayalakshmi # 03 02
The terms of reference of the CSR Committee, inter- Dr K S Ravichandran 03 03

alia, include the following:
# Member of the Committee from 25.07.2019
1.
Formulate a Corporate Social Responsibility
CSR Committee of the Board has recommended the
Policy which shall indicate the activities to be
Corporate Social Responsibility Policy (CSR Policy)
undertaken by the Bank as specified in Schedule
to the Board and the same was approved. Board will
VII of the Companies Act, 2013 and recommend
review the Policy on annual basis by updating the same
the same to the Board;
in line with the regulatory guidelines.
2. To recommend the amount of expenditure to be
12. Business Development Committee
incurred on the activities referred to in clause (1);

With a view to enhance business under the Retail
segment, viz., Retail Advances, Retail Deposits and
3. To review and monitor amounts spent under the
Insurance & Investment, Personal Banking Group of
Corporate Social Responsibility Policy of the Bank
the Bank has been taking various initiatives to enter
and to report reasons for not spending minimum
into arrangements with different companies. The
prescribed amounts;
Committee is being formulated to support the business
of your Bank through various initiatives and to enter
4. To monitor Corporate Social Responsibility Policy
into arrangements with different companies.
of the Bank from time to time;

The terms of reference of the BDC, inter-alia,
5.
Conduct an impact assessment of the various
initiatives undertaken in terms of the CSR Policy
of the Bank at periodic intervals;
1.
Determining, implementing, reviewing of
partnering agreements, approving of the
6.
Institute a transparent monitoring mechanism
business tie-ups; and
for ensuring implementation of the project/
programs/activities proposed to be undertaken
2.
To provide direction on the business under
by the Bank; and
the Retail segment, viz., Retail Advances,
Retail Deposits and Insurance & Investment,
7. Performing such other duties with respect to CSR
Personal Banking;
activities, as may be required to be done by the
Bank under any law, statute, rules, regulations,
3.
Reviewing the results of business surveys
etc. enacted by Government of India, Reserve
conducted that provide quantitative and
Bank of India or by any other regulatory or
qualitative information on the state of business
statutory body.
in the industry;
The details of CSR activities undertaken by the
4.
Reviewing metrics and indicators that provide
Bank during the year under review have been
information on the requirement for business
provided in the annexure to the Directors’ Report.
development activities in the Bank; providing
direction to the management of the Bank on
actions to be taken to improve metrics; and
2019-20. The date of the meetings is as under:
14.08.2019 21.12.2019 17.03.2020 5. Any other matter identified from time to time or
86
The Committee met 2 times during the financial year 13. Search Committee
2019-20. The date of the meetings is as under: During the year under report, the Board constituted
Search Committee to identify a suitable successor for
15.07.2019 20.12.2019 the position of Managing Director & CEO of the Bank
keeping in view the timelines to complete the process.

The Committee met twice during the financial year
2019-20. The date of the meetings is as under:
01.02.2020 02.03.2020
02 02
Chairman of the Committee participation of the members at the meetings during
N S Srinath, Chairman 02 02 the fiscal 2019-20 are as under:
M K Venkatesan 02 02 No of Meetings
A K Praburaj & 01 01 Sarvashri Conducted Attended
Smt CA K L Vijayalakshmi & 01 01 N S Srinath, Chairman
02 02
M V Srinivasamoorthi 02 02 Chairman of the Committee
R Ramkumar # 01 01 M K Venkatesan 02 02
A K Praburaj 02 02

Shri Sriram Rajan was a member of the Committee from
25.07.2019 till 08.11.2019 and no meetings were held during Dr K S Ravichandran 02 02
his membership.
& Member of the Committee till 24.07.2019
# Member of the Committee from 25.07.2019
General Body Meetings

a) Location, day, date and time, where the last three Annual General Meetings were held:
AGM Financial Year Location Day, Date and Time
The Karur Vysya Bank Limited,

Regd. & Central Office,
100th 2018-19 Thursday, 18th July 2019, 9.30 a.m.
No. 20, Erode Road, Vadivel Nagar,
L.N.S. Karur- 639002.

99 th
2017-18 Thursday, 09th August 2018, 10.00 a.m.
L.N.S. Karur- 639002.

98th 2016-17 Friday, 21st July 2017, 10.00 a.m.
L.N.S. Karur- 639002.
87
(b) Whether any special resolutions Yes.

passed in the previous three
Annual General Meetings (AGM) 1. At the 100 AGM held on 18 July 2019, three special resolutions were passed, viz.,
th th
a) Continuation of Second term of appointment of Shri N S Srinath (DIN: 01493217)

Non-Executive Independent (Part-time) Chairman of the Bank as a Non-Executive
Independent Director.
b) Reappointment of Smt CA K L Vijayalakshmi (DIN: 07116809) as a Non-Executive
Independent Director of the Bank for a second term.
c)
Reappointment of Dr K S Ravichandran (DIN: 00002713) as a Non-Executive
Independent Director of the Bank for a second term.
2. At the 99th AGM held on 09th August 2018, one special resolution was passed viz., Approval
for the raising funds by issuing of debt instruments upto ` 1,200 Cr on private placement
basis.
3. At the 98th AGM held on 21st July 2017, three special resolutions were passed, viz.,
d) Reappointment of Shri N S Srinath (DIN: 01493217) as an Independent Director of
the Bank.
e)
Reappointment of Dr V G Mohan Prasad (DIN: 00002802) as an Independent
Director of the Bank.
f) Reservation to the Employees of the Bank along with the Rights Issue.
(c) Whether any special resolution

passed last year through postal No Resolutions were transacted through Postal Ballot.
ballot-details of voting pattern
(d) Person who conducted the

Not Applicable
postal ballot exercise
(e) Whether any special resolution
No Special Resolution requiring Postal Ballot is being proposed on or before the ensuing
is proposed to be conducted
Annual General Meeting of the Bank.
through postal ballot?
(f) Procedure for the postal ballot Not Applicable
Means of Communication
The Bank conducts meetings with Institutional
After the approval of Quarterly/Half yearly financial Investors and Analysts every quarter, after the results
results (‘Results’) by the Board of Directors, the are declared. The Investors Presentations are available
same are being disclosed to the Stock Exchange/s, in the Bank’s website www.kvb.co.in
formal presentations are made to analysts by the
management and the same is also placed on the Bank’s Financial Calendar for publication of financial results:
website www.kvb.co.in. 1st April 2019 to 31st March 2020

The results are communicated through newspaper Quarter Date of Quarter Date of
advertisements, press releases and by posting ending approval ending approval
information on the Bank’s website. Results are 30.06.2019 24.07.2019 31.12.2019 01.02.2020
generally published in the “Business Line” and Tamil
30.09.2019 01.11.2019 31.03.2020 24.06.2020
Daily “Dinamalar” on the next day of results declaration.
88
GENERAL SHAREHOLDER INFORMATION

Date 23rd September 2020
Day Wednesday
101st Annual General Meeting
Time 11.00 a.m. IST
Venue Held through Video Conferencing (“VC”) / Other Audio Visual Means (“OAVM”)
Financial Year 01st April 2019 to 31st March 2020
Date of the Book Closure 17th September 2020 to 23rd September 2020
Dividend Payment Date Not Applicable
Listing on Stock Exchanges Listed on National Stock Exchange of India Limited, Mumbai
Equity Shares of the Bank are traded as a ‘permitted’ category security in BSE.
Stock Code NSE: KARURVYSYA
BSE: 590003
ISIN Equity: INE036D01028
Debt Instruments: INE036D08015
Share Transfer Agents (Both Physical and Demat Equity (INE036D01028):
Segments) S.K.D.C. Consultants Limited,
Kanapathy Towers, 3rd Floor, 1391/A1,
Sathy Road, Ganapathy Post,
Coimbatore - 641 006.
Tel: +91 422 - 2539835, 2539836, 4958995
e-Mail: [email protected]
CIN: U74140TZ1998PLC008301
Debt Instrument (INE036D08015):
KFin Technologies Private Limited.
Selenium Tower B, Plot No’s: 31&32,
Gachibowli Financial District,
Nanakaramguda, Serilingampally,
Hyderabad 500 032.
Phone: 040 - 67162222
Fax: 040 - 23001153
Website: www.kfintech.com
Share Transfer System The Board has delegated the authority for approving transfer, transmission, etc. of the
Bank’s securities to the Chairman of the Bank and MD & CEO in absence of Chairman.
Half yearly certificate of compliance with the share transfer formalities as required under
Regulation 40(9) of the Listing Regulations is obtained from the Company Secretary in
Practice and a copy of the certificate is filed with the Stock Exchanges.
Trustee for the Subordinated (Lower Tier II) Axis Trustee Services Limited,
Bonds The Ruby, 2nd Floor,
SW, 29 Senapati Bapat Marg,
Dadar West, Mumbai- 400 028
Direct Line: + 91 22 6230 0451
Bank’s address for correspondence/Compliance Shri Srinivasarao Maddirala,
Officer Address The Karur Vysya Bank Limited,
Investor Relations Cell,
No. 20, Erode Road,
Vadivel Nagar,
L.N.S. Karur- 639002.
Phone: 04324-269440-44, 227133
Fax: 04324-225700
Website: www.kvb.co.in
Corporate Identity Number (CIN) L65110TN1916PLC001295
89
Listing fees payable to the National Stock Exchange where The Equity performance in comparison to NSE Nifty during
the shares and debentures are listed, has already been paid. 01.04.2019 to 31.03.2020:
Stock Market Price Data of Bank’s Shares KVB Rate

Nifty 50 Index
The monthly high and low prices of the Bank’s shares traded 100 12,500
on the National Stock Exchange of India Limited, Mumbai.
90 12,000
Month High (`) Low (`) 80 11,500
Apr-19 82.15 71.70 70
11,000
May-19 83.60 73.10
Nifty Share
60
KVB Share
10,500
Jun-19 81.00 69.60 50
10,000
Jul-19 71.70 60.00 40
Aug-19 63.55 55.20 30 9,500
Sep-19 64.65 54.50 20 9,000
Oct-19 60.60 54.40 10 8,500
Apr-19
Mar-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Feb-20
Marr-20
Janr-20
Nov-19 64.00 54.90
Dec-19 64.60 59.10
Jan-20 61.00 45.75
Feb-20 52.15 40.40 Dematerialization of shares and liquidity
The shares of the Bank being traded in dematerialised
Mar-20 43.00 18.75
form are transferable through the Depository system. The
share transfers in physical form are processed by the Share
The Bank’s equity share price has moved in accordance with Transfer Agents M/s S.K.D.C. Consultants Ltd., Coimbatore
the movement of NIFTY. It touched a high of ` 83.60 in May and approved by the Chairman. There are no share transfer
2019 and low of ` 18.75 in March 2020. requests pending for transfer as on 31st March 2020.
As on 31st March 2020, 78,44,12,926 shares i.e., 98.135% have been dematerialized. Out of which 89.661% with NSDL and
8.474% with CDSL and 1,49,07,793 shares (1.865%) which are being held in physical form.
The Shareholders of the Bank who have not dematerialized their share so far may approach any of the Depository Participants
of National Securities Depository Ltd (NSDL) or Central Depository Services (India) Ltd (CDSL) for dematerializing
their shareholding.
Reconciliation of Share Capital Audit

The Bank has complied with SEBI requirements with regard to Secretarial Audit for the purpose of reconciliation of the
total admitted capital in physical mode as also with both Depositories viz., NSDL & CDSL. The total issued & listed capital
of the Bank and in respect of other matters covered under the directions of SEBI by the Statutory Auditors of the Bank.
Quarterly compliance reports have been submitted to NSE in this regard.
Shareholding Pattern as on March 31, 2020
Sr. No. of
Particulars No. of Shares % of Shares
No Shareholders
A. Promoters
1. Promoters & Promoters Group 35 1,68,91,603 2.11
B. Other Institutions
2. Financial Institutions & Banks 9 14,91,262 0.19
3. Mutual Funds 10 13,85,97,209 17.34
4. Insurance Companies 8 3,47,52,002 4.35
5. Foreign Financial Institutions/Banks 1 60 -
6. Foreign Portfolio Investors 112 17,25,40,292 21.59
7. Alternate Investment Funds 4 73,87,815 0.92
90
Sr. No. of
Particulars No. of Shares % of Shares
No Shareholders
C. Other Non-Institutions/Individuals/Others
8. Bodies Corporate 597 1,67,69,552 2.10
9. Non-Resident Indians 2,437 78,78,670 0.99
10. Clearing Members 177 45,03,564 0.56
11. Hindu Undivided Families 2,256 1,03,39,276 1.29
12. Trusts 5 2,69,936 0.03
13. Directors & Relatives 10 3,34,884 0.04
14. Resident Individuals 1,37,792 3,86,675,122 48.37
15. Unclaimed Suspense Account 1 1,28,192 0.02
16. IEPF 1 7,61,280 0.10
Total 1,43,455 79,93,20,719 100
List of Shareholder holding more than 1% shares in the Bank as on March 31, 2020:
Sr. No. of
Particulars % of Shares
No Shareholders
ICICI Prudential Mutual Fund

1 3,93,57,695 4.92
(Under various Schemes)
Franklin India Mutual Fund
2 3,58,07,940 4.48
(Under various Mutual Fund Schemes)
3 Ntasain Discovery Master Fund 3,42,49,089 4.28
4 Jhunjhunwala Rakesh Radheshyam 3,35,83,516 4.20
HDFC Trustee Company Limited
5 3,22,52,309 4.03
6 Olympus India Holdings Limited 2,33,27,768 2.92
Dovetail India Fund
7 2,28,87,649 2.86
8 Ashish Dhawan 1,96,00,180 2.45
9 Reliance Capital Trustee Company 1,77,51,809 2.22
10 HDFC Standard Life Insurance Company Limited 1,60,00,000 2.00
11 Ellipsis Partners LLC 1,34,00,000 1.68
12 Abu Dhabi Investment Authority - Behave 1,32,01,973 1.65
13 Acacia Partners LLP 80,22,378 1.00
Total 30,92,42,306 38.69
Distribution of shareholding as on March 31, 2020:
No. of Shares No. of Shareholders

Category
Physical Demat Total % Physical Demat Total %
Upto 250 2,56,331 65,21,857 67,78,188 0.85 2,942 76,299 79,241 52.57
251 - 500 3,18,794 66,23,224 69,42,018 0.87 877 18,203 19,080 12.66
501 - 1000 6,31,743 1,16,17,785 1,22,49,528 1.53 877 16,090 16,967 11.26
1001 - 2000 11,65,009 1,63,86,067 1,75,51,076 2.20 815 11,484 12,299 8.16
2001 - 3000 9,57,733 1,80,56,358 1,90,14,091 2.38 389 6,896 7,285 4.83
3001 - 4000 9,07,091 1,02,90,954 1,11,98,045 1.40 258 2,940 3,198 2.12
4001 - 5000 6,36,972 79,45,120 85,82,092 1.07 141 1,755 1,896 1.26
91
No. of Shares No. of Shareholders

Category
Physical Demat Total % Physical Demat Total %
5001 - 10000 22,66,610 3,43,39,257 3,66,05,867 4.58 335 4,908 5,243 3.48
10001 & above 77,67,510 67,26,32,304 68,03,99,814 85.12 253 5,278 5,531 3.67
Total 1,49,07,793 78,44,12,926 79,93,20,719 100.00 6,887 1,43,853 1,50,740 100.00
% to Total 1.87 98.13 100.00 4.57 95.43 100.00
Disclosures MD & CEO's affirmation that the Code of Conduct has

During the financial year ended 31st March 2020: been complied with by the persons covered under the
Code is given at the end of this report.
a) Related Party Transactions:
During the year, transactions entered with Related d) MD & CEO/CFO Certification:
Parties were in the ordinary course of business and Shri P R Seshadri, Ex-MD & CEO has been relieved from
on arm’s length basis and do not attract the provisions the services of the Bank at the close of office hours
of Sec 188 of the Companies Act, 2013. Further Bank on 31st March 2020 consequent to his resignation.
has obtained Omni Bus approval for the transactions President & Chief Operating Officer (President & COO)
which are of repetitive nature. The Bank has not of the Bank was authorised by the Board to handle the
entered into any materially significant related party day-to-day operations of the Bank till the Appointment
transactions which could lead to a potential conflict of New MD&CEO, hence the required certification
with the interests of the Bank. of financial statement is signed by President & COO
instead of MD&CEO.
Transactions with related parties were placed before
the Audit Committee of the Board for review as per the
President & COO and Chief Financial Officer have
Regulations from time to time. There was no material issued certificate pursuant to the provisions of
transactions entered with related parties. Details Regulation 17 certifying that the financial statements
of related party transaction under AS - 18 entered do not, to the best of their knowledge and ability,
into during the FY 2019-20 are given in notes to the contain any materially untrue statement and these
financial statements. statements represent true and fair view of the Bank’s
affairs. They have also further certified that, to the
The Board put in place a policy on materiality of related best of their knowledge and ability, no transactions
party transactions and also on dealing with Related entered into during the year were fraudulent, illegal
Party Transactions pursuant to the provisions of the or violative of the code of conduct of the Bank. They
Companies Act, 2013, Listing Regulations and the same are responsible for establishment and maintenance of
has been available on the website of the Bank https:// the Internal Financial Control for Financial Reporting
www.kvb.co.in/docs/related-par ty-transactions- and they have reported to the Auditors and the Audit
policy.pdf Committee significant changes in internal control
over financial reporting, significant changes in the
b) Strictures and Penalties: accounting policies and instance of significant frauds
There are no instances of non-compliance by the of which they were aware. The said certificate is
Bank; no penalties or strictures have been imposed by annexed and forms part of this report.
Stock Exchanges or SEBI or any statutory authority,
on any matter related to capital markets, during e) Disclosures in relation to the Sexual Harassment of
last three years. Women at Workplace (Prevention, Prohibition and
Redressal) Act, 2013:
During the year under report, RBI has levied penalty of The Bank has in place a Policy for prevention of
` 3,92,950/- emanating out of deficiencies found while Sexual Harassment at the Workplace in line with the
processing the notes remitted by our Currency Chests. requirements of the Sexual Harassment of Women at
The penalties levied were pertaining to the deficiencies the Workplace (Prevention, Prohibition & Redressal)
found in Specified Bank Notes (SBN’s) and soiled notes Act, 2013 and the Rules framed thereunder. Internal
remittance by our Currency Chests to RBI. Complaints Committee has been set up to redress
complaints received regarding sexual harassment.
c) Code of Conduct: All employees (permanent, contractual, temporary,
All Directors and Senior Managerial Personnel have trainees) are covered under this policy. Also includes
affirmed the compliance of the Code of Conduct laid anybody visiting the Bank. It will always be a constant
down by the Bank. An annual confirmation of the effort of the Bank to prevent sexual harassment and
Code of Conduct is taken from all Directors and Senior to create an efficient work environment. The Bank is
Managerial Personnel to whom the Code applies.
92
committed to the implementation of objectives of this and Foreign exchange risk. The Board of the Bank has
policy and procedures laid down therein. defined overall Net Overnight Open Position (NOOP)
Limit, Stop Loss Limit, Aggregate Gap limit (AGL), Value

The Bank has complied with provisions relating to at Risk (VaR) limit to control the Foreign exchange risk
the constitution of Internal Complaints Committee within its risk control framework. The Bank maintains
under the Sexual Harassment of Women at Workplace adequate margin while lending against commodities
(Prevention, Prohibition and Redressal) Act, 2013. and has put in place a system of monitoring the
No case was reported during the financial year commodity price.
2019-20. Number of complaints disposed-off during
the Financial Year is Nil. Number of complaints pending
Your Bank uses Derivatives including Forwards &
at the end of Financial Year is Nil. Swaps for hedging its currency risk in its balance
sheet, customer offerings and proprietary trading,
f) Whistle Blower Policy: in compliance with overall risk limit and control
The Bank put in place a ‘Whistle Blower Policy’ in framework. The management of these products
compliance of the provisions of Regulation 4(2)(d) of and businesses is governed by Board approved
the Listing Regulations, the Companies Act, 2013 and Policies of the Bank.
SEBI (Prohibition of Insider Trading) Regulations, 2015
as amended. This policy also incorporates suggestions j) Mandatory Requirements:
of the Protected Disclosure Scheme for Private Sector The Bank has complied with all mandatory requirements
Banks instituted by the Reserve Bank of India. Under under the provisions of Listing Regulations and
the Whistle Blower Policy, the employees are free to amendments thereon from time to time.
report violations of applicable laws and regulations
and the Code of Conduct. The objective of the policy k)
Certificate under Regulation 34(3) of Listing
is to identify any untoward events with the help of the Regulations:
employees and to take timely corrective measures so Pursuant to the Regulation 34(3) read with Schedule
as to prevent/protect the Bank at the initial stage itself. V of the Listing Regulations, a certificate has been
This mechanism also provides adequate safeguards obtained from Shri R K Bapulal (FCS No: 5893),
against victimization of employees who avail of this M/s. Bapulal Yasar & Associates, Company Secretaries,
mechanism and also provides for direct access to the confirming that none of the Directors on the Board of
Chairman of the Audit Committee of the Board, in the Bank as on 31st March, 2020 have been debarred
exceptional cases. None of the whistle blowers have or disqualified from being appointed or continuing as
been denied access to the Audit Committee of the Directors of the Companies either by Securities and
Board. The details of the Whistle Blower Policy is Exchange Board of India or the Ministry of Corporate
available on the website of the Bank https://www.kvb. Affairs or any other Statutory Authorities.
co.in/docs/whistle-blower-policy.pdf
l)
Fees paid to Statutory Auditors (including Branch
g) Outstanding GDRs/ADRs/Warrants or any Convertible Statutory Auditors):
instruments, conversion date and likely impact on The total fees incurred by the Bank for services
equity: rendered by Statutory Auditors (including Branch
Not Applicable. The Bank does not have any Statutory Auditors) are given below:
outstanding GDRs/ADRs/Warrants or any other
convertible instrument as on 31st March 2020. Particulars
FY 2019-20
(` in Lakh)
h) Plant Locations: Audit fees/ Statutory certificates 230

As the Bank is engaged in the business of Banking/
Reimbursement of expenses 48
Financial Services there are no Plant Locations.
However, the Bank has 810 Branches (including Asset Total 278
Recovery Branches, Business Banking units, NEO,
Precious Metal Division and Corporate Business Units), m) Details of utilization of funds:
1,659 ATMs, 565 Bunch Note Recycler Machines During the year under review, there were no
(BNRM), 159 Self-Service Passbook Kiosks and 64 CTS Preferential Allotment or Qualified Institutional
enabled Cheque Deposit Kiosks as on 31st March 2020. Placement as specified under Regulation 32(7A) of the
Listing Regulations.
i) Commodity Price Risks and Foreign Exchange Risks
and hedging activities: n) Policies of the Bank:
Your Bank has a Market Risk Policy, an Integrated As a part of good Corporate Governance, the Bank
Treasury Policy and Precious Metals Division Policy has adopted various policies/codes from time to time
approved by the Board specifying risk control which are hosted on the website of the Bank at https://
framework for undertaking any Commodity price risk www.kvb.co.in/investor-corner/policies/
93
o) Credit Ratings and Change/Revisions in Credit Ratings 2) Separate posts of Chairman and MD & CEO:
for Debt Instruments and Certificate of Deposit The Bank has separate positions of the Chairman and
Programme: MD & CEO. The Bank is maintaining a Chairman’s
1. ICRA Limited reaffirmed the rating as “ICRA A1+” Office at its Registered & Central Office.
for Certificate of Deposit Programme of ` 3,000
Cr. Instruments with this rating are considered 3) Unmodified Audit opinion/reporting:
to have adequate degree of safety regarding The Auditors have expressed an unmodified opinion on
timely servicing of financial obligations. Such the financial statement of the Bank.
instruments carry low credit risk.
ompliance with SEBI (Prohibition of Insider Trading)
C
2.
CRISIL Ratings rated as “CRISIL A1+” for Regulations, 2015
Certificate of Deposit Programme of ` 3,000 Cr. In compliance with the Securities and Exchange Board of
India (SEBI) (Prohibition of Insider Trading) Regulations,
3. ICRA Limited reaffirmed the rating as “ICRA A 2015 (“PIT Regulations”) as amended, Bank has formulated
(Hyb)” (Outlook on Long Term: Stable) for Basel “Internal Code of Conduct for Prevention of Insider
III Tier 2 Bond Issue of ` 1,200 Cr where ` 487 Trading” as per Regulation 9 and also the “Code of Practices
Cr was utilized. and Procedures for Fair Disclosure of Unpublished Price
Sensitive Information” as per Regulation 8.
4. Indian Rating & Research rated “IND A+” (Outlook
Stable) for Basel III Tier 2 Bond Issue of ` 1,200 Cr he Code is applicable to the Promoters, Directors, KMPs,
T
where ` 487 Cr was utilized. Auditors and Designated Persons & their immediate
relatives and other Connected Persons of the Bank.
p)
All disclosures in compliance with the Corporate The Designated Persons are required to ensure fullest
Governance requirement specified in regulation compliance with the Internal Code at the time of trading in
17 to 27 and clause (b) to (i) of sub regulation (2) of Bank’s Securities. Company Secretary has been designated
Regulation 46 to the extent applicable is available on as the Compliance Officer and Chief Financial Officer (CFO)
Banks’ website www.kvb.co.in. The Bank has obtained has been designated as the Chief Investor Relations Officer
certificate affirming the Compliances with these (CIRO) for this purpose.
regulations from Shri R K Bapulal (FCS No. 5893),
M/s Bapulal Yasar & Associates, Company Secretaries he Code requires pre-clearance for dealing in the Bank
T
and forms part of this Report. It may be noted that in securities beyond threshold limits. Further it prohibits the
his certificate confirmed that the Bank has complied purchase or sale of Bank’s securities by the Promoters,
with the conditions of Corporate Governance as Directors, KMPs, Auditors, Designated Persons & their
prescribed under Listing Regulations. immediate relatives and other Connected Persons of the
Bank while in possession of UPSI in relation to the Bank.
q) Non-Mandatory Requirements: Trading window shall be closed from the end of every
In addition to the Mandatory Requirements, your Bank quarter till 48 hours after the declaration of financial
has ensured the implementation of the non-mandatory results. The details of Trading Window closure during the
requirements as suggested in Regulation 27 of the period under report are mentioned below:
Listing Regulations.
Trading Window
Purpose of closure of Trading Window
1) Shareholders’ Rights: Closure Period
The Bank publishes its financial result once approved Declaration of Quarterly Financial Results for
by the Board of Directors to the Stock Exchanges 01st April 2019 to
the quarter ended March 2019 and Annual
within 30 minutes (under Regulation 30 of the 17th May 2019
Financial Results for the FY 2018-19.
Listing Regulations) of the conclusion of such agenda.
The same are also available on the websites of the 01st July 2019 to Declaration of Quarterly Financial Results for
Stock Exchanges. 26th July 2019 the quarter ended June 2019.
01st October 2019 to Declaration of Quarterly Financial Results for
The quarterly results are also published in newspapers 03rd November 2019 the quarter ended September 2019.
an English Newspaper having wide circulation and a
01st January 2020 to Declaration of Quarterly Financial Results for
Tamil Newspaper having wide circulation in Tamil Nadu;
03rd February 2020 the quarter ended December 2019.
the same is also available on Bank’s website www.kvb.
co.in which is accessible to the public. Declaration of Quarterly Financial Results for
01st April 2020 to
the quarter ended March 2020 and Annual
26th June 2020
Financial Results for the FY 2019-20.
94
the extent applicable for Banking Companies. The Policy is

Dividend
available on the website of the Bank https://www.kvb.co.in/
The Reserve Bank of India, vide its circular DOR.BP.BC.
docs/dividend-distribution-policy.pdf
No.64/21.02.067/2019-20 dated April 17, 2020, has decided
that Banks shall not make any further dividend pay outs
Unclaimed Dividend
from profits pertaining to the financial year ended March
As per the provisions of Sec 124 (5) of the Companies Act,
31, 2020 until further instructions with a view that Banks
2013 read with the Investor Education and Protection Fund
must safeguard capital in an environment of heightened
Authority (Accounting, Audit, Transfer and Refund) Rules,
uncertainty caused by COVID-19 pandemic. Accordingly,
2016 as amended from time to time, the Bank is statutorily
the Board of Directors of the Bank have not recommended
required to transfer to the Investor Education & Protection
any dividend for the year 2019-20 (Previous Year 30% i.e.
Fund (‘IEPF’), established by the Central Government, all
0.60 paisa per Equity Share).
dividends remaining unpaid/unclaimed for a period of
7 years, from the date of such transfer to the unclaimed
Dividend Distribution Policy
dividend account. Once such amounts are transferred to
Pursuant to Regulation 43A of Securities and Exchange
IEPF, no claim of the shareholder shall lie against the Bank.
Board of India (Listing Obligations and Disclosure
Requirements) Regulations, 2015 (as amended), the Bank
The unclaimed dividends for FY 2011-12 have already
has Board approved “Dividend Distribution Policy”. The
been transferred to Investor Education and Protection
Bank shall declare dividend only after ensuring compliance
Fund (IEPF). Unclaimed dividends for the financial year
with the Banking Regulation Act, 1949, various regulatory
2012-13 shall be transferred to IEPF after the due date, i.e.
guidelines on dividend declaration issued by RBI from time
August 18, 2020.
to time, the provisions of the Companies Act, 2013 & the
rules made thereunder, Listing Regulations, as amended to
The following table gives the unclaimed amount from the year 2012-13 with the position as on 31st March 2020 and the last
date for claiming the dividend before transfer to the said Fund.
Last date for

Unclaimed Amount Date of
Financial Year claiming the
(`) Declaration
amount
Unclaimed Dividend Warrants:

2012-13 63,17,066.00 19.07.2013 18.08.2020
2013-14 59,32,407.00 23.07.2014 22.08.2021
2014-15 65,19,448.00 23.07.2015 22.08.2022
2015-16
53,72, 510.00 28.03.2016 27.04.2023
Interim Dividend
2015-16
22,79,020.00 22.07.2016 21.08.2023
Final Dividend
2016-17 69,85,464.20 24.07.2017 23.08.2024
2017-18 22,60,821.00 10.08.2018 09.09.2025
2018-19 22,84,068.00 19.07.2019 18.08.2026
Unclaimed Refund Orders & Fractional Warrants of Rights Issue and Bonus Issue:
Rights 2017 Refund Order 7,31,577.00 22.11.2017 21.12.2024
Bonus 2018 Fractional Warrant 1,62,276.55 27.09.2018 26.10.2025
Unclaimed Debenture Interest Warrant:
Debenture Interest Warrant 2019-20 28,43,347.00 12.03.2020 11.04.2026
95
Shareholders who have not enchased their dividend to IEPF Authority Ministry of Corporate Affairs Account
warrants for the period as specified above are advised to (IEPF) on 23rd September 2019 bearing demat account
send their request letter to Registrars and Share Transfer no IN300708-10656671 which is opened with National
Agents viz., S.K.D.C. Consultants Limited or Nodal Officer Securities Depository Limited (NSDL) with Depository
of the Bank Mr. Srinivasarao Maddirala. The details of Participant at Punjab National Bank.
unpaid/unclaimed dividends are available on the website of
the Bank www.kvb.co.in The information pertaining to unpaid/unclaimed dividends
for last seven years and the details of such members
Pursuant to Regulation 6(2)(d) Listing Regulations, whose unclaimed dividend/shares have been transferred
Bank has created a separate e-Mail ID for redressal of to IEPF Authority is also available on the Bank’s website
Investor Complaints and Grievances. The said e-Mail ID is www.kvb.co.in.
[email protected]
Guidelines to claim the shares transferred to
Intimation to the Shareholders for claiming of Investors Education and Protection Fund (IEPF)
dividends Suspense Account
•
The Bank has sent individual reminder letters to the In terms of Section 124(6) of the Companies Act, 2013 read
relevant shareholders at regular intervals for encashing with Rule 7 of the IEPF Rules, the shareholders can claim the
of unclaimed dividend on equity shares declared by the shares from IEPF Account by making a web Form IEPF - 5
Bank from time to time. which can be file from the link www.iepf.gov.in
•
Public notice/Advertisement is issued in Business The shareholders may registered themselves for filling of
Standard for all India Circulation and Dinamalar in Trichy Web IEPF Form in the IEPF Site http://www.iepf.gov.in/IEPF/
Edition covering Karur, as per statutory requirements. corporates.html or existing user you may login by using the
website http://www.mca.gov.in/mcafoportal/login.do
• Reaching out shareholders through calls/ e-Mails, whose
contact details are available and through divisional offices After registration, shareholders may ask to follow the
where ever possible. instruction and fill the particulars as laid down by the IEPF.
After filling the web form, submit the same by following
Transfer of shares to Investor Education and the instructions given by IEPF. On successful submission
Protection Fund (IEPF) Suspense Account the acknowledgment will be generated indicating Service
In terms of the applicable provisions of Section 124 (6) of the Request Number (SRN). This SRN is to be used for future
Companies Act, 2013 and read with the Investor Education communications and tracking the e-Form in the website.
and Protection Fund Authority (Accounting, Audit, Transfer
and Refund) Rules, 2016 (“IEPF Rules”), as amended from Printout of the duly filled e-Form IEPF - 5 along with
time to time, all shares in respect of which dividend/s are acknowledgment generated have to be submitted
not claimed for the last 7 consecutive years in respect of together with an Indemnity Bond in original, Copy of
any shareholder shall be transferred to the IEPF Suspense acknowledgment and self-attested copy of e-Form along
A/c as may be identified by the IEPF Authority. Subsequent with other documents as mentioned in the e-Form IEPF - 5
to such transfer of shares to “IEPF Authority”, all future to Shri Srinivasarao Maddirala, Nodal Officer (IEPF) of the
benefits which may accrue, on these shares, including future Bank in an envelope marked “Claim for refund from IEPF
dividend, will be credited to the said IEPF Authority only. Authority”. In the process general information about the
Bank which has to be provided are as under:
As per the said Rules, Bank is required to transfer all
shares in respect of which dividend has been unclaimed a) Corporate Identification L65110TN1916PLC001295
by the shareholders for FY 2012-13 for a period of seven Number (CIN) of Bank
consecutive years. Bank has sent individual communication b) Name of the Bank The Karur Vysya Bank Ltd
to the concerned shareholders whose shares are liable to c) Address of Registered & The Karur Vysya Bank Limited,
be transferred to IEPF Suspense a/c for taking appropriate Central Office of the Bank Investor Relations Cell,
action and submitting requisite documents to claim the Regd. & Central Office,
unclaimed dividend amount. Subsequently, a public notice No. 20, Erode Road, Vadivel Nagar,
was issued in Business Standard for all India Circulation and L.N.S, Karur- 639002.
Dinamalar in Trichy Edition covering Karur. e-Mail: [email protected]
Pursuant to the IEPF Rules, 59,518 shares in respect of

which unclaimed/unpaid dividend was not claimed from
2011-12 for seven consecutive years were transferred
96
Disclosure of details of Unclaimed Shares Suspense Account under Regulation 39(4) of Listing Regulations
Sl. Number of
Particulars No. of shares
No. shareholders
01 Aggregate Number of shareholders and the outstanding shares as on 01st April 2019 774 1,85,800
02 Less: No. of shareholders who approached the Bank for transfer of shares and to whom shares
8 56,538
were transferred during the fiscal 2019-20
03 Less: No. of Shares transferred to the IEPF authority in terms of Section 124(6) of the
16# 1,070
Companies Act, 2013
04 Aggregate Number of shareholders and the outstanding shares as on 31st March 2020 766 1,28,192
# Consequent to non claiming of dividends for a consecutive period of seven years, the shares of the respective shareholders, pertaining to the
unclaimed period of seven years, were transferred to IEPF Authority.
The voting rights on the above mentioned 1,28,192 shares shall remain frozen till the rightful owner of such shares
claims the same.
Declaration as required under Regulation 26(3) of the SEBI

(Listing Obligations and Disclosure Requirements) Regulations, 2015
The Members of the Board of Directors and Senior Management Personnel of the Bank have affirmed compliance with
the Code of Conduct of the Bank for the year ended March 31, 2020.
Place: Karur B Ramesh Babu

Date: August 19, 2020 Managing Director & Chief Executive Officer
97
CEO/CFO CERTIFICATION
We, J Natarajan, President & COO and T Sivarama Prasad, Chief Financial Officer, of The Karur Vysya Bank Limited
(the ‘Bank’) hereby certify that:
a) We have reviewed financial statements and the cash flow statement for the year ended March 31, 2020 and that to the
best of our knowledge and belief these statements:
i.
do not contain any materially untrue statement or omit any material fact or contain statements that
might be misleading;
ii. together present a true and fair view of the company’s affairs and are in compliance with existing accounting
standards, applicable laws and regulations.
b) There are, to the best of our knowledge and belief, no transactions entered into by the company during the year which
are fraudulent, illegal or in violation of the company’s code of conduct.
c) We accept responsibility for establishing and maintaining internal controls for financial reporting and we have evaluated
the effectiveness of internal control systems of the company pertaining to financial reporting and we have disclosed to
the auditors and the Audit Committee of the Board, deficiencies in the design or operation of such internal controls, if
any, of which we are aware and the steps we have taken or propose to take to rectify these deficiencies.
d) We have indicated to the auditors and the Audit Committee of the Board:
i. significant changes in internal control over financial reporting during the year;
ii. significant changes in accounting policies during the year and that the same have been disclosed in the notes to
the financial statements; and
iii. instances of significant fraud of which we have become aware and the involvement therein, if any, of the management
or an employee having a significant role in the company’s internal control system over financial reporting.
Yours faithfully,
J Natarajan T Sivarama Prasad

President & COO Chief Financial Officer
Place: Karur
Date: June 24, 2020
98
CERTIFICATE OF COMPLIANCE OF CONDITIONS

OF CORPORATE GOVERNANCE
To
The Members
CIN: L65110TN1916PLC001295
L.N.S. Karur – 639002
We, M/s Bapulal Yasar & Associates have examined the compliance of conditions of Corporate Governance by The Karur
Vysya Bank Limited (‘the Bank’) (CIN:L65110TN1916PLC001295) having Regd. & Central Office at No. 20, Erode Road,
Vadivel Nagar, L.N.S.,Karur - 639002 for the year ended March 31, 2020, as prescribed in Regulations 17 to 27, clauses (b)
to (i) of Regulation 46(2) and Paras C, D and E of Schedule V of Chapter IV of Securities and Exchange Board of India (Listing
Obligations and Disclosure Requirements) Regulations, 2015 (‘LODR’), (as amended).
We state that the compliance of conditions of Corporate Governance is the responsibility of the management and our
examination was limited to procedures and implementation thereof adopted by the Bank for ensuring the compliance
of the conditions of the Corporate Governance. It is neither an audit nor an expression of opinion on the financial
statements of the Bank.
In our opinion, and to the best of our information and according to the explanations given to us, we certify that the Bank
has complied with the conditions of Corporate Governance as stipulated in the above mentioned LODR.
We further state that such compliance is neither an assurance as to the future viability of the Bank nor the efficiency or
effectiveness with which the management has conducted the affairs of the Bank.
This certificate is issued solely for the purposes of complying with the aforesaid Regulations and may not be suitable for
any other purpose.
Note: Due to COVID – 19 pandemic throughout the nation and restrictions on physical movement enforced by Government
of India, we could not carry out physical verification of documents and we have relied on the information, facts, inputs
provided by the Bank to us through electronic means.
Place: Madurai For Bapulal Yasar & Associates

Date: August 19, 2020 Company Secretaries
UDIN: F005893B000603622
R.K.BAPULAL, FCS: 5893; CP: 3842
Senior Partner
99
CERTIFICATE OF NON-DISQUALIFICATION OF DIRECTORS

(Pursuant to Regulation 34(3) and Schedule V Para C clause (10)(i) of the SEBI
(Listing Obligations and Disclosure Requirements) Regulations, 2015 (as amended))
To
The Members,
CIN: L65110TN1916PLC001295
L.N.S., Karur – 639002
We, M/s. Bapulal Yasar & Associates have examined the relevant registers, records, forms, returns and disclosures received
from the Directors of M/s. The Karur Vysya Bank Limited (CIN: L65110TN1916PLC001295) having its Regd. & Central
Office at No. 20, Erode Road, Vadivel Nagar, L.N.S., Karur - 639002 (hereinafter referred to as “the Bank”), produced
before us for the purpose of issuing this Certificate, in accordance with Regulation 34(3) read with Schedule V Para-C
Sub clause 10(i) of the Securities Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations,
2015 (as amended).
In our opinion and to the best of our information and according to the verifications (including Directors Identification
Number (DIN) status and other data / information relating to the directors available at the portal www.mca.gov.in) as
considered necessary and explanations furnished to us by the Bank & its officers, we hereby certify that None of the
Directors on the Board of the Bank as stated below for the Financial Year ending on 31st March, 2020 have been
debarred or disqualified from being appointed or continuing as Director of Bank by the Securities and Exchange
Board of India, Ministry of Corporate Affairs, Reserve Bank of India or any such other Statutory Authority.
Sr. Name of Directors Date of Appointment

DIN
No. Sarvashri on Bank’s Board
1 N S SRINATH 01493217 29/06/2012

2 V G MOHAN PRASAD 00002802 15/06/2014
3 M K VENKATESAN 00032235 09/12/2014
4 A K PRABURAJ 07004825 09/12/2014
5 K L VIJAYALAKSHMI 07116809 22/03/2015
6 M V SRINIVASAMOORTHI 00694618 27/08/2015
7 K S RAVICHANDRAN 00002713 26/05/2016
8 R RAMKUMAR 00275622 25/06/2018
9 KG MOHAN 08367265 01/02/2020
10 P R SESHADRI $ 07820690 04/09/2017
11 SRIRAM RAJAN # 02162118 19/01/2019
$ Ceased to be a director of the Bank from 01/04/2020

# Ceased to be a director of the Bank from 09/11/2019
Ensuring the eligibility for the appointment/continuity of every Director on the Board is the responsibility of the
management of the Bank. Our responsibility is to express an opinion on these based on our verification. This certificate is
neither an assurance as to the future viability of the Bank nor of the efficiency or effectiveness with which the management
has conducted the affairs of the Bank.
Note: Due to COVID – 19 pandemic throughout the nation and restrictions on physical movement enforced by Government
of India, we could not carry out physical verification of documents and we have relied on the information, facts, inputs
provided by the Bank to us through electronic means.
Place: Madurai For Bapulal Yasar & Associates

Date: July 20, 2020 Company Secretaries
UDIN: F005893B000476077
R.K.BAPULAL, FCS: 5893; CP: 3842
Senior Partner
100
ANNEXURE - 1
FORM NO. MR-3

SECRETARIAL AUDIT REPORT
FOR THE FINANCIAL YEAR ENDED MARCH 31, 2020
(Pursuant to Section 204 (1) of the Companies Act, 2013 and rule No. 9 of the Companies (Appointment and
Remuneration of Managerial Personnel) Rules, 2014)
To 5.
The following Regulations, Guidelines and the
The Members, amendments thereon prescribed under the Securities
The Karur Vysya Bank Limited, and Exchange Board of India Act, 1992 (‘SEBI Act’):-
CIN: L65110TN1916PLC001295
No: 20, Erode Road, Vadivel Nagar, a) Securities and Exchange Board of India (Listing
L.N.S, Karur – 639 002 Obligations and Disclosure Requirements)
Regulations, 2015;
We have conducted the Secretarial Audit of the Compliance
of applicable statutory provisions and the adherence to b)
Securities and Exchange Board of India (Issue
good corporate practices by The Karur Vysya Bank Limited of Capital and Disclosure Requirements)
(hereinafter called the ‘Bank’) for the audit period covering Regulations, 2018;
the Financial Year ended March 31, 2020. Secretarial Audit
was conducted in a manner that provided us a reasonable c)
Securities and Exchange Board of India
basis for evaluating the corporate conducts/statutory (Substantial Acquisition of Shares and Takeovers)
compliances and expressing our opinion thereon. Regulations, 2011;
Based on our verification of the Bank’s books, papers, d)

Securities and Exchange Board of India (Share
minutes book, forms and returns filed and other records Based Employee Benefits) Regulations, 2014;
maintained by the Bank and also the information provided by
the Bank, its officers, agents and authorized representatives e) Securities and Exchange Board of India (Issue and
during the conduct of secretarial audit, we hereby report Listing of Debt Securities) Regulations, 2008;
that in our opinion, the Bank has, during the audit period
covering the financial year ended on March 31, 2020, f)
complied with the statutory provisions listed hereunder (Prohibition of Insider Trading) Regulations, 2015;
and also that the Bank has proper Board-processes and
compliance-mechanism in place to the extent, in the manner g)
and subject to the reporting made hereinafter: (Depositories and Participants) Regulations, 2018;
We have examined the books, papers, minutes book, forms h)

The Securities and Exchange Board of India
and returns filed and other records maintained by the Bank (Registrars to an Issue and Share Transfer Agents)
for the financial year ended on March 31, 2020, according Regulations, 1993 regarding the Companies Act
to the provisions of: and dealing with client; and
1.
The Companies Act, 2013 and the amendments i)
The Securities and Exchange Board of India
thereon (the Act) and the Rules made thereunder; (Bankers to the Issue) Regulations, 1994.
2.
The Securities Contracts (Regulation) Act, 1956 6. Following other applicable laws:
(‘SCRA’) and the Rules made thereunder;
a)
The Banking Regulation Act, 1949 and Rules,
3. The Depositories Act, 1996 and the Regulations and Notifications and Circulars issued by Reserve
Bye-laws framed thereunder; Bank of India from time to time;
4.
Foreign Exchange Management Act, 1999 and the b) The Reserve Bank of India Act, 1934;
rules and regulations made thereunder, including
the FDI Policy; c) The Banking Companies (Period of Preservation
of Records) Rules, 1985;
101
Annexure - 1 Karur Vysya Bank Annual Report 2019-20
d) The Banking Ombudsman Scheme, 2006; (ii) Adequate notice is given to all Directors to schedule the
Board Meetings, agenda and detailed notes on agenda
e)
Securitisation and Reconstruction of were sent at least seven days in advance, and a system
Financial Assets and Enforcement of Security exists for seeking and obtaining further information
Interest Act, 2002; and clarifications on the agenda items before and
at the meeting for meaningful deliberations and
f)
Recovery of Debts due to Bank & Financial participation at the meeting. Decisions of the Board/
Institution Act, 1993; Committee meetings are on consensus and results are
recorded in minutes with observations/directions if
g) The Insolvency and Bankruptcy Code, 2016; any made in respect of any agenda item.
h) The Bankers' Books Evidence Act, 1891; We further report that there are adequate systems and
processes in the Bank commensurate with the size and
i)
Credit Information Companies (Regulation) operations of the Bank to monitor and ensure compliance
Act, 2005; with applicable laws, rules, regulations and guidelines.
Directors of the Bank have furnished necessary declarations
j) Prevention of Money Laundering Act, 2002; & executed Deed of Covenants as required under extant
guidelines of Reserve Bank of India.
k)
The Deposit Insurance and Credit Guarantee
Corporation Act, 1961; We further report that during the Audit Period:
l)
Industrial Disputes (Banking and Insurance (i) The Bank has allotted 9,772 Equity Shares on April
Companies) Act, 1949; 30, 2019 out of shares held in abeyance pursuant to
provisions of the Act and the relevant Rules thereon
m) Information Technology Act, 2000; and SEBI Regulations.
n) Negotiable Instruments Act, 1881; and (ii)

The Bank has redeemed debentures (Subordinated
debt Tier II Capital) amounting to ` 150 Crore on
o) Insurance Regulatory and Development Authority September 25, 2019.
of India Act, 1999;
(iii) The Bank has received RBI authorisation for Import of
We have also examined compliance with the applicable gold/silver for the FY 2020-21.
clauses of the following:
(iv) The Bank has promptly paid the debenture interest with
(i)
The Companies Act, 2013 including Secretarial respect to the Unsecured, Non-Convertible, Redeemable
Standards issued by The Institute of Company Tier II Bonds on March 12, 2020.
Secretaries of India (ICSI) relating to the Board and
General Meetings. Note: Due to COVID – 19 pandemic throughout the
nation and restrictions on physical movement enforced
(ii) The Equity and Debt Listing Agreement and also SEBI by Government of India, we could not carry out physical
(Listing Obligations and Disclosure Requirements) verification of documents and we have relied on the
Regulations, 2015 entered into by the Bank with information, facts, inputs provided by the Bank to us
National Stock Exchange of India Limited, Mumbai. through electronic means.
We further report that,

For Bapulal Yasar & Associates
(i) The Board of Directors of the Bank is duly constituted Company Secretaries
with proper balance of MD & CEO/ Executive Director,
Non-Executive Directors and Independent Directors R.K.BAPULAL,
including a Woman Director. The Composition of Board Senior Partner
of Directors is in tune with the applicable provisions FCS: 5893
of the Banking Regulation Act, 1949, the Companies Place: Madurai CP: 3842
Act, 2013, the Listing Agreement and the SEBI (Listing Date: July 20, 2020 UDIN: F005893B000476088
Obligations and Disclosure Requirements) Regulations, Note: This Report is to be read with our Letter of even date which is annexed as
2015, as amended. The changes in the composition Annexure ‘A’ and forms an integral part of this Report.
of the Board of Directors that took place during the
period under review were carried out in compliance
with the applicable provisions.
102
ANNEXURE ‘A’
Our Report of even date is to be read along with the following:
1. Maintenance of Secretarial Records and Statutory Registers is the responsibility of the management of the Bank. Our
responsibility is to express an opinion on these Secretarial Records based on our audit.
2. We have followed the audit practices and processes as were appropriate to obtain reasonable assurance about the
correctness of the contents of the Secretarial Records. The verification was done on test basis to ensure that correct
facts are reflected in Secretarial Records. We believe that the processes and practices, we followed provide a reasonable
basis for our opinion.
3. We have not verified the correctness and appropriateness of financial records and Books of Accounts of the Bank.
4. Wherever required, we have obtained the Management representation about the Compliance of laws, rules and
regulations and happening of events etc.
5.
The compliance of the provisions of Corporate and other applicable laws, rules, regulations, standards is the
responsibility of management. Our examination was limited to the verification of procedures on test basis.
6. The Secretarial Audit report is neither an assurance as to the future viability of the Bank nor of the efficacy or
effectiveness with which the management has conducted the affairs of the Bank.
For Bapulal Yasar & Associates

Company Secretaries
R.K.BAPULAL,
Senior Partner
FCS: 5893
Place: Madurai CP: 3842
Date: July 20, 2020 UDIN: F005893B000476088
103
ANNEXURE - 2
FORM NO. MGT 9

EXTRACT OF ANNUAL RETURN AS ON 31.03.2020
(Pursuant to Section 92(3) of the Companies Act, 2013 and Rule 12(1) of the Companies (Management &
Administration) Rules, 2014)
I. REGISTRATION & OTHER DETAILS:

i CIN L65110TN1916PLC001295
ii Registration Date 22.06.1916
iii Name of the Company THE KARUR VYSYA BANK LTD
iv Category/Sub-category of the Company PUBLIC LIMITED COMPANY
v Address of the Registered Office & contact details NO. 20, ERODE ROAD,
VADIVEL NAGAR,
L.N.S., KARUR – 639002
Phone No: 04324-269441
Email: [email protected]
vi Whether listed company YES
vii Name, Address & contact details of the Registrar & Transfer Agent, if any. M/s. SKDC CONSULTANTS LIMITED,
KANAPATHY TOWERS, 3RD FLOOR,
1391/A-1, SATHY ROAD, GANAPATHY,
COIMBATORE - 641 006
Phone No: 0422- 2539835, 836
Email: [email protected]
Contact Person: Mr.K Jaya Kumar/
Mr. K S Ramachandran
II. PRINCIPAL BUSINESS ACTIVITIES OF THE COMPANY:

All the business activities contributing 10% or more of the total turnover of the company shall be stated
SL
Name and Description of main products / services NIC Code of the Product/service % to total turnover of the company
NO
1 Banking Services 64191 100%
III. PARTICULARS OF HOLDING, SUBSIDIARY AND ASSOCIATE COMPANIES: THE BANK HAS NO
HOLDING, SUBSIDIARY & ASSOCIATE COMPANY.
SL Holding/ Subsidiary/
Name and address of the Company CIN/GLN % of shares held Applicable Section
NO Associate
Not Applicable
104
IV. SHARE HOLDING PATTERN: (EQUITY SHARE CAPITAL BREAKUP AS % TO TOTAL EQUITY)
(i) Category-Wise Share Holding
Introduction
No. of Shares held at the beginning of the year No. of Shares held at the end of the year
(01.04.2019) (31.03.2020) % Change
Category of Shareholders during the
% of Total % of Total year
Demat Physical Total Demat Physical Total
Shares Shares
A. Promoters
(1) Indian
a) Individual/ HUF 1,66,51,624 0 1,66,51,624 2.08 1,68,91,603 0 1,68,91,603 2.11 0.03
Performance review
b) Central Govt 0 0 0 0.00 0 0 0 0.00 0

c) State Govt(s) 0 0 0 0.00 0 0 0 0.00 0
d) Bodies Corp. 0 0 0 0.00 0 0 0 0.00 0
e) Banks / FI 0 0 0 0.00 0 0 0 0.00 0
Statutory reports
f) Any other 0 0 0 0.00 0 0 0 0.00 0

Sub Total (A) (1) 1,66,51,624 0 1,66,51,624 2.08 1,68,91,603 0 1,68,91,603 2.11 0.03
(2) Foreign
a) NRI Individuals 0 0 0 0.00 0 0 0 0.00 0
b) Other Individuals 0 0 0 0.00 0 0 0 0.00 0
c) Bodies Corp. 0 0 0 0.00 0 0 0 0.00 0
Financial statements
d) Banks/FI 0 0 0 0.00 0 0 0 0.00 0

e) Any other 0 0 0 0.00 0 0 0 0.00 0
Sub Total (A) (2) 0 0 0 0.00 0 0 0 0.00 0
Total Shareholding of Promoter

1,66,51,624 0 1,66,51,624 2.08 1,68,91,603 0 1,68,91,603 2.11 0.03
( A) = (A)(1) + (A)(2)
B. Public Shareholding
1. Institutions
a) Mutual Funds/UTI 14,85,65,430 240 14,85,65,670 18.59 13,85,96,969 240 13,85,97,209 17.34 -1.25
b) Banks / FI 16,17,083 0 16,17,083 0.20 14,91,262 0 14,91,262 0.19 -0.02
c) Central Govt 0 0 0 0.00 0 0 0 0.00 0
d) State Govt(s) 0 0 0 0.00 0 0 0 0.00 0
e) Venture Capital Funds 0 0 0 0.00 0 0 0 0.00 0
f) Alternate Investment Funds 78,13,463 0 78,13,463 0.98 73,87,815 0 73,87,815 0.92 -0.05
g) Foreign Portfolio Investors -

14,46,57,692 0 14,46,57,692 18.10 17,25,40,292 0 17,25,40,292 21.59 3.49
Corporate
105
h) Insurance Companies 3,13,08,167 0 3,13,08,167 3.92 3,47,52,002 0 3,47,52,002 4.35 0.43
No. of Shares held at the beginning of the year No. of Shares held at the end of the year
106
(01.04.2019) (31.03.2020) % Change
Category of Shareholders during the
% of Total % of Total year
Demat Physical Total Demat Physical Total
Annexure - 2
Shares Shares
i) Foreign Venture Capital Investors 0 0 0 0.00 0 0 0 0.00 0
j) Others (specify) 0 0 0 0.00 0 0 0 0.00 0
Foreign Financial Institutions/ 1,71,065 4680 1,75,745 0.02 0 60 60 0.00 -0.02
Banks
Foreign Banks 770 0 770 0.00 0 0 0 0.00 0
Sub-total (B)(1) 33,41,33,670 4,920 33,41,38,590 41.80 35,47,68,340 300 35,47,68,640 44.38 2.58
2. Non-Institutions
a) Bodies Corporates
i) Indian 2,94,86,824 61,251 2,95,48,075 3.70 1,67,46,587 22,965 1,67,69,552 2.10 -1.60
ii) Overseas 0 0 0 0.00 0 0 0 0.00 0
b) Individuals
i) Individual shareholders holding 18,18,80,462 1,18,61,779 19,37,42,241 24.24 17,84,21,750 1,06,18,525 18,90,40,275 23.65 -0.59
nominal share capital upto ` 1
lakh
ii) Individual shareholders holding
nominal share capital in excess 19,42,47,613 58,73,984 20,01,21,597 25.04 19,33,78,624 42,56,223 19,76,34,847 24.73 -0.31
of ` 1 lakh
c) Others (specify)
Directors & their Relatives 3,89,385 0 3,89,385 0.05 3,34,884 0 3,34,884 0.04 -0.01
Trusts 3,00,399 0 3,00,399 0.04 2,69,936 0 2,69,936 0.03 0.00
Non Resident Indians 87,92,177 9,629 88,01,806 1.10 78,68,890 9,780 78,78,670 0.99 -0.12
Clearing Members 36,41,628 0 36,41,628 0.46 45,03,564 0 45,03,564 0.56 0.11
Hindu Undivided Families 1,10,88,040 0 1,10,88,040 1.39 1,03,39,276 0 1,03,39,276 1.29 -0.09
Investors Education and Protection 7,01,762 0 7,01,762 0.09 7,61,280 0 7,61,280 0.10 0.01
Fund Authority
Unclaimed Suspense Account 1,85,800 0 1,85,800 0.02 1,28,192 0 1,28,192 0.02 -0.01
Sub-total (B)(2) 43,07,14,090 1,78,06,643 44,85,20,733 56.11 41,27,52,983 1,49,07,493 42,76,60,476 53.50 -2.61
Total Public Shareholding (B) =

76,48,47,760 1,78,11,563 78,26,59,323 97.92 76,75,21,323 1,49,07,793 78,24,29,116 97.89 -0.03
(B)(1)+(B)(2)
C. Shares held by Custodian for
0 0 0 0 0 0 0 0 0
GDRs & ADRs
Grand Total (A+B+C) 78,14,99,384 1,78,11,563 79,93,10,947 100.00 78,44,12,926 1,49,07,793 79,93,20,719 100.00 0
(ii) Shareholding of Promoters and Promoters Group
Shareholding at the beginning of the year Shareholding at the end of the year
(01.04.2019) (31.03.2020)
% of change in
SL % of Shares % of Shares shareholding
Shareholder’s Name % of total % of total
NO Pledged/ Pledged / during the
No. of Shares Shares of the No. of Shares Shares of the year
encumbered encumbered to
company company
to total shares total shares
1 A J SURIYANARAYANA 28,50,292 0.36 51.61 28,70,292 0.36 58.02 -
SURIYANARAYANA A J
2 20,34,807 0.25 - 20,34,807 0.25 - -
(HUF)
3 A S SUDHA 5,10,647 0.06 - 5,10,647 0.06 - -
4 JAYANTHKRISHNA A S 3,24,802 0.04 - 3,24,802 0.04 - -
5 VARUNPRASAD A S 3,24,802 0.04 - 3,24,802 0.04 - -
6 A J VIJAYA 6,06,015 0.08 - 6,06,015 0.08 - -
7 NIRMALA 5,34,355 0.07 16.47 5,34,355 0.07 16.47 -
8 ANURADHA C B 3,66,997 0.05 - 3,66,997 0.05 - -
9 G RAJASEKARAN 16,45,272 0.21 43.52 16,65,272 0.21 43.54 -
10 G RAJASEKARAN (HUF) 4,22,242 0.05 - 4,22,242 0.05 - -
11 R NAGESWARI 11,78,343 0.15 5.60 11,93,343 0.15 6.29 -
12 R RAMKUMAR 3,81,753 0.05 17.29 5,02,761 0.06 14.92 0.02
13 R RAMKUMAR (HUF) 4,54,723 0.06 - 4,54,723 0.06 - -
14 R ARCHANA 6,56,533 0.08 - 6,56,533 0.08 - -
15 SRIMATHI E 1,00,039 0.01 84.67 1,00,039 0.01 - -
16 G MANI 10,76,444 0.13 - 10,76,444 0.13 - -
17 G MANI (HUF) 4,19,485 0.05 - 4,19,485 0.05 - -
18 SHYAMALA A 9,666 - - 9,666 - - -
19 M K VENKATESAN 3,68,643 0.05 35.81 3,68,643 0.05 35.81 -
20 M K VENKATESAN (HUF) 3,89,761 0.05 - 3,89,761 0.05 - -
21 M V USHA 2,94,292 0.04 - 2,94,292 0.04 - -
22 ISWARRYA V 35,747 - - 35,747 - - -
23 PRAJEETH M V 2,87,824 0.04 - 2,87,824 0.04 - -
24 M K SRINIVASAN 4,89,236 0.06 50.07 4,89,236 0.06 50.07 -
25 NIRMALA B 10,393 - - 10,393 0.00 - -
26 SUGUNA LEELA K 176 - - 176 - - -
27 M V SRINIVASAMOORTHY 2,14,368 0.03 99.81 2,14,368 0.03 99.81 -
28 S NIRUPAMA 3,57,068 0.04 99.78 4,17,040 0.05 85.43 0.01
29 SHRUTHI M S 34,400 - - 34,400 - - -
30 A K PRABURAJ 89,866 0.01 95.19 89,866 0.01 95.19 -
31 A P PREETHA 63,740 0.01 43.52 63,740 0.01 43.52 -
32 A P NETRA
PRIYADHARSHINI 220 - - 470 - - -
33 A P MITRA
220 - - 470 - - -
PRIYAMVATHA
107
Shareholding at the beginning of the year Shareholding at the end of the year
(01.04.2019) (31.03.2020)
% of change in
SL % of Shares % of Shares shareholding
Shareholder’s Name % of total % of total
NO Pledged/ Pledged / during the
No. of Shares Shares of the No. of Shares Shares of the year
encumbered encumbered to
company company
to total shares total shares
34 A V KANDASWAMY 62,796 0.01 - 62,796 0.01 - -

35 A K KASTHURI 55,657 0.01 - 59,156 0.01 - -
Total 1,66,51,624 2.08 21.33 1,68,91,603 2.11 21.84 0.03
(iii) Change in Promoters and Promoters Group Shareholding (Please Specify, if there is No Change)
Shareholding at the Cumulative Shareholding
beginning of the year during the year
(01.04.2019) Increase/ (31.03.2020)
SL Name of Promoter/Promoter
Date # Decrease in Reason
NO Group % of total % of total
Shareholding
No. of shares shares of the No. of shares shares of the
Company Company
1 A J SURIYANARAYANA 28,50,292 0.36 13.03.2020 20,000 Transfer 28,70,292 0.36

2 SURIYANARAYANA A J (HUF) 20,34,807 0.25 20,34,807 0.25
3 A S SUDHA 5,10,647 0.06 5,10,647 0.06
4 JAYANTHKRISHNA A S 3,24,802 0.04 3,24,802 0.04
5 VARUNPRASAD A S 3,24,802 0.04 No Change 3,24,802 0.04
6 A J VIJAYA 6,06,015 0.08 6,06,015 0.08
7 NIRMALA 5,34,355 0.07 5,34,355 0.07
8 ANURADHA C B 3,66,997 0.05 3,66,997 0.05
9 G RAJASEKARAN 16,45,272 0.21 31.03.2020 20,000 Trasfer 16,65,272 0.21
10 G RAJASEKARAN (HUF) 4,22,242 0.05 No Change 4,22,242 0.05
11 R NAGESWARI 11,78,343 0.15 31.03.2020 15,000 Transfer 11,93,343 0.15
14.06.2019 1,11,006 Transfer
12 R RAMKUMAR 3,81,753 0.05 5,02,761 0.06
31.03.2020 10,002 Transfer
13 R RAMKUMAR (HUF) 4,54,723 0.06 4,54,723 0.06
14 R ARCHANA 6,56,533 0.08 6,56,533 0.08
15 SRIMATHI E 1,00,039 0.01 1,00,039 0.01
16 G MANI 10,76,444 0.13 10,76,444 0.13
17 G MANI (HUF) 4,19,485 0.05 4,19,485 0.05
18 SHYAMALA A 9,666 - 9,666 -
19 M K VENKATESAN 3,68,643 0.05 3,68,643 0.05
20 M K VENKATESAN (HUF) 3,89,761 0.05 No Change 3,89,761 0.05
21 M V USHA 2,94,292 0.04 2,94,292 0.04
22 ISWARRYA V 35,747 - 35,747 -
23 PRAJEETH M V 2,87,824 0.04 2,87,824 0.04
24 M K SRINIVASAN 4,89,236 0.06 4,89,236 0.06
25 NIRMALA B 10,393 - 10,393 -
26 SUGUNA LEELA K 176 - 176 -
27 M V SRINIVASAMOORTHY 2,14,368 0.03 2,14,368 0.03
108
Shareholding at the Cumulative Shareholding

beginning of the year during the year
(01.04.2019) Increase/ (31.03.2020)
SL Name of Promoter/Promoter
Date # Decrease in Reason
NO Group % of total % of total
Shareholding
No. of shares shares of the No. of shares shares of the
Company Company
06.03.2020 31,971 Transfer
28 S NIRUPAMA 3,57,068 0.04 13.03.2020 14,000 Transfer 4,17,040 0.05

20.03.2020 14,001 Transfer
29 SHRUTHI M S 34,400 - 34,400 -
30 A K PRABURAJ 89,866 0.01 No Change 89,866 0.01
31 A P PREETHA 63,740 0.01 63,740 0.01
32 A P NETRA PRIYADHARSHINI 220 - 09.08.2019 250 Transfer 470 -
33 A P MITRA PRIYAMVATHA 220 - 09.08.2019 250 Transfer 470 -
34 A V KANDASWAMY 62,796 0.01 No Change 62,796 0.01
21.06.2019 1,000 Transfer
35 A K KASTHURI 55,657 0.01 16.08.2019 1,500 Transfer 59,156 0.01

21.02.2020 999 Transfer
Total 1,66,51,624 2.08 1,68,91,603 2.11
# Date of transfer has been considered as the date on which the beneficiary position was provided by Depositories to the Bank.
(iv) Shareholding Pattern of Top Ten Shareholders (Other than Directors, Promoters and Holders of GDRS and
ADRS)
Shareholding at the beginning Change in Cumulative Shareholding during

of the year (01.04.2019) Shareholding the year (31.03.2020)
SL Increase/
Name of Shareholder % of total % of total
NO Decrease in
No. of shares shares of the Date # Reason No. of shares shares of the
Shareholding
Company Company
(No. of Shares)
12.04.2019 (2,15,877) Transfer

26.04.2019 (59,086) Transfer
17.05.2019 1,50,000 Transfer
21.06.2019 2,52,698 Transfer
28.06.2019 50,760 Transfer
12.07.2019 36,888 Transfer
ICICI PRUDENTIAL 26.07.2019 49,060 Transfer
1 MUTUAL FUND 3,92,61,075 4.91 3,93,57,695 4.92
(Under various Scheme) 06.12.2019 (1,96,044) Transfer
20.12.2019 (1,15,419) Transfer
03.01.2020 (8,95,463) Transfer
17.01.2020 (61,312) Transfer
07.02.2020 7,36,914 Transfer
21.02.2020 1,13,501 Transfer
28.02.2020 2,50,000 Transfer
10.05.2019 (5,20,000) Transfer
FRANKLIN TEMPLETON
2 MUTUAL FUND 3,78,27,940 4.73 17.05.2019 (10,00,000) Transfer 3,58,07,940 4.48
(Under various Scheme) 24.05.2019 (5,00,000) Transfer
109

SL Increase/
NO Decrease in
Shareholding
Company Company
(No. of Shares)
24.05.2019 13,73,110 Transfer
31.05.2019 55,55,890 Transfer

14.06.2019 3,71,000 Transfer
27.09.2019 53,836 Transfer
30.09.2019 1,27,000 Transfer
04.10.2019 3,75,000 Transfer
11.10.2019 3,31,000 Transfer
NTASAIN DISCOVERY
3 2,21,49,089 2.77 3,42,49,089 4.28
MASTER FUND 18.10.2019 3,49,850 Transfer
25.10.2019 2,47,000 Transfer
01.11.2019 2,73,300 Transfer
08.11.2019 10,26,614 Transfer
15.11.2019 5,47,000 Transfer
22.11.2019 1,69,400 Transfer
13.03.2020 10,50,000 Transfer
20.03.2020 2,50,000 Transfer
02.08.2019 1,14,00,000 Transfer
09.08.2019 16,50,000 Transfer
27.09.2019 5,50,000 Transfer
JHUNJHUNWALA 20.12.2019 3,50,000 Transfer
4 2,00,33,516 2.51 3,35,83,516 4.20
RAKESH RADHESHYAM
27.12.2019 (4,00,000) Transfer
31.01.2020 (20,00,000) Transfer
27.03.2020 20,00,000 Transfer
05.04.2019 14,29,000 Transfer
12.04.2019 12,40,000 Transfer
19.04.2019 17,81,543 Transfer
26.04.2019 11,07,000 Transfer
HDFC TRUSTEE
5 COMPANY LIMITED 2,41,57,675 3.02 03.05.2019 2,37,000 Transfer 3,22,52,309 4.03
(Under various Scheme) 10.05.2019 7,56,000 Transfer
17.05.2019 5,16,581 Transfer
30.08.2019 27,510 Transfer
18.10.2019 10,00,000 Transfer
OLYMPUS INDIA
6 HOLDINGS LIMITED 2,33,27,768 2.92 No Change 2,33,27,768 2.92
110

SL Increase/
NO Decrease in
Shareholding
Company Company
(No. of Shares)
13.09.2019 1,30,88,453 Transfer

13.12.2019 26,34,783 Transfer
20.12.2019 6,26,764 Transfer
DOVETAIL INDIA FUND
7 15,00,000 0.19 2,28,87,649 2.86
(Under Various Scheme) 17.01.2020 2,50,000 Transfer
07.02.2020 44,50,000 Transfer
14.02.2020 3,37,649 Transfer
13.09.2019 4,00,000 Transfer
20.09.2019 6,59,570 Transfer
30.09.2019 1,00,000 Transfer
04.10.2019 4,46,819 Transfer
11.10.2019 1,53,181 Transfer
27.12.2019 67,119 Transfer
8 ASISH DHAWAN 1,39,40,430 1.74 1,96,00,180 2.45
31.12.2019 2,32,881 Transfer
03.01.2020 13,00,000 Transfer
07.02.2020 12,00,000 Transfer
14.02.2020 41,201 Transfer
21.02.2020 8,58,799 Transfer
28.02.2020 2,00,180 Transfer
31.05.2019 5,00,000 Transfer
RELIANCE CAPITAL
TRUSTEE COMPANY 21.06.2019 (3,85,000) Transfer
9 1,71,36,809 2.14 1,77,51,809 2.22
LIMITED 09.08.2019 4,00,000 Transfer
(Under Various Scheme)
27.03.2020 1,00,000 Transfer
19.04.2019 (8,00,000) Transfer
HDFC STANDARD LIFE 10.05.2019 (2,00,000) Transfer

INSURANCE COMPANY
10 1,51,95,113 1.90 09.08.2019 20,00,000 Transfer 1,60,00,000 2.00
LIMITED
(Under various Scheme) 10.01.2020 (87,956) Transfer
31.01.2020 (1,07,157) Transfer
31.05.2019 (53,00,000) Transfer
SAIF INDIA HOLDING 12.07.2019 (20,000) Transfer

11 1,85,15,729 2.32 - -
LIMITED 09.08.2019 (21,00,000) Transfer
13.09.2019 (1,10,95,729) Transfer
111
(v) Shareholding Of Directors and Key Managerial Personnel:

Shareholding at the beginning Shareholding at the end of
Change in
of the year the year
Shareholding
Name of the (01.04.2019) (31.03.2020)
SL Director and KMP
Increase/
NO Sarvashri % of total % of total
Decrease in No. of
No. of shares shares of the Date # Reason shares of the
Shareholding shares
Company Company
(No. of Shares)
1 N S SRINATH 3,463 - 3,463 -
No Change
2 P R SESHADRI, EX-MD & CEO * 2,860 - 2,860 -
3 DR V G MOHAN PRASAD 1,46,180 0.02 27.03.2020 (50,000) Transfer 96,180 0.01
4 M K VENKATESAN 7,58,404 0.09 7,58,404 0.09
5 A K PRABURAJ 89,866 0.01 89,866 0.01
6 SMT K L VIJAYALAKSHMI 3,207 - No Change 3,207 -
7 M V SRINIVASAMOORTHI 2,14,368 0.03 2,14,368 0.03
8 DR K S RAVICHANDRAN 3,248 - 3,248 -
14.06.2019 1,11,006 Transfer
9 R RAMKUMAR 8,36,476 0.10 9,57,484 0.12
31.03.2020 10,002 Transfer
10 SRIRAM RAJAN ^ - - 24.05.2019 2,500 Transfer NA NA
11 KG MOHAN $ NA NA NA NA NA 2,500 -
KEY MANAGERIAL PERSONNEL
06.03.2020 5,013 Transfer
J NATARAJAN,
12 23,030 - 20.03.2020 4,000 Transfer 37,043 -
(President & COO)
31.03.2020 5,000 Transfer
02.08.2019 1,000 Transfer
09.08.2019 1,000 Transfer
T SIVARAMAPRASAD, 06.03.2020 2,000 Transfer
13 29,419 - 36,419 -
(General Manager & CFO)
27.03.2020 1,000 Transfer
31.03.2020 2,000 Transfer
M SRINIVASARAO,
14 (Company Secretary) 2,860 - No Change 2,860 -
* Relived from the Bank at the close of working office hours on 31.03.2020.
^ Relived from the Bank at the close of working office hours on 08.11.2019.
$ Co-opted as Additional Director of the Bank w.e.f 01.02.2020
112
V. Indebtedness:
Indebtedness of the Company Including Interest Outstanding/Accrued but Not due for Payment
Secured Loans excluding Unsecured Total

Particulars
deposits (in `) Loans * (in `) Indebtedness (in `)
INDEBTEDNESS AT THE BEGINNING OF THE FINANCIAL YEAR
i) Principal Amount 3,90,44,17,075.58 11,71,36,09,000.00 15,61,80,26,075.58
ii) Interest due but not paid 0.00 0.00 0.00
iii) Interest accrued but not due 16,85,817.00 6,44,76,408.62 6,61,62,225.62
Total (i+ii+iii) 3,90,61,02,892.58 11,77,80,85,408.62 15,68,41,88,301.20
CHANGE IN INDEBTEDNESS DURING THE FINANCIAL YEAR
* Addition 14,19,74,32,02,738.59 28,59,43,247.78 14,20,02,91,45,986.36
* Reduction 14,19,68,48,07,730.84 4,18,00,24,000.00 14,23,86,48,31,730.84
Net Change 5,83,95,007.75 -3,89,40,80,752.22 -3,83,56,85,744.47
INDEBTEDNESS AT THE END OF THE FINANCIAL YEAR
i) Principal Amount 3,96,28,12,083.33 7,81,95,28,247.78 11,78,23,40,331.11
ii) Interest due but not paid 0.00 0.00 0.00
iii) Interest accrued but not due 1,35,39,528.00 3,27,77,184.00 4,63,16,712.00
Total (i+ii+iii) 3,97,63,51,611.33 7,85,23,05,431.78 11,82,86,57,043.11
*(i) excluding NOSTRO Accounts-Outside India since its not considered as borrowing &
(ii) Overdrawings from BANKS not considered for the Workings
VI. Remuneration of Directors and Key Managerial Personnel:

A. Remuneration to Managing Director, Whole-Time Directors and/or Manager:
SL Total
Particulars of Remuneration Name of MD/ WTD/ Manager
NO Amount (in `)
1 Gross salary
(a) Salary as per provisions contained in section 17(1) of the Income-tax 1,08,00,000
Act, 1961
(b) Value of perquisites u/s 17(2) Income-tax Act, 1961 9,25,073
(c) Profits in lieu of salary under section 17(3) Income- tax Act, 1961 NIL
2 Stock Option NIL
3 Sweat Equity NIL
4 Commission
P R SESHADRI EX-MD&CEO
- as % of profit NA
- others, specify
5 Others, please specify
1. Bank's Contribution to Provident Fund 10,80,000
2. Entertainment Allowance 1,20,000
3. Encashment of PL 15,60,000
Total (A) 1,44,85,073
Ceiling as per the Act: See Note

NOTE: In terms of Provisions of the Companies Act, 2013 the remuneration payable to MD&CEO shall not exceed 5% of netprofit of the Bank. The remuneration
paid to MD&CEO is within the said limit. Remuneration is approved by RBI.
113
B. Remuneration to Other Directors:
114
Sl. No Particulars of Remuneration Name of the Directors (Sarvashri)
Annexure - 2
1 Independent N S Srinath V G Mohan Smt K L Vijyalakshmi K S Ravichandran Sriram Rajan KG Mohan Total Amount
Directors (Part-time Prasad
Chairman)
(a) Fee for attending board/ 5,95,000 4,55,000 6,30,000 5,25,000 3,85,000 70,000
26,60,000 27,40,000
committee meetings * 8,20,000 2,40,000 8,20,000 6,20,000 2,00,000 40,000
(b) Commission NOT APPLICABLE
(c ) Others, please specify-
10,16,129 10,16,129
Honorarium/Salary
Total (1) 24,31,129 6,95,000 14,50,000 11,45,000 5,85,000 1,10,000 36,76,129 27,40,000
MV
2 Other Non Executive Directors M K Venkatesan A K Praburaj R Ramkumar Total Amount
Srinivasamoorthi
(a) Fee for attending board/ 6,30,000 6,30,000 5,60,000 6,30,000

24,50,000 28,20,000
committee meetings * 6,80,000 6,80,000 7,00,000 7,60,000
(b) Commission NOT APPLICABLE
(c ) Others, please specify. NOT APPLICABLE
Total (2) 13,10,000 13,10,000 12,60,000 13,90,000 24,50,000 28,20,000

Total Managerial
61,26,129 55,60,000
Remuneration (1+2)
Overall Ceiling as per the Act See Note
Note: In terms of Provisions of the The Companies Act, 2013 the remuneration payable to Directors other than Executive Director shall not exceed 1% of Netprofit. The Directors were paid only sitting fees for
attending Board/Committee meetings. The remuneration paid is well within the said limit.
@ The Honorarium Paid to Part-time Chairman of the Bank was approved by RBI and by the shareholders in the Annual General Meeting held on 18.07.2019.
* Sitting fee for attending Board Meeting ` 35,000 & Sitting fee for attending Committee Meeting ` 20,000.
C. Remuneration to Key Managerial Personnel other than MD/Manager/WTD:
SL Company Total Amount

Particulars of Remuneration President&COO GM&CFO
NO Secretary (in `)
1 Gross salary
(a) Salary as per provisions contained in section 17(1) of 47,51,174 25,81,100 21,73,260 95,05,534
the Income-tax Act, 1961
(b) Value of perquisites u/s 17(2) Income-tax Act, 1961 2,12,566 1,26,122 1,26,837 4,65,524
(c) Profits in lieu of salary under section 17(3) Income- NIL NIL NIL NIL
tax Act, 1961
2 Stock Option NIL NIL NIL NIL

3 Sweat Equity NIL NIL NIL NIL
4 Commission
- as % of profit NA NA NA NA
- others, specify
5 Others, please specify - Bank's Contribution to 1,32,104 NIL 82,884 2,14,988
Provident Fund
Total (A) 50,95,844 27,07,222 23,82,981 1,01,86,047
VII. Penalties/Punishment/Compounding of Offences:
Details of Penalty / Authority Appeal made,

Section of the Brief
Type Punishment/ [RD / NCLT/ if any
Companies Act Description
Compounding fees imposed COURT] (give Details)
A. COMPANY
Penalty
Punishment
Compounding
B. DIRECTORS
Penalty
NIL
Punishment
Compounding
C. OTHER OFFICERS IN DEFAULT
Penalty
Punishment
Compounding
115
ANNEXURE - 3
The ratio of the remuneration of each Director to the median employee’s remuneration and other details in terms of
sub-section 12 of Section 197 of the Companies Act, 2013 read with Rule 5(1) of the Companies (Appointment and
Remuneration of Managerial Personnel) Rules, 2014:
I. The ratio of the remuneration of each Director to the median remuneration of the employees of the financial year:-
Name of Executive Director/Chairman Ratio of Remuneration to median remuneration of all employees *
Shri P R Seshadri, Ex-Managing Director & CEO$ 19.31x
Shri N S Srinath, Non-Executive Independent (Part-time) Chairman 1.35x
$ Demitted Office at the close of Office hours on March 31, 2020
II. The percentage increase in remuneration of each Director, CFO, CEO, CS in the financial year:-
Name of Executive Director/Chairman/Key Managerial Personnel Percentage increase in the remuneration in the FY 2019-20 *
Executive Director/Chairman
Shri P R Seshadri, Ex-Managing Director & CEO$ 12.30x
Shri N S Srinath, Non-Executive Independent (Part-time) Chairman 33.33x
Key Managerial Personnel
Shri J Natarajan, President & COO 29.22%
Shri T Sivarama Prasad, GM&CFO 8.01%
Shri Srinivasa Rao Maddirala, Company Secretary 24.34%
* No remuneration is paid to Non-Executive Directors except Part-time Chairman other than the Sitting Fees for attending Board/Committee meetings. The
Sitting Fees paid to Non-Executive Directors is not considered for calculation of median remuneration.
III. The percentage increase in the median remuneration Managerial Personnel is in line with the market trends
of employees in the financial year:- and industry benchmarks of the peer group Banks.

Median remuneration of the employees in the VI.
Affirmation that the remuneration is as per the
financial year was increased by 12.86% as compared to remuneration policy of the Bank:-
previous FY 2018-19.
The Bank has Board approved Compensation Policy,
IV.
The number of permanent employees on the which is in line with the RBI guidelines. We affirm
rolls of the Bank:- that the remuneration paid to employees is as per the
Compensation Policy of the Bank.

The Bank has 7,363 permanent employees as on
March 31, 2020. Notes:
• ‘x’ denotes the median remuneration of the employees in
V. Average percentile increase already made in the salaries
the Financial Year.
of employees other than the managerial personnel
in the last financial year and its comparison with the
• Remuneration in case of MD & CEO & Non-Executive
percentile increase in the managerial remuneration
Independent (Part-time) Chairman are regulated by
and justification thereof and point out if there are
Reserve Bank of India Guidelines and as approved by the
any exceptional circumstances for increase in the
Reserve Bank of India.
managerial remuneration:-
• For calculation of the percentage increase in remuneration

Average remuneration increase for Non-Managerial
of Shri N S Srinath, Non-Executive Independent
Personnel of the Bank was 8.76% in the FY 2019-20.
(Part-time) Chairman in the FY 2019-20 (i.e. from May
27, 2019 to March 31, 2020) and the remuneration paid
The average percentage increase in the remuneration
to Shri B Swaminathan, Non-Executive Independent
paid to the Managerial Personnel is 16.08%. The
(Part-time) Chairman during the period April 2018 to
said marginal increase in the remuneration paid to
January 2019 is annualised.
116
Details of top ten employees of the Bank in terms of remuneration drawn pursuant to Sec 197 of the Companies Act, 2013 read with Rule 5(2) of the
Companies (Appointment & Remuneration of Managerial Personnel) Amendment Rules, 2016 for the Year ended March 31, 2020:
Introduction
a) Date of Commencement
of Employment
Remuneration
Sr. Name Experience b) Nature of Employment, Last
Designation Qualification Age Received
No. Sarvashri No. of years whether Employment
Amount `
contractual or
otherwise;
B.E. (Electrical),
a) September 4, 2017
Performance review
1 Seshadri P R Ex-MD & CEO$ PGDM (Management) 56 1,44,85,073 27 BFC Bank Limited
b) Whole Time
(IIM Bengaluru)
Mocherla Durga M.Com., A.C.A., Cert. Prog.in a) April 9, 2018 Commercial Bank
2 General Manager & CRO 55 56,81,458 30
Ramesh Murthy IT&Cyber Security b) Regular International (CBI Bank)
B.Sc (Chemistry), P.G.Cert. in
Thathai Narayan Business Management, Cert. a) November 10, 2017 Equitas Small Finance
3 General Manager - Treasury 57 51,13,073 35
Statutory reports
Seetharaman IT&Cyber Sec.- Senior Mgmt, b) Regular Bank

C.A.I.I.B.
a) April 27, 1983
4 Natarajan J President & COO M.A. (Economics), C.A.I.I.B. 59 50,95,844 37 -
b) Regular
B.Com, M.B.A, Cert.IT & a) January 7, 2019 Kotak Mahindra
5 Dolphy Jose General Manager - NEO 50 49,09,100 28
Cyber Sec.- Senior Mgmt b) Regular Bank Ltd
a) N
ovember 28, 2018
General Manager - Head

6 Gururaja Rao S B.Com, L.L.B. F.C.S., C.A.I.I.B. 57 48,38,702 33 till March 24, 2020 Axis Bank Ltd
Liability
b) Contract
General Manager - Head - a) August 30, 2019
7 Mahendran K B.Com, M.B.A (Marketing) 54 43,49,242 32 Bank of Nova Scotia
Precious Metals Division b) Regular
Anantha Kumar a) February 15, 1984
8 Chief General Manager M.Com 59 42,97,217 36 -
GS b) Regular
L.L.B., M.A. (Sociology), a) August 31, 1994
9 Balaji S Chief General Manager 59 42,75,665 37 Syndicate Bank
C.A.I.I.B. b) Regular
B.Com, PG Dip.in Business a) May 9, 2019

10 Nitin Rangaswami A Deputy General Manager - NEO 40 40,52,704 16 Kotak Mahindra Bank
Admn. b) Regular
Notes:
None of the above employees holds 2% or more of the paid-up share capital of the Bank as on March 31, 2020 and none of the above employees is a relative of any Director of the Bank.
117
ANNEXURE - 4
Annual Report on Corporate Social Responsibility (CSR) Activities
A brief outline of the Bank’s CSR policy, including overview (ii)

promoting education, including special education
of projects or programs proposed to be undertaken. & employment enhancing vocation skills especially
among children, women, elderly & the differently abled
KARUR VYSYA BANK LIMITED’S CSR POLICY: and livelihood enhancement projects;
Your Bank understands the challenges faced by the
environment in this contemporary world. The objective (iii)
promoting gender equality, empowering women,
is to pro-actively support and to bring meaningful and setting up homes and hostels for women and orphans;
measurable impact in the lives of socially, physically and setting up old age homes, day care centres and such
economically challenged communities. The Bank is grateful other facilities for senior citizens and measures for
to the society that has supported it in its journey of growth reducing inequalities faced by socially and economically
and development. backward groups;
The Founders’ values and ethos are embedded in the Bank’s (iv)
ensuring environmental sustainability, ecological
principles and policies. Their vision for your Bank is that balance, protection of flora & fauna, animal welfare,
apart from being a good institution providing financial agroforestry, conservation of natural resources &
assistance to the people where it operates, the Bank also maintaining quality of soil, air and water including
has the duty to serve in every aspect in improving the socio- contribution to the Clean Ganga Fund set-up by the
economic conditions of the ordinary people. Central Government for rejuvenation of river Ganga;
The Founders of the Bank were conscious about CSR much (v)
protection of national heritage, art and culture
before CSR originated as a concept. This can be seen from including restoration of buildings and sites of historical
one of the article contained in MOA and AOA incorporated importance and works of art; setting up public
in 1916 which is as under: libraries; promotion & development of traditional
and handicrafts;
“Every year the Bank has to appropriate a sum out of the
net profits of the year at the rate of one rupee for every (vi) measures for the benefit of armed forces veterans, war
one hundred rupees for the purpose of Charity which shall widows and their dependents;
be added to the charity fund. The Board of Directors shall
utilize the amounts which are lying in the Charity Fund (vii) training to promote rural sports, nationally recognised
account for charitable purpose.” sports, Paralympic sports and Olympic sports;
The Bank’s CSR mission is to contribute to the social and (viii)

contribution to the Prime Minister's National
economic development of the community. Through a series Relief Fund or any other fund set up by the Central
of interventions the Bank seeks to mainstream economically, Government for socio-economic development & relief
physically & socially challenged groups and to draw them into and welfare of the Scheduled Caste, the Scheduled
the cycle of growth, development & empowerment. At the Tribes, other backward classes, minorities and women;
core of this is its commitment to reach out to marginalized
communities through its Sustainable Livelihood Initiatives. (ix)
contribution to incubators funded by Central
Government or State Government or any Agency or
Your Bank not only ensures compliance with statutory Public Sector Undertaking of Central Government
requirements but also showcases efforts to go beyond. or State Government, contributions to public funded
Universities, Indian Institute of Technology (IITs),
KEY AREAS UNDER CSR: National Laboratories and Autonomous Bodies
(i)
eradicating hunger, poverty and malnutrition, (established under the auspices of Indian Council of
promoting preventive health care and sanitation Agricultural Research (ICAR), Indian Council of Medical
including contribution to the Swachh Bharat Kosh Research (ICMR), Council of Scientific and Industrial
set-up by the Central Government for the promotion Research (CSIR), Department of Atomic Energy (DAE),
of sanitation and making available safe drinking water; Defence Research and Development Organization
(DRDO), Department of Science and Technology (DST),
118
Ministry of Electronics and Information Technology OVERVIEW OF ACTIVITIES:

(MEIT) engaged in conducting research in science, In line with the CSR policy and in accordance of Schedule
technology, engineering and medicine aimed at VII of the Companies Act, 2013, your Bank contributed to
promoting Sustainable Development Goals (SDGs) various activities during the year, the details of which are
briefly as under:
(x) rural development projects;
(a) Promoting Preventive Health Care (including Swachh
(xi) Slum area development; and Bharat), Sanitation, Education & empowering Women;
(xii) Disaster Management including relief, rehabilitation, (b) Social Business Projects, Art & Culture;
and reconstruction works
(c) Ensuring Environment Sustainability, Promoting sports
YOUR BANK FOCUS AREAS UNDER CSR: and Rural development.
(a)
Promotion of sanitation through construction of
toilets in educational institutions with particular focus
WEB-LINK TO THE CSR POLICY:
on institutions for girls, providing sanitary napkin
The CSR Policy as recommended by the CSR Committee and
dispensers and incinerators in educational institutions;
as approved by the Board is available on the Bank’s website
contribution to the Swachh Bharat Kosh of the
viz., URL: https://www.kvb.co.in/docs/csr_policy.pdf
Central Government;
COMPOSITION OF CSR COMMITTEE:
(b)
Promoting preventive healthcare, providing clean
As per the requirements of the Sec 135 of the Companies
drinking water by way of setting up RO plants,
Act, 2013 and Companies (Corporate Social Responsibility
especially in rural centres;
Policy) Rules, 2014, the Bank has constituted the CSR
Committee and the Committee met three times during the
(c)
Support to education through construction of
year under report.
classrooms, providing classroom equipment like
benches, computers, laboratory equipment,
MEMBERS OF THE COMMITTEE AS ON
sports facilities & equipment and livelihood
31ST MARCH, 2020:
enhancement projects;
1.
Shri. P R Seshadri, MD & CEO, Chairman
of the Committee*
(d) Promotion of sports by sponsoring sporting events at
various levels; providing financial support to budding
2.
Shri. M K Venkatesan, Non-Executive
sports persons;
(e)
Promotion of arts and culture by sponsoring
3.
Shri. A K Praburaj, Non-Executive
events featuring dance and music and facilities for
senior citizens;
4.
Smt CA K L Vijayalakshmi, Non-Executive
(f)
Protection of environment, animal welfare and its
Independent Director
sustainability by developing green parks, gardens etc.,
at various important public locations like educational
5.
Shri. Dr K S Ravichandran, Non-Executive
institutions, public libraries, bus / railway stations;
Independent Director
(g)
Contributions towards benefits of armed forces
* Shri. P R Seshadri, Ex-MD & CEO has been relieved from
veterans, war widows and their dependents; and
the services of the Bank at the close of office hours on
31st March 2020.
(h) Any other project found suitable and falling within the
definition of CSR activity as spelt out under Schedule
Average Net Profits for the three Immediately Preceding
VII of the Companies Act, 2013.
Years: ` 569.02 Cr
Prescribed CSR Expenditure (Two Per Cent of the

amount as above): ` 11.38 Cr
119
DETAILS OF CSR SPENT DURING THE FINANCIAL YEAR

a) Total amount to be spent for the financial year: ` 11.38 Cr. The Bank has spent ` 6.07 Cr
b) Amount unspent: ` 5.31 Cr
c) Manner in which the amount spent is as detailed below:
S No CSR Project or Sector in which Projects or Programs Amount Amount Spent on the Cumulative Amount Spent:
Activity Identified the Project is Covered (1) Local Area or other Outlay Projects or Programs Expenditure Direct or
(2) Specify the State (Budget) Subheads: Upto the Through
and District where Project or (1) Direct Reporting Implementing
Projects or Programs Program Expenditure on Period Agency
was Undertaken Wise Projects or Programs (` In Lakh)
(` In Lakh) (2) Overheads
(` In Lakh)
(1) (2) (3) (4) (5) (6) (7) (8)
Education, Promoting Preventive

Vocational skills Health Care,
& livelihood Sanitation, Eradicating Direct and
enhancement, Hunger, Poverty, Tamilnadu, Andhra through
1 741.76 476.19 1484.72
Health, Malnutrition, Pradesh, Karnataka Implementing
Empowering Education & Agency
Women, Technology empowering Women, Safe
Incubator drinking water
Social Business Project,
Arts, Social
Art & Culture, protection Tamilnadu and
2 Business 41.11 21.64 200.48 Direct
of National Heritage and Maharashtra
Responsibility
facilities for senior citizens
Ensuring Environment
Direct and
Sports & Sustainability, animal
Tamilnadu, through
3 Environmental welfare, 184.68 109.56 292.15
Karnataka Implementing
related projects Promoting sports,
Agency
Rural development
Prime Minister’s Prime Minister’s National Direct and
National Relief Relief Fund, Benefit of Govt of India, through
4 0.30 0.30 1000.30
Fund, Army welfare Armed force veterans, War Tamilnadu Implementing
CSR fund widows and dependents Agency
967.85 607.69 2977.65
REASONS FOR NOT SPENDING PRESCRIBED CSR EXPENDITURE:

During the year under review, your Bank has to spend ` 11.38 crores for its CSR activities. Bank has identified projects
worth of ` 9.67 Crores and is still in process of identifying projects for ` 1.71 Crores. Out of this identified projects, a sum
of ` 6.07 crores was spent towards various CSR initiatives during the year. Moreover, a sum of ` 8.12 crores was spent out
of the provision made against unspent portion of CSR budget for the previous year (FY 2018-19). Thus total CSR spending
during the current financial year was ` 14.19 crores effectively. This amount also includes a sum of ` 5.00 crores that was
provided for in the previous financial year towards contribution to the Prime Minister’s National Relief Fund.
For the current financial year 2019-20, the Bank could spend only ` 6.07 crores against the amount to be spent of ` 11.38
crores. Bank has made provision for the remaining amount to be spent i.e. a sum of ` 5.31 Crores for FY 19-20. This
provision has been made to provide for various projects identified by your Bank and is in various stages of implementation
/ consideration as also includes the unidentified projects budget. This amount will be judiciously used during the ensuing
financial year to ensure maximum good to the welfare of society and attainment of Sustainable Development Goals.
In the COVID – 19 scenario, your Bank has undertaken various initiatives that are aimed at improving the sanitation, general
health and well-being of the public besides containing the spread of the virus. Efforts will continue to support any activity
that will help to keep the spread in control.
OUR CSR RESPONSIBILITY:

We hereby affirm that the Corporate Social Responsibility Policy approved by the Board, has been implemented and CSR
Committee monitors the implementation of the CSR projects/activities in compliance with our CSR objectives of the Bank.
M K VENKATESAN N S SRINATH
MEMBER OF THE CSR COMMITTEE CHAIRMAN OF THE BANK
120
ANNEXURE - 5
Business Responsibility Report 2019-20
Section A: General Information about the Bank

1 Corporate Identity Number (CIN) of the company L65110TN1916PLC001295
2 Name of the Company The Karur Vysya Bank Limited

Registered & Central Office,
3 Registered address No. 20, Erode Road, Vadivel Nagar,
L.N.S., Karur - 639002
4 Website www.kvb.co.in
5 e-Mail ID [email protected]
6 Financial Year reported 2019-20

National Industrial Classification 2008
Sector(s) that the Company is engaged in (industrial activity Section K – Financial and Insurance Activities
7 Code: 64191 – Banking & Financial Services
code-wise)
The company governed by the Banking Regulations Act, 1949.
• Deposits
8 Three key products/services of the Bank (as in balance sheet) • Loans
• Foreign Exchange, Investment & Treasury
Total Number of Locations where Business Activity is

9
Undertaken by the Company
(i) Number of International Locations NIL
(ii) Number of National locations 810 Branches as on March 31, 2020 #
Markets served by the Company-Local/State/National/ National: Pan India

10
International
#
including Asset Recovery Branches & Corporate Business Units
Section B: Financial Details of the Bank

1 Paid-up capital (` in Crore) 159.86
2 Total turnover (` in Crore) 7144.60
3 Total profit after Taxes (` in Crore) 235.02
4 CSR spend as percentage of profit after tax (%) 2.58%
5 List of CSR activities in which expenditure has been incurred The Bank undertakes various CSR activities in accordance with
the “Corporate Social Responsibility Policy” viz., Art & Education,
Preventive healthcare & Sanitation, Eradicating Hunger, Poverty,
Malnutrition, Technology incubators, Promoting Sports. Disclosure of
information on CSR activities is made in the Annual report 2019-20 as
per the provisions of the Companies act 2013.
121
Section C: Other details

1 Company subsidiaries/joint-ventures NIL
2 Subsidiaries participating in Company’s Business NA
Responsibility (BR) initiatives
3 Other entities (e.g. suppliers, distributors etc.) participating NIL
in Company’s BR initiatives
Section D (1): Business Responsibility Information

1.a Details of Director responsible for implementation of BR policies
Director Identification Number (DIN) DIN: 01493217
Name Shri N S Srinath
Designation Non-Executive Independent (Part-time) Chairman
1.b Details of BR Head
Director Identification Number (DIN)- (if applicable) NA
Name Shri K V S M Sudhakar
Designation Chief Compliance Officer
BR Head (Telephone number) +914324-269233
BR Head (e-Mail ID) [email protected]
Section D (2): BR Information – Principle-wise (as per NVGs) BR Policy/Policies (Yes/No)

P1 P2 P3 P4 P5 P6 P7 P8 P9
1 Do you have policy/policies for …. Y Y Y Y Y Y NA Y Y
2 Has the policy being formulated in consultation with the Y Y Y Y Y Y NA Y Y
relevant stakeholders?
3 Does the policy conform to any national/international Y Y Y Y Y Y NA Y Y
standards? If yes, specify?
Y Y Y Y Y Y NA Y Y
All policies have been developed after detailed consultations and research
on the best practices adopted by banks and in line with the requirements
of RBI guidelines, listing agreement with stock exchange, the Companies
Act, 2013 and rules made thereunder or as per the requirements of the
Bank.
4 Has the policy being approved by the Board? If yes, has Y Y Y Y Y Y NA Y Y
it been signed by MD/Owner/CEO/Appropriate Board
Director? All policies are approved by the Board of Directors or Committee of the
Board of Directors or senior management of the Bank
5 Does the company have a specified committee of the Y Y Y Y Y Y NA Y Y
Board/Director/Official to oversee the implementation of
the policy?
6 Indicate the link for the policy to be viewed online? Y Y Y Y Y Y NA Y Y
https://www.kvb.co.in/regulatory-disclosures/fair-practices-banking-
codes-overview/banking-codes-policies/.The remaining policies other
than that are available on the Bank website are being internal documents
are only available to the employees through the Bank’s intranet.
7 Has the policy been formally communicated to all relevant Y Y Y Y Y Y NA Y Y
internal and external stakeholders?
Policies that are related to external stake holders are hosted on the Banks’
website and other Policies related to internal stake holders are available
on the Bank’s intranet.
122
Section D (2): BR Information – Principle-wise (as per NVGs) BR Policy/Policies (Yes/No)

8 Does the company have in-house structure to implement Y Y Y Y Y Y NA Y Y
the policy/policies?
9 Does the Company have a grievance redressal mechanism Y Y Y Y Y Y NA Y Y
related to the policy/policies to address stakeholders’
grievances related to the policy/policies?
10 Has the company carried out independent audit/ Y Y Y Y Y Y NA Y Y
evaluation of the working of this policy by an internal or
All policies are subject to audits and reviews done internally in the Bank
external agency?
from time to time.
Section D (2): BR Information - Principle-wise (as per NVGs) BR Policy/Policies (Yes/No) – Not Applicable
The Bank has P1 P2 P3 P4 P5 P6 P7 P8 P9
1 Not understood the principles - - - - - - - - -
2 Not at a stage where it finds itself in a position to formulate - - - - - - - - -
and implement the policies on specified principles
3 Does not have financial or manpower resources available - - - - - - - - -

for the task
4 Planned to be done within next 6 months - - - - - - - - -
5 Planned to be done within the next 1 year - - - - - - - - -
6 Other reasons - - - - - - $ - -
$ - While there is no specific policy outlined for this principle, the Bank through trade bodies and associates puts through suggestions with respect to Economy in
general and Banking sector in particular.
# Principle-wise policies
P1 Compliance Policy, Whistle Blower Policy, Anti Money Laundering Policy, Vigilance Policy, HRD Policy, Procurement Policy, Policy on
Outsourcing of Financials, Code of Bank’s Commitment to Customers, Customer Rights Policy, Grievance Redressal Policy, Code of
Bank’s Commitment to Micro and Small Enterprise, Code of Conduct and Ethics, Code of Conduct and Conflict of Interest Norms in
respect of Board of Directors, Code of Conduct for Direct Selling Agents, Policy on Related Party Transactions, Code of Practices and
Procedures for Fair Disclosure of Unpublished Price Sensitive Information (UPSI), Policy on criteria for determining Materiality of
events.
P2 Code of Bank’s Commitment to Micro and Small Enterprise, Credit Policy (SME Priority Sector exposures), Policy for lending to Micro
Small & Medium Enterprises (MSMEs), e-Waste Management Policy.
P3 Remuneration Policy, Staff Housing Loan Policy, Staff Rules and Guidelines (covering leave policy, insurance benefits, superannuation
scheme etc.), Policy on Prevention of Sexual Harassment, Policy on Safety for Women at Workplace, Policy on Human Rights, HRD
Policy and Vigilance Policy.
P4 Code of Bank’s Commitment to Micro and Small Enterprise, Corporate Social Responsibility Policy, Credit Policy (SME Priority Sector
exposures), Policy for lending to Micro Small & Medium Enterprises (MSMEs).
P5 Policy on Human Rights, Code of Conduct and Ethics, HRD Policy, IT Policy, Vigilance Policy.
P6 Financial Inclusion practices, MSME Policy, Corporate Social Responsibility Policy, Business Continuity Plan and Disaster Recovery
Policy (BCPDR).
P7 NIL
P8 Code of Bank’s Commitment to Customers, Policy on outsourcing of financial services, Information Systems Security Policies, Corporate
Social Responsibility Policy.
P9 Code of Bank’s Commitment to Customer, Citizen’s Charter – A Charter for Customer Service, Customer Rights Policy.
123
SECTION D (3): BR Governance

3.a Indicate the frequency with which the Board of Directors, Annually
Committee of the Board or CEO to assess the BR performance of
the Company. Within 3 months, 3-6 months, Annually, More than
1 year
3.b Does the Company publish a BR or a sustainability Report? What The Bank annually publishes its BR Report as part of its Annual
is the hyperlink for viewing this report? How frequently it is Report https://www.kvb.co.in/investor-corner/annual-general-
published? meeting/agm-business-report/
SECTION E: PRINCIPLE-WISE PERFORMANCE human resources with business goals. The Bank has
Principle 1: Businesses should conduct and also adopted Code of Conduct and Conflict of Interest
govern themselves with ethics, transparency and Norms in respect of Board of Directors to guide the
accountability Board members in ensuring highest ethical standards
in managing the affairs of the Bank.
1.
Does the policy relating to ethics, bribery and
corruption cover only the company? Yes/No. Does
The Bank has adopted ‘Model Code of Conduct for
it extend to the Group/Joint Ventures/Suppliers/
Direct Selling Agents’ and is applicable to all persons
Contractors/NGOs/Others?
involved in marketing and distribution of any loan or
other financial product of the Bank.

The Bank has put in place a Code of Conduct and
Ethics which is applicable to all its employees. The

Similarly the Bank in its procurement policy has
Code articulates the ethical principles and acceptable
stipulated code of business conduct and ethics
behaviour that the Bank’s employees are expected
expected from employees and suppliers. The Bank has
to demonstrate to uphold the Bank’s values. The
executive level Committees viz., Product Development
Code covers aspects related but not limited to
Committee, Standing Committee on Customer Service,
ethics, accountability, conflict of interest, bribery
Staff Accountability Committee and Outsourcing
and corruption. The Bank has put in place a Vigilance
Committee to enforce these principles. Further various
policy relating to ethics/bribery/corruption which is
Board level committees such as Audit Committee,
applicable to all its employees. The Bank has adopted
Customer Service Committee, CSR Committee,
a “zero tolerance” approach to bribery and corruption
etc., to review the policies periodically and take
and employees who commit such acts are dealt
necessary actions to protect behavioural and ethical
firmly by imposing deterrent punishments as per the
standards in operations.
provisions of bi-partite settlement (workmen) and
Discipline and Appeal Regulation (Officers).
2. How many stakeholder complaints have been received
in the past financial year and what percentage was

The Bank’s HRD policy-vision document highlights
satisfactorily resolved by the management?
building of a strong team with integrity and aligning
KVB established various channels for its stakeholders to communicate their expectations/concerns. The details of the
stakeholder complaints during the FY 2019-20 are as below:
Pending as on March 2019-20 % of cases resolved Pending as on March

31, 2019 Received Redressed satisfactorily 31, 2020
Customer Complaints 10 556 563 95.58% 3

Investor Complaints 0 160 160 100.00% 0
Consumer cases 23 12 2 5.71% 33
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Investor’s grievances are redressed either directly by process, led by the Central Procurement Unit, the Bank
Investor Relation Cell of the Bank or through Bank’s strives to achieve greater transparency, compliance &
Registrar and Transfer Agents, M/s SKDC Consultants Ltd, adoption of environmental and best practices.
Coimbatore. Complaints received on SCORES (a centralised
web-based complaint redress system of SEBI) are attended 4. Has the company taken any steps to procure goods
within stipulated time. The Bank conducts meeting of and services from local & small producers, including
Standing Committee on customer service as per RBI communities surrounding their place of work?
guidelines to review the customer service aspects prevalent
in the Bank and to take necessary corrective action on an (a) If yes, what steps have been taken to improve their
on-going basis. capacity and capability of local and small vendors?
Principle 2: Businesses should provide goods and The nature of banking sector is service oriented and
services that are safe and contribute to sustainability not material resource intensive. However, the Bank
throughout their life cycle procures locally the daily use items and services such
as stationery, food and beverages and local transport.
1. List up to 3 of your products or services whose design
It works with most local vendors to align them with the
has incorporated social or environmental concerns,
Bank’s procurement requirements and standards.
risks and/or opportunities.
5.
Does the company have a mechanism to recycle
Considering the nature of the business of the bank
products and waste? If yes what is the percentage
and the products/initiatives, the banking products are
of recycling of products and waste (separately as
not directly related to environmental concerns, risks
<5%, 5-10%, >10%).
and opportunities. During the reporting period, the
Bank focused on Digitisation of its process on banking

The waste generated at its offices are managed as
products, to cater the needs of different classes of
per the waste disposal process and e-waste materials
customers, which incorporates social or environmental
generated due to upgradation/replacement of
concerns, risks and opportunities;
existing components like computers, modems,
printers, UPS and etc., are disposed as per the e-waste
a)
Digital Banking Products –Online Account
management policy.
Opening, KVB-Next, KVB DLite, Self Registration
of Internet Banking, e-Receipt for ATM
All obsolete IT hardware items are sold to the vendors
Transactions, Enhancements in LOS and etc.,
who are certified for E-waste management under
Govt. of India. Further, we also procure under buy-back
b) Financial Inclusion Products - KVB Grama Jyothi,
model where the same OEM will take back the same
KVB Kalpatharu, KVB JanDhan Yojna and etc.,
who are reputed in the market.
c) Loan Products - SOLAR Pump Agri Term Loan,
Principle 3: Businesses should promote the wellbeing
PMJDY Over Drafts, Joint Liability Group (JLG)
of all employees
and other Central and State Governments
sponsored schemes and flagship programs. 1. Please indicate the Total number of employees.
2. For each such product, provide the following details in Total No. of employees as on March 31, 2020 - 7935
respect of resource use (energy, water, raw material
etc.) per unit of product (optional): 2. Please indicate the Total number of employees hired
on temporary/contractual/casual basis.
Not Applicable

Total number of employees hired on temporary/
3.
Does the Company have procedures in place for contractual/casual basis - 716
sustainable sourcing (including transportation)?
3.
Please indicate the Number of permanent

(a)
If yes, what percentage of your inputs was
women employees.
sourced sustainably?

No. of permanent women employees as on March

Given that the Banking sector’s primary product
31, 2020 – 2175
offering is financial services, the Bank does not have
any raw material requirements. The primary resources
4. Please indicate the Number of permanent employees
consumed for its day-to-day operations are paper,
with disabilities.
grid electricity, water from municipal sources, and
diesel, for DG sets in locations with erratic availability
No. of permanent employees with disabilities - 16
of electricity. Through a centralised procurement
125
5. Do you have an employee association that is recognised The Bank continues to focus on skilling all its employees
by management? with the requisite knowledge and skill. The Bank
has training centres where various function-related

Yes, KVB Officers Association (KVBOA) and KVB training programmes, designed to meet the changing
Employees Union (KVBEU) are recognised employee skill requirements of its employees are conducted.
associations. The Bank respects the right of ‘Freedom These training programmes include orientation
of Association’. The Bank ensures that all employee sessions for new employees, programmes conducted
grievances are received and addressed promptly. by various skill-enhancing, role specific functional
academies, leadership mentoring programmes and
6.
What percentage of your permanent employees is other management development programmes for mid-
members of this recognised employee association? level and senior executives. In addition to classroom
training, e-learning programmes are also available
92.13% for employees.
7. Please indicate the Number of complaints relating to Principle 4: Businesses should respect the interests
child labour, forced labour, involuntary labour, sexual of and be responsive towards all stakeholders,
harassment in the last financial year and pending, as on especially those who are disadvantaged, vulnerable
the end of the financial year. and marginalised.
1.
Has the company mapped its internal and external
No of complaints No of complaints stakeholders? Yes/No
No. Category filed during pending as on end
the FY20 of the FY20

Yes. Customers are segmented into Corporate,
01 Child labour/ Retail customers and members of the Bank. Human
forced labour/ Nil Nil Resources Department looks after the interest of the
involuntary labour Bank Employees.
02 Sexual harassment Nil Nil
03 Discriminatory 2.
Out of the above, has the company identified the
Nil Nil disadvantaged, vulnerable & marginalised stakeholders?
employment
The Bank is guided by Reserve Bank of India (RBI)

8. What percentage of your under mentioned employees
prescribed guidelines on priority sector lending,
were given safety & skill up-gradation training
lending to small and marginal farmers, lending to
in the last year?
weaker section etc., and government-led initiatives to
improve access to financial services, to disadvantaged,
(a) Permanent Employees – 63.65 %
vulnerable and marginalised stakeholders.
(b) Permanent Women Employees – 72.69%
3. Are there any special initiatives taken by the company
to engage with the disadvantaged, vulnerable and
Casual/Temporary/Contractual Employees – 98.50%
(c)
marginalised stakeholders?
(d) Employees with Disabilities – 31.25% (Most of

Under Financial Inclusion, the Bank is rendering
them belong to physically handicapped category,
services to the disadvantaged, rural/semi-urban section
Polio affected and they were given training along
of the society by providing basic banking services at
with other employees).
their doorstep. The Bank is also extending service to
the Senior Citizens by distributing the eligible Pension
Employee health and safety is of prime importance and
through the Banking Correspondents in their locality.
the Bank conducts robust and periodic training like
In order to create awareness among rural and semi-
advanced and basic fire safety training, first aid, Cardio
urban populations about the need for banking and to
Pulmonary Resuscitation (CPR) training, evacuation
inculcate savings habits, the Bank has conducted 182
related training for floor marshals and employees
Financial Literacy campaigns through branches.
across offices & branches. Periodic fire evacuation
drills were conducted at the office locations as well
The Bank is taking steps to enable easier access to the
as branches to sensitise employees about fire safety
Bank’s branches and ATMs for the physically challenged
norms and regulations. The Bank has tie-ups with
through provision of ramps and is also providing facility
vendors to educate and demonstrate use of fire-
for the visually challenged to transact through talking
fighting equipment to branch staff.
‘Braille’ keypad enabled ATMs.
126
Principle 5: Businesses should respect and promote (A) ‘KVB-Next’ - Moves from the age of Paper to
human rights Digital. Major number of loan products are
covered under the KVB-Next System for the
1.
Does the policy of the company on human rights
convenience of customers which has resulted in
cover only the company or extend to the Group/Joint
customers receiving quick decisions through a tab
Ventures/Suppliers/ Contractors/NGOs/Others?
based application. It saves papers, movement of
documents and the time consumed.

The Bank’s philosophy/policies ensure non-
discrimination among employees in all its dealings

(B)
Multi channel digital delivery of banking
with employees and grievance redressal mechanisms
products through - Net Banking, Mobile Banking,
are put in place. The Bank is committed to uphold
conversion of statements into e-Statements,
the dignity of every individual engaged or associated
paperless account opening, e-slip for ATM
with them. The Bank also seeks to ensure that there
transactions, paperless internet banking user
is no discrimination in selection of suppliers and
creation, Password Generation and numerous
vendors and has put in place a grievance redressal
other initiatives via paperless transactions
mechanism for the same.

(C)
IT Initiatives - Automated server and desktop
2. How many stakeholder complaints have been received
shutdown to reduce consumption of energy,
in the past financial year and what percent was
Video conferencing, Video chatting to reduce
satisfactorily resolved by the management?
emissions as a result of air travel, Responsible
e-Waste disposal methods.

No complaints have been received from the
stakeholders during the reporting period with
3.
Does the company identify and assess potential
respect to Human Rights violations from internal or
environmental risks? Yes/No
external stakeholders.
The Bank is aware of the potential environmental risks
Principle 6: Business should respect, protect and
and participates in initiatives as mentioned above
make efforts to restore the environment
to address the environmental concerns. The Bank
1. Does the policy related to Principle 6 cover only the complies with applicable environmental regulations in
company or extends to the Group/Joint Ventures/ respect of its premises and operations.
Suppliers/Contractors/NGOs/others.
4. Does the company have any project related to Clean

The aspects outlined under this Principle are not Development Mechanism? Also, if yes, whether any
substantially relevant to the Bank given the nature environmental compliance report is filed?
of its business. The Bank complies with applicable
environmental regulations in respect of its premises The above question is not applicable to the Bank as it is
and operations. Further, the Bank participates in not a manufacturing company.
initiatives towards addressing environmental issues.
5.
Has the company undertaken any other initiatives

The CSR policy of the Bank includes Environment on - clean technology, energy efficiency, renewable
Sustainability as one of its focus areas. The Bank has energy, etc. Yes/No. If yes, please give hyperlink
undertaken several CSR initiatives with positive direct for web page etc.
environmental impact or towards creating awareness
among stakeholders, in areas of skill development &
The major resources consumed at the Bank are
sustainable livelihoods, education, primary healthcare grid electricity and paper. KVB undertakes various
& sanitation, Promotion of national heritage, Art initiatives for energy conservations at its premises.
& Culture, Promoting sports, Rural Development Some of such initiatives are discussed below:
Projects and financial literacy programs.
• Alternative and Renewable Energy - (i) KVB owns
2.
Does the company have strategies/initiatives to 850 KW Wind Turbine Generator at Govindanagaram
address global environmental issues such as climate village, Theni District in Tamil Nadu. 13, 97,312 units
change, global warming, etc? If yes, please give of power were generated during the fiscal and the
hyperlink for webpage etc. same were utilised for its Registered & Central
Office at Karur and also at its Divisional Office,
The Bank constantly aims to reduce the impact on the Chennai premises. (ii) Installation of ATMs with solar
environment by identifying ways to optimise resource powered/Lithium UPS Batteries.
consumption in its operations by promoting
127
• Energy Efficiency – The bank has undertaken (a) Indian Banks Association (IBA)
various energy efficiency improvement initiatives
for energy conservations across all its premises by (b)
Fixed Income Money Market and Derivatives
installing LED lights in phased manner. VRF (Variant Association (FIMMDA)
Refrigerant Flow) AC Units have been installed at
back offices in Chennai, Mumbai and other Metro (c)
Foreign Exchange Dealers Association
centres to save electricity by energy conservation of India (FEDAI)
technology. During the year under report, Bank
has spent `1.38 Crore towards procuring of energy (d) Federation of Indian Chambers of Commerce and
conservation equipments. Industry (FICCI)
• Waste Management - e-Waste of the bank are 2.

Have you advocated/lobbied through above
disposed-off through authorised vendors as per associations for the advancement or improvement of
the banks policy. public good? Yes/No; if yes specify the broad areas
(drop box: Governance and Administration, Economic
• ‘KVB-Next’ - Moves from the age of Paper to Reforms, Inclusive Development Policies, Energy
Digital. Major number of loan products are covered security, Water, Food Security, Sustainable Business
under the KVB-Next System for the convenience of Principles, Others)
customers which has resulted in customers receiving
quick decisions through a tab based application. The Bank, through trade bodies and associations, puts
It saves papers, movement of documents and forth a number of suggestions with respect to the
the time consumed. economy in general and the banking sector in particular.
• ‘Online Account Opening’ - customers can open the Principle 8: Businesses should support inclusive
account by themselves at their convenience. growth and equitable development
1.
Does the company have specified programmes/
• ‘KVB DLite’ an updated version of the existing
initiatives/projects in pursuit of the policy related
mobile banking solution which offers bunch of
to Principle 8.
new facilities.

The Bank has put in place ‘Corporate Social
• ‘Self-Registration of Internet Banking’ - enabled the
Responsibility Policy’ to guide its efforts on CSR
customers of the bank to create Internet Banking
initiatives that contribute to inclusive growth and
by themselves which reduces usage of paper and
equitable development. The Bank’s primary CSR
the time consumed.
philosophy rests on purpose driven approach to create
a meaningful and measurable positive impact on the
• ‘E-Receipt for ATM Transactions’ - an eco-friendly
lives of economically, physically and socially challenged
measure to reduce paper usage.
communities of the country by supporting initiatives
aimed at creating conditions suitable for sustainable
6. Are the Emissions/Waste generated by the company
livelihood in these communities.
within the permissible limits given by CPCB/SPCB for
the financial year being reported?

The Bank has undertaken several CSR initiatives
with positive direct environmental impact or
Not Applicable.
towards creating awareness among stakeholders,
in areas of health care and education, sanitation,
7.
Number of show cause/legal notices received from
sustainable livelihoods, promoting sports, protection
CPCB/SPCB which are pending (i.e., not resolved to
of culture, environment sustainability, buildings of
satisfaction) as on end of Financial Year.
national heritage etc.,
None
2.
Are the programmes/projects undertaken through
in-house team/own foundation/external NGO/
Principle 7: Businesses, when engaged in influencing
government structures/any other organisation?
public and regulatory policy, should do so in a
responsible manner

The Bank undertakes CSR programmes/projects
1. Is your company a member of any trade and chamber directly and with the assistance of implementation
or association? If yes, Name only those major ones that through supplementary agencies.
your business deals with:
128
3. Have you done any impact assessment of your initiative? 2.

Does the company display product information on
the product label, over and above what is mandated
Periodic reviews are undertaken for bigger projects as per local laws? Yes/No/Not Applicable/Remarks
(additional information).
4.
What is your company’s direct contribution to
community development projects - Amount in INR and
As the Bank operates in a highly customer-
the details of the projects undertaken. focused sector, product-related transparency and
communications are of highest priority to it. In line
The Bank has spent ` 6.07 crore in FY 2019-20 and with the guidelines of the Reserve Bank of India
made a further provisioning of ` 5.31 crore for the and service standards set by the Banking Codes and
remaining amount to be spent. The details of the Standards Board of India (BCSBI), the Bank provides
projects undertaken are as follows: transparent information on its products through its
website (www.kvb.co.in) and at its branches. This
1. Makeover of Old Amaravathi Bridge as Walkers includes details on product features, service charges
path - ` 0.54 Lakh (Budget ` 1.75 Crore); and fees applicable. Interest rates are published and
updated on the website as and when there is a change
2.
Construction of kitchen and dining hall for in interest for various deposit/loan schemes. The Bank
providing free food at Penugonda - ` 2.00 Crore; provides sufficient data to customers to understand
their eligibility, applicable interest rates and service
3. Construction of class rooms for KVBOA School - charges for consumer loan products. SMS alerts
` 11.00 lakhs (Budget ` 33.00 Lakh); are sent to customers when any charges or fees are
triggered or levied to their account.
4.
Construction of public toilet at Penugonda
- ` 15.00 Lakh; 3.
Is there any case filed by any stakeholder against
the company regarding unfair trade practices,
5.
Hospital equipment to Government GH, irresponsible advertising and/or anti-competitive
Coimbatore - ` 29.50 Lakh; behaviour during the last five years and pending as on
end of financial year?
6.
Computers to Vasavi Vidyalaya School,
Coimbatore - ` 15.41 Lakh; Nil.
7.
Construction of School block in Municipal 4.
Did your company carry out any consumer survey/
Government Higher Secondary School, Karur consumer satisfaction trends?
- ` 2.25 Crore;
Yes, The Bank continuously measures the satisfaction
5. Have you taken steps to ensure that this community levels of its customers with respect to its products and
development initiative is successfully adopted services. The customers can submit their feedback
by the community? at branches, post it on website, or express them in
customer meetings held regularly. The feedbacks

The Community development initiatives are driven received from customers are analysed and implemented
by its five-pronged approach towards CSR-promote, to improve the service levels and attributes of various
Invest, Engage, Collaborate and Monitor. The CSR products offered to the customers. The Top Executives
Policy guides the Bank in ensuring that its initiatives of the Bank visit the customers regularly to understand
are mapped to the focus areas and are relevant, the satisfaction level of the customers. A standing
effective and replicable. committee on customer service chaired by President &
COO besides 4 Senior Executives evaluate the quality
Principle 9: Businesses should engage with and of customer service by interacting with the customers
provide value to their customers and consumers in a on a quarterly basis and the proceedings of the
responsible manner meetings are placed to customer service committee
of the Board. The Bank is in the process of engaging
1.
What percentage of customer complaints/consumer
an agency to conduct customer surveys through
cases are pending as on the end of financial year.
various channels.
Please refer the response to Point No. 2 under Principle
1 for details on Customer Complaints/Consumer Cases.
129
INDEPENDENT AUDITOR’S REPORT
To the Members of The Karur Vysya Bank Limited report. We are independent of the Bank in accordance
with the Code of Ethics issued by the Institute of
REPORT ON THE AUDIT OF THE FINANCIAL
Chartered Accountants of India (‘ICAI’) together with
STATEMENTS
the ethical requirements that are relevant to our audit
of the financial statements under the provisions of the
OPINION
Act and the rules thereunder, and we have fulfilled
1. We have audited the accompanying financial statements our other ethical responsibilities in accordance with
of The Karur Vysya Bank Limited (‘the Bank’), which these requirements and the Code of Ethics. We believe
comprise the Balance Sheet as at March 31, 2020, that the audit evidence we have obtained and that
the Statement of Profit and Loss and the Statement obtained by the Statutory branch auditors, in terms of
of Cash Flows for the year then ended, and a summary their reports referred to in paragraph 16 of the Other
of the significant accounting policies and other Matter section below, is sufficient and appropriate to
explanatory information, in which are included the provide a basis for our opinion.
returns for the year ended on that date audited by
the respective Statutory branch auditors of the Bank’s EMPHASIS OF MATTER
branches at 754 branches and other offices.
4. We draw attention to Note No. 5.13 of Schedule 18,
of the accompanying financial statements, which
2. In our opinion and to the best of our information and
describes the uncertainties due to the outbreak of
according to the explanations given to us, and based on
COVID 19 and management’s evaluation of its impact
the consideration of the reports of the Statutory branch
on the operations of the Bank. In view of these
auditors as referred to in paragraph 16 below, the aforesaid
uncertainties, the impact on the Bank’s financial results
financial statements give the information required by the
is significantly dependent on future developments.
Banking Regulation Act, 1949 as well as the Companies
Act, 2013 (‘Act’) and circulars and guidelines issued by
Our opinion is not modified in respect of this matter.
the Reserve Bank of India, in the manner so required
for banking companies and give a true and fair view,
KEY AUDIT MATTERS
in conformity with the accounting principles generally
accepted in India including the Accounting Standards 5.
Key audit matters are those matters that, in our
prescribed under section 133 of the Act, read with rule 7 professional judgment, and based on the consideration
of the Companies (Accounts) Rules, 2014 (as amended), of of the reports of the Statutory branch auditors
the state of affairs of the Bank as at March 31, 2020, and as referred to paragraph 16 below, were of most
its profit and its cash flows for the year ended on that date. significance in our audit of the financial statements of
the current period. These matters were addressed in
BASIS FOR OPINION the context of our audit of the financial statements as
a whole, and in forming our opinion thereon, and we do
3.
We conducted our audit in accordance with the
not provide a separate opinion on these matters.
Standards on Auditing specified under section 143(10)
of the Act. Our responsibilities under those standards
6. We have determined the matters described below to be
are further described in the Auditor’s Responsibilities
the key audit matters to be communicated in our report.
for the Audit of the Financial Statements section of our
Information Technology (IT) systems and controls impacting financial reporting
Key audit matter How our audit addressed the key audit matter
The Information Technology environment of the Bank is Our audit procedures included, but were not limited to, the
complex and involves a large number of both independent and following:
inter-dependent Information Technology systems used in the
In assessing the controls around the IT systems relevant for
operations of the Bank for processing and recording a large
financial reporting, we included our specialist in information
volume of transactions in numerous locations on a daily basis. As a
technology audits as part of our audit team to obtain an
result, there is a high degree of reliance and dependency on such
understanding of the Information Technology infrastructure
IT systems for financial reporting process of the Bank. Appropriate
and selected Information Technology systems, based on their
automated general and application controls are required to ensure
importance and relevance to Bank’s financial reporting process,
that such IT systems and applications are able to process the data,
for evaluation and testing of Information Technology general
as required, completely, accurately and consistently, which directly
controls and Information Technology automated controls.
impact the completeness and accuracy of financial reporting.
130
Appropriate and adequate controls contribute to mitigating Access rights were tested over applications, operating
the risk of potential misstatements caused by frauds or systems and databases, which are relied upon for financial
errors, as a result of changes to applications and data. reporting. We also assessed the operating effectiveness
Amongst, its multiple IT systems, Flexcube, IDEAL, LAPS, LOS, of controls over granting, removal and periodical review
SWIFT, Peoplesoft and Mercury systems are key for its overall of access rights. We further tested segregation of duties
financial reporting. Thus, our audit approach focusses on IT including preventive controls to ensure that access to change
systems and the related control environment including: applications, operating system or databases in the production
• IT related general controls over user access environment were granted only to authorized personnel.
management and change management Other areas that were independently assessed under the
across applications, networks, database and Information Technology control environment included
operating systems; password policies, security configurations and controls around
change management to ensure there were no unauthorized
• IT application controls changes made to the Information Technology systems and
Because of the high level automation, being used by the applications during the year.
management and impact of the IT systems and related control We also evaluated the design and tested operating
environment on the Bank’s financial reporting process, we effectiveness of key automated controls within various
have identified testing of such IT systems and related control business processes.
environment as a key audit matter
Identification and provisioning for non-performing assets (‘NPA’s)
As at March 31, 2020, the Bank reported total gross advances of Our procedures included, but were not limited to, the
₹ 48516.30 crores, gross NPAs of ₹ 4212.77 crores and following:
provision for non-performing assets of ₹ 2350.55 crores.
We tested the design and operating effectiveness of key
Refer Note No. 3 in Schedule 17 for the accounting policy for controls, including IT based controls, focusing on the following:
provision for NPA’s and Note No. 5.1 and 5.3 in Schedule 18 • Identification of NPAs in line with the RBI IRAC
for the related financial disclosures. norms and qualitative factors prescribed by the RBI;
The identification and provisioning for advances is made • Periodic internal reviews of asset quality;
in accordance with the RBI Prudential Norms on Income
Recognition, Asset Classification and Provisioning pertaining • Assessment and adequacy of NPA provisions;
to Advances (‘RBI IRAC norms’). Based on our risk assessment, • Periodic valuation of collateral for NPAs;
the following are the significant factors in assessment of the
provisions for NPAs: To test the completeness of the identification of loans with
default events and qualitative factors, we selected a sample
• Completeness and timing of recognition of defaults, of performing loans including Special Mention Accounts
in accordance with the criteria set out in the RBI (SMA) and recomputed the ageing of advances to ascertain
IRAC norms. In addition to this, the management is the accuracy of the ageing captured in the system generated
also required to apply its judgement in identification reports and assessed as to whether there was a need to
and provision required for NPAs based on classify such loans as NPAs.
qualitative assessment;
Returns from branches duly audited by Statutory branch
• The measurement of provision under RBI IRAC auditors were reviewed and their reports were properly dealt
norms are dependent on the ageing of overdue with by us in testing of NPA.
balances, secured / unsecured status of advances,
We re-computed the provision calculations as per RBI IRAC
stress and liquidity concerns in certain sectors and
norms and compared such outcome to that prepared by
valuation of collateral. management and investigated differences arising between
Considering significant efforts required in identifying NPAs, the two and challenged the assumptions and judgements
valuation of security, determining the provision for NPA which were used by the management.
and heightened regulatory inspections, these matters are
Obtained Board’s policy pursuant to RBI Circular dated
significant to the financial statements, we have identified
March 27, 2020 and subsequent circulars dated April 17, 2020
NPA identification and provision on advances as a key audit
and May 23, 2020 with respect to the relief measures under
matter.
‘COVID-19 regulatory package’, wherein Commercial Banks
were permitted to grant moratorium on Term loans and
deferment of interest on cash credit/ Overdraft accounts
for a period of six months. Understood the relief measures
sanctioned to various class of borrowers and verified the
eligibility conditions as per the above RBI circular.
131
Independent Auditor’s Report Karur Vysya Bank Annual Report 2019-20
We also tested on sample basis the asset classification and
provisioning norms as per the above circular for accounts
where moratorium/ relief measures are extended by the bank.
We also assessed the appropriateness, and adequacy of
disclosures as per relevant accounting standards and RBI
requirements relating to NPAs including disclosures relating
to COVID 19 regulatory package.
Statutory tax litigations
The Bank has ₹369.61 crores of tax litigations pending as at Our audit procedures included, but were not limited to, the
March 31, 2020, for which no provision is made in the books following:
of accounts.
We tested the design and operating effectiveness of the
Refer Note No. 15 in Schedule 17 for the accounting policy Bank’s key controls over the identification, estimation,
and Schedule 12 and Note No. 9.8 and 10.10 of Schedule 18 monitoring and disclosure of tax litigations.
for the related disclosure in financial statements.
We involved our tax experts to assess the Company’s
The tax litigations of the Bank involve varied degree of interpretation and application of relevant tax laws to evaluate
complexities. the appropriateness of key assumptions used and the
reasonableness of estimates made in relation to uncertain tax
In accordance with the accounting criteria set under
positions, taking into account past precedents.
Accounting Standard 29 - Provisions, Contingent Liabilities
and Contingent Assets (‘AS 29’) the management needs to We exercised our professional judgement to assess the
evaluate whether an obligation exists and whether a provision management’s assessment of the probability of the liability
should be recognised as at reporting date, or whether it needs devolving upon the Bank as per principles of AS 29.
to be disclosed as a contingent liability. The most significant
We also compared the actual results to the management
judgements of management include:
estimates made in prior period to determine the efficacy of
• Assessment of liability: Judgement is involved in the the process of estimation by the management.
determination of whether an outflow in respect of
Further, we assessed whether the disclosures in financial
identified material matters are probable and can be
statements related to taxation matters were appropriate and
estimated reliably;
adequate in terms of whether the potential liabilities and the
• Adequacy of provisions: The appropriateness of significant uncertainties are fairly presented.
assumptions and judgements used in the estimation
of significant provisions; and
• Adequacy of disclosures of provision for liabilities
and charges, and contingent liabilities.
Considering the materiality of the amounts involved,
significance of the above matter to the financial statements,
and significant judgements required to test such estimates,
we have identified this as a key audit matter.
INFORMATION OTHER THAN THE FINANCIAL Our opinion on the financial statements does not cover
STATEMENTS AND AUDITOR’S REPORT THEREON the other information and we do not express any form
of assurance conclusion thereon.
7. The Bank’s Board of Directors is responsible for the
other information. The other information comprises

In connection with our audit of the standalone
the information included in the Annual Report
financial statements, our responsibility is to read the
including the Pillar III Disclosure under the New
other information identified above when it becomes
Capital Adequacy Framework (Basel III disclosures),
available and, in doing so, consider whether the other
but does not include the financial statements and
information is materially inconsistent with the financial
our auditor’s report thereon. The Annual Report is
statements or our knowledge obtained in the audit or
expected to be made available to us after the date of
otherwise appears to be materially misstated.
this auditor's report.
132

When we read the Annual Report, if we conclude error and are considered material if, individually or in
that there is a material misstatement therein, we are the aggregate, they could reasonably be expected to
required to communicate the matter to those charged influence the economic decisions of users taken on the
with governance. basis of these financial statements.

R ESPONSIBILITIES OF MANAGEMENT AND 12. As part of an audit in accordance with Standards on
THOSE CHARGED WITH GOVERNANCE FOR THE Auditing, we exercise professional judgment and
FINANCIAL STATEMENTS maintain professional skepticism throughout the
audit. We also:
8. The Bank’s Board of Directors is responsible for the
matters stated in section 134(5) of the Act with respect
• Identify and assess the risks of material
to the preparation of these financial statements that
misstatement of the financial statements, whether
give a true and fair view of the financial position,
due to fraud or error, design and perform audit
financial performance and cash flows of the Bank in
procedures responsive to those risks, and obtain
accordance with the accounting principles generally
audit evidence that is sufficient and appropriate
accepted in India, including the Accounting Standards
to provide a basis for our opinion. The risk of not
prescribed under section 133 of the Act read with
detecting a material misstatement resulting from
rule 7 of the Companies (Accounts) Rules, 2014 (as
fraud is higher than for one resulting from error,
amended) and provisions of section 29 of the Banking
as fraud may involve collusion, forgery, intentional
Regulation Act, 1949 and circulars and guidelines
omissions, misrepresentations, or the override of
issued by Reserve Bank of India (‘RBI’) from time to
internal control.
time. This responsibility also includes maintenance of
adequate accounting records in accordance with the
• Obtain an understanding of internal control relevant
provisions of the Act for safeguarding of the assets
to the audit in order to design audit procedures
of the Bank and for preventing and detecting frauds
that are appropriate in the circumstances. Under
and other irregularities; selection and application of
section 143(3)(i) of the Act, we are also responsible
appropriate accounting policies; making judgments
for explaining our opinion on whether the Bank
and estimates that are reasonable and prudent; and
has adequate internal financial controls with
design, implementation and maintenance of adequate
reference to financial statements and the operating
internal financial controls, that were operating
effectiveness of such controls.
effectively for ensuring the accuracy and completeness
of the accounting records, relevant to the preparation
• Evaluate the appropriateness of accounting policies
and presentation of the financial statements that
used and the reasonableness of accounting estimates
give a true and fair view and are free from material
and related disclosures made by management.
misstatement, whether due to fraud or error.
• Conclude on the appropriateness of management’s
9. In preparing the financial statements, management is
use of the going concern basis of accounting and,
responsible for assessing the Bank’s ability to continue
based on the audit evidence obtained, whether a
as a going concern, disclosing, as applicable, matters
material uncertainty exists related to events or
related to going concern and using the going concern
conditions that may cast significant doubt on the
basis of accounting unless management either intends
Bank’s ability to continue as a going concern. If
to liquidate the Bank or to cease operations, or has no
we conclude that a material uncertainty exists,
realistic alternative but to do so.
we are required to draw attention in our auditor’s
report to the related disclosures in the financial
10.
The Board of Directors are also responsible for
statements or, if such disclosures are inadequate,
overseeing the Banks’s financial reporting process.
to modify our opinion. Our conclusions are based
on the audit evidence obtained up to the date of
AUDITOR’S RESPONSIBILITIES FOR THE AUDIT
our auditor’s report. However, future events or
OF THE FINANCIAL STATEMENTS
conditions may cause the Bank to cease to continue
11.
Our objectives are to obtain reasonable assurance as a going concern.
about whether the financial statements as a whole
are free from material misstatement, whether due • Evaluate the overall presentation, structure and
to fraud or error, and to issue an auditor’s report content of the financial statements, including the
that includes our opinion. Reasonable assurance is disclosures, and whether the financial statements
a high level of assurance, but is not a guarantee that represent the underlying transactions and events in
an audit conducted in accordance with Standards on a manner that achieves fair presentation.
Auditing will always detect a material misstatement
when it exists. Misstatements can arise from fraud or
133
• Obtain sufficient appropriate audit evidence of restrictions on physical visit to the branches, as
regarding the financial information of the Bank to per their report.
express an opinion on the financial statement. We
are responsible for the direction, supervision and Our opinion on the standalone financial statements, and
performance of the audit of financial information of our report on other legal and regulatory requirements
the Bank and such branches included in the financial below, are not modified in respect of the above matter
statements, of which we are the independent with respect to our reliance on the work done by and
auditors. For the other branches included in the the reports of the Statutory branch auditors
financial statements, which have been audited by
the Statutory branch auditors, such branch auditors REPORT ON OTHER LEGAL AND REGULATORY
remain responsible for the direction, supervision REQUIREMENTS
and performance of the audits carried out by them.
17. The Balance Sheet and the Profit and Loss Account
We remain solely responsible for our audit opinion.
have been drawn up in accordance with the provisions
of section 29 of the Banking Regulation Act, 1949
13. We communicate with those charged with governance
and section 133 of the Act read with rule 7 of the
regarding, among other matters, the planned scope
Companies (Rules), 2014 (as amended).
and timing of the audit and significant audit findings,
including any significant deficiencies in internal control
18. As required by sub-section (3) of section 30 of the
that we identify during our audit.
Banking Regulation Act, 1949, we report that:
14. We also provide those charged with governance with
a)
we have, obtained all the information and
a statement that we have complied with relevant
explanations which, to the best of our knowledge
ethical requirements regarding independence, and
and belief, were necessary for the purpose of our
to communicate with them all relationships and
audit and have found them to be satisfactory;
other matters that may reasonably be thought to
bear on our independence, and where applicable,
b)
the transactions of the Bank, which have
related safeguards.
come to our notice, have been within the
powers of the Bank;
15. From the matters communicated with those charged
with governance, we determine those matters that
c)
the returns received from the offices; and
were of most significance in the audit of the financial
branches of the Bank have been found adequate
statements of the current period and are therefore
for the purposes of our audit.
the key audit matters. We describe these matters
in our auditor’s report unless law or regulation
19.
With respect to the matter to be included in the
precludes public disclosure about the matter or when,
auditor’s report under section 197(16) of the Act, we
in extremely rare circumstances, we determine that
report that since the Bank is a banking company, as
a matter should not be communicated in our report
defined under the Banking Regulation Act, 1949; the
because the adverse consequences of doing so would
reporting under section 197(16) in relation to whether
reasonably be expected to outweigh the public interest
the remuneration paid by the Bank is in accordance
benefits of such communication.
with the provisions of section 197 of the Act and
whether any excess remuneration has been paid in
OTHER MATTER
accordance with the aforesaid section is not applicable.
16.
We did not audit the financial information of 754
branches and other offices included in the financial 20.
Further, as required by section 143 (3) of the Act,
statements of the Bank, whose financial information based on our audit, and on the consideration of the
reflects total assets of ₹ 28847.07 crores as at March reports of the Statutory branch auditors as referred
31, 2020, and total revenue of ₹ 3201.88 crores, for to in paragraph 16 above, we report, to the extent
the year then ended on that date, as considered in the applicable, that:
financial statement. The financial information of these
branches have been audited by the Statutory branch a) we have sought and obtained all the information
auditors, whose reports have been furnished to us and explanations which to the best of our
by the management, and our opinion on the financial knowledge and belief were necessary for the
statements, in so far as it relates to the amounts and purpose of our audit of the accompanying
disclosures included in respect of these branches, financial statements;
is based solely on the audit report of such Statutory
branch auditors. Out of the aforesaid branches, in b)
in our opinion, proper books of account as
case of 43 branches the Statutory branch auditors required by law have been kept by the Bank so far
have relied on alternative audit procedures on account as it appears from our examination of those books
134
and proper returns adequate for the purposes of best of our information and according to the
our audit have been received from the branches explanations given to us:
not visited by us;
i.
the Bank, as detailed in Schedule 12 and
c) the reports on the accounts of the branch offices Note No. 9.8 and 10.10 of Schedule 18 to
of the Bank audited under section 143(8) of the the financial statements, has disclosed the
Act by the Statutory branch auditors of the Bank impact of pending litigations on its financial
have been sent to us and have been properly dealt position as at March 31, 2020;
with by us in preparing this report;
ii.
the Bank, as detailed in Schedule 12 and
d) the financial statements dealt with by this report Note No. 9.8 of Schedule 18 to the financial
are in agreement with the books of account and statements, has made provision as at March
with the returns received from the branches 31, 2020, as required under the applicable
not visited by us; law or accounting standards, for material
foreseeable losses, if any, on long-term
e) in our opinion, the aforesaid financial statements contracts including derivative contracts;
comply with Accounting Standards prescribed
under section 133 of the Act, read with rule 7 iii.
there has been no delay in transferring
of the Companies (Accounts) Rules, 2014 (as amounts, required to be transferred, to
amended), to the extent they are not inconsistent the Investor Education and Protection
with the accounting policies prescribed by RBI; Fund by the Bank during the year ended
March 31, 2020; and
f)
on the basis of the written representations
received from the directors and taken on record iv.
the disclosure requirements relating to
by the Board of Directors, none of the directors holdings as well as dealings in specified bank
is disqualified as on March 31, 2020 from being notes were not applicable to the banking
appointed as a director in terms of section companies and pertained to the period from
164(2) of the Act; November 8, 2016 to December 30, 2016,
which are not relevant to these financial
g) we have also audited the internal financial controls statements. Hence, reporting under this
with reference to the financial statements of the clause is not applicable.
Bank as on March 31, 2020 in conjunction with
our audit of the financial statements of the Bank
for the year ended on that date and our report For Walker Chandiok & Co LLP
dated June 24, 2020 as per Annexure A expressed Chartered Accountants
Firm's Registration No.: 001076N/N500013
unmodified opinion; and
h) with respect to the other matters to be included Krishnakumar Ananthasivan

in the Auditor’s Report in accordance with rule Partner
Place: Kochi Membership No.: 206229
11 of the Companies (Audit and Auditors) Rules,
Date: June 24, 2020 UDIN: 20206229AAAABO6311
2014 (as amended), in our opinion and to the
135
established and maintained and if such controls

ANNEXURE A TO THE INDEPENDENT AUDITOR’S
operated effectively in all material respects.
REPORT OF EVEN DATE TO THE MEMBERS OF THE
KARUR VYSYA BANK LIMITED ON THE FINANCIAL
4. Our audit involves performing procedures to obtain
STATEMENTS FOR THE YEAR ENDED MARCH 31,
audit evidence about the adequacy of the internal
2020
financial controls with reference to financial statements
Independent Auditor’s Report on the internal financial and their operating effectiveness. Our audit of internal
controls with reference to the financial statements financial controls with reference to financial statements
under Clause (i) of Sub-section 3 of Section 143 of the includes obtaining an understanding of such internal
Companies Act, 2013 (‘the Act’) financial controls, assessing the risk that a material
1. In conjunction with our audit of the financial statements weakness exists, and testing and evaluating the design
of The Karur Vysya Bank Limited (‘the Bank’) as at and and operating effectiveness of internal control based
for the year ended March 31, 2020, we have audited on the assessed risk. The procedures selected depend
the internal financial controls with reference to on the auditor’s judgement, including the assessment
financial statements of the Bank as at that date. of the risks of material misstatement of the financial
statements, whether due to fraud or error.
RESPONSIBILITIES OF MANAGEMENT AND
THOSE CHARGED WITH GOVERNANCE FOR 5. We believe that the audit evidence we have obtained
INTERNAL FINANCIAL CONTROLS is sufficient and appropriate to provide a basis for our
audit opinion on the Bank’s internal financial controls
2.
The Bank’s Board of Directors is responsible for
with reference to financial statements.
establishing and maintaining internal financial
controls based on the internal financial controls with
MEANING OF INTERNAL FINANCIAL CONTROLS
reference to financial statements criteria established
WITH REFERENCE TO FINANCIAL STATEMENTS
by the Bank considering the essential components of
internal control stated in the Guidance Note on Audit 6. A company's internal financial controls with reference
of Internal Financial Controls over Financial Reporting to financial statements is a process designed to
issued by the Institute of Chartered Accountants provide reasonable assurance regarding the reliability
of India. These responsibilities include the design, of financial reporting and the preparation of financial
implementation and maintenance of adequate internal statements for external purposes in accordance with
financial controls that were operating effectively generally accepted accounting principles. A company's
for ensuring the orderly and efficient conduct of the internal financial controls with reference to financial
Bank’s business, including adherence to the Bank’s statements include those policies and procedures
policies, the safeguarding of its assets, the prevention that (1) pertain to the maintenance of records that,
and detection of frauds and errors, the accuracy and in reasonable detail, accurately and fairly reflect
completeness of the accounting records, and the the transactions and dispositions of the assets of
timely preparation of reliable financial information, as the company; (2) provide reasonable assurance that
required under the Act. transactions are recorded as necessary to permit
preparation of financial statements in accordance
AUDITOR’S RESPONSIBILITY FOR THE AUDIT with generally accepted accounting principles, and
OF THE INTERNAL FINANCIAL CONTROLS WITH that receipts and expenditures of the company are
REFERENCE TO FINANCIAL STATEMENTS being made only in accordance with authorisations of
management and directors of the company; and (3)
3. Our responsibility is to express an opinion on the Bank's
provide reasonable assurance regarding prevention or
internal financial controls with reference to financial
timely detection of unauthorised acquisition, use, or
statements based on our audit. We conducted our audit
disposition of the company's assets that could have a
in accordance with the Standards on Auditing issued
material effect on the financial statements.
by the Institute of Chartered Accountants of India
(‘ICAI’) prescribed under Section 143(10) of the Act,
INHERENT LIMITATIONS OF INTERNAL FINANCIAL
to the extent applicable to an audit of internal financial
CONTROLS WITH REFERENCE TO FINANCIAL
controls with reference to financial statements, and the
STATEMENTS
Guidance Note on Audit of Internal Financial Controls
Over Financial Reporting (‘the Guidance Note’) issued 7.
Because of the inherent limitations of internal
by the ICAI. Those Standards and the Guidance Note financial controls with reference to financial
require that we comply with ethical requirements statements, including the possibility of collusion or
and plan and perform the audit to obtain reasonable improper management override of controls, material
assurance about whether adequate internal financial misstatements due to error or fraud may occur and not
controls with reference to financial statements were be detected. Also, projections of any evaluation of the
136
internal financial controls with reference to financial on the internal financial controls with reference to
statements to future periods are subject to the risk financial statements criteria established by the Bank
that the internal financial controls with reference considering the essential components of internal
to financial statements may become inadequate control stated in the Guidance Note on Audit of Internal
because of changes in conditions, or that the degree Financial Controls over Financial Reporting issued by
of compliance with the policies or procedures the Institute of Chartered Accountants of India.
may deteriorate.
OPINION For Walker Chandiok & Co LLP

Chartered Accountants
8. In our opinion, and based on the consideration of the Firm's Registration No.: 001076N/N500013
reports of the Statutory branch auditors as referred
to in paragraph 16 of our report on the audit of the
Krishnakumar Ananthasivan
financial statements, the Bank has, in all material Partner
respects, adequate internal financial controls with Place: Kochi Membership No.: 206229
reference to financial statements and such controls Date: June 24, 2020 UDIN: 20206229AAAABO6311
were operating effectively as at March 31, 2020, based
137
BALANCE SHEET
as at March 31, 2020
(` 000's omitted)
As at As at
Schedule
31.03.2020 31.03.2019
CAPITAL & LIABILITIES
Capital 1 159 86 42 159 86 22
Reserves & Surplus 2 6440 41 10 6262 94 26
Deposits 3 59075 07 86 59867 95 19
Borrowings 4 1184 17 55 1565 33 96
Other Liabilities and Provisions 5 1418 64 08 1484 01 81
TOTAL 68278 17 01 69340 11 44
ASSETS
Cash and Balances with
Reserve Bank of India 6 2732 67 40 2934 68 19
Balances with Banks and Money
at call and short notice 7 1659 87 85 762 36 36
Investments 8 15762 44 57 14881 58 54
Advances 9 46098 10 82 48580 81 40
Fixed Assets 10 586 63 69 582 98 58
Other Assets 11 1438 42 68 1597 68 37
TOTAL 68278 17 01 69340 11 44
Contingent Liabilities 12 8437 97 54 10137 06 70
Bills for collection 2232 37 11 2341 83 77
Significant Accounting Policies 17
Notes on Accounts 18
The schedules referred to above form an integral part of Balance Sheet.
N. S. Srinath Dr. V. G. Mohan Prasad M. K. Venkatesan

Chairman Director Director
Place : Bengaluru Place: Coimbatore Place: Karur
A. K. Praburaj CA K. L. Vijayalakshmi M. V. Srinivasamoorthi

Director Director Director
Place : Karur Place: Coimbatore Place : Karur As per our report of even date
For Walker Chandiok & Co LLP
Dr. K. S. Ravichandran R. Ramkumar K. G. Mohan Chartered Accountants
Director Director Additional Director Firm Registration No. 001076N/N500013
Place: Coimbatore Place: Karur Place : Bengaluru
J. Natarajan T. Sivarama Prasad Srinivasa Rao M.

President & COO General Manager & CFO Asst. Gen.Manager &
Place : Karur Place : Karur Company Secretary Krishnakumar Ananthasivan
Place : Karur Partner
Membership No. 206229
Date : June 24, 2020 Place: Kochi
138
PROFIT AND LOSS ACCOUNT

for the year ended March 31, 2020
(` 000's omitted)
Year Ended Year Ended
Schedule
31.03.2020 31.03.2019
I INCOME
Interest earned 13 5989 98 58 5815 82 01
Other Income 14 1154 61 81 962 77 18
TOTAL 7144 60 39 6778 59 19
II EXPENDITURE
Interest expended 15 3642 04 43 3453 00 13
Operating expenses 16 1741 71 10 1614 80 89
Provisions and Contingencies 1525 82 39 1499 91 43
TOTAL 6909 57 92 6567 72 45
III PROFIT
Net Profit for the year 235 02 47 210 86 74
Exceptional item Nil Nil
Net Profit for the year 235 02 47 210 86 74
Profit brought forward from previous year 59 56 61 54 25 58
TOTAL 294 59 08 265 12 32
IV APPROPRIATIONS
Transfer to Statutory Reserve 58 76 00 52 80 00
Transfer to Capital Reserve 132 04 00 22 17 10
Transfer to Revenue & Other Reserves Nil 22 50 00
Transfer to Investment Reserve Nil Nil
Transfer to Investment Fluctuation Reserve 44 23 00 30 52 60
Transfer to Special Reserve U/s 36(1)(viii) of IT Act, 1961 Nil 25 00 00
Dividend (including tax on dividend) 57 81 74 52 56 01
292 84 74 205 55 71
BALANCE OF PROFIT 1 74 34 59 56 61
TOTAL 294 59 08 265 12 32
Basic Earnings Per Share (*) (in `) 2.94 2.64
Diluted Earnings Per Share (*) (in `) 2.94 2.64
(*) Refer Schedule 18 (point no.9.5)
The schedules referred to above form an integral part of Profit and Loss account



139
SCHEDULES
SCHEDULE 1 - CAPITAL
(` 000's omitted)
As at As at
31.03.2020 31.03.2019
Authorised Capital
100,00,00,000 Equity Shares of `2/- each (100,00,00,000 Equity Shares of ` 2/- each) 200 00 00 200 00 00
Issued Capital:
79,99,87,642 Equity Shares of ` 2/- each 159 99 75 159 99 75
Subscribed & Paid up Capital:
79,93,10,947 Equity Shares of ` 2/- each (72,66,39,371 Equity Shares of ` 2/- each) 159 86 22 145 32 79
(7,26,63,937 Equity Shares of ` 2/- each issued as Bonus Shares) Nil 14 53 28
9,772 Equity Shares of ` 2/- each kept in abeyance allotted during the year
20 15
(7,639 equity shares of ` 2/- each kept in abeyance allotted)
TOTAL 159 86 42 159 86 22
SCHEDULE 2 - RESERVES AND SURPLUS

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Statutory Reserve
Opening Balance 1708 33 31 1655 53 31
Add: Addition during the year 58 76 00 52 80 00
TOTAL 1767 09 31 1708 33 31
II Capital Reserve
Opening Balance 202 98 64 180 81 54
TOTAL 335 02 64 202 98 64
III Share Premium
Opening Balance 2065 37 19 2079 88 44
Add: Addition during the year Nil Nil
Less: Bonus shares issued during the year Nil (14 53 28)
Add: Allotment of Bonus Shares for Shares kept in abeyance 6 03 2 03
Less: Rights issue expenses Nil Nil
TOTAL 2065 43 22 2065 37 19
IV Revenue and Other Reserves
a) General Reserve
Opening Balance 1822 53 03 1800 03 03
Add: Addition during the year Nil 22 50 00
Add: Write back of unamortised loss on sale to ARC Nil Nil
TOTAL 1822 53 03 1822 53 03
b) Investment Reserve
Add: Addition during the year Nil Nil
Less: Deduction during the year Nil Nil
TOTAL 53 34 00 53 34 00
140
SCHEDULES
(` 000's omitted)
As at As at
31.03.2020 31.03.2019
c) Investment Fluctuation Reserve
Opening Balance 30 52 60 Nil
TOTAL 74 75 60 30 52 60
d) Special Reserve U/s 36(1) (viii) of Income Tax Act, 1961
Add: Addition during the year Nil 25 00 00
TOTAL 320 00 00 320 00 00
e) Employee Stock Option
Opening Balance 28 88 Nil
Add: Addition during the year 20 08 28 88
TOTAL 48 96 28 88
V Balance in Profit and Loss account 1 74 34 59 56 61
TOTAL I, II, III, IV & V 6440 41 10 6262 94 26

SCHEDULE 3 - DEPOSITS
(` 000's omitted)
As at As at
31.03.2020 31.03.2019
A I. Demand Deposits :
i) From Banks 10 50 79 8 64 44
ii) From Others 5493 59 12 5804 94 84
TOTAL 5504 09 91 5813 59 28
II. Savings Bank Deposits 13002 61 01 12101 39 38
III. Term Deposits
i) From Banks 103 18 91 5 05 67
ii) From Others 40465 18 03 41947 90 86
TOTAL 40568 36 94 41952 96 53
TOTAL I, II & III 59075 07 86 59867 95 19
B Deposits from Branches :
i) In India 59075 07 86 59867 95 19
ii) Outside India Nil Nil
TOTAL 59075 07 86 59867 95 19
141
SCHEDULES
SCHEDULE 4 - BORROWINGS
(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Borrowings in India
i) Reserve Bank of India 260 00 00 75 00 00
ii) Other Banks Nil Nil
iii) Other Institutions and Agencies 417 63 97 815 22 51
iv) Subordinated debt Tier II Capital 487 00 00 637 00 00
TOTAL 1164 63 97 1527 22 51
II Borrowings outside India 19 53 58 38 11 45
TOTAL I & II 1184 17 55 1565 33 96
Secured Borrowings included in I and II above 396 28 12 390 44 17
SCHEDULE 5 - OTHER LIABILITIES AND PROVISIONS

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Bills Payable 213 54 65 275 74 62
II Inter Office Adjustments (Net) Nil Nil
III Interest Accrued 176 46 29 186 00 44
IV Deferred Tax (Net) Nil 42 49 24
V Other liabilities (including provisions) 1028 63 14 979 77 51
TOTAL 1418 64 08 1484 01 81
SCHEDULE 6 - CASH AND BALANCES WITH RESERVE BANK OF INDIA

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Cash in Hand (Including Foreign Currency Notes) 776 56 90 541 46 15
II Balances with Reserve Bank of India in Current Account 1956 10 50 2393 22 04
TOTAL 2732 67 40 2934 68 19
SCHEDULE 7 - BALANCES WITH BANKS AND MONEY AT CALL & SHORT NOTICE
(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I In India
i) Balances with Banks :
(a)
In Current Accounts 18 00 28 17 93 40
(b) In Other Deposit Accounts 2 63 98 4 65 00
ii) Money at Call and Short Notice
(a) In RBI Reverse Repo 260 00 00 40 00 00
(b)
With Banks Nil 540 00 00
(c) With Other Institutions Nil Nil
TOTAL 280 64 26 602 58 40
142
SCHEDULES
As at As at
31.03.2020 31.03.2019
II Outside India
(a)
In Current Accounts 17 63 30 21 83 40
(b) In Other Deposit Accounts 1361 60 29 137 94 56
TOTAL 1379 23 59 159 77 96
TOTAL I & II 1659 87 85 762 36 36
SCHEDULE 8 - INVESTMENTS
(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Investments in India 16072 13 26 15136 08 40
Less : Provision for Investment Depreciation & NPI 310 12 94 254 91 39
TOTAL 15762 00 32 14881 17 01
Break-up
i) Government Securities 13211 93 29 12670 98 66
ii) Other Approved Securities Nil Nil
iii) Shares 32 59 30 53 77 52
iv) Debentures and Bonds 1022 02 06 1398 05 44
v) Subsidiaries & Joint Ventures Nil Nil
vi) Others 1495 45 67 758 35 39
15762 00 32 14881 17 01
II Investments outside India 44 25 41 53
TOTAL I & II 15762 44 57 14881 58 54
SCHEDULE 9 - ADVANCES (NET OF PROVISIONS)

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
A i) Bills purchased and discounted 818 30 27 1339 72 98
ii) Cash Credits, Overdrafts and Loans repayable on demand 34914 66 54 35043 15 87
iii) Term Loans 10365 14 01 12197 92 55
TOTAL 46098 10 82 48580 81 40
B i) Secured by tangible assets (incl. Book Debts) 45096 26 81 47890 18 06
ii) Covered by Bank / Government guarantees 225 50 44 536 55 46
iii) Unsecured 776 33 57 154 07 88
TOTAL 46098 10 82 48580 81 40
C I Advances in India
i) Priority Sector 20282 46 95 19192 22 45
ii)
Public Sector 748 47 27 573 51 18
iii)
Banks Nil Nil
iv)
Others 25067 16 60 28815 07 77
TOTAL 46098 10 82 48580 81 40
II Advances outside India Nil Nil
TOTAL CI & CII 46098 10 82 48580 81 40
143
SCHEDULES
SCHEDULE 10 - FIXED ASSETS

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Premises :
At cost as on 31st March of the preceding year 298 91 28 234 19 90
Add : Addition during the year 6 77 00 64 73 78
305 68 28 298 93 68
Less: Deduction during the year Nil 2 40
305 68 28 298 91 28
Less : Depreciation to date 67 80 90 58 85 15
TOTAL 237 87 38 240 06 13
II Premises under construction ^ 14 97 34 16 83 15
III Capital Work-in-Progress 8 18 95 21 20 98
IV Other Fixed Assets (including Furniture & Fixtures) :
At cost as on 31st March of the preceding year 1061 81 82 955 27 63
Add : Addition during the year 146 10 00 109 59 71
1207 91 82 1064 87 34
Less: Deduction during the year 16 36 20 3 05 52
1191 55 62 1061 81 82
Less : Depreciation to date 865 95 60 756 93 50
TOTAL 325 60 02 304 88 32
TOTAL I, II, III & IV 586 63 69 582 98 58
^ includes premises for which registration is pending in the name of the Bank
SCHEDULE 11 - OTHER ASSETS

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Inter Office Adjustments (Net) 2 63 31 36 01 32
II Interest Accrued 323 58 32 345 09 47
III Tax paid in advance / Tax deducted at source (Net) 111 73 74 147 18 91
IV Stationery and Stamps 2 59 77 1 95 94
V Deferred Tax 17 78 60 Nil
VI Non Banking Assets acquired in satisfaction of claims Nil Nil
VII Others~ 980 08 94 1067 42 73
TOTAL 1438 42 68 1597 68 37
~ Includes application money towards investment in Securitiy Receipts for ` 51,57,80 in thousand (Previous year Nil)
144
SCHEDULES
SCHEDULE 12 - CONTINGENT LIABILITIES

(` 000's omitted)
As at As at
31.03.2020 31.03.2019
I Claims against the Bank not acknowledged as debts 3 25 01 12 47 88
II Liability on account of outstanding
a) Forward Exchange Contracts 3679 79 89 2929 91 45
b) Derivatives Nil Nil
III Guarantees given on behalf of constituents in India 2891 76 95 3425 37 43
IV Acceptances, Endorsements and other Obligations 1028 24 61 1526 75 57
V Other items for which the Bank is contingently liable@ 834 91 08 2242 54 37
TOTAL 8437 97 54 10137 06 70
@
Includes transfer to DEAF of ` 129,13,49 in thousand (Previous year of ` 112,10,20 in thousand)
SCHEDULE 13 - INTEREST EARNED

(` 000's omitted)
31.03.2020 31.03.2019
I Interest / discount on advances/bills 4665 06 04 4596 37 53
II Income on Investments 1149 66 93 1150 59 19
III Interest on balances with Reserve Bank of India & other inter-bank funds 140 76 03 42 90 35
IV Others 34 49 58 25 94 94
TOTAL 5989 98 58 5815 82 01
SCHEDULE 14 - OTHER INCOME

(` 000's omitted)
31.03.2020 31.03.2019
I Commission, Exchange and Brokerage 658 04 02 654 92 26
II Profit/Loss on sale of investments - Net 339 99 10 70 47 80
III Profit/(loss) on sale of land, buildings and other assets (12 45 66) 1 25 38
IV Profit on exchange transactions - Net 37 46 95 41 84 55
V Miscellaneous Income 131 57 40 194 27 19
TOTAL 1154 61 81 962 77 18
SCHEDULE 15 - INTEREST EXPENDED

(` 000's omitted)
31.03.2020 31.03.2019
I Interest on Deposits 3518 76 27 3341 40 67
II Interest on Reserve Bank of India / Inter-bank borrowings 65 82 20 43 43 60
III Others 57 45 96 68 15 86
TOTAL 3642 04 43 3453 00 13
145
SCHEDULES
SCHEDULE 16 - OPERATING EXPENSES

(` 000's omitted)
31.03.2020 31.03.2019
I Payments to and Provisions for employees 856 64 94 761 17 41
II Rent, Taxes and Lighting 176 47 19 175 41 18
III Printing and Stationery 15 92 25 17 73 33
IV Advertisement and Publicity 13 41 53 10 52 81
V Depreciation 118 88 16 101 21 66
VI Directors' fees, allowances and expenses 1 28 25 1 44 57
VII Auditors' fees and expenses
2 78 24 2 24 22
(including branch auditors fees and expenses)
VIII Law Charges (net) 8 35 64 4 30 62
IX Postages, Telegrams, Telephones, etc. 26 04 20 25 50 56
X Repairs and Maintenance 70 41 04 55 57 12
XI Insurance 67 03 08 61 58 07
XII Other Expenditure 384 46 58 398 09 34
TOTAL 1741 71 10 1614 80 89
146
SCHEDULES

Recoveries made in non-performing advances are
SCHEDULE 17 - SIGNIFICANT ACCOUNTING
appropriated as under :
POLICIES
A BACKGROUND a) In case of substandard assets, the recoveries are
appropriated in the order of charges, interest and
The Karur Vysya Bank Limited, incorporated in Karur,
principal dues;
India is a publicly held banking company governed by
the Banking Regulation Act, 1949 and is engaged in
b) In case of doubtful and loss assets or in case of
providing a wide range of banking and financial services
assets disposed off, the recoveries are appropriated
including commercial banking and treasury operations.
in the order of principal dues, interest, penal
interest and fees and other charges; and
B. BASIS OF PREPARATION

The financial statements are prepared following c)
In case of One Time Settlement accounts the
the going concern concept, on historical cost basis recoveries are first adjusted to principal balance.
and conform to the Generally Accepted Accounting
Principles (GAAP) in India which encompasses
In compromise settlement cases/ sale to Asset
applicable statutory provisions, regulatory norms Reconstruction Companies, sacrifice on settlement is
prescribed by the Reserve Bank of India (RBI) from accounted at the time of closure of account.
time to time, notified Accounting Standards (AS)
issued under Section 133 of the Companies Act, 2013, Commission on bank guarantees / letters of credit,
read together with paragraph 7 of the Companies locker rent, annual fee on cards, bancassurance
(Accounts) Rules, 2014, to the extent applicable and commission, commission on Priority Sector Lending
current practices prevailing in the banking industry Certificate trading are accounted on receipt basis.
in India. The accounting policies adopted in the Processing/ other fees collected on loans approved/
preparation of financial statements are consistent with disbursed, along with related loan acquisition costs
those followed in the previous year. are recognised at inception/ renewal of the facility.
Dividend income and interest on Income Tax refund
Use of Estimates is recognised when the right to receive payment is
The preparation of the financial statements requires established. Stationery and security items are charged
management to make estimates and assumptions that to expenses on consumption basis.
affect the reported amounts of assets and liabilities
including contingent liabilities as of the date of the Goods & Service Tax input credit is accounted for in
financial statement and the reported income and the books within the time limit prescribed under CGST
expenses during the reported period. The Management Rules, 2017, as amended.
believes that the estimates and assumptions used in
the preparation of the financial statements are prudent 2. Investments
and reasonable. Actual results could differ from these Investments are categorized into three categories –
estimates. The differences, if any, between estimates
(i) Held to Maturity (HTM), (ii) Held for Trading (HFT)
and actual will be dealt appropriately in future periods.
and (iii) Available for Sale (AFS) with sub-classification
under each category viz., (i) Government Securities, (ii)
C. PRINCIPAL ACCOUNTING POLICIES
Other Approved Securities, (iii) Shares, (iv) Debentures
1. Revenue Recognition & Bonds, (v) Subsidiaries and Joint Ventures and
Income and Expenditure are generally accounted on (vi) Others – Units of Mutual Funds, Certificate of
accrual basis, except otherwise stated. Deposits, Commercial Paper, Security Receipts and
other investments, in accordance with the guidelines

Interest/other charges from loans, advances and issued by Reserve Bank of India.
investments other than on non-performing assets,
are recognized on accrual basis. Interest income on
The category under which the investments would
non-performing Advances/Investments, Income from be classified is decided at the time of acquisition.
Funded Interest Term Loans accounts, Income from Investments which the bank intends to hold till maturity
all eligible restructured advances are recognized upon are classified as “Held to Maturity”. Investments which
realisation, as per prudential norms prescribed by RBI.
147
SCHEDULES
are primarily held for sale within 90 days from the date unquoted bonds, debentures and preference shares
of purchase are classified as “Held for Trading”. As per where interest/dividend is received regularly (i.e. not
RBI guidelines, HFT Securities which remain unsold overdue beyond 90 days), the market price is derived
for a period of 90 days are classified as AFS Securities based on the Yield to Maturity (YTM) for Government
on that date. Investments which are not classified in Securities as published by FIMMDA/ PDAI and suitably
either of the above two categories are classified as marked up for credit risk applicable to the credit rating
“Available for Sale”. of the instrument. The matrix for credit risk mark-up
for each category and credit ratings along with residual
Shifting of securities among the categories is accounted maturity issued by FIMMDA are adopted for this
at the least of the acquisition cost / book value / market purpose. Equity shares, for which current quotations
price prevailing on the date of shifting and depreciation, are not available or where the shares are not quoted
if any, on such shifting is fully provided for. on the stock exchanges, are valued at break-up value
(without considering revaluation reserves, if any)
Investments classified under HTM category are carried which is ascertained from the company's latest Balance
at acquisition cost. Any premium on acquisition of Sheet. In case the latest Balance Sheet is not available,
government securities are amortized over the remaining the shares are valued at Re. 1/- per company.
maturity of the security on a straight line basis.
Non Performing Investments are identified and valued

Investments classified under the AFS and HFT based on RBI Guidelines.
categories are marked-to-market. The market/fair
value of quoted investments included in the ‘AFS’ Sale / Redemption of Investments
and ‘HFT’ categories is measured with respect to
Profit or loss on sale / redemption in respect of
the Market Price of the Scrip as available from the securities in HFT and AFS category is included in the
trades/quotes on the stock exchanges, SGL account Profit and Loss account. Profit on sale /redemption
transactions, price list of RBI or prices declared of investments in HTM category is included in the
by Financial Benchmark India Private Limited, Profit and Loss Account and is appropriated to Capital
periodically. Net depreciation, if any, within each Reserve after adjustments for tax and transfer to
category of investment classification is recognised in Statutory Reserve, as per RBI guidelines.
Profit and Loss Account. The net appreciation, if any,
under each category of Investment is ignored. Except Short sales
in cases where provision for diminution other than Short sale transactions, including ‘notional’ short sale,
temporary is created, the book value of individual is undertaken in Government securities as per RBI
securities is not changed consequent to the periodic guidelines. The short sales positions are reflected
valuation of Investments. in ‘Securities Short Sold (‘SSS’) A/c’, and categorized
under HFT category. These positions are marked–to-

The Bank follows settlement date method of market along with other securities under HFT portfolio
accounting for purchase / sale of investments, and and resultant MTM gains/losses are accounted for as
weighted average cost method for determining cost per RBI guidelines.
and accounting of profit on sale of investments.
Repo and Reverse Repo transactions

Brokerage, commission and STT etc., pertaining to
Repo and reverse repo transactions in government
investment, paid at the time of acquisition are charged securities and corporate debt securities including those
to the profit and loss account. Broken period interest conducted under the Liquidity Adjustment Facility
on debt instruments and government securities is (‘LAF’) and Marginal Standby Facility (‘MSF’) with RBI
treated as a revenue item. are accounted as collateralised borrowing and lending
respectively. Borrowing cost on repo transactions is
Security Receipts are valued as per Net Asset Value accounted as interest expense and revenue on reverse
(NAV) provided by the issuing Asset Reconstruction repo transactions is accounted as interest income.
Company from time to time. Treasury Bills, Commercial
Paper and Certificate of Deposits, being discounted 3. Advances
instruments, are valued at carrying cost. Units of Advances are classified as performing and non-
Mutual Funds are valued at the latest repurchase performing assets and provisions are made as per the
price/NAV declared by the Mutual Fund. In case of prudential norms prescribed by RBI. Advances stated in
148
SCHEDULES
the Balance Sheet are net of provisions, claims received than buildings. Computers, including software, are
from credit guarantee institutions and recoveries depreciated under SLM at the rate of 33.33% as per
pending appropriation and held in sundry account. RBI guidelines.
Interest on non-performing advances is transferred
to an unrealized interest account and not recognized Useful life of the assets has been estimated in line with
in profit and loss account until received. Amounts Schedule II of the Companies Act, 2013, as determined
recovered against debts written off is recognised as by the management, as under –
income and provisions no longer considered necessary
based on the current status of the borrower, is reversed Useful life
Class of Asset Method
to the profit and loss account. (years)
a. BUILDING 58 WDV

In respect of restructured/rescheduled assets,
provision is made in accordance with RBI guidelines, b. PLANT & MACHINERY
which requires the diminution in the fair value of the ATM, Cash Deposit Machine, 10
assets to be provided at the time of restructuring. In Cash Dispenser, Bunch Note
respect of loans and advances accounts subjected to Recyclers, Cash / Currency
restructuring, the account is upgraded to standard Sorting Machine, Air-conditioner
category only after the specified period. / Air Coolers, Generator, general
electrical works and other plant
Provision for Unhedged Foreign currency Exposure of & machinery etc.
borrower entities, is made considering their unhedged Safe Deposit Lockers, Safe / 15
exposure to the Bank. Strong Room Door / Cage, Wind
Mill
Provision for standard assets, is made in accordance SLM
c. FURNITURE & FIXTURES
with the guidelines and at levels stipulated by RBI
Furniture & Fixtures at bank 10
from time to time.
premises
Transfer of advances through inter-bank participation Furniture & Fixtures at staff 5

is undertaken with and without risk in accordance with quarters / guest house
RBI guidelines. In case of participation with risk, the Electric & Electronic items, 3
aggregate amount of participation sold / purchased cellular / mobile phones etc.
by the Bank is reduced from / included in advances. d. MOTOR VEHICLES 8
In case of participation without risk, the aggregate
amount of participation sold / purchased by the Bank e. COMPUTERS (including 3
software)
is classified under borrowings / investments.
4. Fixed Assets Depreciation on assets purchased and sold during the

Premises and other fixed assets are accounted for at year is recognised on a pro-rata basis from the date of
historical cost as reduced by depreciation written off. purchase / till the date of sale.
The cost includes cost of purchase and all expenditure
such as site preparation, installation cost, expenditure 6. Foreign Exchange Transactions
incurred for development of software, professional As per guidelines of Foreign Exchange Dealers
fees and GST (net of ITC). Subsequent expenditure Association of India (FEDAI) and AS-11 requirements,
incurred on the assets already in use are capitalised all foreign currency assets and liabilities like Nostro
only when it increases the future benefits from such balances, Foreign Currency Non-Resident deposits,
assets or their functioning capacity. Resident Foreign Currency deposit, Pre and Post
shipment Credit in Foreign Currency and Foreign
Capital work-in-progress includes cost of fixed assets Currency Term Loans are valued at closing spot rates
that are not ready for their intended use. announced by FEDAI and the resultant revaluation
profit or loss, as the case may be, is taken to exchange
5. Depreciation profit account and not reversed. Forward Contracts
Depreciation on Fixed Assets is provided on Straight and other forward maturity items like cheques / bills
Line Method (SLM) in respect of all fixed assets other purchased and negotiated are valued at the appropriate
149
SCHEDULES
FEDAI forward rates and the resultant profit or loss is encashment benefits are made on accrual basis as per
discounted using Mumbai Interbank Forward Offer actuarial valuation as at the Balance Sheet date and net
Rate (MIFOR) and the unrealised profit or loss is actuarial gains/ losses are recognised as per the AS 15.
reversed on next working day. Short term benefits are accounted for as and when the
liability becomes due.

Non-fund based assets like Guarantees, Letters
of Credit, Acceptances, Endorsements and other Options as and when granted under Employee Stock
obligations in foreign currencies are translated Option Scheme (ESOS) are valued and accounted for
at closing spot rates notified by FEDAI at the using Intrinsic Value Method, on accrual basis.
Balance Sheet date.
11. Segment Reporting
7. Bullion Business The Bank recognises the Business Segment as the
The Bank imports, on a back-to-back basis, primary reporting segment and Geographical Segment
consignments of bullion, including precious metal bars, as the secondary reporting segment, in accordance
for sale to its clients. The price quoted to the customer with RBI guidelines and in compliance with AS 17.
is based on price quoted by the supplier. The difference
between the price paid by the customer and the cost of
Business Segment is classified into (a) Treasury (b)
bullion is classified under other income. Corporate and Wholesale Banking, (c) Retail Banking
and (d) Other Banking Operations.
The Bank also borrows and lends bullion in accordance
with RBI guidelines, which is treated as borrowings 12. Earnings per Share
or lending and interest paid / received thereon is Earnings per Share is calculated by dividing the net
classified as interest expense / income, respectively. profit or loss for the year attributable to the equity
share-holders by the weighted average number of
Metal Loan Advances are valued based on the prevailing equity shares outstanding during the year.
market rate and foreign exchange rates as on the date
of Balance Sheet. Diluted Earnings per Share is computed by using the
weighted average number of equity shares and dilutive
8. Derivatives potential equity share outstanding as at the year end.
Interest rate swaps pertaining to trading position
and which are outstanding as on Balance Sheet date 13. Income Tax
are marked to market and net appreciation is ignored Income Tax expense comprises of current tax
and net depreciation is recognized in the Profit & provision made after due consideration of the judicial
Loss Account. Foreign currency options and swaps pronouncements and legal opinion (i.e. the amount of
are accounted in accordance with the guidelines tax for the period determined in accordance with the
issued by FEDAI. Income Tax Act, 1961, the rules framed there under
and considering the material principles set out in
9. Proposed Dividend Income Computation and Disclosure Standards) and
In terms of AS 4 - "Contingencies and Events occurring the net change in the deferred tax asset or liability
after the Balance Sheet date" as notified by the during the year.
Ministry of Corporate Affairs through amendments
to Companies (Accounting Standards) Amendment Deferred income taxes recognizes timing differences
Rules, 2016 dated March 30, 2016, proposed dividend between taxable income and accounting income that
or dividend declared after Balance Sheet date is not originate in one period and are capable of reversal in
shown as liability in current year Balance Sheet. one or more subsequent periods. Deferred Tax Assets
are recognized in the books of account to the extent
10. Employee Benefits of their future reversibility. Deferred Tax Liabilities are
Contributions to the Provident Fund and ‘Defined recognized fully in the year of accrual.
Contributory Pension Scheme’ are charged to
the Profit and Loss account. Contributions to the Deferred tax is measured based on the tax rates and
recognised Gratuity Fund, Pension Fund and leave the tax laws enacted or substantively enacted at the
Balance Sheet date.
150
SCHEDULES
14. Impairment of Assets

Contingent Assets are not recognized since this
The Bank assesses at each Balance Sheet date whether may result in the recognition of income that may
there is any indication that an asset may be impaired. never be realized.
Impairment loss, if any, is provided in the Profit and
Loss Account to the extent the carrying amount of 16. Country risk
assets exceeds their estimated recoverable amount. In addition to the provisions required to be held
In case the asset is carried at revalued amount, any according to the asset classification status, provisions
impairment loss of the revalued asset is treated as a are held for individual country exposure (other than
reduction in revaluation to the extent a revaluation for home country). The countries are categorised
reserve is available for that asset. into seven risk categories namely insignificant, low,
moderate, high, very high, restricted and off-credit

When there is indication that an impairment loss as per Export Credit Guarantee Corporation of India
recognised for an asset (other than a revalued asset) Limited guidelines and provision is made in respect of
in earlier accounting periods no longer exists or may the country where the net funded exposure is 1% or
have decreased, such reversal of impairment loss is more of the bank’s total funded assets.
recognised in the Profit and Loss Account, to the extent
the amount was previously charged to the Profit and 17. Corporate Social Responsibility
Loss Account. In case of revalued assets such reversal Expenditure towards corporate social responsibility, in
is not recognised. accordance with Companies Act, 2013 is recognised in
the Profit and Loss Account.
15. Provisions and Contingent Liabilities
A provision is recognised when there is an obligation as 18. Operating Lease
a result of past event, and there is a probability of an Lease payments for assets taken on operating lease
outflow of resources that will be required to settle the are recognised as an expense in the Profit and Loss
obligation and in respect of which a reliable estimate Account as per the lease terms.
can be made. Provisions are determined based on the
best estimate required to settle the obligation as at 19. Net Profit
the Balance Sheet date. These are reviewed at each The net profit disclosed in the Profit and Loss Account
Balance Sheet date and adjusted to reflect the current is after providing for :
best estimates.
• P
rovision for taxes, standard assets and non-
performing assets;
In case where the available information indicates that
the loss on the contingency is reasonably possible but • Provision for depreciation on investments,
the amount of loss cannot be reasonably estimated, a
• Provision for employee benefits; and
disclosure is made in the financial statements.
• Other usual and necessary provisions
151
SCHEDULES
SCHEDULE 18 – NOTES ON ACCOUNTS FORMING PART OF THE FINANCIAL STATEMENTS FOR THE
YEAR ENDED MARCH 31, 2020
(Disclosure requirements for the year ended March 31, 2020 as per Reserve Bank of India’s (RBI) Master Circular on Disclosure in
Financial Statements are given below. Amounts given herein are denominated in Rupees Crore unless specified otherwise)
1. Capital Ratio (CRAR) – Basel III

As at
SN Particulars
Mar. 31, 2020 Mar. 31, 2019
1 Common Equity Tier 1 capital ratio (%) 15.27 14.28

2 Tier 1 capital ratio (%) 15.27 14.28
3 Tier 2 capital ratio (%) 1.90 1.72
4 Total Capital ratio (CRAR) (%) 17.17 16.00
5 Amount of equity capital raised (` Crore) Nil 14.53
6 Amount of additional Tier 1 capital raised (` Crore)

of which
Nil Nil
- PNCPS
- PDI
7 Amount of Tier 2 capital raised (` Crore) of which 487.00
- Debt capital instruments (refer note 1.2 below) 487.00
- Preference share capital instruments
Nil
- Perpetual cumulative preference shares (PCPS)
Nil
- Redeemable non-cumulative preference shares (RNCPS)
- Redeemable cumulative preference shares (RCPS)
Basel III disclosures

In accordance with RBI circular DBR.No.BP.BC.1/21.06.201/2015-16 dated July 01, 2015, read together with RBI
circular DBR.No.BP.BC.80/21.06.201/2014-15 dated March 31, 2015, Banks are required to make Pillar 3 disclosures
under Basel III capital regulations. Accordingly, necessary disclosures have been made available on the Bank's website
- https://www.kvb.co.in/about-us/disclosures/disclosures-pillar-III/. These disclosures have not been subjected to audit
by the Statutory Central Auditors.
1.2 Tier II Capital

(` Crore)
As at
SN Particulars
Mar. 31, 2020 Mar. 31, 2019
1 Subordinated Lower Tier II Bonds Nil 150.00

2 Basel III Compliant Tier II Bonds 487.00 487.00
TOTAL 487.00 637.00
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SCHEDULES
1.3 Proposed Dividend and taxes thereon

RBI, vide circular DOR.BP.BC.No.64/21.02.067/2019-20 dated April 17, 2020, has decided that banks shall not make
any further dividend pay-outs from the profits pertaining to the financial year ended March 31, 2020 until further
instructions, in order to enable the banks to conserve capital to retain their capacity to support the economy and absorb
losses in an environment of heightened uncertainty caused by COVID-19. Accordingly, the Board of Directors of the
Bank, at their meeting held on June 24, 2020, has not recommended any dividend for the year ended March 31, 2020.
2. Business Ratios
SN Particulars 2019-20 2018-19
1. Interest Income as a percentage to Working Funds (%) 8.17 8.45
2. Non-interest income as a percentage to Working Funds (%) 1.58 1.40
3. Operating Profit as a percentage to Working Funds (%) 2.40 2.49
4. Return on Assets (%) 0.32 0.31
5. Business (Deposits plus Advances) per employee (` Crore) 13.54 14.42
6. Profit per employee (` Lakh) 2.96 2.75
Working Funds are based on average of total assets as reported to RBI in Form X during the year; Employee productivity
ratios are based on actual number of employees at the end of the year.
3. Investments
(` Crore)
As at
SN Particulars
Mar. 31, 2020 Mar. 31, 2019
1. Value of Investments
(i) Gross Value of Investments
a)
In India 16,072.13 15,136.08
b)
Outside India 0.46 0.43
(ii) Provisions for Depreciation
a)
In India 172.17 153.06
b)
(iii) Provisions for NPI
a)
In India 137.96 101.85
b)
Outside India Nil Nil
(iv) Net Value of Investments
a)
In India 15,762.00 14,881.17
b)
2. Movement of provisions held towards depreciation on investments
i Opening balance 153.08 135.73
ii Add: Provisions made during the year* 43.54 128.04
iii Less: Write-off/ write-back of excess provisions during the year 24.43 110.69
iv Closing balance 172.19 153.08
153
SCHEDULES
(` Crore)
As at
SN Particulars
Mar. 31, 2020 Mar. 31, 2019
3. Movement of provisions held towards Non Performing Investments

i Opening balance 101.85 53.32
ii Add: Provisions made during the year 36.11 51.69
iii Less: Write-off/ write-back of excess provisions during the year Nil 3.16
iv Closing balance 137.96 101.85
* includes provision of ` 15.00 crore made towards Security Receipts as per RBI circular DBR No.BP.BC.9/21.04.048/2016-17 dated Sept.01, 2016
3.1 Repo Transactions (in face value terms)

(` Crore)
Outstanding during FY Outstanding
as on
Minimum Maximum Daily Average
Particulars
2019-20 2018-19 2019-20 2018-19 2019-20 2018-19 Mar. 31, Mar. 31,
2020 2019
1. Securities sold under RBI Repo
Government Securities 26.90 77.59 313.53 852.19 28.89 17.09 255.79 77.59
2. Securities purchased under RBI Reverse Repo
Government Securities 4.90 3.77 1003.86 873.09 233.33 67.33 224.49 39.95
3. Securities sold under Market Repo
a. Government Securities 3.00 4.00 880.00 1555.00 283.49 346.04 130.00 205.00
b. Corporate Debt Securities Nil Nil Nil Nil Nil Nil Nil Nil
4. Securities purchased under Reverse Market Repo
a. Government Securities 50.00 34.00 868.00 488.00 46.07 44.24 Nil Nil
5. Securities sold under Tri–Party Repo*
a. Government Securities 7.30 1.02 1852.28 537.86 277.94 50.57 Nil 101.82
6. Securities purchased under Tri–Party Repo*
a. Government Securities 5.00 10.00 515.20 244.00 9.60 28.39 Nil Nil
* The daily average for FY 2018-19 has been considered from the day of launch of Tri – Party Repo by CCIL (i.e. November 05, 2018)
154
SCHEDULES
3.2 Non-SLR Investment Portfolio

i) Issuer Composition of Non-SLR investments
(` Crore)
Extent of
S. Private Below Unrated Unlisted
Issuer Amount
N. Placement Investment securities Securities
Grade Securities
1 2 3 4 5 6 7
As at Mar. 31, 2020
i PSUs 402.03 192.77 24.33 24.33
ii FIs 1,182.10 870.40 0.22 0.22
iii Banks 394.03 218.46 Nil Nil
iv Private Corporates 130.83 33.33 39.47 44.47
v Subsidiaries / Joint Ventures Nil Nil Nil Nil Nil
vi Others * 751.67 751.67 Nil 620.89
Sub Total 2,860.66 2,066.63 64.02 689.91
Less: Provision for depreciation on investments 172.19

Less: Provision for non performing investments 137.96
Total 2,550.51 2,066.63 Nil 64.02 689.91
As at Mar. 31, 2019
i PSUs 804.26 425.75 24.33 24.33
ii FIs 824.01 562.22 0.22 0.22
iii Banks 252.55 171.15 Nil Nil
iv Private Corporates 141.37 33.33 39.49 44.49
v Subsidiaries / Joint Ventures Nil Nil Nil Nil Nil
vi Others * 424.20 422.72 Nil 422.72
Sub Total 2,446.39 1,615.17 64.04 491.76
Less: Provision for depreciation on investments 133.93
Less: Provision for non performing investments 101.85
Total 2,210.61 1,615.17 Nil 64.04 491.76
* 1. Amounts reported under columns 4, 5, 6 and 7 above are not mutually exclusive; 2. Others include Security Receipts of ` 620.89 crore (Previous Year
` 422.72 crore) and Exchange Traded Funds of ` 130.78 crore (Previous Year ` 1.48 crore)
ii) Non performing Non-SLR investments

(` Crore)
Particulars 2019-20 2018-19
Opening balance 137.26 84.12
Additions during the year 1.35 56.30
Reductions during the year Nil 3.16
Closing balance 138.61 137.26
Total provisions held 137.96 101.85
155
SCHEDULES
3.3 Sale and transfers to / from Held to Maturity (HTM) Balance in IFR as on March 31, 2020 stands at ` 74.76
Category crore, which is 1.82% to HFT and AFS portfolio.
During the year, the bank has sold government securities
3.6 Shifting of securities from / to HTM category
amounting to ` 3,816.28 crore from HTM category, i.e.
in excess of 5% of the book value of investments held
In accordance with RBI guidelines, during the first
in HTM category at the beginning of the year. quarter of the financial year, securities amounting to
` 544.24 crore have been shifted from AFS to HTM
3.4 Transfer to Capital Reserve category and ` 4,097.86 crore from HTM to AFS
category and the resultant depreciation of ` 21.10

Net profit on sale of securities includes profit of
crore has been charged to Profit and Loss account.
` 235.25 crore on sale of securities from HTM
category (` 45.44 crore during the previous year). As
3.7 SLR investments under HTM category -
per RBI guidelines, an amount of ` 132.04 crore, after
netting of taxes and transfer to Statutory Reserve, is
The percentage of SLR investment under HTM
transferred to Capital Reserve (` 22.17 crore during category as on March 31, 2020 was 19.33% of Demand
the previous year). and Time Liability of the Bank (previous year 17.35%)
which is within permissible limit as per RBI guidelines.
3.5 Transfer to Investment Fluctuation Reserve (IFR)
3.8 Interest income on investment is net of amortization

An amount of ` 44.23 crore is transferred to IFR
expenses of ` 67.08 crore (` 43.93 crore during
during the year 2019-20 (` 30.53 crore during
previous year).
the year 2018-19), as per RBI circular No. DBR.
BP.BC.102/21.04.048/2017-18 dated April 02, 2018.
4. Derivatives
4.1 Forward Rate Agreement/Interest Rate Swap
(` Crore)
Particulars Mar. 31, 2020 Mar. 31, 2019
1. The notional principal of swap agreements
2. Losses which would be incurred if counterparties failed to fulfill their obligations under the
agreements
Nil Nil
3. Collateral required by the bank upon entering into swaps
4. Concentration of credit risk arising from the swaps
5. The fair value of the swap book
4.2 Exchange Traded Interest Rate Derivatives

(` Crore)
Particulars Mar. 31, 2020 Mar. 31, 2019
1. Notional principal amount of exchange traded interest rate derivatives undertaken

during the year (instrument wise)
2. Notional principal amount of exchange traded interest rate derivatives outstanding
as on March 31, 2020 (instrument wise)
Nil Nil
3. Notional principal amount of exchange traded interest rate derivatives outstanding
and not "highly effective" (instrument wise)
4. Mark-to-market value of exchange traded interest rate derivatives outstanding and
not "highly effective" (instrument wise)
156
SCHEDULES
4.3 Disclosures on risk exposure in derivatives PDs etc. For deals with corporate clients, appropriate
collateral security / margin etc. are stipulated whenever
Qualitative Disclosure
considered necessary.
Structure, Organisation, Scope, Nature of risk
management in derivatives Credit Risk Mitigation
The organization structure consists of Treasury
Most of the deals are contracted with Banks /
Department which is segregated into three functional major PDs/highly rated clients and no default risk is
areas i.e., front office, mid office and back office. anticipated on the deals with them.
Rupee derivative deals are executed for hedging or Dealing in derivatives is centralized in the Treasury of
for trading. The risk in the derivatives portfolio is the Bank. Derivative transactions are entered into by
monitored by assessing the MTM position of the the treasury front office. Treasury mid office conducts
portfolio on a daily basis and the impact on account of an independent check of the transactions entered
probable market movements. The overall portfolio is into by the front office and ensures compliance with
operated within the risk limit fixed by the Bank. various internal and regulatory guidelines. Back Office
undertakes activities such as confirmation, settlement,
Forex derivative deals are offered to clients on back- accounting, risk monitoring and reporting.
to-back basis. The outstanding deals are marked
to market on monthly basis. The MTM values are
The market making and the proprietary trading
informed to the clients every month and margin activities in derivatives are governed by the derivatives
topped up where required. policy of the Bank, which lays down the position limits,
stop loss limits as well as other risk limits. As far as
The Board reviews the risk profile of the outstanding forex derivatives are concerned, they are undertaken
portfolio at regular intervals. on back-to-back basis only.
Accounting Risk monitoring on derivatives portfolio is done on

Accounting Policies as per RBI guidelines have been a daily basis. The Bank measures and monitors risk
adopted. The hedge swaps are accounted for like a using PVBP (Price Value of a Basis Point) approach.
hedge of the asset or liability. The income / expense Risk reporting on derivatives forms an integral
on hedge swaps are accounted on accrual basis except part of the management information system and
where swap transactions whose underlying is subjected the marked to market position and the PVBP of the
to MTM. Such hedge swaps are marked to market on derivatives portfolio is reported on a daily basis to the
a monthly basis and the gain / losses are recorded as top management.
an adjustment to the designated asset / liability. The
non-hedge swaps are marked to market every month
Risk monitoring on forex derivatives is done on a
and the MTM losses in the basket are accounted in the monthly basis. It is reported to the top management
books while MTM profits are ignored. and related clients on monthly basis.
Collateral Security
As per market practice, no collateral security is insisted
for the contracts with counter parties like Banks /
Quantitative Disclosures:
(` Crore)
Mar. 31, 2020 Mar. 31, 2019
Particulars Currency Interest rate Currency Interest rate
Derivatives Derivatives Derivatives Derivatives
1. Derivatives (Notional Principal Amount)

a) For hedging
Nil Nil
b) For trading
157
SCHEDULES
(` Crore)
Mar. 31, 2020 Mar. 31, 2019
Particulars Currency Interest rate Currency Interest rate
Derivatives Derivatives Derivatives Derivatives
2. Marked to Market Positions

a) Asset (+)
Nil Nil
b) Liability (-)
3. Credit Exposure Nil Nil
4. Likely impact of one percentage change in interest rate (100*PV01)
a) on hedging derivatives
Nil Nil
b) on trading derivatives
5. Maximum and Minimum of 100*PV01 observed during the year
a) on hedging
Nil Nil
b) on trading
Note: There are no derivative transactions undertaken during the year, other than Forward Forex Contracts. Bank does not have any open position in the
Derivative instruments in trading book as on March 31, 2020.
5. Advances and Asset Quality

5.1 Movement of NPAs
(` Crore)
Gross NPAs* as on the beginning of the year 4,449.57 3,015.76
Additions (incl. Fresh NPA) during the year 1,602.25 2,342.92
Sub-total (A) 6,051.82 5,358.68
Less : -(i) Up gradations 50.59 20.82
(ii) Recoveries (excluding recoveries made from upgraded accounts) 827.14 440.84
(iii) Technical/Prudential write-offs/Sale to ARCs 941.39 342.87
(iv) Write off other than those (iii) above 19.93 104.58
Sub-total (B) 1,839.05 909.11
Gross NPAs as at the end of the year (A – B) 4,212.77 4,449.57
*Gross NPAs arrived at as per item 2 of Annex to RBI circular DBOD.BP.BC.No.46/21.04.048/2009-10 dated September 24, 2009
5.2 Movements in Technical write off

(` Crore)
Opening balance 1,160.25 1,267.01
Add: Technical/prudential write-offs during the year 492.78 Nil
Sub-total (A) 1,653.03 1,267.01
Less: Recoveries / Sale made from previously technical/prudential written–off 50.29 106.76
accounts during the year (B)
Closing balance (A – B) 1,602.74 1,160.25
158
SCHEDULES
5.3 Gross and Net Non-Performing Assets and Provisions for NPA
(` Crore)
1. Net NPAs to Net Advances (%) 3.92 4.98
2. Movement of Gross NPAs
a. Opening balance 4,449.57 3,015.76
b. Additions during the year 1,602.25 2,342.92
c. Reductions during the year 1,839.05 909.11
d. Closing balance 4,212.77 4,449.57
3. Movement of Net NPAs*
b. Additions during the year 85.71 930.80
c. Reductions during the year 697.40 373.29
4. Movement of provisions for NPAs
b. Provisions made during the year 1,511.21 1,406.11
c. Write off/Write back of excess provisions 1,121.85 535.82
* Net NPAs are arrived at after deduction of other provisions and claims received / settled amounting to ` 53.57 crore (` 68.04 crore during previous year).
5.4 Provision Coverage Ratio

Provision Coverage Ratio as on March 31, 2020 is 68.90% (previous year 56.86%)
159
5.5 Disclosure of Restructured Accounts (FY 2019-20)
160
(` Crore)
Type of Restructuring Under CDR Mechanism Under SME Debt Restructuring Mechanism Others ~ Total
S
N Asset Classification Sub- Sub- Sub- Sub-
Standard Doubtful Loss Total Standard Doubtful Loss Total Standard Doubtful Loss Total Standard Doubtful Loss Total
Details Standard Standard Standard Standard
No. of
0 0 1 1 2 0 1 3 0 4 34 4 14 27 79 34 5 18 28 85
borrowers
Restructured
Accounts as on Amount
1 outstanding 0.00 0.00 26.85 27.91 54.76 0.00 0.01 0.36 0.00 0.37 72.09 68.81 535.84 18.63 695.37 72.09 68.82 563.05 46.54 750.50
April 1 of the FY
SCHEDULES
(opening figures*)
Provision
0.00 0.00 14.87 27.91 42.78 0.00 0.00 0.05 0.00 0.05 3.78 10.32 306.33 18.15 338.58 3.78 10.32 321.25 46.06 381.41
thereon
No. of
0 0 0 0 0 0 0 0 0 0 52 6 0 0 58 52 6 0 0 58
borrowers
Fresh
Amount
2 Restructuring 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 169.31 21.76 0.00 6.78 197.85 169.31 21.76 0.00 6.78 197.85
outstanding
during the year
Provision
0.00 0.00 11.98 0.00 11.98 0.00 0.00 0.00 0.00 0.00 8.47 3.40 88.49 6.78 107.14 8.47 3.40 100.47 6.78 119.12
thereon
No. of
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Upgradations borrowers
to restructured Amount
3 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
standard category outstanding
during the FY Provision
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
thereon
*Restructured
standard advanced No. of
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
which cease to borrowers
attract higher
provisioning and Amount
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
/ or additional outstanding
weight at the
4
end of the FY
and hence need
not be shown Provision
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
as restructured thereon
standard advances
at the beginning of
the next FY
No. of
0 0 0 0 0 0 -1 0 1 0 -12 5 3 4 0 -12 4 3 5 0
borrowers
Downgradations of
Amount
5 restructured accounts 0.00 0.00 0.00 0.00 0.00 0.00 -0.01 -0.01 0.02 0.00 -44.91 -28.76 37.04 31.23 -5.40 -44.91 -28.77 37.03 31.25 -5.40
outstanding
during the FY
Provision
0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.01 0.02 0.01 -2.25 -4.25 4.41 31.23 29.14 -2.25 -4.25 4.40 31.25 29.15
thereon
(` Crore)
S
Introduction
No. of
0 0 0 0 0 0 0 -2 0 -2 -1 0 -1 -6 -8 -1 0 -3 -6 -10
Write-offs of borrowers
restructured Amount
6 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.34 0.00 -0.34 -3.20 -0.04 -227.23 -18.23 -248.70 -3.20 -0.04 -227.57 -18.23 -249.04
accounts during outstanding
the FY Provision
0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.04 0.00 -0.04 -0.16 0.00 -144.57 -18.23 -162.96 -0.16 0.00 -144.61 -18.23 -163.00
SCHEDULES
thereon
No. of
0 0 1 1 2 0 0 1 1 2 73 15 16 25 129 73 15 18 27 133
Performance review
Restructured borrowers
7 0.00 0.00 26.85 27.91 54.76 0.00 0.00 0.01 0.02 0.03 193.29 61.77 345.65 38.41 639.12 193.29 61.77 372.51 66.34 693.91
March 31 of the FY outstanding
(closing figures*) Provision
0.00 0.00 26.85 27.91 54.76 0.00 0.00 0.00 0.02 0.02 9.84 9.47 254.66 37.93 311.90 9.84 9.47 281.51 65.86 366.68
thereon
* - Excluding the figures of Standard Restructured Advances which do not attract higher provisioning or risk weight (if applicable)
Statutory reports
Foot Note 1 – The figures under S.N. 2 include fresh accounts restructured under onetime restructuring of MSME advances and additions to existing restructured accounts.
Foot Note 2 – The figures under S.N. 6 include reduction from existing restructured accounts by way of closure / recovery / write-offs.
Foot Note 3 – The figures under S.N.7 includes total provision held on restructured accounts.
~ - Accounts restructured under Flexible Structuring, SDR, Change of ownership outside SDR etc., are disclosed separately.
161
5.5 Disclosure of Restructured Accounts (FY 2018-19)
162
(` Crore)
S
No. of
3 1 0 0 4 3 0 4 1 8 16 3 15 32 66 22 4 19 33 78
1 70.09 26.85 0.00 0.00 96.94 6.37 0.00 0.38 0.04 6.79 185.97 361.24 119.35 0.58 667.14 262.43 388.09 119.73 0.62 770.87
April 1 of the FY outstanding
SCHEDULES
(opening figures*) Provision

3.50 6.71 0.00 0.00 10.21 0.32 0.00 0.06 0.04 0.42 9.30 85.26 36.41 0.10 131.07 13.12 91.97 36.47 0.14 141.70
thereon
No. of
0 0 0 0 0 0 0 0 0 0 29 2 0 0 31 29 2 0 0 31
borrowers
Fresh
Amount
2 Restructuring 0.00 0.00 0.00 1.90 1.90 0.00 0.00 0.00 0.00 0.00 70.41 2.93 0.00 0.00 73.34 70.41 2.93 0.00 1.90 75.24
outstanding
during the year
Provision
0.00 0.00 0.00 1.90 1.90 0.00 0.00 0.00 0.00 0.00 3.70 0.44 0.00 0.00 4.14 3.70 0.44 0.00 1.90 6.04
thereon
No. of
0 0 0 0 0 0 1 -1 0 0 0 0 0 0 0 0 1 -1 0 0
Upgradations borrowers
to restructured Amount
3 0.00 0.00 0.00 0.00 0.00 0.00 0.01 -0.01 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.01 -0.01 0.00 0.00
standard category outstanding
during the FY Provision
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
thereon
Restructured
standard advanced No. of
0 0 0 0 0 -1 0 0 0 -1 -4 0 0 0 -4 -5 0 0 0 -5
which cease to borrowers
attract higher
provisioning and Amount
0.00 0.00 0.00 0.00 0.00 -0.04 0.00 0.00 0.00 -0.04 -1.71 0.00 0.00 0.00 -1.71 -1.75 0.00 0.00 0.00 -1.75
/ or additional outstanding
weight at the
4
end of the FY
and hence need
not be shown Provision
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -0.09 0.00 0.00 0.00 -0.09 -0.09 0.00 0.00 0.00 -0.09
as restructured thereon
standard advances
at the beginning of
the next FY*
No. of
-1 -1 1 1 0 0 0 0 0 0 -3 -1 1 3 0 -4 -2 2 4 0
borrowers
Downgradations of
Amount
5 restructured accounts -26.14 -26.85 26.85 26.14 0.00 0.00 0.00 0.00 0.00 0.00 -174.46 -290.66 440.07 25.05 0.00 -200.60 -317.51 466.92 51.19 0.00
outstanding
during the FY
Provision
-1.30 -6.71 14.87 26.14 33 0.00 0.00 0.00 0.00 0.00 -8.72 -74.67 286.43 25.05 228.09 -10.02 -81.38 301.30 51.19 261.09
thereon
(` Crore)
S
Introduction
No. of
-2 0 0 0 -2 -2 0 0 -1 -3 -4 0 -2 -8 -14 -8 0 -2 -9 -19
Write-offs of borrowers
restructured Amount
6 -43.95 0.00 0.00 -0.13 -44.08 -6.33 0.00 -0.01 -0.04 -6.38 -8.12 -4.70 -23.58 -7.00 -43.40 -58.40 -4.70 -23.59 -7.17 -93.86
accounts during outstanding
the FY Provision
-2.20 0.00 0.00 -0.13 -2.33 -0.32 0.00 -0.01 -0.04 -0.37 -0.41 -0.71 -16.51 -7.00 -24.63 -2.93 -0.71 -16.52 -7.17 -27.33
SCHEDULES
thereon
No. of
0 0 1 1 2 0 1 3 0 4 34 4 14 27 79 34 5 18 28 85
Performance review
7 0.00 0.00 26.85 27.91 54.76 0.00 0.01 0.36 0.00 0.37 72.09 68.81 535.84 18.63 695.37 72.09 68.82 563.05 46.54 750.50
March 31 of the FY outstanding
(closing figures*) Provision
0.00 0.00 14.87 27.91 42.78 0.00 0.00 0.05 0.00 0.05 3.78 10.32 306.33 18.15 338.58 3.78 10.32 321.25 46.06 381.41
thereon
* - Excluding the figures of Standard Restructured Advances which do not attract higher provisioning or risk weight (if applicable)
Statutory reports
Foot Note 1 – The figures under S.N. 2 include fresh accounts restructured under onetime restructuring of MSME advances , Tamilnadu Gaja Cyclone Relief package and additions to existing
restructured accounts (`. 2.38 crore)
Foot Note 2 – The figures under S.N. 6 include reduction from existing restructured accounts by way of closure / recovery / write-offs.
Foot Note 3 – The figures under S.N.7 includes total provision held on restructured accounts.
~ - Accounts restructured under Flexible Structuring, SDR, Change of ownership outside SDR etc., are disclosed separately.
163
SCHEDULES
5.6 Restructuring of MSME Accounts

As per guidelines issued by RBI vide circular DOR.No.BP.BC.34/21.04.048/2019-20 dated February 11, 2020 and
DBR.No.BP.BC.18/21.04.048/2018-19 dated January 01, 2019, on “Micro, Small and Medium Enterprise (MSME)
sector – Restructuring of Advances”, the details of restructured MSME accounts is as under:
(` Crore)
Year ended No. of Borrowers Amount
March 31, 2020 87 261.08
March 31, 2019 30 69.73
5.7 Accounts covered under Resolution Plan (RP) of Stressed Assets

Details of stressed asset accounts covered under resolution plan vide RBI circular DBR.No.BP.BC.45/21.04.048/2018-
19 dated June 7, 2019 are as under :
(` Crore)
Particulars NO Amount
Accounts covered under RP 7 485.38
of above, accounts where RP –
a. implemented 1 25.27
b. implementation period is yet to be completed 2 124.86
c. not implemented within stipulated timelines 3 276.57
d. not applicable (account under CIRP/NCLT) 1 58.68
Bank holds a provision of ` 331.62 crore (including additional provision required as per above RBI guidelines) towards the above accounts as on March 31, 2020.
5.8 Flexible Structuring of Existing Loans

(` Crore)
No. of borrowers Amount of loans taken up for Exposure weighted average duration of
taken up for flexible flexible structuring loans taken up for flexible structuring
Period structuring Classified as Standard Classified as NPA Before applying flexible After applying flexible
structuring structuring
2019-20
Nil
2018-19
5.9 Strategic Debt Restructuring (SDR) Scheme (accounts which are currently under the stand-still period)
(` Crore)
No. of accounts where Amount outstanding & classified as
SDR has been invoked As on Mar. 31 Accounts where conversion of Accounts where conversion of
Period
debt to equity is pending debt to equity has taken place
Standard NPA Standard NPA Standard NPA
2019-20
Nil
2018-19
5.10 Change in ownership outside SDR Scheme (accounts which are currently under the stand-still period)
(` Crore)
No. of Amount outstanding & classified as
accounts
As on Mar. 31 Accounts where conversion Accounts where conversion Accounts where change in
where the
of debt to equity/invocation of debt to equity/invocation ownership is envisaged by
Period effect change
of pledge of equity shares is of pledge of equity shares has issuance of fresh shares or
in ownership
pending taken place sale of promoters equity
is decided
Standard NPA Standard NPA Standard NPA Standard NPA
2019-20
Nil
2018-19
164
SCHEDULES
5.11 Change in ownership of projects under implementation (accounts which are currently under the stand-still period)
(` Crore)
No. of project loan accounts Amount outstanding as on the reporting date
Period where banks have decided to Classified as standard Classified as standard Classified as NPA
effect change in ownership restructured
2019-20
Nil
2018-19
5.12 Scheme for Sustainable Structuring of Stressed Assets (S4A)

(` Crore)
No. of accounts where S4A Aggregate amount Amount Outstanding
has been applied outstanding Provision Held
In Part A In Part B
2019-20 Classified as Standard
2018-19
Nil
2019-20 Classified as NPA
2018-19
5.13 COVID-19 Regulatory Package – Asset classification and provisioning

The COVID-19 global pandemic continues to spread rapidly across the globe including India. COVID-19 has caused a
significant impact and volatility in the global and domestic financial markets and economic activities. The Government
of India had announced a series of lock-down measures at the beginning of March 24, 2020 with an extension thereof
up to May 31, 2020, in order to limit the spread of the pandemic across India. A calibrated and gradual withdrawal of
lockdown and partial resumption of various business / economic activities are implemented with effect from June 1,
2020, based on the guidelines to be issued by the respective states. The impact of COVID-19 on the Bank's operations
and financial results will depend on future developments and resumption of various business activities, which are
highly uncertain as the same will be dependent on the severity and spread of the COVID-19 pandemic and measures
undertaken to mitigate the same.
In accordance with the RBI guidelines vide circular DOR.No.BP.BC.47/21.04.048/2019-20 dated March 27, 2020
and DOR.No.BP.BC.63/21.04.048/2019-20 dated April 17, 2020 on the ‘COVID-19 Regulatory Package’, Board has
approved a policy for implementation of the said guidelines by the Bank, including, inter-alia granting of moratorium
on the payment of installments and / or interest falling due between March 01, 2020 and May 31, 2020 upto June
30, 2020 (and subsequently extended to August 31, 2020 vide RBI circular DOR.No.BP.BC.72/21.04.048/2019-20
dated May 23, 2020) as well as relaxation of certain parameters, to eligible borrowers. The moratorium period /
benefits, wherever granted, shall be excluded for the purpose of asset classification as per Income Recognition and
Asset Classification norms. Bank is required to make additional provision @ 10%, over two quarters beginning with
quarter ending March 31, 2020, in respect of such borrowers whose accounts, though classified as standard as on
March 31, 2020, would have become non-performing but for these benefits/relaxations. Accordingly, Bank has made
the required provision in full as under :
SMAis 6% of advances for Karur and 8% of advances for City union bank...
(` Crore)
Particulars Amount
1. Outstanding amount as on March 31, 2020 in SMA/overdue category where moratorium/deferment is 2,896.46
extended*
2. Out of (1) above, outstanding amount in respect of which asset classification benefit is extended 194.96
3. Provisions made during Q4 of FY 2019-20 vide above guidelines 19.50
4. Provisions adjusted against slippages during Q4 of FY 2019-20 FY 20 NA
5. Residual provision outstanding as on March 31, 2020 19.50
* - Amount outstanding as on February 29, 2020 is ` 2,981.49 crore
165
SCHEDULES
5.14 Divergence in asset classification and provisioning

As per supervisory process conducted for the year 2018-19 by RBI, the additional provisioning for NPAs assessed
does not exceed 10% of the profit before provisions and contingencies and the additional gross NPAs identified does
not exceed 15% of the published incremental gross NPAs. Hence, disclosure on divergences in asset classification and
provisioning is not required.
5.15 Details of financial assets sold to Securitisation / Reconstruction Company for Asset Reconstruction
(` Crore)
1. No. of borrowers 122
2. Aggregate value (net of provisions) of accounts sold to SC/RC 535.61
3. Aggregate consideration 493.12 Nil
4. Additional consideration realized in respect of accounts transferred in earlier years Nil
5. Aggregate gain / (loss) over net book value. (42.49)
During FY 2019-20, sale through Security Receipts amounted to ` 355.40 crore and ` 180.21 crore on cash basis has been effected; the amount of gain or loss
over net book value has been accounted for in profit and loss account.
5.16 Investments in Security Receipts

(` Crore)
i. Backed by NPAs sold by the bank as underlying 620.89 422.72
ii. Backed by NPAs sold by other banks / financial institutions / non-banking financial Nil Nil
companies as underlying
Total 620.89 422.72
5.17 Ageing of Investments held as Security Receipts

(` Crore)
SRs issued
Within past 5 years More than 5 years ago but More than 8 years ago
Particulars
within past 8 years
2019-20 2018-19 2019-20 2018-19 2019-20 2018-19
1 Book value of SRs backed by NPAs sold by the bank 458.46 275.47 162.43 147.25
as underlying
Provision held against (1) 15.00 9.94 120.28 89.01
2 Book value of SRs backed by NPAs sold by other
Nil Nil
banks/financial institutions /non-banking financial Nil
companies as underlying
Provision held against (2) Nil
Gross Book value 458.46 275.47 162.43 147.25
Total provision held against above 15.00 9.94 120.28 89.01 Nil Nil
Net Book Value 443.46 265.53 42.15 58.24 Nil Nil
5.18 Details of Non Performing Financial Assets purchased from / sold to other banks
(` Crore)
A. Details of non-performing financial assets purchased
1. (a) No. of accounts purchased during the year
(b) Aggregate outstanding
Nil Nil
2. (a) Of these, number of accounts restructured during the year
(b) Aggregate outstanding
166
SCHEDULES
(` Crore)
B. Details of non-performing financial assets sold
1. No. of accounts sold
2. Aggregate outstanding Nil Nil
3. Aggregate consideration received
5.19 Overseas Asset, NPAs and Revenue

(` Crore)
Total Assets 1,379.70 138.38
Total NPAs Nil Nil
Total Revenue 46.73 1.54
6 Exposures
6.1 Exposure to Real Estate Sector
(` Crore)
Category 2019-20 2018-19
a) Direct exposure
(i) Residential Mortgages –
Lendings fully secured by mortgages on residential property that is or will be 5,474.26 4,152.08
occupied by the borrower or that is rented (individual housing loans eligible for
priority sector advances may be shown separately)
(ii) Commercial Real Estate –
Lendings secured by mortgages on commercial real estates (office buildings, 3,239.85 3,415.83
retail space, multi-purpose commercial premises, multi-family residential
buildings, multi-tenanted commercial premises, industrial or warehouse space,
hotels, land acquisition, development and construction, etc.). Exposure would
also include non-fund based (NFB) limits;
(iii)
Investments in Mortgage Backed Securities (MBS) and other securitized
exposures –
a. Residential, Nil Nil
b. Commercial Real Estate. Nil Nil
b) Indirect Exposure
Fund based and non-fund based exposures on National Housing Bank (NHB) and 156.53 76.82
Housing Finance Companies (HFCs).
Total Exposure to Real Estate Sector 8,870.64 7,644.73
6.2 Exposure to Capital Market

(` Crore)
1. Direct investment in equity shares, convertible bonds, convertible debentures 123.68 135.79
and units of equity-oriented mutual funds the corpus of which is not exclusively
invested in corporate debt;
2. Advances against shares/bonds/ debentures or other securities or on clean basis 0.55 1.32
to individuals for investment in shares (including IPOs/ESOPs), convertible bonds,
convertible debentures, and units of equity-oriented mutual funds;
3. Advances for any other purposes where shares or convertible bonds or convertible Nil Nil
debentures or units of equity oriented mutual funds are taken as primary security;
167
SCHEDULES
(` Crore)
4. Advances for any other purposes to the extent secured by the collateral security of Nil Nil
shares or convertible bonds or convertible debentures or units of equity oriented
mutual funds i.e. where the primary security other than shares/convertible bonds/
convertible debentures/units of equity oriented mutual funds does not fully cover
the advances;
5. Secured and unsecured advances to stockbrokers and guarantees issued on behalf 40.91 72.37
of stockbrokers and market makers;
6. Loans sanctioned to corporates against the security of shares / bonds/debentures Nil Nil
or other securities or on clean basis for meeting promoter’s contribution to the
equity of new companies in anticipation of raising resources;
7. Bridge loans to companies against expected equity flows/issues; Nil Nil
8. Underwriting commitments taken up by the banks in respect of primary issue of Nil Nil
shares or convertible bonds or convertible debentures or units of equity oriented
mutual funds;
9. Financing to stockbrokers for margin trading; Nil Nil
10. All exposures to Venture Capital Funds (both registered and unregistered) Nil Nil
Total Exposure to Capital Market 165.14 209.48
6.3 Risk Category wise Country Exposure

(` Crore)
2019-20 2018-19
Risk Category
Exposure (net) Provision held Exposure (net) Provision held
Insignificant 175.32 380.92
Low 54.86 91.56
Moderate 2.31 6.51
High 0.79 Nil 1.06 Nil
Very High Nil 1.17
Restricted Nil Nil
Off-credit Nil Nil
Total 233.28 Nil 481.22 Nil
The net funded exposure of the bank in respect of foreign exchange transactions with each country is within 1% of the total assets of the Bank and hence no
provision is required in terms of RBI guidelines
6.4 Details of Single Borrower Limit (SBL), Group Borrower Limit (GBL) exceeded by the bank.
The Bank has not exceeded the prudential credit exposure limits in respect of Single Borrower Limit and Group
Borrower Limit other than food credit.
6.5 Sector-wise Advances

(` Crore)
As on Mar. 31, 2020 As on Mar. 31, 2019
S Outstanding Gross NPAs % of Gross Outstanding Gross NPAs % of Gross

Sector Total Advances NPAs to Total Total Advances NPAs to Total
N
Advances in Advances in
that sector that sector
A Priority Sector
1 Agriculture and allied activities 9,127.31 313.51 3.43 8,555.82 328.41 3.84
2 Industries eligible under priority sector 3,907.42 325.61 8.33 5,068.01 315.59 6.23
168
SCHEDULES
(` Crore)
As on Mar. 31, 2020 As on Mar. 31, 2019
S Outstanding Gross NPAs % of Gross Outstanding Gross NPAs % of Gross

Sector Total Advances NPAs to Total Total Advances NPAs to Total
N
Advances in Advances in
that sector that sector
3 Services 5,065.63 479.94 9.47 6,675.48 592.21 8.87
4 Personal Loans 2,779.33 69.58 2.50 922.74 60.60 6.57
Subtotal (A) 20,879.69 1,188.64 5.69 21,222.05 1,296.81 6.11
B Non Priority Sector
1 Agriculture and allied activities 954.83 108.63 11.38 678.11 37.35 5.51
2 Industry 6,903.74 1,697.49 24.59 8,093.72 2,341.63 28.93
3 Services 11,689.36 1,099.55 9.41 11,702.77 681.82 5.83
4 Personal Loans 8,088.68 118.46 1.46 8,919.01 91.96 1.03
Subtotal (B) 27,636.61 3,024.13 10.94 29,393.61 3,152.76 10.73
Total (A+B) 48,516.30 4,212.77 8.68 50,615.66 4,449.57 8.79
The above data has been furnished by the management and have been relied upon by the auditors.
6.6 Unsecured Advances

(` Crore)
As on
Particulars
Mar. 31, 2020 Mar. 31, 2019
Total advances for which intangible securities such as charge over the rights, licenses, Nil Nil
authorisations, etc. have been taken as securities
6.7 Information on concentration of business

(` Crore)
a. Concentration of Deposits
Total deposits of Twenty Largest Deposits 3,387.62 3,663.37
% of above to Total Deposits 5.73% 6.12%
b. Concentration of Advances
Total Advances to Twenty Largest Borrowers 3,643.30 3,098.81
% of above to Total Advances 6.30% 6.12%
c. Concentration of Exposures
Total Exposures to Twenty Largest Borrowers / Customers 4,260.29 4,177.59
% of above to Total Exposure 7.17% 7.38%
d. Concentration of NPAs
Total Exposure to top four NPA Accounts 766.31 865.41
The above data has been furnished by the management and have been relied upon by the auditors.
6.8 Off-balance sheet SPVs sponsored (which are required to be consolidated as per accounting norms)
The bank has no off-balance sheet SPVs sponsored as on March 31, 2020 and March 31, 2019.
169
SCHEDULES
6.9 Disclosures relating to Securitisation

The bank has not sponsored any SPVs for Securitization transactions.
(` Crore)
S 2019-20 2018-19
Particulars
N Number Amount Number Amount
1 No. of SPVs sponsored by the Bank for securitization
transactions
2 Total amount of securitized assets as per the books of the SPVs
sponsored by the bank
3 Total amount of exposures retained by the bank to comply with
MMR as on the date of balance sheet
a) Off-balance sheet exposures
i. First Loss
ii. Others
b) On-balance sheet exposures
i. First Loss
ii. Others
4 Amount of exposures to securitisation transactions other than
MMR
a) Off-balance sheet exposures Nil Nil
i. Exposures to own securitisations
1.
First Loss
2.
Others
ii. Exposures to third party securitisations
1.
First Loss
2.
Others
b) On-balance sheet exposures
i. Exposures to own securitisations
1.
First Loss
2.
Others
ii. Exposures to third party securitisations
1.
First Loss
2.
Others
6.10 Credit Default Swaps

The bank has not initiated any trade in Credit Default Swaps during FY 2019-20 and FY 2018-19.
6.11 Intra Group Exposures

The bank has no intra group exposures on March 31, 2020 and March 31, 2019.
170
SCHEDULES
7. Provisions and Contingencies

Break-up of ‘Provision and Contingencies’ shown under the ‘Expenditure’ head in Profit & Loss Account
(` Crore)
Provision for 2019-20 2018-19
Standard Assets 1.76 (2.07)
Bad & Doubtful Debts * 1,356.17 1,317.73
Depreciation on Investments and Non Performing Investments 76.32 69.05
Specified accounts referred to NCLT Nil (12.34)
Interest sacrifice on Restructured Advances Nil (7.57)
Fraud other than advances 1.15 5.24
COVID-19 Relief Package 19.50 Nil
SDR, S4A etc. Nil (10.19)
MSME Dispensation & Restructured accounts, Food Credit 5.96 7.73
Unhedged Foreign Currency Exposure 0.05 (2.58)
Other Provisions 27.75 23.55
Income Tax 97.44 85.71
Deferred Tax (Net) (60.28) 25.65
Total 1,525.82 1,499.91
* Includes provision related to fraud on advances amounting to ` 89.75 crore (PY ` 68.01 crore)
7.1 Movement of Floating Provision/Counter Cyclical Buffer

(` Crore)
Floating Provision at the beginning of the year 9.69 9.69
Floating Provision made during the year Nil Nil
Amount transferred to counter cyclical buffer as per RBI guidelines Nil Nil
Floating Provision at the end of the year 9.69 9.69
7.2 Provisions on Standard Assets, Unhedged Foreign Currency Exposure, Food Credit
(` Crore)
Provisions for 2019-20 2018-19
1. Standard Assets 182.42 180.66
2. Unhedged Foreign Currency Exposure 5.41 5.36
3. Food Credit (Punjab State Government) * 6.80 7.01
* Provision @15% of outstanding food credit availed by Punjab State Government, vide RBI circular DBR.BP.No.3992/21.04.048/2016-17 dated
October 03, 2016
171
8.1 Asset Liability Management
172
Maturity pattern of certain items of assets and liabilities
(` Crore)
Foreign Currency
Particulars Deposits Gross Advances Gross Investments Borrowings Foreign Currency Assets
Liabilities
2019-20 2018-19 2019-20 2018-19 2019-20 2018-19 2019-20 2018-19 2019-20 2018-19 2019-20 2018-19
1 day 145.39 127.93 1,025.03 1,247.39 1,932.70 1,263.56 142.22 219.03 29.52 519.97 94.91 559.93
SCHEDULES
2 to 7 days 1,243.41 1,002.67 833.21 449.46 292.14 286.09 Nil 209.52 106.41 171.60 1.43 34.91
8 to 14 days 827.80 628.83 513.50 675.59 183.33 331.59 Nil Nil 134.76 49.89 1.19 0.51
15 to 30
1,063.45 784.15 1,793.32 1,394.47 475.72 407.19 Nil Nil 47.62 103.90 5.50 2.92
days
31 days to 2
1,911.71 1,440.77 1,216.51 3,412.22 667.74 807.19 Nil Nil 188.24 177.48 23.44 7.44
months
More than
2 months
1,814.90 1,389.25 1,438.67 1,605.88 946.30 753.34 Nil Nil 0.00 129.53 0.00 16.96
and up to 3
months
Over 3
months to 6 4,248.46 3,713.45 3,984.61 3,472.14 1,920.23 1,590.50 18.61 168.63 145.99 172.48 78.12 55.58
months
Over 6
months to 1 8,358.16 7,953.81 6,367.84 5,347.66 3,055.18 2,764.03 61.00 Nil 2.10 0.88 222.82 110.44
year
Over 1 year
14,672.37 11,353.09 18,161.59 20,154.48 3,444.91 3,326.54 475.35 481.16 11.91 20.80 204.79 267.80
to 3 years
Over 3 years
10,033.91 7,431.78 4,551.03 5,069.50 1,724.16 918.14 Nil Nil 37.35 17.40 67.00 54.90
to 5 years
Over 5 years 14,755.52 24,042.23 8,630.99 7,786.88 1,432.83 2,661.74 487.00 487.00 21.23 2.13 0.72 0.00
Total 59,075.08 59,867.96 48,516.30 50,615.67 16,075.24 15,109.91 1,184.18 1,565.34 725.13 1,366.06 699.92 1,111.39
8.2 Liquidity Coverage Ratio (LCR)
The following table sets forth the daily average of un-weighted and weighted values for all the quarters in FY 2019-20
Introduction
(` Crore)
Quarter ended Quarter ended Quarter ended Quarter ended Quarter ended
March 31, 2020 December 31, 2019 September 30, 2019 June 30, 2019 March 31, 2019
Total Total Total Total Total Total Total Total Total Total
Particulars
Unweighted Weighted Unweighted Weighted Unweighted Weighted Unweighted Weighted Unweighted Weighted
Value Value Value Value Value Value Value Value Value Value
SCHEDULES
(average) (average) (average) (average) (average) (average) (average) (average) (average) (average)
Performance review
High Quality Liquid Assets

Total High
1 Quality Liquid 13,303.95 13,748.98 12,977.34 11,923.75 11,147.08
Assets (HQLA)
Cash Outflows
Statutory reports
Retail deposits
and deposits
from small
2 business 43,119.24 3,909.99 43,111.80 4,140.02 42,425.15 4,073.75 41,882.34 4,016.33 40,941.83 3,923.58
customers, of
which:
(i) Stable deposits 8,038.76 401.94 3,423.15 171.16 3,375.23 168.76 3,437.89 171.89 3,412.03 170.60
Less stable
(ii) deposits 35,080.48 3,508.05 39,688.65 3,968.86 39,049.92 3,904.99 38,444.45 3,844.44 37,529.80 3,752.98
Unsecured
3 wholesale 6,304.54 863.39 6,153.37 827.44 6,185.25 805.67 6,139.87 781.93 5,891.79 755.93
funding, of which:
Operational
(i) deposits (all 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
counterparties)
Non-operational
(ii) deposits (all 6,304.54 863.39 6,153.37 827.44 6,185.25 805.67 6,139.87 781.93 5,891.79 755.93
counterparties)
iii) Unsecured debt 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Secured
4 wholesale 0.00 0.00 0.00 0.00 0.00
funding
173
8.2 Liquidity Coverage Ratio (LCR) (Contd..)
174
(` Crore)
Particulars
SCHEDULES
Additional
5 requirements, of 5,181.69 437.11 6,017.52 508.93 6,009.23 469.47 5,361.85 462.16 6,903.41 540.02
which
Outflows related
to derivative
(i) exposures and 17.61 17.61 19.31 19.31 39.22 39.22 95.51 95.51 65.39 65.39
other collateral
requirements
Outflows related
(ii) to loss of funding 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
on debt products
Credit and
(iii) liquidity facilities 5,164.08 419.50 5,998.21 489.62 5,970.01 430.25 5,266.34 366.65 6,838.02 474.63
Other contractual
funding
6 36.81 36.81 18.76 18.76 22.85 22.85 58.85 58.85 33.32 33.32
obligations
Other contingent
7 funding 57.51 1.73 51.16 1.53 57.68 1.73 59.86 1.80 109.45 3.28
obligations
8 Total Cash
Outflows 5,249.03 5,496.68 5,373.47 5,321.07 5,256.13
Cash inflows
Secured lending 387.96 0.00 209.67 0.00 310.77 0.00 354.24 0.00 293.87 0.00
9 (e.g. reverse
repos)
(` Crore)
Introduction
Particulars
Inflows from
SCHEDULES
10 fully performing 1,046.37 821.55 1,210.04 985.09 1,448.87 1,110.04 2,216.48 1,908.71 1,135.60 782.90
Performance review
exposures
Other cash
11 inflows 22.54 22.54 24.67 24.67 47.66 47.66 98.72 98.72 71.94 71.94
Total Cash
12 1,456.87 844.09 1,444.38 1,009.76 1,807.30 1,157.70 2,669.44 2,007.43 1,501.41 854.84
Inflows
Statutory reports
Total Total Total Total Total

Adjusted Adjusted Adjusted Adjusted Adjusted
Value Value Value Value Value
13 TOTAL HQLA 13,303.95 13,748.98 12,977.34 11,923.75 11,147.08

Total Net Cash
14 Outflows (8-12) 4,404.94 4,486.92 4,215.77 3,313.64 4,401.29
Liquidity
15 Coverage Ratio 302.02% 306.42% 307.83% 359.84% 253.27%

(%)
Note – LCR data has been calculated based on simple average of daily observations
175
176
The following table sets forth, the daily average of un-weighted and weighted values for all the quarters in FY 2018-19
(` Crore)
Particulars
SCHEDULES

Total High
1 Quality Liquid 11,147.08 11,823.04 10,825.57 10,054.92 10,197.33
Assets (HQLA)
Cash Outflows
Retail deposits
and deposits
from small
2 40,941.83 3,923.58 40,073.22 3,839.11 40,079.44 3,843.09 38,797.53 3,714.56 36,838.77 3,521.27
business
customers, of
which:
(i) Stable deposits 3,412.03 170.60 3,364.18 168.21 3,297.02 164.85 3,303.64 165.18 3,252.17 162.61
Less stable
(ii) deposits 37,529.80 3,752.98 36,709.04 3,670.90 36,782.42 3,678.24 35,493.89 3,549.38 33,586.60 3,358.66
Unsecured
3 wholesale 5,891.79 755.93 5,599.16 698.72 5,937.92 736.53 5,962.04 727.15 6,211.62 788.22
funding, of which:
Operational
(i) deposits (all 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
counterparties)
Non-operational
(ii) deposits (all 5,891.79 755.93 5,599.16 698.72 5,937.92 736.53 5,962.04 727.15 6,211.62 788.22
counterparties)
iii) Unsecured debt 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Secured
4 wholesale 0.00 0.00 0.00 0.00 0.00
funding
(` Crore)
Introduction
Particulars
Additional
SCHEDULES
5 requirements, of 6,903.41 540.02 7,430.09 607.23 7,542.98 601.72 7,465.18 605.71 7,636.50 614.72
Performance review
which
Outflows related
to derivative
(i) exposures and 65.39 65.39 84.35 84.35 0.00 0.00 0.00 0.00 0.00 0.00
other collateral
requirements
Statutory reports
Outflows related
(ii) to loss of funding 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
on debt products
Credit and
(iii) liquidity facilities 6,838.02 474.63 7,345.74 522.88 7,542.98 601.72 7,465.18 605.71 7,636.50 614.72
Other contractual
funding
6 33.32 33.32 53.62 53.62 494.07 494.07 285.97 285.97 359.34 359.34
obligations
Other contingent
7 funding 109.45 3.28 151.13 4.53 281.01 8.43 248.34 7.45 296.65 8.90
obligations
Total Cash
8 Outflows 5,256.13 5,203.21 5,683.84 5,340.84 5,292.45
Cash inflows
Secured lending
9 (e.g. reverse 293.87 0.00 132.57 0.00 92.35 0.00 25.83 0.00 56.08 0.00
repos)
Inflows from
10 fully performing 1,135.60 782.90 923.88 658.47 1,192.17 791.45 818.89 545.99 726.81 488.75
exposures
177
178
The following table sets forth, the daily average of un-weighted and weighted values for all the quarters in FY 2018-19 (contd..)
(` Crore)
Particulars
SCHEDULES
Other cash
11 inflows 71.94 71.94 89.75 89.75 0.00 0.00 0.00 0.00 0.00 0.00
Total Cash
12 1,501.41 854.84 1,146.20 748.22 1,284.52 791.45 844.72 545.99 782.89 488.75
Inflows
Total Total Total Total Total
Adjusted Adjusted Adjusted Adjusted Adjusted
Value Value Value Value Value
13 TOTAL HQLA 11,147.08 11,823.04 10,825.57 10,054.92 10,197.33
Total Net Cash
14 Outflows (8-12) 4,401.29 4,454.99 4,892.39 4,794.85 4,803.70
Liquidity
15 Coverage Ratio 253.27% 265.39% 221.27% 209.70% 212.28%
(%)
Note - LCR data has been calculated based on simple average of daily observations
SCHEDULES
8.3 Qualitative disclosure around LCR

9. Disclosure requirement as per Accounting
Pursuant to RBI guidelines on implementation of Basel
Standards (AS)
III framework applicable to banks in India with effect

In compliance with the guidelines issued by the
from January 01, 2015, LCR promotes short term
RBI regarding disclosure requirements of the
resilience of banks to potential liquidity disruptions by
various Accounting Standards, the following
ensuring that they have sufficient high quality liquid
information is disclosed:
assets (HQLAs) to survive an acute stress scenario
lasting for 30 days.
9.1 T
here are no material prior period income and
expenditure included in the Profit & Loss account,
Objective
which requires a disclosure as per AS-5.
LCR standard aims to ensure that a bank maintains an
adequate level of unencumbered HQLAs that can be

For the preparation of these financial results, the
converted into cash to meet its liquidity needs for a 30
bank has followed the same accounting policies
calendar day time horizon under a significantly severe
and generally accepted practices adopted for the
liquidity stress scenario specified by supervisors. At a
preparation of audited financial statements for the
minimum, the stock of liquid assets should enable the
year ended March 31, 2020.
bank to survive until day 30 of the stress scenario, by
which time it is assumed that appropriate corrective
9.2 Employee Benefits (AS -15)
actions can be taken.
The Bank is following AS-15 (Revised 2005) ‘Employee
Benefits’ as under:

The bank has consistently maintained LCR above
100% during FY 2019-20 as against the regulatory
a. In respect of Contributory Plan, viz., Provident
minimum of 100%.
Fund, the Bank pays fixed contribution at pre-
determined rates to a separate trust, which
Composition of HQLA
invests in permitted securities. The obligation of
• Cash in hand
the Bank is limited to such fixed contribution.
• Excess CRR balance as on that particular day
b. In respect of Defined Benefit Plans, viz., Gratuity
• Excess Government Securities in excess of minimum
and Pension, provision has been made based on
SLR requirement
actuarial valuation as per the guidelines.
• Government Securities within the mandatory SLR
requirement to the extent allowed by RBI under c.
In respect of Leave Encashment, provisioning
MSF (presently to the extent of 2% of NDTL as requirement has been made based on
allowed for MSF) actuarial valuation.
• Facility to avail liquidity for liquidity coverage
d. As per industry settlement dated April 27, 2010,
ratio at 9% of NDTL
employees who have joined on or after April 01,
• AAA rated bonds and AA- & above bonds and 2010 are covered under National Pension System
adding marketable securities representing claims (NPS) regulated by Provident Fund Regulatory
guaranteed by sovereigns having risk weights higher Development Authority (PFRDA). Employer’s
than 20% but not higher than 50% contribution to NPS has been recognised as
expenditure in the profit and loss account.
• Common equity shares not issued by the bank/
financial institution/NBFC or any of its affiliated
e.
The disclosure requirements as per the AS-15
entities and included in NSE CNX Nifty and / or S&P
are given below
BSE Sensex indices.
179
SCHEDULES
Principal Actuarial Assumptions
Gratuity Pension Privilege Leave

Particulars Mar. 31, Mar. 31, Mar. 31, Mar. 31, Mar. 31, Mar. 31,
2020 2019 2020 2019 2020 2019
Discount Rate (%) 6.86 7.78 6.81 7.79 6.86 7.78
Salary escalation rate (%) 5.00 5.50 5.00 5.50 5.00 5.50
Attrition rate (%) * 0.50 0.50 0.50 * 0.50
Expected rate of return on Plan Assets (%) 6.86 7.78 6.81 7.79 - -
*Attrition rate for FY 2019-20 - 0.50% for those under defined benefit pension option and 3.94% for others.
Expenses recognized in Profit and Loss Account

(` Crore)
2020 2019 2020 2019 2020 2019
Current Service Cost 11.90 10.26 16.59 14.46 3.54 0.84
Past Service Cost - - - - - -
Interest cost on benefit obligation 13.08 12.40 41.57 35.03 10.02 8.94
Expected return on plan assets (13.08) (13.30) (41.57) (40.93) - -
Net Actuarial (gain) / loss recognised in the year 23.55 0.60 117.11 108.97 (3.44) 9.42
Expenses recognised in the Profit and Loss Account 35.45 9.96 133.70 117.53 10.12 19.20
Changes in the present value of the defined benefit obligation

(` Crore)
2020 2019 2020 2019 2020 2019
Present value of obligation at the beginning of the year 168.05 160.85 533.58 454.29 128.75 115.89
Current Service Cost 11.90 10.26 16.59 14.46 3.54 0.84
Past Service Cost - - - - - -
Interest Cost 13.08 12.40 41.57 35.03 10.02 8.94
Net actuarial (gain) / loss on obligation 23.87 (0.43) 114.39 92.50 (3.44) 9.42
Benefits Paid (14.91) (15.03) (81.00) (62.70) (5.41) (6.35)
Present value of the defined benefit obligation at the
201.99 168.05 625.13 533.58 133.46 128.74
end of the year
Change in the fair value of plan assets

(` Crore)
2020 2019 2020 2019 2020 2019
Fair value of plan assets at the beginning of the year 168.06 161.03 533.59 462.46 - -
Expected Return on plan assets 13.08 13.30 41.57 40.93 - -
Contribution by employer 35.47 9.79 134.91 109.37 5.41 6.35
Benefits Paid (14.91) (15.03) (81.00) (62.70) (5.41) (6.35)
Actuarial gain / (loss) 0.32 (1.03) (2.71) (16.47) - -
Fair value of plan assets at the end of the year 202.02 168.06 626.36 533.59 -
180
SCHEDULES
9.3 Segment Reporting: (AS-17) other banking services provided to corporate and
A. Business Segments other clients where value of individual exposure
For the purpose of segment reporting, the reportable exceeds ` 5 crore.
segments are identified into Treasury, Corporate/
Wholesale banking, Retail banking and other banking Revenue comprises of interest and fees / charges
operations, in compliance with RBI guidelines. Brief earned from such clients and expenses are those
description of activities of each segment and revenue incurred on interest towards funds utilized and
attributable thereto is as under : other allocated overheads.
1. Treasury portfolio comprises of investments in 3.

Retail banking comprises of lending and other
Central and State Government securities, debt banking services to individuals/small business
instruments of Banks, FIs, Insurance companies, customers, other than corporate/wholesale
PSUs and corporates, certificate of deposits, banking customers.
equity shares, mutual funds, security receipts
etc. as well as forward contracts, derivatives Revenue comprises of interest and fees / charges
and foreign exchange operations on proprietary earned from such clients and expenses are those
account and for customers, including trading incurred on interest towards utilised and other
in these instruments as well as borrowing and allocated overheads.
lending operations.
4.
Other banking operations includes items not

Treasury income is primarily earned through included above i.e. para-banking activities like
interest on investments, forex income as well bancassurance, third party product distribution,
as income from securities trading; expenditure demat services and other banking transactions
includes interest on funds borrowed and other and includes items like deposits in RIDF,
allocated overheads. MSME Funds etc.
2. Corporate/ Wholesale banking is based on RBI

Income earned from such services and costs
definition and comprises of credit facilities and related thereto are reported thereunder.
B. Geographical Segment
The Bank operates only in India and hence the reporting consists only of domestic segment.
Segment information is prepared on the basis of management estimates/ assumptions and is based on internal
reporting systems. Methodology adopted in compiling the above information has been relied upon by the auditors.
Part A: Business segments
(` Crore)
2019-20 2018-19
SN Particulars
(Audited) (Audited)
Segment Revenue
1. Treasury Operations 1,668.96 1,307.25
a 2. Corporate/Wholesale Banking Operations 1,505.47 1,653.86
3. Retail Banking Operations 3,938.81 3,792.50
4. Other Banking Operations 31.36 24.98
Total 7,144.60 6,778.59
Segment Results
1. Treasury Operations 578.25 345.90
b 2. Corporate/Wholesale Banking Operations 392.59 484.84
4. Other Banking Operations 27.60 22.19
Total 2,024.21 1,951.48
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SCHEDULES
(` Crore)
2019-20 2018-19
SN Particulars
(Audited) (Audited)
c Unallocated Income/Expenses 263.36 240.69
d Operating Profit 1,760.85 1,710.79
e Income Taxes 37.16 111.37
f Other Provisions 1,488.67 1,388.55
g Exceptional Item Nil Nil
h Net Profit 235.02 210.87
i Other Information
Segment Assets
2. Corporate/Wholesale Banking Operations 12,130.77 13,598.70
j
4. Other Banking Operations Nil Nil
5. Unallocated Assets 4,793.37 5,155.12
Total Segment Assets 68,278.17 69,340.11
Segment Liabilities
k
5. Unallocated Liabilities 4,294,72 4,651.62
Total (a) 61,677.90 62,917.31
Capital Employed (Segment Assets-Segment Liabilities)
l
5. Unallocated Liabilities 498.65 503.50
Total (b) 6,600.27 6,422.80
Total Segment Liabilities (a+b) 68,278.17 69,340.11
Part B: Geographic segments

Geographical segment consists only of domestic segment, as the Bank does not have any foreign branch.
9.4 Related Party Transactions (AS-18)

Disclosure about transactions with Key Management Personnel
Key Management Personnel Designation Item Amount (`)
Shri. N.S. Srinath Chairman Honorarium 10,16,129

Shri. P.R. Seshadri MD & CEO Remuneration 1,44,85,073
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SCHEDULES
(` Crore)
Parent Associates/ Relatives
(as per Joint ventures of Key
Items/ Related Party Subsidiaries Key Management Personnel Total
ownership Management
or control Personnel
Mar. 31 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019
Borrowings Nil Nil Nil Nil

2.46 3.05
Deposit (maximum during (maximum during 2.46 3.05
the year 3.11) the year 6.12)
Placement of deposits
Advances
Investments
Non-funded
commitments
Leasing/HP
arrangements availed
Nil Nil Nil Nil Nil Nil Nil Nil Nil Nil Nil Nil
Leasing/HP
arrangements provided
Purchase of fixed
assets
Sale of fixed assets
Interest paid 0.19 0.13 0.19 0.13
Interest received
Rendering of services
Nil Nil Nil Nil
Receiving of services
Management contracts
9.5 Earnings per Share (AS-20)

(` Crore)
1. Computation of Basic EPS (before and after Extraordinary items)

1 Net Profit (` Crore) 235.02 210.87
2 Weighted number of shares 79,93,19,945 79,93,10,947
3 Basic EPS (A/B) (`) 2.94 2.64
4 Nominal Value per share (`) 2.00 2.00
2. Computation of Diluted EPS (before and after Extraordinary items)
1 Net Profit (` Crore) 235.02 210.87
2 Weighted number of shares (including Potential Equity Shares) 79,93,19,945 79,93,19,500
3 Diluted EPS (A/B) (`) 2.94 2.64
4 Nominal Value per share (`) 2.00 2.00
Note – There are no extraordinary items recognised in the profit and loss account during FY 2019-20 and FY 2018-19; accordingly, EPS is disclosed as above.
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SCHEDULES
9.6 Accounting for Taxes on Income (AS-22)

The Bank has elected to exercise the option permitted under section 115BAA of the Income Tax Act, 1961 as introduced
by the Taxation Laws (Amendments) Ordinance, 2019. Accordingly, provision for Income Tax for the year ended
March 31, 2020 as well as re-measurement of Deferred Tax Liability and Assets (DTL & DTA) have been made basis the
rate prescribed in the aforesaid section. DTA of ` 45.95 crore has been recognised on provision for standard assets
during the year ended March 31, 2020, which was hitherto not recognized by the Bank. Net Deferred Tax has been
accounted as on March 31, 2020, and the major components of DTA and DTL are as under :
(` Crore)
Deferred Tax Liabilities

1. Depreciation on Fixed Asset 10.32 17.70
2. Special Reserve u/s 36(1)(viii) of the Income Tax Act,1961 80.54 111.82
TOTAL 90.86 129.52
Deferred Tax Assets
1. Provision for Standard Assets 45.95 Nil
2. Provision for Leave Encashment 33.59 44.99
3. Provision for Bad and Doubtful Debts Nil 22.41
4. Others 29.11 19.63
TOTAL 108.65 87.03
Note : The provision for Income Tax has been worked based on the Income Computation and Disclosures Standards (ICDS).
9.7 Impairment of Assets (AS - 28) do not necessarily indicate the amounts of future
In the opinion of the Management, there is no cash flows involved or the current fair value of the
impairment of its Fixed Asset to any material extent instruments and, therefore, do not indicate the Bank’s
as at March 31, 2020 requiring recognition in terms of exposure to credit or price risks. The fluctuation of
Accounting Standard 28. market rates and prices cause fluctuations in the
value of these contracts and the contracted exposure
9.8 Description of Contingent Liabilities. become favorable (assets) or unfavorable (liabilities).
a) Claims against the Bank not acknowledged as debts
c) Guarantees given on behalf of constituents
These represent claims filed against the Bank in the

As a part of its banking activities, the Bank issues
normal course of business relating to various legal
guarantees on behalf of its customers to enhance their
cases currently in progress. These also include demands
credit standing. Guarantees represent irrevocable
raised by income tax and other statutory authorities
assurances that the Bank will make payments in the
and disputed by the Bank.
event of the customer failing to fulfill its financial or
performance obligations.
b) Liability on account of forward exchange and derivative
contracts
d) Acceptances, endorsements and other obligations

The Bank presently enters into foreign exchange
These include documentary credit issued by the Bank
contracts and interest rate swaps with interbank
on behalf of its customers and bills drawn by the Bank's
counterparties and customers. Forward exchange
customers that are accepted or endorsed by the Bank.
contracts are commitments to buy or sell foreign
currency at a future date at the contracted rate. Interest
e) Other items for which the bank is contingently liable
rate swaps are commitments to exchange fixed and
floating interest rate cash flows in the same currency Includes Capital commitments and amount transferred
based on fixed rates or benchmark reference. The to RBI under the Depositor Education and Awareness
notional amounts of such foreign exchange contracts Fund (DEAF). (Refer schedule 12 for amounts relating
and derivatives provide a basis for comparison with to contingent liability.)
instruments recognized on the balance sheet but
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SCHEDULES
10. ADDITIONAL DISCLOSURES

10.1 Status of Complaints
a. Customer Complaints (including ATM transaction complaints)

No. of complaints pending at the beginning of the year 42 39
No. of complaints received during the year # 91,861 59,110
No. of complaints redressed # 91,833 59,107
No. of complaints pending at the end of the year 70 42
# Includes ATM failed transactions complaints received and redressed - FY 2019-20 : 90,839 & FY 2018-19 : 58,414
b. Awards passed by Banking Ombudsman

1. No. of unimplemented awards at the beginning of the year
2. No. of awards passed by Banking Ombudsman during the year Nil Nil
3. No. of awards implemented during the year
4. No. of unimplemented awards at the end of the year
Note: The above data has been compiled on the basis of RBI guidelines and certain assumptions made by management and have been relied upon by auditors
10.2 Letter of Comfort (LOCs)

(` Crore)
Letter of Comfort issued during the year

Nil Nil
Outstanding Letter of Comfort as on 31st March
10.3 Bancassurance Business

(` Crore)
SN Fee/Remuneration from sale of 2019-20 2018-19
1 Life Insurance Products 17.86 16.48

2 Non-Life Insurance Products 6.76 6.04
3 Health Insurance Products 1.33 Nil
Total 25.95 22.52
10.4 Transfers to Depositor Education and Awareness Fund (DEAF)

As per RBI guidelines, the credit balance in accounts which have not been operated upon for a period of ten years or
any deposit or any amount remaining unclaimed for a period exceeding ten years is transferred to DEAF.
(` Crore)
Opening balance 112.10 98.56

Add : Amounts transferred during the year 18.05 15.84
Less : Amounts reimbursed towards claims paid 1.02 2.30
Closing balance 129.13 112.10
185
SCHEDULES
10.5 Priority Sector Lending Certificates sold/purchased during the year

(` Crore)
PSLC purchased during the year

1. Agriculture Nil
2. SF/MF 300.00
3. Micro Finance Nil Nil
4. General Nil
Total 300.00
PSLC sold during the year
1. Agriculture Nil
2. SF/MF 500.00
3. Micro Finance Nil 200.00
4. General 1,300.00
Total 2,000.00
10.6 Provision towards frauds

(` Crore)
A Number of frauds reported during the year 42 51

B Amount involved 495.28 86.48
C Amount recovered / adjusted 8.83 11.74
D Amount of interest reversal on NPA 21.17 1.49
E Balance outstanding as on March 31, 2020 465.28 73.25
F Provisions held in respect of item ‘E’ above 465.28 73.25
G Quantum of un amortised provision, if any, debited to ‘Other Reserves’ at the
Nil Nil
end of the year
10.7 Disclosures on Remuneration b) To devise a policy on Board Diversity;

Qualitative Disclosure
c)
To formulate/review criteria for evaluation
a)
Information relating to the composition and of performance of Chairman, Independent
mandate of the Nomination and Remuneration Directors, Board of Directors, Committees
Committee (NRC) of Board.
The NRC of the Board consists of four Directors,
majority being Independent Directors. The d)
To recommend persons who are qualified
composition complies with RBI guidelines, to become directors and who may be
provisions of Companies Act, 2013 and SEBI appointed in senior management in
(Listing Obligations and Disclosure Requirements), accordance with the criteria laid down, and
Regulations, 2015 (‘SEBI LODR’). recommend to the board of directors their
appointment and removal.
The mandate of NRC includes:
e)
To frame/review Compensation Policy
a)
To formulate criteria for determining towards ensuring effective alignment
qualifications, positive attributes and between remuneration and risk. Directors
independence of a director, in terms of fit
and proper criteria issued by the RBI.
186
SCHEDULES
and Senior Management Personnel shall be following the emoluments / compensation

part of the Compensation Policy. structure as arrived at the Bi-partite settlements
from Scale IV to VII cadres. Taking into account
f) To also review and recommend to the board, the said Bi-partite salary structure, the policy
all remuneration, in whatever form, payable excludes all risk takers who are under contract
to Directors & senior management. of employment. Compensation for employees
appointed under cost to Company (CTC) basis
g)
To consider grant of stock options to is determined based on the industry standards,
employees, administer and supervise the the exposure, skill sets, talent and qualification
Employee Stock Option Plans in conformity attained. Bank shall ensure that the salary
with statutory provisions and guidelines; package payable to them shall be in line with
RBI guidelines.
h)
To provide inputs to Board for making
disclosures regarding policies, appointments, Objective of the Compensation policy is to align
remuneration etc. of Directors and Senior the compensation with prudent risk taking;
Management personnel in the Annual
Reports/ Directors Reports/Financial • Compensation must be adjusted for all
Statements etc. as may be required by the types of risks
regulations from time to time.
• Compensation outcomes must be symmetric
i) To perform any other functions or duties as with risk outcomes
stipulated by the Companies Act, RBI, SEBI,
Stock Exchanges and any other regulatory • Compensation pay-out schedules must be
authority or under any applicable laws as sensitive to the time horizon of risks
may be prescribed from time to time.
• The proportion of cash, equity and other forms
b) Information relating to the design and structure of compensation must be consistent with
of remuneration processes and the key features risk alignment.
and objectives of remuneration policy
The Bank has a Board approved Compensation
RBI in tune with the FSB Principles and
Policy in terms of the RBI guidelines. NRC shall work Implementation Standards for Sound
in close co-ordination with the Risk Management Compensation Practices has issued revised
and Asset Liability Management Committee of guidelines on Compensation of Whole Time
the Board in order to achieve effective alignment Directors/ Chief Executive Officers /Material
between remuneration and risks. Risk Takers vide circular No. DOR. Appt. BC.
No. 23/29.67.001/2019- 20 dated November

The Compensation Policy of the Bank covers 4, 2019 superseding the earlier circular issued
the compensation payable to all the employees on compensation guidelines. Bank has Board
including the Part-time (Non-Executive) Chairman, approved revised Policy in line with the said
MD&CEO/ WTD, Key Managerial Personnel and guidelines and the same will be applicable for pay
Senior Management as per the guidelines of RBI. cycles beginning from/after April 01, 2020.
NRC will review the policy from time to time.
c)
Description of the ways in which current and
As the Bank is a party to the Bi-partite settlements future risks are taken into account in the
at all India level in respect of workmen cadre remuneration processes. It should include the
employees and officer employees for the payment nature and type of the key measures used to take
of salary and other emoluments, the Bank follows account of these risks
the emoluments / compensation as arrived at in Compensation Policy adopted by the Bank address
each Bi-partite settlement. Currently bank has the issues pertaining to current and future risks.
given its mandate to Bi-partite settlement at all Risk measures in the policy are reviewed on timely
India level that all employees up to the Scale III basis and are updated to suit the skill gaps and
cadre would be subjected to such emoluments current day needs. A wide variety of measures
/ compensation structure. Presently Bank is of credit, market and liquidity risks are used by
187
SCHEDULES
the bank in implementation of risk adjustment. to be paid. The Bank’s compensation policy
This risk adjustment has both quantitative and stipulates that variable pay shall not exceed 40%
qualitative elements. The Policy effectively aligns of the fixed pay in any year.
the compensation with prudent risk taking and
shall be symmetrical with risk outcomes as well as In the event of negative growth of the Bank and
sensitive to the time horizon of risk. / or the relevant line of business in any year, the
deferred compensation shall be subjected to

Bank being a party to IBA settlement all malus and claw back arrangements in tune with
emoluments / compensation are as arrived in IBA the RBI guidelines.
structure. Further, Bank also has a CTC structure
for which a comprehensive framework has been e) A discussion of the bank’s policy on deferral and
adopted. Bank also recognises long term incentives vesting of variable remuneration and a discussion
in the form of ESOPS. The remuneration system of the bank’s policy and criteria for adjusting
strives to maintain the ability to attract, retain, deferred remuneration before vesting and after
reward and motivate the talent in order to enable vesting
the Bank to attain its strategic objectives. As per the Compensation Policy, variable pay is
eligible on the achievement of certain business/
Board of Directors of the Bank through its NRC compliance targets fixed by the management.
shall exercise oversight & effective governance Compensation policy of the Bank prescribes the
over the framing and implementing the maximum variable pay, which shall not exceed
Compensation Policy. 40 per cent of the fixed pay. In terms of the
RBI extant guidelines, the variable pay is fixed
d) Description of the ways in which the Bank seeks to 70 per cent of the fixed pay and deferral
to link performance during a performance arrangement for payment of variable pay is
measurement period with levels of remuneration necessitated where such proposed variable pay
Bank would ensure that the compensation is exceeds substantial portion of the fixed pay, i.e.
adjusted to all types of risk, symmetrical with 50% or more. However, the variable pay limit
risk outcomes as well as sensitive to the time fixed by the Bank is less than the threshold limit
horizon of risk. Bank follows a performance- for having the deferral arrangement of variable
based remuneration, which motivates and remuneration. Hence, the criteria for adjusting
rewards high performers who strengthen long- deferred remuneration do not arise to the Bank.
term customer relations, and generate income
and shareholder value. f)
Description of the different forms of variable
remuneration (i.e. cash, shares, ESOPs and other

The Bank while designing the compensation forms) that the bank utilizes and the rationale for
structure ensures that there is a proper balance using these different forms
between fixed pay and variable pay. The variable The Bank ensures that the compensation structure
pay could be in cash, stock linked instruments or is comprehensive and considers both, qualitative
a mix of both. However, Employees Stock Option and quantitative performance measures. Bank
shall not form part of the total compensation uses an optimum mix of cash, non-cash, ESOPS
as per the policy adopted in line with the RBI to decide the compensation of all employees.
guidelines. Bank ensures that variable pay shall Variable pay is purely based on performance and
relate to the performance of the Bank. is measured through score cards.

While fixing the variable pay, performance Bank subscribes to different forms of variable pay
parameters under financial and non-financial such as performance linked incentives, Ex-gratia
areas of operations are assessed. The financial for other employees, non–cash incentives, Bonus,
performance of the bank is factored while any other incentives by whatever name called
determining the amount of variable remuneration having the similar features.
188
SCHEDULES
Bank has Employees Stock Option Scheme or Plan The Bank shall not grant any severance pay (other
i.e. ESOS or ESOP. NRC may grant stock options than the terminal benefits and gratuity as per
under the Employees Stock Options Plan/Scheme the provisions).
from time to time in terms of SEBI (Share Based
Employee Benefits) Regulations, 2015. Such Stock Bank shall not provide any facility or funds or
Options will be excluded from the components permit to insure or hedge his/her compensation
of variable pay. structure to offset the risk alignment effects
embedded in the compensation package.
Quantitative Disclosures:
a) Number of meetings held by the Remuneration Committee during the financial year and 6 Meetings and 5 Meetings and
remuneration paid to its members. remuneration of remuneration of
` 5.00 lakh ` 3.80 lakh
b) Number of employees having received a variable remuneration award during the financial year
c) Number and total amount of sign-on awards made during the financial year
d) Details of guaranteed bonus, if any, paid as joining / sign on bonus
e) Details of severance pay, in addition to accrued benefits, if any
f) Total amount of outstanding deferred remuneration, split into cash, shares and share-linked
instruments and other forms
g) Total amount of deferred remuneration paid out in the financial year Nil Nil
h) Breakdown of amount of remuneration awards for the financial year to show fixed and
variable, deferred and non-deferred
i) Total amount of outstanding deferred remuneration and retained remuneration exposed to
ex post explicit and / or implicit adjustments
j) Total amount of reductions during the financial year due to ex-post explicit adjustments
k) Total amount of reductions during the financial year due to ex-post implicit adjustments
10.8 Stock options year ended March 31, 2020 has been transferred
Bank has granted 7,25,000 Stock Options to its without any delay.
Senior Management & other employees under KVB
ESOS 2011 and ESOS 2018 Schemes. No option was 10.10 T
he Bank has deposited an amount of ` 369.61 crore
exercised during the year. A sum of ` 0.20 crore has towards disputed tax liability. In the opinion of the
been provided as Employee Compensation Cost being Bank, no provision is considered necessary based on
the proportionate accounting value in respect of favourable decisions by various courts.
stock option during the year 2019-20 (` 0.29 crore
during FY 2018-19). 10.11 Corporate Social Responsibility (CSR)
The bank has incurred an expenditure of Rs.3.72
10.9 Disclosure on Investor Education and Protection Fund crore towards CSR and has also provided ` 7.66 crore
As per the Companies Act 2013, dividend unclaimed during the year after carrying out the process of
(including respective shares) for more than seven identifying various projects and its appropriateness
years from the date of declaration is to be transferred for spending / coverage under CSR (Previous year
to Investor Education and Protection Fund. In ` 13.39 crore).
compliance with the above provisions, the unclaimed
dividend amount due to be transferred to the Investor 10.12 Inter-branch transactions
Education and Protection Fund (IEPF) during the Inter Branch/Office accounts reconciliation has
been completed upto March 31, 2020 and all the
189
SCHEDULES
inter branch entries have been reconciled upto continued to adhere with the guidelines given by
March 31, 2020. RBI and accordingly, proforma IndAS statements of
the Bank has been submitted on quarterly basis, as
10.13 Balancing of books advised by RBI, during the year 2019-20. The Steering
The books of accounts have been balanced and tallied Committee for implementation of IndAS in the Bank
in all branches of the Bank as on March 31, 2020. met periodically, and continued the engagement of
the consultant to assist in the preparation of proforma
10.14 Disclosure of penalties imposed by RBI IndAS financial statements as well as evaluation of
During the year, and amount of Rs.3,97,950/- has process changes required for implementation of
been charged as penalty by RBI, emanating out of IndAS during the year 2019-20 also. Evaluation of
deficiencies found while processing the currency IndAS solution offered by some vendors have been
notes remitted by the Bank. undertaken, to undertake implementation of IndAS
in the Bank, including measurement, accounting,
10.15 Status with regard to Ind AS Implementation reporting and other related data to be prepared by
As per RBI notification DBR.BP.BC. the Bank for this purpose. It is proposed to continue
No.76/21.07.001/2015-16 dated February 11, with these activities during FY 2020-21 also.
2016, the progress, status and strategy for Ind AS
implementation is given below : 11.
Figures of the previous year have been regrouped/
rearranged/reclassified wherever necessary
RBI has deferred the implementation of IndAS by
Banks in India, till further instructions. Bank has



190
CASH FLOW STATEMENT

(` 000's omitted)
Year ended Year ended
Particulars 31-03-2020 31-03-2019
(Audited) (Audited)
Cash flow from/(used in) operating activities
Net Profit as per Profit and Loss account 2350247 2108674
Adjustments for
Depreciation on Bank’s property 1188816 1012166
Interest paid on TIER II bonds 653686 179788
Provisions for other contingencies 524691 38355
Provision for taxes 371633 1113688
Provision for depreciation on investment 402150 173541
Provision for standard assets 37028 (20759)
Provision for bad and doubtful debts 13561702 13177356
Provision for non performing investments 361035 516963
Provision for leave encashment 101100 192100
Amortization of premium paid on Held to Maturity (HTM) investments 670811 439335
Provision for employees stock option plan / scheme 2008 2888
(Profit) /Loss on sale of fixed assets (net) 124566 (12538)
Operating profit before working capital changes 20349473 18921557
Adjustments for working capital changes
(Increase) / Decrease in investments (excluding HTM investments) 3753654 1045299
(Increase) / Decrease in advances 11222351 (50908335)
(Increase) / Decrease in other assets 1818152 (83836)
Increase / (Decrease) in deposits (7928732) 29778613
Increase / (Decrease) in borrowings (2311641) (13156469)
Increase / (Decrease) in other liabilities and provisions (665059) 646623
5888725 (32678105)
Direct taxes paid (1200000) (2000000)
Net cash flow from / (used in) operating activities 25038198 (15756548)
Cash flow from investing activities
Purchase of fixed assets (1225327) (1560110)
(Increase)/Decrease in HTM investments (13996254) 7041086
Sale of fixed assets / other assets (124566) 12538
Net cash flow from / (used in) investing activities (15346147) 5493514
Cash flow from financing activities
Proceeds from issue of share capital 20 15
Proceeds from share premium 603 203
Increase/(Decrease) in tier II bonds (1500000) 4870000
Interest paid on tier II bonds (653686) (179788)
Dividend paid (including tax on dividend) (583918) (549132)
Net cash flow from /(used in) financing activities (2736981) 4141298
191
CASH FLOW STATEMENT

(` 000's omitted)
Year ended Year ended
Particulars 31-03-2020 31-03-2019
(Audited) (Audited)
Net Increase/(Decrease) in cash & cash equivalents 6955070 (6121736)
Cash and cash equivalents at the beginning of the year 36970455 43092191
Cash and cash equivalents at the end of the year 43925525 36970455
The above Cash Flow Statement is based on indirect method



192
BASEL PILLAR III DISCLOSURES
BASEL PILLAR III DISCLOSURES UNDER THE NEW CAPITAL ADEQUACY FRAMEWORK (March 31, 2020)
1. SCOPE OF APPLICATION (DF 1) form of CET 1 capital, progressively from Financial

Karur Vysya Bank Limited is a Scheduled Commercial Year 2015-16, to reach a level of 2.5% of RWAs, by
Bank which was incorporated on June 22, 1916 at September 30, 2020.
Karur. As on March 31, 2020, the Bank does not have
any subsidiaries.
Tier I capital includes paid-up equity capital, share
premium, statutory reserves, capital reserves, other
2. CAPITAL ADEQUACY AND CAPITAL disclosed free reserves and balance in Profit and Loss
STRUCTURE (DF 2) account at the end of the previous financial year. Profits
Banks are required to maintain a minimum Pillar 1 in current financial year may be included in Tier I on
Capital to Risk-weighted Assets Ratio (CRAR) of 9% fulfillment of certain conditions regarding incremental
on an on-going basis (other than Capital Conservation provisions for non-performing assets.
Buffer (CCB), Counter Cyclical Capital Buffer
(CCCB) etc.). Banks are also required to maintain Equity Capital
CCB of 1.875% and to achieve a level of 2.50% by Bank has an authorized share capital of ` 200 crore
September 30, 2020, as per extant RBI guidelines. comprising of 100,00,00,000 equity shares of
` 2/- each. As on March 31, 2020 the Bank has Issued,
Capital funds are classified into Tier-I and Tier-II capital Subscribed and Paid-up capital of ` 1600 million
under the capital adequacy framework. constituting 79,93,20,719 shares of ` 2/- each.
Tier-I Capital: Tier II Capital:

Bank’s Tier I capital shall consist of Common Equity Bank’s Tier II capital includes provisions for standard
Tier I (CET 1) and admissible Additional Tier I (AT 1) assets and debt capital instruments (Tier II bonds) and
capital. CET 1 capital must be at least 5.5% of risk- other reserves eligible for inclusion in Tier II capital.
weighted assets (RWAs) i.e. for Credit risk + Market
risk + Operational risk on an ongoing basis and AT 1 Provisions or loan-loss reserves held against future,
capital can be a maximum of 1.5%, thus requiring total presently unidentified losses, which are freely available
Tier I capital to be at least 7%. to meet losses which subsequently materialize, will
qualify for inclusion within Tier II capital.
In addition to the minimum CET 1 capital of 5.5% of
RWAs, banks are also required to maintain CCB in the
Tier II bonds
Details of subordinated debt instruments issued by the Bank and outstanding as on March 31, 2020 are as under:
(` million)
Amount as on
Issue Series Deemed Date of Allotment Coupon Rate (% p.a.) Tenor ( in Months ) 31.03.2020
1 March 12, 2019 11.95 123 4,870.00
193
Basel Pillar III Disclosures Karur Vysya Bank Annual Report 2019-20
Composition of Capital – Tier I and Tier II: Process (ICAAP). The Bank’s ICAAP covers the process
(` million) for assessment of the adequacy of capital to support
current and projected business levels / risks.
1. Tier I capital
1.1 Paid-up share capital 1,599
The Bank has a structured process for the identification
1.2 Reserves 63,123 and evaluation of all risks that the Bank faces, which
1.3 Gross Tier I capital (1.1 + 1.2) 64,722 may have a material impact on its financial position.
1.4 Deductions 679 The Bank considers the following risks as material
1.5 Total Tier I capital (1.3 - 1.4) 64,043 risks it is exposed to in the normal course of its
business and therefore, factors these while assessing /
2. Tier II capital
planning capital:
2.1 Subordinated Debt 4,870
2.2 General Provisions and Revaluation 1,824
1. Credit Risk
Reserves
2. Market Risk
2.3 Investment Reserve & Investment
Fluctuation Reserves 1,281 3. Operational Risk
4. Liquidity Risk
2.4
Gross Tier II capital (2.1 + 2.2 + 5. Interest Rate Risk in the Banking Book
7,975
2.3)
6. Concentration Risk
2.5 Deductions -
7. Strategic Risk
2.6 Total Tier II capital (2.4 - 2.5) 7,975
8. Reputational Risk
3. Debt capital instruments eligible for
inclusion in Basel III Tier II capital

The Bank has also implemented a Board approved
3.1 Total amount outstanding 4,870 Stress Testing Policy. Stress Testing involves the use
3.2 Of which amount raised during the - of various techniques to assess the Bank's potential
current year vulnerability to extreme but plausible ("stressed")
3.3 Amount eligible to be reckoned as business conditions. Typically, this relates, among
4,870 other things, to the impact on the Bank’s profitability
capital funds
and capital adequacy. Stress Tests are conducted
4. Subordinated debt eligible for -
on the Bank’s on and off balance sheet exposures to
inclusion in Tier II capital
test the impact of Credit risk, Market risk, Liquidity
4.1 Total amount outstanding - risk and Interest Rate Risk in the Banking Book
4.2 Of which amount raised during the - (IRRBB). The stress test results are put up to the Risk
current year Management Committee (RMC) of the Board for their
4.3 Amount eligible to be reckoned as - review and guidance. The Bank periodically assesses
capital funds and refines its stress tests in an effort to ensure that
5. Other deductions from capital - the stress scenarios capture material risks as well as
reflect possible extreme market moves that could
5.1 Other deductions from capital -
arise as a result of market conditions. The stress tests
6. Total eligible capital - are used in conjunction with the Bank's business plans
6.1 Total eligible capital (1.5 + 2.6) 72,018 for the purpose of capital planning in the ICAAP.
In line with the RBI guidelines for implementing the
2.1 Capital Adequacy Assessment Process New Capital Adequacy Framework under Basel III, the
The Bank has a process for assessing its overall Bank has successfully migrated to the framework from
capital adequacy in relation to the Bank’s risk profile April 1, 2013.
and a strategy for maintaining its capital levels. The
process ensures that the Bank has adequate capital In accordance with the RBI’s requirement, the Bank
to support all the material risks and an appropriate has continued to adopt Standardized Approach
capital cushion. The Bank identifies, assesses and (SA) for Credit Risk and Basic Indicator Approach
manages comprehensively all risks that it is exposed to (BIA) for Operational Risk to compute capital as on
through robust risk management framework, control March 31, 2020. Besides this, the Bank continues to
mechanism and an elaborate process for capital apply the Standardized Duration Approach (SDA) for
calculation and planning. computing capital requirement for Market Risk. RBI
has prescribed banks to maintain a minimum CRAR

The Bank has formalized and implemented a of 10.875% with regard to credit risk, market risk and
comprehensive Internal Capital Adequacy Assessment operational risk as on March 31, 2020.
194
2.2 Capital Adequacy as on March 31, 2020 developed robust internal systems for assessing capital

The total Capital to Risk Weighted Assets Ratio requirements keeping in view the business objectives.
(CRAR) as per Basel III guidelines works to 17.17% as
on March 31, 2020 (as against minimum regulatory The Board of Directors (BOD) approves the strategies
requirement of 10.875%). The Tier I CRAR stands at and policies for Risk Management, based on
15.27%. The Bank has followed the RBI guidelines in recommendations of the RMC of the Board set up to
force to arrive at the eligible capital, risk weighted focus upon risk management issues. The RMC of the
assets and CRAR. Board reviews various aspects of risk arising from the
businesses undertaken by the Bank. Operating level
Capital requirements for Credit Risk, Market Risk and risk committees comprising of senior management viz.
Operational Risk: Asset Liability Management Committee (ALCO), the
(` million) Operational Risk Management Committee (ORMC),
1. Capital requirement for Credit Risk
Market Risk Management Committee (MRMC) and the
Credit Risk Management Committee (CRMC) oversee
-Portfolio subject to Standardized Approach 37,113 specific risk areas. These committees in turn provide
-Securitization exposures inputs for review by the RMC of the Board.
2. Capital requirement for Market Risk
3.1 Risk Management Committee of the Board:
Standardized Duration Approach 2,267
The RMC of the Board is the primary tier to oversee
• Interest Rate Risk 867 implementation of Board approved strategies
49 and policies, recommend setting up of tolerance
• Foreign Exchange Risk (Including gold)
limits wherever required, monitor implementation
• Equity Risk 1,351 of strategies and policies, as well as adherence to
3. Capital requirement for Operational Risk prescribed tolerance limits etc. The RMC oversees
the functioning of Executive level Committees for
Basic Indicator Approach 6,238
risk management.
Total capital requirements at 10.875% 45,618
(1 + 2 + 3) 3.2 Executive Level Committees:
Total capital 72,018
At Executive Management level, the organizational
CRAR % 17.17% responsibilities for implementing and monitoring
Tier-I CRAR % 15.27% Board approved strategies and policies and adhering
CET 1 % 15.27%
to prescribed tolerance limits etc. are as under:
Committee
3. RISK EXPOSURE AND ASSESSMENT S.N. Executive Level Focus Area Chairman
The Bank is exposed to various types of risk such as
Credit, Market, Operational, Liquidity, Interest Rate, 1 Asset Liability All aspects of Chief Operating
Reputational, Legal and Strategic risk. The Bank Management Asset Liability Officer
has separate and independent Risk Management Committee Management,
Department in place which oversees the management ( ALCO) Monitoring &
Control, Interest
of all types of risks in an integrated fashion.
rate review etc.
The objective of risk management is to have optimum 2 Credit Risk All aspects of MD & CEO
balance between risk and return. It entails the Management Credit Risk
identification, measurement and management of Committee Management,
risks across the various businesses of the Bank. Risk ( CRMC) Monitoring &
is managed through framework defined in policies Control
approved by the Board of Directors and supported 3 Market Risk All aspects of Chief Operating
by an independent risk management function which Management Market Risk Officer
monitors and takes corrective action so that the Bank Committee Management,
operates within its risk appetite. The risk management (MRMC) Monitoring &
function attempts to anticipate vulnerabilities Control.
through quantitative or qualitative examination of 4 Operational Risk All aspects of Chief Operating
the embedded risks in various activities. The Bank Management Operational Risk Officer
continues to focus on refining and improving its Committee Management,
risk management systems. In addition to ensuring (ORMC) Monitoring &
compliance with regulatory requirements, the Bank has Control.
195
4. CREDIT RISK (DF 3) • Ensuring that all legal and regulatory requirements
4 .1
Credit risk is defined as the possibility of losses are complied with
associated with diminution in the credit quality of
• Ensuring that the portfolio is consistent with
borrowers or counterparties. In a bank’s portfolio,
the Bank’s strategy and objectives especially in
losses stem from outright default due to inability
relation to risk concentration, maturity profile and
or unwillingness of a customer or counterparty to
liquidity management
meet commitments in relation to lending, trading,
settlement and other financial transactions. 4.1.3 Credit Risk Controls:
Credit risk controls focus on identification,
The Bank adopts the definition of ‘past due’ and measuring, monitoring and managing the assumed
‘impaired credits’ (for accounting purposes) as defined risks and include:
by Reserve Bank of India under Income Recognition,
• A documented credit policy and credit
Asset Classification and Provisioning (IRAC) norms.
risk rating policy
4.1.1. Credit Risk Management • Approval process with delegated authorities
CRMC headed by MD & CEO is the top-level functional
• Asset quality and risk rating system and
committee for managing credit risk. The committee
its verification
is responsible for implementation of Credit Policy
approved by the Bank’s Board. The committee considers • Effective loan disbursement mechanism to
and takes decision necessary to manage and control minimize the legal risk
credit risk within the overall quantitative prudential
• Effective loan administration to ensure past-due
limits approved by the Bank’s Board. The Committee
management and bad loan detection
is entrusted with the responsibilities to formulate
standards for presentation of credit proposals, financial • A loan review mechanism
covenants, rating standards and benchmarks.
• Portfolio management tools to manage
portfolio risks
The Bank has adopted an integrated approach to
credit risk management, which encompasses:
Management of credit risk is at three levels:
• Establishment and articulation of • Strategic or Portfolio level, so as to ensure that no
corporate priorities single event can have a significant adverse impact.
• Institution and inculcation of an • Established credit policy to have a minimum
appropriate credit culture standard for assuming risk
• Determination of specific credit risk • Reliance on the competence of trained staff to
strategy and profile make sound credit decisions
• Implementation of appropriate credit risk controls The Bank relies upon formal and conventional credit
risk assessment, viz.:
• Monitoring the effectiveness of credit risk controls
• The ability and willingness of borrowers to repay.
The Bank has implemented the Standardized approach • Dependence primarily on cash flows for repayment
for regulatory capital measurement for credit risk. with security taken to provide a secondary
source of repayment.
4.1.2. Credit Risk Strategy and Risk Profile:
• Quality of data and analysis thereof forms the
The Bank has adopted a credit risk strategy and risk
basis of assessment and not external reputation or
appetite, which is in line with its risk taking ability
unsubstantiated beliefs.
to ensure conservation and growth of shareholder
funds, with a proper balance between risk and • Rational assessment of probability of default and
reward. Financial resources are allocated to optimize assessment of ‘Worst Case Scenario’.
the risk reward ratio.
• Transparency and communication of all relevant
facts (negative as well as positive) necessary for
There is a clearly articulated definition of acceptable
making an informed credit decision.
credit risk, based upon:
• Documentation of all assessment, rationale
• Identification of target markets/segments
and decisions.
• Establishing of characteristics of desirable
• Know Your Customers ’KYC’ forms the bedrock of
customers within the target market
initiating and sustaining any relationship.
• Assessing whether adequate resources are
available to support the business
196
4.2 Total gross credit risk exposure:
Exposure includes credit exposure (funded and
(` million) non-funded credit limits) and investment exposure
Category Domestic Amount (including underwriting and similar commitments). The
sanctioned limits or outstanding, whichever is higher,
Fund based 564,952
is reckoned for arriving at the exposure limit. In case of
Non fund based 37,953 fully drawn term loans (i.e. where there is no scope for
Total 602,905 further drawal of any portion of the sanctioned limit),
the outstanding is treated as the exposure.
Note:
1. Fund based credit exposure excludes Cash in hand, Balance with

RBI, investments in shares and bonds etc., deposits placed with
NABARD, SIDBI & NHB, Fixed and Other assets.
2. Non-fund based exposure includes outstanding Letter of Credit,

Acceptances and Bank Guarantee exposures.
4.3 Geographical Distribution of Credit:

(` million)
STATE FUND BASED STATE FUND BASED
ANDHRA PRADESH 68,634 CHANDIGARH 560

BIHAR 38 DELHI 13,452
CHHATTISGARH 177 GUJARAT 13,960
GOA 326 JHARKHAND 200
HARYANA 3,756 KERALA 8,912
KARNATAKA 32,790 MAHARASHTRA 40,326
MADHYA PRADESH 797 PONDICHERRY 4,082
ORISSA 1,411 RAJASTHAN 286
PUNJAB 1,078 TELANGANA 39,518
TAMIL NADU 242,622 UTTARAKHAND 80
UTTAR PRADESH 2,554
WEST BENGAL 9,604 TOTAL 485,163
197
4.4 Industry wise distribution of exposures

(` million)
Industry Fund Based Non-Fund Based
MINING & QUARRYING 2,433 430

FOOD PROCESSING 3,657 2,012
BEVERAGES & TOBACCO 1,827 21
TEXTILES 42,516 1,369
LEATHER AND LEATHER PRODUCTS 502 8
WOOD AND WOOD PRODUCTS 4,406 2,417
PAPER AND PAPER PRODUCTS 4,445 401
PETROLEUM 326 5
CHEMICALS AND CHEMICAL PRODUCTS 4,738 241
RUBBER, PLASTIC AND THEIR PRODUCTS 5,735 269
GLASS & GLASSWARE 449 8
CEMENT & CEMENT PRODUCTS 2,574 140
BASIC METAL AND METAL PRODUCTS 9,026 1,528
ALL ENGINEERING 5,079 1,306
VEHICLES, VEHICLE PARTS AND TRANSPORT EQUIPMENT 4,606 114
GEMS AND JEWELLERY 7,636 2,977
CONSTRUCTION 4,063 3,495
INFRASTRUCTURE 19,261 4,222
OTHER INDUSTRIES 4,171 260
OTHERS 384,376 16,730
TOTAL 511,826 37,953
4.5 Exposure to Industries in excess of 5% of total exposure

(` million)
Fund based Non-Fund based
Industry
Facilities Facilities
TEXTILES 42,516 1,369
Total 42,516 1,369
4.6 Residual contractual maturity breakdown of assets*

(` million)
Cash Bal. with Bal. with Investments Advances Gross NPA Fixed Other Total
RBI other (Performing) + NPI Assets Assets
banks
Day 1 7,766 462 321 19,327 10,250 - - 5,338 43,464

2-7 Days - 448 905 5,521 8,332 - - 285 15,491
8-14 Days - 289 1,093 1,833 5,135 - - 285 8,635
15-30 Days - 793 2,162 4,757 17,933 - - - 25,645
31 Days & upto 2 - 1,109 8,361 6,677 12,165 - - - 28,312
Months
Over 2 Months & - 1,054 1,095 9,463 14,387 - - - 25,999
upto 3 Months
Over 3 Months & - 2,406 - 19,202 39,846 - - - 61,454
upto 6 Months
Over 6 Months & - 3,994 - 30,552 63,678 - - - 98,224
upto 1 Year
Over 1 Year & - 4,882 36 34,449 181,616 - - - 220,983
upto 3 years
198
(` million)
Cash Bal. with Bal. with Investments Advances Gross NPA Fixed Other Total
RBI other (Performing) + NPI Assets Assets
banks
Over 3 Years & - 2,162 - 17,242 32,108 13,402 - - 64,914

upto 5 years
Over 5 Years - 1,962 - 12,713 57,585 30,111 5,866 8,477 116,714
Total 7,766 19,561 13,973 161,736 443,035 43,513 5,866 14,385
* As per ALM Guidelines
4.7 Non Performing Advances and Provisions

(` million)
Particulars Amount
a) Gross NPA
i. Substandard 13,402
ii.
Doubtful 1 6,275
iii.
Doubtful 2 12,148
iv.
Doubtful 3 4,360
v.
Loss 5,943
Total 42,128
b) Net NPA 18,087
c) NPA Ratios
i. Gross NPAs to Gross Advances (%) 8.68
ii. Net NPAs to Net Advances (%) 3.92
d) Movement of NPA (Gross)
i. Opening balance April 01, 2019 44,496
ii. Additions during the year 16,023
iii. Reductions during the year 18,391
iv. Closing balance March 31, 2020 42,128
e) Movement of provisions for NPA Specific General
Provision Provision
i. Opening balance as on April 01, 2019 19,612 -
ii. Provision made during the year 15,112 -
iii. Write-off / write-back of excess provisions 11,218 -
iv. Closing balance March 31, 2020 23,506 -
f) Write Offs / Recoveries that have been booked directly to the income statement
i. Write Offs that have been booked directly to the income statement* -
ii. Recoveries that have been booked directly to the income statement 91
g) Amount of Non-Performing Investments 1,386
h) Amount of provisions held for non-performing investments 1,380
i) Movement of depreciation on investments
i. Opening balance as on April 01, 2019 1,531
ii. Add - Provision made during the year 435
iii. Less - Write-off/ write-back of excess provision during the year (including depreciation utilized on 244
the sale of securities)
iv. Closing balance as on March 31, 2020 1,722
Shifting loss booked during annual shifting from AFS to HTM
199
4.7.1 Major Industry break up of NPA

(` million)
Specific Write Off during
Industry Gross NPA
Provision the current period
MINING & QUARRYING 4 3 -
FOOD PROCESSING 490 84 3,017
BEVERAGES & TOBACCO (EXCLUDING TEA & COFFEE) 74 48 57
TEXTILES 1,609 694 399
LEATHER AND LEATHER PRODUCTS 86 46 -
WOOD AND WOOD PRODUCTS 1,033 249 93
PAPER AND PAPER PRODUCTS 311 76 -
PETROLEUM 36 9 -
CHEMICALS AND CHEMICAL PRODUCTS 716 203 1
RUBBER, PLASTIC AND THEIR PRODUCTS 2,457 2,408 -
CEMENT & CEMENT PRODUCTS 1,404 513 -
BASIC METAL AND METAL PRODUCTS 1,630 763 107
ALL ENGINEERING 293 182 -
VEHICLES, VEHICLE PARTS AND TRANSPORT EQUIP. 3,249 3,108 -
GEMS AND JEWELLERY 208 38 -
CONSTRUCTION 112 51 7
INFRASTRUCTURE 6,401 4,732 2,313
OTHER INDUSTRIES 118 57 33
TOTAL 20,231 13,264 6,027
4.7.2 Geography wise distribution of NPA and Provision

(` million)
Geography Gross NPA Specific Provision
Domestic 42,128 23,506

Overseas - -
Total 42,128 23,506
5.
CREDIT RISK: DISCLOSURES FOR 5 (b).
A description of the process used to transfer
PORTFOLIO SUBJECT TO THE public issuer ratings onto comparable assets in
STANDARDIZED APPROACH (DF 4) the banking book:
5 (a).
The Bank has used the ratings of the following
Bank has used short term ratings for assets with
domestic external credit rating agencies for the
maturity upto one year and long-term ratings for
purpose of risk weighting Bank’s claims on the
assets maturing after one year as accorded by the
domestic entities for capital adequacy purpose:
approved external credit rating agencies. Bank has
not cherry picked ratings. Bank has not used one
i. CRISIL
rating of a CRA (Credit Rating Agency) for one
ii. CARE exposure and another CRA’s rating for another
exposure on the same counterparty unless only one
iii. ICRA
rating is available for a given exposure.
iv. India Ratings
Cash credit exposures have been rated as long-
v. Brickwork
term facility, notwithstanding the repayable on
vi. SMERA demand condition.
vii. Infomerics
200
If an obligor has a long term external credit rating those two risk weights is applied. i.e., the second
that warrants RW (Risk Weight) of 150%, all unrated lowest risk weight.
exposures on the same obligor whether long or short
is assigned the same 150% RW unless mitigated by Where RW associated with the rating by a CRA for
recognized Credit Risk Mitigates. a specific investment instrument is lower than one
corresponding to unrated exposure, but the Bank’s

Bank has used only solicited rating from the exposure is not in that instrument but some other
recognized CRAs. In case the obligor has multiple debt, the RW for the rated exposure has been
ratings from CRAs, the rating to be used is selected applied to Bank’s unrated exposure provided the
as per RBI guidelines. latter ranks pari-passu or senior to the specific rated
exposure and the maturity of Bank’s claim is not
If there is only one rating by a chosen credit rating later than the rated exposure.
agency for a particular claim, that rating is used to
determine the risk weight of the claim. If either the issuer or a single issue has been rated
warranting RW equal or higher than unrated claim, a
If there are two ratings accorded by chosen credit claim on the same issuer which is unrated but ranks
rating agencies that map into different risk weights, pari-passu or junior to the rated exposure has been
the higher risk weight is applied. assigned the same RW as the rated exposure.
If there are three or more ratings accorded by No recognition of CRM technique has been taken
chosen credit rating agencies with different risk into account in respect of a rated exposure if that
weights, the ratings corresponding to the two has already been factored by the CRA while carrying
lowest risk weights is referred to and the higher of out the rating.
For exposure amounts after risk mitigation subject to the standardized approach, amount of the Bank’s outstanding
(rated and unrated) in the following three major risk buckets as well as those that are deducted as on March 31, 2020
are as follows:
(` million)
S.N. Risk Weight Fund Based Non Fund Based
1 Below 100% 369,694 11,343

2 100% 124,152 10,554
3 More than 100% 47,175 5,679
Total (1 + 2 + 3) 541,021 27,576
201
6.
CREDIT RISK MITIGATION: DISCLOSURES vi. Debt securities rated by a chosen CRA in respect
FOR STANDARDIZED APPROACH (DF 5) of which the banks should be sufficiently
6.1 The Bank has adopted Credit Risk Mitigation (CRM) confident about the market liquidity and where
Techniques and Collateral Management (CM) guidelines they are either:
issued by RBI under Master circular – Prudential
a)
Attracting 100% or lesser risk weight i.e.
guidelines on Capital Adequacy and Market Discipline
rated at least BBB (-), when issued by public
– New Capital Adequacy Framework (NCAF).
sector entities and other entities (including
Banks and Primary Dealers); or

The Bank has utilized credit risk mitigation in the
form of Bank’s own deposits, LIC Policies, National b)
Attracting 100% or lesser risk weight i.e.
Saving Certificate and gold, wherever the collateral is rated at least PR3/ P3/F3/A3 for short-term
identifiable, marketable & enforceable and complies debt instruments.
with RBI requirements. Sovereign exposures and
Sovereign guaranteed exposures are risk weighted as vii)
Debt securities not rated by a chosen CRA
per RBI directives. in respect of which the Banks should be
sufficiently confident about the market liquidity
The general principles applicable for use of credit risk where these are:
mitigation techniques are as under:
a) Issued by a bank
i. No transaction in which CRM techniques are used
b) Listed on a recognized exchange
has been assigned higher capital requirement
than as otherwise identical transaction where c) Classified as senior debt
such techniques are not used.
d) All rated issues of the same seniority by the
ii. The Bank has taken care to see that effects of issuing Bank are rated at least BBB(-) or A3
CRM are not double counted. To ensure this no by a chosen CRA; and
additional supervisory recognition of CRM for
regulatory capital purposes is made available on viii) Units of Mutual Funds regulated by the securities
claims for which an issue-specific rating is used regulator of the jurisdiction of the bank’s
that already reflects that CRM. operation and mutual funds where:
iii. Principal-only ratings will not be allowed within
a. Price for the units is publicly quoted daily
the CRM framework. The rating should cover
i.e., where the daily NAV is available in
principal and interest.
public domain; and
The Bank has, therefore, put in place robust procedures b.
Mutual fund is limited to investing in
and processes to control these risks, including strategy, permitted instruments listed.
consideration of the underlying credit, valuation,
6.3
Total exposure covered by guarantees/credit
policies and procedures systems, control of roll-off
derivatives
risks, and management of concentration risk arising
Nil
from the use of CRM techniques and its interaction
with the Bank’s overall credit risk profile.
7. SECURITIZATION EXPOSURES (DF 6)

As per RBI guidelines on Securitization exposure,
6.2 Eligible Financial Collateral:
investments by banks in securitized assets, representing
The following collaterals are used as risk mitigants –
loans to various categories of priority sector, except
‘others’ category, are eligible for classification under
i. Cash margins and fixed deposit receipts of the
respective categories of priority sector lending (PSL)
counterparty with the Bank
depending on the underlying assets.
ii. Gold bullion and jewelry
As on March 31, 2020 the Bank does not have any
iii. Securities issued by Central and State Governments
securitization exposure as originator.
iv. National Savings Certificates, Kisan Vikas Patras
8. MARKET RISK IN TRADING BOOK (DF 7)
v. Life insurance policies with a declared surrender
Market risk refers to the uncertainty of future earnings
value of an insurance company which is regulated
resulting from changes in interest rates, foreign
by an insurance sector regulator.
exchange rates, market prices and volatilities. The
202
Bank assumes market risk in its lending and deposit
The strategy/guidelines for controlling
taking businesses and in its investment activities, market risk include:
including position taking and trading. The market
risk is managed in accordance with the investment • Direct involvement of experienced line management
policies, which are approved by the Board. These
• Stringent controls and limits
policies ensure that operations in securities, foreign
exchange and derivatives are conducted in accordance • Strict segregation of front, middle and
with sound and acceptable business practices and are back office duties
as per the extant regulatory guidelines, laws governing
• Comprehensive periodical reporting of positions
transactions in financial securities and the financial
environment. Market Risk in Trading Book is assessed • Regular independent reviews of all controls and limits
as per the Standardized Duration approach. The capital
• Rigorous testing and auditing of all pricing, trading
charge for Held for Trading (HFT) and Available for Sale
and risk management
(AFS) portfolios is computed as per Reserve Bank of
India guidelines.
The scope and nature of risk reporting and
measurement systems:
Market risk management objectives:

The objectives of market risk management
Reporting – The Bank periodically reports on the
are as follows: various investments and their related risk measures
to the senior management and the committees of
• Management of liquidity the Board. The Bank also periodically reports to its
regulator in compliance with regulatory requirements.
• Management of interest rate risk and
exchange rate risk.

Measurement - The Bank has devised various risk
• Proper classification and valuation of metrics for measuring market risk. These are reported
investment portfolio to Asset Liability Management Committee. Some of
the risk metrics adopted by the Bank for monitoring
• Adequate and proper reporting of investments and
its risks are Value-at-Risk, Earnings at Risk, Modified
derivative products
Duration, Stop Loss limits amongst others.
• Compliance with regulatory requirements

The capital requirements for market risk are

Structure and organization of the market risk detailed below:
management function:
(` million)
SN Risk Category Capital Charge
RMCB (Board)
1 Interest Rate Risk 867
2 Foreign Exchange Risk 49
(Including gold)
3 Equity Risk 1,351
Capital requirement for Market 2,267
MRMC ALCO (Executives) Risk (1 + 2 + 3)
9. OPERATIONAL RISK (DF 8)

Strategies and processes:
Operational risk is defined as the risk of loss resulting

To comply with the regulatory guidelines and to
from inadequate or failed internal processes, people
have independent control groups there is clear
and systems or from external events. Operational
functional separation of:
risk includes legal risk but excludes strategic and
reputational risk.
• Trading (Front office)
• Monitoring and control (Middle office) and The Bank has put in place a Board approved Operational
Risk Management Policy which outlines overall
• Settlements (Back office)
framework for management of Operational Risk.
The Bank manages Operational Risk by way of adopting

best practices in processes as well as products.
Utmost importance is given on communication and
203
understanding of processes at transactional level and Risk Management Department is monitoring the limits
compliance to same are monitored through effective laid down in the ALM Policy through various reports.
internal audits.
Risk measurement and reporting framework:

The Bank’s selection of personnel and systems of As a part of its regular activities, ALCO manages the
rewarding performance are aligned to meet Bank’s impact of the IRRBB, through various limits, reports
stated key priorities. There is a commitment to training and tools such as interest rate sensitive gaps, Earnings
and upgrading of staff skills. Strong ‘ownership’ of at risk analysis, duration gap analysis, stress testing,
exposures is encouraged, through rewards as well as etc. detailed as follows:
strong accountability.
a) Interest rate sensitivity:

The Bank understands the criticality of business The interest rate gap risk, at any given date, is the risk
continuity in the event of any undesirable/ unforeseen arising from the mismatches in the assets & liabilities
incident and has put in place an exhaustive Business over the different time intervals. These mismatches or
Continuity Plan (BCP) in place which is subject to gaps are arrived at after matching rate sensitive assets
periodic drills. The Bank has robust Information and rate sensitive liabilities in the particular time bucket
Technology set up with Disaster Recovery (DR) site taking into account all assets and liabilities (including
for critical functions and backups. Further there is off Balance Sheet exposure). The rate sensitive assets
a strict adherence to Information Security Policy and liabilities are grouped in the buckets as per the
across the Bank. residual maturity or re-pricing date, whichever is
earlier and is reported on monthly basis. The gap
As per the mandate from RBI, the Bank is following indicates whether net interest income is positively or
the Basic Indicator Approach (BIA) for assessment of negatively impacted by a change in interest rates and
Operational Risk Capital. the magnitude of the gap approximates the change in
net interest income for any given interest rate shift.
Capital requirement for operational risk as per BIA as Limits are fixed on individual gaps.
on March 31, 2020 is ` 6,238 million.
b) Earnings at Risk Analysis (EaR):
10.
INTEREST RATE RISK IN BANKING BOOK The gaps in the report indicates whether the Bank is in
(DF 9) a position to benefit from rising interest rates by having
Interest Rate Risk in the Banking Book (IRRBB): a positive gap (RSA > RSL) or whether it is in a position
Interest rate risk is the potential change in Net Interest to benefit from declining interest rates by a negative
Income (NII) or Economic Value of Equity (Balance gap (RSL > RSA). The Bank monitors the EaR on NII for
Sheet impact), caused by unexpected changes in 2% change in interest rates on the open periodic gaps.
market interest rates. Since NII or Net Interest Margin
(NIM) of Bank is dependent on the movements of c) Stress testing:
interest rates, any mismatches or gaps in the cash- The Bank measures the impact on NII/ EaR after taking
flows on re-pricing dates exposes Bank’s NII or NIM to into account various possible movement in interest
interest rate risk. IRRBB results from an unavoidable rates across tenor and impact on the earnings is
position or gap arising from Bank’s normal day to day calculated for each of these scenarios.
business by holding assets and liabilities in different
maturities and different re-pricing dates. d) Duration gap analysis:
Movement in the interest rates also have a long-term
Risk management framework and monitoring: impact on the market value of equity of the Bank, as

The Board of the Bank, through Asset Liability the economic value of the Bank’s assets, liabilities and
Management Committee , has overall responsibility off-Balance Sheet positions get affected. Duration is a
for management of risks and it sets limits and policies measure of interest rate sensitivity of assets, liabilities
for management of liquidity risk, market risk including and also equity. It may be defined as the percentage
foreign exchange, interest rate and equity risk. The change in the market value of an asset or liability
ALCO, a strategic decision making body, headed by (or equity) for a given change in interest rates. Thus
Chief Operating Officer and comprising of senior Duration Gap Analysis measures by how much the
executives of the Bank is responsible for deciding the market value of equity of a firm would change for the
mix and maturity profile of the assets and liabilities, possible change in the interest rates.
recommendation of risk policies, setting up of
prudential limits to manage the risks and ensuring
The following table shows the impact on NII and
compliance with the limits set by the Board. The ALM economic value of equity for a given change in the
policy of the Bank includes the prudential limits on interest rates. The impact is calculated assuming
interest rate risk, liquidity risk, foreign exchange risk parallel shifts in the yield curve across all time buckets.
and equity risk.
204
(` million) Credit limits:
Currency = INR (*) 100 bps 200 bps The credit limit for counterparty bank is fixed based
Impact on NII 137 273 on their financial performance as per the latest audited
financials. Various financial parameters such as Capital,
Impact on economic value of equity 365 729
Net worth etc., are taken into consideration while
* No major exposure in foreign currencies assigning the limit. Credit exposures are monitored
to ensure that they do not exceed the approved
11.
GENERAL DISCLOSURES FOR EXPOSURES credit limits.
RELATED TO COUNTER PARTY CREDIT RISK
(DF 10) Credit exposures on forward contracts:
Counterparty exposure:
The Bank enters into the forward contracts in the
Counterparty credit risk in case of derivative contracts normal course of business for positioning and arbitrage
arises from the forward contracts. The subsequent purposes, as well as for its own risk management
credit risk exposures depend on the value of underlying needs, including mitigation of interest rate and foreign
market factors (e.g., interest rates and foreign currency risk. Derivative exposures are calculated
exchange rates), which can be volatile and uncertain according to the current exposures method.
in nature. The Bank does not enter into derivative
transactions other than forward transactions.
Credit exposure:
(` million)
Notional Gross positive fair Potential Future Total Credit
Amount value of the contracts Exposure Exposure
Forward contracts 36,798 36,914 738 37,652
12. COMPOSITION OF CAPITAL (DF 11)

(` million)
Common Equity Tier 1 capital: instruments and reserves

1 Directly issued qualifying common share capital plus related stock surplus (share premium) 22,253
2 Retained earnings 17
3 Accumulated other comprehensive income (and other reserves) 42,452
4 Directly issued capital subject to phase out from CET1 (only applicable to non-joint stock companies) -
5 Common share capital issued by subsidiaries and held by third parties ( amount allowed in group CET 1) -
6 Common Equity Tier 1 capital before regulatory adjustments 64,722
Common Equity Tier 1 capital : regulatory adjustments
7 Prudential valuation adjustments -
8 Goodwill (net of related tax liability) -
9 Intangibles (net of related tax liability) 672
10 Deferred tax assets -
11 Cash-flow hedge reserve -
12 Shortfall of provisions to expected losses -
13 Securitization gain on sale -
14 Gains and losses due to changes in own credit risk on fair valued liabilities -
15 Defined-benefit pension fund net assets -
16 Investments in own shares (if not already netted off paid-up capital on reported balance sheet) -
205
(` million)
17 Reciprocal cross-holdings in common equity 7

18 Investments in the capital of banking, financial and insurance entities that are outside the scope of -
regulatory consolidation, net of eligible Short positions, where the bank does not own more than 10% of
the issued share capital (amount above 10% threshold)
19 Significant investments in the common stock of banking, financial and insurance entities that are outside -
the scope of regulatory consolidation, net of eligible short positions (amount above 10% threshold)
20 Mortgage servicing rights (amount above 10% threshold) -
21 Deferred tax assets arising from temporary differences (amount above 10% threshold, net of related tax -
liability)
22 Amount exceeding the 15% threshold -
23 of which: significant investments in the common stock of financial entities -
24 of which :mortgage servicing rights -
25 of which: deferred tax assets arising from temporary differences -
26 National specific regulatory adjustments(26a+26b+26c+26d) -
26a of which: Investments in the equity capital of unconsolidated insurance subsidiaries -
26b of which: Investments in the equity capital of unconsolidated non- financial subsidiaries -
26c
of which: Shortfall in the equity capital of majority owned financial entities which have not been -
consolidated with the bank
26d of which: Unamortized pension funds expenditures -
27 Regulatory adjustments applied to Common Equity Tier 1 due to insufficient Additional Tier 1 and Tier 2 -
to cover deductions
28 Total regulatory adjustments to Common Equity Tier 1 679
29 Common Equity Tier 1 capital (CET1) 64,043
30 Directly issued qualifying Additional Tier 1 instruments plus related stock surplus (share premium) (31+32) 31,35,36 42
31 of which: classified as equity under applicable accounting standards (Perpetual Non-Cumulative
-
Preference Shares)
32 of which: classified as liabilities under applicable accounting standards (Perpetual debt Instruments) -
33 Directly issued capital instruments subject to phase out from Additional Tier I
34 Additional Tier 1 instruments (and CET1 instruments not included in row 5) issued by subsidiaries and -
held by third parties (amount allowed in group AT1)
35 of which: instruments issued by subsidiaries subject to phase out -

36 Additional Tier 1 capital before regulatory adjustments -
37 Investments in own Additional Tier 1 instruments -
38 Reciprocal cross-holdings in Additional Tier 1 instruments -
39 Investments in the capital of banking, financial and insurance entities that are outside the scope of -
regulatory consolidation, net of eligible short positions, where the bank does not own more than 10% of
the issued common share capital of the entity (amount above 10% threshold)
40 Significant investments in the capital of banking, financial and insurance entities that are outside the -
scope of regulatory consolidation (net of eligible short positions)
41 National specific regulatory adjustments (41a+41b) -
41a of which: Investments in the Additional Tier 1 capital of unconsolidated insurance subsidiaries -
41b
of which: Shortfall in the Additional Tier 1 capital of majority owned financial entities which have not -
been consolidated with the bank
42 Regulatory adjustments applied to Additional Tier 1 due to insufficient Tier 2 to cover deductions -
43 Total regulatory adjustments to Additional Tier 1 capital -
44 Additional Tier 1 capital (AT1) -
206
(` million)
44a Additional Tier 1 capital reckoned for capital adequacy -

45 Tier 1 capital(T1=CET1+Admissible AT1)(29+44a) 64,043
Tier 2 capital: instruments and provisions
46 Directly issued qualifying Tier 2 instruments plus related stock surplus -
47 Directly issued qualifying Tier 2 instruments subject to phase out 4,870
48 Tier 2 instruments (and CET1 and AT1 instruments not included in rows 5 or 34) issued by subsidiaries -
and held by third parties(amount allowed in group Tier 2)
49 of which: instruments issued by subsidiaries subject to phase out -
50 Other Reserves and Provisions 3,105
51 Tier 2 capital before regulatory adjustments 7,975
Tier 2 capital: regulatory adjustments
52 Investments in own Tier 2 instruments -
53 Reciprocal cross- holdings in Tier 2 instruments -
54 Investments in the capital of banking ,financial and insurance entities that are outside the scope of -
regulatory consolidation, net of eligible short positions, where the bank does not own more than 10% of
the issued common share capital of the entity (amount above the 10% threshold)
55 Significant investments in the capital of banking, financial and insurance entities that are outside the -
scope of regulatory consolidation (net of eligible short positions)
56 National specific regulatory adjustments (56a+56b) -
56a of which: Investments in the Tier 2 capital of unconsolidated insurance subsidiaries -
56b
of which: Short fall in the Tier 2 capital of majority owned financial entities which have not been -
consolidated with the bank
57 Total regulatory adjustments to Tier 2 capital -
58 Tier 2 capital (T2) 7,975
58a Tier 2 capital reckoned for capital adequacy 7,975
58b Excess Additional Tier 1 capital reckoned as Tier 2 capital -
58c Total Tier 2 capital admissible for capital adequacy (58a+58b) 7,975
59 Total capital (TC=T1+Admissible T2) (45+58c) 72,018
60 Total risk weighted assets (60a+60b+60c) 419,477
60a of which: total credit risk weighted assets 341,265
60b of which: total market risk weighted assets 20,850
60c of which: total operational risk weighted assets 57,362
Capital ratios and buffers
61 Common Equity Tier 1 (as a percentage of risk weighted assets) 15.27%
62 Tier 1 (as a percentage of risk weighted assets) 15.27%
63 Total capital (as a percentage of risk weighted assets) 17.17%
64 Institution specific buffer requirement (minimum CET1 requirement plus capital conservation plus 7.375%
counter cyclical buffer requirements plus G-SIB buffer requirement, expressed as a percentage of
risk weighted assets)
65 of which: capital conservation buffer requirement 1.875%
66 of which: bank specific counter cyclical buffer requirement -
67 of which: G-SIB buffer requirement -
68 Common Equity Tier 1 available to meet buffers (as a percentage of risk weighted assets) 7.895%
National minima (if different from Basel III )
69 National Common Equity Tier 1 minimum ratio (if different from Basel III minimum) 7.375%
70 National Tier 1 minimum ratio (if different from Basel III minimum) 7%
71 National total capital minimum ratio (if different from Basel III minimum) 10.875%
Amounts below the thresholds for deduction (before risk weighting)
72 Non-significant investments in the capital of other financial entities -
207
(` million)
73 Significant investments in the common stock of financial entities -

74 Mortgage servicing rights (net of related tax liability) -
75 Deferred tax assets arising from temporary differences (net of related tax liability) -
Applicable caps on the inclusion of provisions in Tier 2
76 Provisions eligible for inclusion in Tier 2 in respect of exposures subject to standardized approach (prior to 1,824
application of cap)
77 Cap on inclusion of provisions in Tier 2 under standardized approach -
78 Provisions eligible for inclusion in Tier 2 in respect of exposures subject to internal ratings-based approach -
(prior to application of cap)
79 Cap for inclusion of provisions in Tier 2 under internal ratings-based approach -
Capital instruments subject to phase-out arrangements (only applicable between March 31, 2017 and March 31, 2022)
80 Current cap on CET1 instruments subject to phase out arrangements -
81 Amount excluded from CET1 due to cap (excess over cap after redemptions and maturities) -
82 Current cap on AT1 instruments subject to phase out arrangements -
83 Amount excluded from AT1 due to cap (excess over cap after redemptions and maturities) -
84 Current cap onT2 instruments subject to phase out arrangements -
85 Amount excluded from T2 due to cap (excess over cap after redemptions and maturities) -
13. MAIN FEATURES OF REGULATORY CAPITAL INSTRUMENTS (DF-13)

SN Particulars Tier II bonds
1 Issuer KARUR VYSYA BANK LIMITED

2 Unique identifier (e.g. CUSIP, ISIN or Bloomberg identifier for private placement) INE036D08015
3 Governing law(s) of the instrument Indian Laws
4 Transitional Basel III rules Not Applicable
5 Post-transitional Basel III rules Eligible
6 Eligible at solo/group/ group & solo Solo
7 Instrument type Subordinated Tier II – Debt Instruments
8 Amount recognized in regulatory capital (` in million), as of most 4,870
recent reporting date.
9 Par value of instrument (` in million) 0.1
10 Accounting classification Liability – other borrowings
11 Original date of issuance March 12, 2019
12 Perpetual or dated Dated
13 Original maturity date June 12, 2029
14 Issuer call subject to prior supervisory approval Yes
15 Optional call date, contingent call dates and redemption amount March 12, 2024; redemption at par
16 Subsequent call dates, if applicable On every anniversary after March 12, 2024
17 Coupons / dividends Coupon
18 Fixed or floating dividend/coupon Fixed
19 Coupon rate and any related index 11.95% p.a.
20 Existence of a dividend stopper No
21 Fully discretionary, partially discretionary or Mandatory Fully discretionary
22 Existence of step up or other incentive to redeem No
23 Noncumulative or cumulative Non-Cumulative
208
SN Particulars Tier II bonds
24 Convertible or Non-convertible Non-Convertible

25 If convertible, conversion trigger(s) NA
26 If convertible, fully or partially NA
27 If convertible, conversion rate NA
28 If convertible, mandatory or optional conversion NA
29 If convertible, specify instrument type convertible into NA
30 If convertible, specify issuer of instrument it converts into NA
31 Write-down feature Yes
32 If write-down, write-down trigger(s) Point of non-viability trigger
33 If write-down, full or partial Full
34 If write-down, permanent or temporary Permanent
35 If temporary write-down, description of write-up mechanism NA
36 Position in subordination hierarchy in liquidation (specify instrument type All depositors and other creditors
immediately senior to instrument)
37 Non-compliant transitioned features NA
38 If yes, specify non-compliant features NA
14. FULL TERMS AND CONDITIONS OF REGULATORY CAPITAL INSTRUMENTS (DF-14)

Instrument Terms & Conditions
Issue size ` 4870 million

Face Value ` 0.1 million per bond
Date of Allotment March 12, 2019
Maturity June 12, 2029
Unsecured Redeemable Non-Convertible Tier II Bonds –
INE036D08015 On 5th anniversary from deemed
Call Option date of allotment and annually
thereafter
Coupon 11.95%
Interest payment Annual
209
15. DISCLOSURES ON REMUNERATION (DF 15) b) Information relating to the design and structure of
remuneration processes and the key features and
Qualitative Disclosures:
objectives of remuneration policy:
a) Information relating to the composition and mandate The Bank has a Board approved Compensation Policy
of the Nomination and Remuneration Committee in terms of the RBI guidelines. NRC shall work in
(NRC): close co-ordination with the Risk Management and
The Nomination & Remuneration Committee (NRC) Asset Liability Management Committee of the Board
of the Board consists of five Directors, majority being in order to achieve effective alignment between
Independent Directors. The Composition complies remuneration and risks.
with RBI guidelines, provisions of Companies Act,
2013 and SEBI (Listing Obligations and Disclosure
The Compensation Policy of the Bank covers the
Requirements), Regulations, 2015 (‘SEBI LODR’). compensation payable to all the employees including
the Part-time (Non-Executive) Chairman, MD&CEO/

The mandate of Nomination and Remuneration WTD, Key Managerial Personnel and Senior
Committee includes: Management as per the guidelines of RBI. NRC will
review the policy from time to time.
1.
To formulate criteria for determining qualifications,
positive attributes and independence of a director, As the Bank is a party to the Bi-partite settlements at
in terms of fit and proper criteria issued by the all India level in respect of workmen cadre employees
RBI from time to time. and officer employees for the payment of salary and
other emoluments, the Bank follows the emoluments /
2. To devise a policy on Board Diversity;
compensation as arrived at in each Bi-partite settlement.
3.
To formulate/review criteria for evaluation of Currently bank has given its mandate to Bi-partite
performance of Chairman, Independent Directors, settlement at all India level that all employees up to the
Board of Directors, Committees of Board. Scale III cadre would be subjected to such emoluments
/ compensation structure. Presently Bank is following
4.
To recommend persons who are qualified to
the emoluments / compensation structure as arrived at
become directors and who may be appointed
the Bi-partite settlements from Scale IV to VII cadres.
in senior management in accordance with the
Taking into account the said Bi-partite salary structure,
criteria laid down and recommend to the board of
the policy excludes all risk takers who are under contract
directors their appointment and removal.
of employment. Compensation for employees appointed
5.
To frame/review Compensation Policy under CTC basis is determined based on the industry
towards ensuring effective alignment between standards, the exposure, skill sets, talent and qualification
remuneration and risk. Directors and Senior attained. Bank shall ensure that the salary package
Management Personnel shall be part of the payable to them shall be in line with RBI guidelines.
Compensation Policy.
Objective of the Compensation policy is to align the
6.
To also review and recommend to the Board,
compensation with prudent risk taking;
all remuneration, in whatever form, payable to
Directors & senior management. • Compensation must be adjusted for all types of risks
7. To consider grant of stock options to employees, • Compensation outcomes must be symmetric
administer and supervise the Employee Stock with risk outcomes
Option Plans in conformity with statutory
• Compensation pay-out schedules must be sensitive
provisions and guidelines.
to the time horizon of risks
8. To provide inputs to Board for making disclosures
• The proportion of cash, equity and other forms
regarding policies, appointments, remuneration
of compensation must be consistent with
etc. of Directors and Senior Management
risk alignment.
personnel in the Annual Reports/ Directors
Reports/Financial Statements etc. as may be
RBI in tune with the FSB Principles and Implementation
required by the regulations from time to time.
Standards for Sound Compensation Practices has
9.
To perform any other functions or duties as issued revised guidelines on Compensation of Whole
stipulated by the Companies Act, RBI, SEBI, Stock Time Directors/ Chief Executive Officers /Material
Exchanges and any other regulatory authority or Risk Takers vide circular No. DOR. Appt. BC. No.
under any applicable laws as may be prescribed 23/29.67.001/2019- 20 dated November 4, 2019
from time to time. superseding the earlier circular issued on compensation
guidelines. Bank has a Board approved policy in line
with the said guidelines and the same will be applicable
for pay cycles beginning from/after April 01, 2020.
210
c) Description of the ways in which current and future In the event of negative business growth of the Bank
risks are taken into account in the remuneration and / or the relevant line of business in any year, the
processes. It should include the nature and type of the deferred compensation shall be subjected to malus and
key measures used to take account of these risks: claw back arrangements in tune with the RBI guidelines.
Compensation Policy adopted by the Bank address
the issues pertaining to current and future risks. Risk e)
A discussion of the bank’s policy on deferral and
measures in the policy are reviewed on timely basis vesting of variable remuneration and a discussion of
and are updated to suit the skill gaps and current day the bank’s policy and criteria for adjusting deferred
needs. A wide variety of measures of credit, market and remuneration before vesting and after vesting:
liquidity risks are used by the bank in implementation As per the Compensation Policy, variable pay is eligible
of risk adjustment. This risk adjustment has both on the achievement of certain business/compliance
quantitative and qualitative elements. The Policy targets fixed by the management. Compensation policy
effectively aligns the compensation with prudent risk of the Bank prescribes the maximum variable pay, which
taking and shall be symmetrical with risk outcomes as shall not exceed 40 per cent of the fixed pay. In terms
well as sensitive to the time horizon of risk. of the RBI extant guidelines, the variable pay is fixed to
70 per cent of the fixed pay and deferral arrangement
Bank being a party to IBA settlement all emoluments / for payment of variable pay is necessitated where such
compensation are as arrived in IBA structure. Further proposed variable pay exceeds substantial portion of
Bank also has (Cost to Company) CTC structure for the fixed pay, i.e. 50% or more. However, the variable
which a comprehensive framework has been adopted. pay limit fixed by the Bank is less than the threshold
Bank also recognizes long term incentives in the limit for having the deferral arrangement of variable
form of ESOPS. The remuneration system strives remuneration. Hence, the criteria for adjusting
to maintain the ability to attract, retain, reward and deferred remuneration do not arise to the Bank.
motivate the talent in order to enable the Bank to
attain its strategic objectives. f)
Description of the different forms of variable
remuneration (i.e. cash, shares, ESOPs and other
Board of Directors of the Bank through its NRC shall forms) that the bank utilizes and the rationale for
exercise oversight & effective governance over the using these different forms:
framing and implementing the Compensation Policy. The Bank ensures that the compensation structure
is comprehensive and considers both, qualitative
d) Description of the ways in which the bank seeks to and quantitative performance measures. Bank uses
link performance during a performance measurement an optimum mix of cash, non-cash, ESOPS to decide
period with levels of remuneration: the compensation of all employees. Variable pay
Bank would ensure that the compensation is adjusted is purely based on performance and is measured
to all types of risk, symmetrical with risk outcomes as through score cards.
well as sensitive to the time horizon of risk. Bank follows
a performance-based remuneration, which motivates
Bank subscribes to different forms of variable pay
and rewards high performers who strengthen long- such as performance linked incentives, Ex-gratia for
term customer relations, and generate income and other employees, non–cash incentives, Bonus, any
shareholder value. other incentives by whatever name called having the
similar features.
The Bank while designing the compensation structure
ensures that there is a proper balance between fixed Bank has Employees Stock Option Scheme or Plan i.e.
pay and variable pay. The variable pay could be in cash, ESOS or ESOP. NRC may grant stock options under the
stock linked instruments or a mix of both. However, Employees Stock Options Plan/Scheme from time to
Employees Stock Option shall not form part of the time in terms of SEBI (Share Based Employee Benefits)
total compensation as per the policy adopted in line Regulations, 2015. Such Stock Options will be excluded
with the RBI guidelines. Bank ensures that variable pay from the components of variable pay.
shall relate to the performance of the Bank.

The Bank shall not grant any severance pay (other
While fixing the variable pay, performance parameters than the terminal benefits and gratuity as per
under financial and non-financial areas of operations the provisions).
are assessed. The financial performance of the bank
is factored while determining the amount of variable Bank shall not provide any facility or funds or permit
remuneration to be paid. The Bank’s compensation to insure or hedge his/her compensation structure
policy stipulates that variable pay shall not exceed 40% to offset the risk alignment effects embedded in the
of the fixed pay in any year. compensation package.
211
Quantitative Disclosures on Remuneration (The quantitative disclosures should only cover Whole Time Directors /
Chief Executive Officer/ Other Risk Takers):
a) Number of meetings held by the Remuneration Committee during the financial year and 6 Meeting and 5 Meeting and
remuneration paid to its members. remuneration of remuneration of
` 5.00 lakh R` 3.80 lakh
b) Number of employees having received a variable remuneration award during the financial year. NIL NIL
c) Number and total amount of sign-on awards made during the financial year. NIL NIL
d) Details of guaranteed bonus, if any, paid as joining / sign on bonus NIL NIL
e) Details of severance pay, in addition to accrued benefits, if any. NIL NIL
f) Total amount of outstanding deferred remuneration, split into cash, shares and share-linked NIL NIL
instruments and other forms.
g) Total amount of deferred remuneration paid out in the financial year. NA NA
h) Breakdown of amount of remuneration awards for the financial year to show fixed and NIL NIL
variable, deferred and non-deferred.
i) Total amount of outstanding deferred remuneration and retained remuneration exposed to NIL NIL
expost explicit and/or implicit adjustments.
j) Total amount of reductions during the financial year due to ex-post explicit adjustments. NIL NIL
k) Total amount of reductions during the financial year due to ex- post implicit adjustments. NIL NIL
16. LEVERAGE RATIO DISCLOSURES (DF-17)

(` million)
Leverage ratio
Item framework
On-balance sheet exposures

1 On-balance sheet items (excluding derivatives and SFTs, but including collateral) 682,782
2 (Asset amounts deducted in determining Basel III Tier 1 capital) 679
3 Total on-balance sheet exposures (excluding derivatives and SFTs) (sum of lines 1 and 2) 682,103
Derivative exposures
4 Replacement cost associated with all derivatives transactions (i.e. net of eligible cash variation margin) 23
5 Add-on amounts for PFE associated with all derivatives transactions 230
6 Gross-up for derivatives collateral provided where deducted from the balance sheet assets pursuant to the -
operative accounting framework
7 (Deductions of receivables assets for cash variation margin provided in derivatives transactions) -
8 (Exempted CCP leg of client-cleared trade exposures) -
9 Adjusted effective notional amount of written credit derivatives -
10 (Adjusted effective notional offsets and add-on deductions for written credit derivatives) -
11 Total derivative exposures (sum of lines 4 to 10) 253
Securities financing transaction exposures
12 Gross SFT assets (with no recognition of netting), after adjusting for sale accounting transactions -
13 (Netted amounts of cash payables and cash receivables of gross SFT assets) -
14 CCR exposure for SFT assets -
15 Agent transaction exposures -
16 Total securities financing transaction exposures (sum of lines 12 to 15) -
Other off-balance sheet exposures
17 Off-balance sheet exposure at gross notional amount 126,353
18 (Adjustments for conversion to credit equivalent amounts) 92,850
19 Off-balance sheet items (sum of lines 17 and 18) 33,503
212
(` million)
Leverage ratio
Item framework
Capital and total exposures

20 Tier 1 capital 64,043
21 Total exposures (sum of lines 3, 11, 16 and 19) 715,859
Leverage ratio
22 Basel III leverage ratio 8.95%
17. LIQUIDITY COVERAGE RATIO

(` million)
Total Unweighted Total Weighted
Particulars Value (average) Value (average)

1 Total High Quality Liquid Assets (HQLA) 133,040
Cash Outflows
2 Retail deposits and deposits from small business customers, of which: 431,193 39,100
(i) Stable deposits 80,388 4,019
(ii) Less: stable deposits 350,805 35,081
3 Unsecured wholesale funding, of which: 63,045 8,634
(i) Operational deposits (all counterparties) - -
(ii) Non-operational deposits (all counterparties) 63,045 8,634
(iii) Unsecured debt - -
4 Secured wholesale funding - -
5 Additional requirements, of which 51,817 4,371
(i) Outflows related to derivative exposures and other collateral requirements 176 176
(ii) Outflows related to loss of funding on debt products - -
(iii) Credit and liquidity facilities 51,641 4,195
6 Other contractual funding obligations 368 368
7 Other contingent funding obligations 575 17
8 Total Cash Outflows 52,490
Cash Inflows
9 Secured lending (e.g. reverse repos) 3,880 -
10 Inflows from fully performing exposures 10,464 8,216
11 Other cash inflows 225 225
12 Total Cash Inflows 14,569 8,441
Total Adjusted Value
13 TOTAL HQLA 133,040
14 Total Net Cash Outflows 44,049
15 Liquidity Coverage Ratio (%) 302.02%
213
NETWORK OF BRANCHES
REGISTERED AND CENTRAL OFFICE

L.N.S., Karur - 639002.
{CIN No.L65110TN1916PLC001295}
Ph. : 04324 - 269000, 226520, 225521-25
Fax No. 04324-225700
Website : www.kvb.co.in
INTEGRATED TREASURY
Second Floor, 954, Appa Saheb Marathe Marg, Gayathri Towers, Prabhadevi, Mumbai-400025
DIVISIONAL OFFICE
First Floor, Motilal Centre, Near Sales India Show Room,
AHMEDABAD
Ashram Road, Ahmedabad-380009
No.6, Second Floor, Vasavi Temple Road, Sajjanrao Circle Visveswarapuram,
BANGALORE
Next to Sri Vasavi temple, Bangalore - 560004
CHENNAI KVB Towers, 1st Floor, 568 Anna Salai, Teynampet, Chennai-600018
No.1498-C, 3rd Floor, KVB Towers,Avinashi Road, Peelamedu,
COIMBATORE
Coimbatore, 641004
3rd Floor No. 6 Pusa Road, Opposite to Metro Pillar No. 80,
DELHI
Karolbagh, New Delhi-110005
K.C.Centre, IInd Floor , Opp. North Police Station,
ERNAKULAM
Chittoor Road Kacheripady, Ernakulam - 682018
HYDERABAD 5-8-356 to 362 (Second Floor), Chirag Ali Lane, Abids, Hyderabad-500001
KARUR PB No.91 ,No.633-637, First Floor, Jawahar Bazaar, Karur - 639001
KOLKATA 15 Bondel Road, First Floor, Ballygunge, Kolkata-700019
MADURAI Gayathri Illam, 16 A.A.Road 1st Floor, Gnanaolivupuram, Madurai-625016
MUMBAI 954 Appa Saheb Marathe Marg, Gayathri Towers, Prabhadevi, Mumbai-400025
SALEM 1st Floor, 269-A Bharathi Street, Swarnapuri, Alagapuram, Salem-636 004
SBA Complex 7/73 I Floor , Venkatesa Choudhary Street, West Tambaram,
TAMBARAM
Chennai-600045
TRICHY D-54 Ground Floor, L.I.C. Building, Bharathiar Salai Cantonment, Trichy-620001
VIJAYAWADA Gayathri Nilayam,1st Floor 38-8-46, Labbipet, M.G.Road, Vijayawada-520010
D.No: 47-10-15, Shop No.1 A.G Avenue, First Floor, Opp: Pollocks School, 2nd Lane,
VISAKHAPATNAM
Dwarkanagar, Visakhapatnam - 530016
6-8-1250, I st floor, Priya Towers, NGOs Colony, K.T.Road, Near Anna Rao Circle,
TIRUPATHI
Tirupathi - 517501
VILLUPURAM D.No.15, I st floor, G.V.Farms Building, Mampazhapattu Road, Villupuram - 605602
OTHER OFFICES
DATA CENTRE 6th Floor D North Block, Tidel Park, Taramani, Chennai-600113
DISASTER RECOVERY SITE V Floor, Unit - 3, Block-I, Cyber Pearl, Hi-Tech City, Madhapur, Hyderabad - 500 081
ATM CELL 338/1 , Uffizi Complex - Basement, Avinashi road, Peelamedu, Coimbatore-641004
214
NETWORK OF BRANCHES
OTHER OFFICES
No.1, Padmavathiyar Road , 4th Floor, Off Peters Road, Gopalapuram,
DEMAT CELL
Chennai - 600086
Block D, 3rd Floor, Hanudev InfoPark, Udayampalayam Road, Nava India,
CENTRALISED OPERATIONS CENTRE
Coimbatore - 641 028.
Unit No.156/4 2nd Floor,Jeevan Anand Building ,No.556 Anna Salai, Teynampet,
CENTRALISED FOREX PROCESSING CELL
Chennai- 600018
CHENNAI TAX CELL No.1 Padmavathiyar Road, 2nd Floor, Off Peters Road, Gopalapuram,Chennai - 600086
3rd Floor No. 6 Pusa Road, Opposite to Metro Pillar No. 80, Karolbagh,
DELHI CPC
New Delhi-110005
TRANSACTION BANKING GROUP No.1 Padmavathiar Road, 2nd Floor, Off Peters Road, Gopalapuram, Chennai - 600086
CHENNAI - CHANNEL RECONCILIATION CELL No.1, Padmavathiyar Road, 3rd Floor, Off Peters Road, Gopalapuram, Chennai - 600086
Elenet Software City, 4th Floor Module 43, TS 140, Block 2&9, Rajiv Gandhi Salai,
CHENNAI D.T.P.C.
Taramani, Chennai - 600113.
CALL CENTRE - CHENNAI First floor, A - North Block, Tidel Park, Taramani, Chennai - 600 113.
Elenet Software City, Ground Floor Module G3, TS 140, Block 2&9, Rajiv Gandhi Salai,
INFORMATION SECURITY GROUP
Taramani, Chennai - 600113.
EXPENSES MANAGEMENT CELL KVB Towers, 3rd Floor, 568 Anna Salai, Teynampet, Chennai-600018
CENTRAL CLEARING OFFICES CURRENCY CHEST

CHENNAI CHENNAI
DELHI KARUR
MUMBAI MADURAI
VIJAYAWADA
BANGALORE
COIMBATORE
HYDERABAD
215
NETWORK OF BRANCHES
ANDHRA PRADESH NARASARAOPET

BAPATLA
KONIKI
DARSI
ANANTAPUR CHINTALAPUDI
CHILAKALURIPET SRIKAKULAM
ANANTAPUR
MANGALAGIRI SRIKAKULAM
DHARMAVARAM
BUDDHAM RAJAM
HINDUPUR
GUNTUR-GUJJANAGUNDLA PALASA
GUNTAKAL
VENKATAPALEM ICHCHAPURAM
KADIRI
PIDUGURALLA NARASANNAPETA
TADIPATRI
VINUKONDA
GORANTLA VISAKHAPATNAM
BANDARUPALLE
CHITTOOR GUNTUR - PATTABHIPURAM VIZAG - PEDAWALTAIR
ANAKAPALLE
CHITTOOR KRISHNA VIZAG - MAIN
NAGARI
VIJAYAWADA-GOVERNORPET GAJUWAKA
SRIKALAHASTI
VIJAYAWADA - NO.1 TOWN NARSIPATNAM
PUTTUR
GUDIVADA PENDURTHI
TIRUPATHI - MAIN
VIJAYAWADA -BUNDER ROAD VIZAG - DWARKANAGAR
RALLABUDUGURU
PORANKI YELAMANCHILI
TIRUPATHI - KHADI COLONY
KANKIPADU VISAKHAPATNAM - GOPALAPATNAM
KUPPAM
MACHILIPATNAM VISAKHAPATNAM - SEETHAMMADHARA
MADANAPALLE
VUYYURU VIZAG-MADHURAWADA
MURAKAMBATTU
VIJAYAWADA -BHAVANIPURAM VIZAG-M.V.P.COLONY
TIRUPATHI M.R.PALLI
NUZVID VIZAG - AKKAYAPALEM
BUSINESS BANKING UNIT - TIRUPATHI
GANNAVARAM BUSINESS BANKING UNIT - VISAKHAPATNAM
CUDDAPAH VIJAYAWADA - SATYANARAYANAPURAM
VIJAYAWADA - BENZ CIRCLE VIZIANAGARAM
CUDDAPAH
CHORAGUDI VIZIANAGARAM
PRODDATUR
TIRUVURU SALUR
RAJAMPET
BUSINESS BANKING UNIT - VIJAYAWADA PARVATHIPURAM
EAST GODAVARI CORPORATE BUSINESS UNIT - VIJAYAWADA GAJAPATHINAGARAM
BOBBILI
RAJAHMUNDRY KURNOOL G. AGRAHARAM
KAKINADA
KURNOOL
PEDDAPURAM WEST GODAVARI
NANDYAL
MANDAPETA
ADONI PALAKOL
RAVULAPALEM
VENKATARAMANA COLONY TADEPALLIGUDEM
KADIAM
MAYALURU NIDADAVOLU
AMALAPURAM
KADUMUR JANGAREDDYGUDEM
TUNI
ALLAGADA BHIMAVARAM
SAMALKOT
ELURU
RAJAHMUNDRY - TILAK ROAD NELLORE TANUKU
BOMMURU
NELLORE NARASAPUR
PITHAPURAM
KAVALI AKIVIDU
ARYAVATAM
NAIDUPET CHINAAMIRAM
RAZOLE
NELLORE - ISKON CITY
KAKINADA - BHANUGUDI JUNCTION
G.MAMIDADA PRAKASAM BIHAR
ANNAIPETA
CHIRALA PATNA
GUNTUR ONGOLE
PATNA
MARKAPUR
GUNTUR
VALLURU
TENALI
BUDAWADA
GUNTUR - LAKSHMIPURAM
KANDUKUR
216
NETWORK OF BRANCHES
CHANDIGARH - UT GUJARAT PANIPAT

PANIPAT
CHANDIGARH AHMEDABAD
ROHTAK
CHANDIGARH AHMEDABAD - MAIN
AHMEDABAD - MANINAGAR ROHTAK
AHMEDABAD - SATELLITE AREA
CHATTISGARH AHMEDABAD - SANAND
SONIPAT
AHMEDABAD - NARODA SONIPAT
RAIPUR
AHMEDABAD - SHAHIBAUG
RAIPUR BUSINESS BANKING UNIT - AHMEDABAD
CORPORATE BUSINESS UNIT -
JHARKHAND
DELHI AHMEDABAD RANCHI
ANAND RANCHI
CENTRAL DELHI
DELHI - CHANDNI CHOWK ANAND
DELHI - KAROLBAGH KARNATAKA
BHARUCH
CORPORATE BUSINESS UNIT - DELHI
BHARUCH BANGALORE URBAN
NORTH DELHI BANGALORE - MAIN
KACHCHH MALLESWARAM
DELHI - KAMLA NAGAR
DELHI - KASHMERE GATE GHANDIDHAM HALASURU
J.C. ROAD
SOUTH EAST DELHI MAHESANA RAJAJINAGAR
NEW DELHI - OKHLA UNJHA ISRO LAYOUT
MAHESANA JAYANAGAR
EAST DELHI KORAMANGALA
RAJKOT BASAVANAGUDI
DELHI - LAXMI NAGAR
RAJKOT - MAIN BTM LAYOUT
NORTH WEST DELHI INDIRA NAGAR
SURAT HEBBAGODI
DELHI - LAWRENCE ROAD
DELHI - PITAMPURA SURAT HSR LAYOUT
DELHI - ROHINI SURAT - UM ROAD ATTIBELE
CHANDAPUR
SOUTH WEST DELHI VADODARA BANGALORE- R T NAGAR
DELHI - JANAKPURI VADODARA BANGALORE - WHITEFIELD
BANGALORE - V V PURAM
SOUTH DELHI BANGALORE - VIDYARANYAPURA
HARYANA BANGALORE - J P NAGAR
DELHI - EAST OF KAILASH
BANGALORE- KENGERI
FARIDABAD
WEST DELHI BANGALORE-BANASHANKARI
FARIDABAD BANGALORE - CHANDRA LAYOUT
DELHI - RAMESH NAGAR
BANGALORE RAJA RAJESHWARI NAGAR
GURGAON
BANGALORE YESHWANTHPUR
GOA GURGAON BANGALORE - KALAYAN NAGAR
BANGALORE - SAHAKAR NAGAR
NORTH GOA KARNAL CORPORATE BUSINESS UNIT - BANGALORE
PANAJI KARNAL CHIKKABANAVARA
BUSINESS BANKING UNIT - BANGALORE
PRECIOUS METALS DIVISION
217
NETWORK OF BRANCHES
BANGALORE RURAL SHIMOGA THRISSUR

DODDABALLAPUR SHIMOGA THRISSUR
HOSAKOTTE IRINJALAKUDA
NELAMANGALA TUMKUR
DEVANAHALLI TUMKUR THIRUVANANTHAPURAM
THIRUVANANTHAPURAM
BELGAUM RAMANAGARAM BALARAMAPURAM
BELGAUM RAMANAGARAM
BELLARY MADHYA PRADESH

BELLARY
KERALA
BHOPAL
ALAPPUZHA BHOPAL
CHITRADURGA
CHENGANNUR
CHITRADURGA GWALIOR
ALAPPUZHA
HIRIYUR
GWALIOR
ERNAKULAM
DAKSHINA KANNADA
ERNAKULAM INDORE
MANGALORE
TRIPUNITHURA INDORE
DAVANGERE ERNAKULAM - EDAPPALLY
ERNAKULAM - PALARIVATTOM JABALPUR
DAVANGERE
ANGAMALY JABALPUR
DHARWAD
IDUKKI
HUBLI
THODUPUZHA
MAHARASHTRA
CHIKBALLAPUR AMARAVATI
KANNUR
CHINTAMANI AMARAVATI
KANNUR
GAURIBIDANUR
THALASSERY AURANGABAD
GULBARGA
KOLLAM AURANGABAD
GULBARGA
KOLLAM KOLHAPUR
HASSAN
KOTTAYAM ICHALKARANJI
HASSAN KOLHAPUR
KOTTAYAM
ARISEKERE
MUMBAI
KOZHIKODE
KOLAR MUMBAI - FORT
KOZHIKODE
KOLAR GOLD FIELDS MUMBAI - PRABHADEVI
PALAKKAD MUMBAI - KALBADEVI
KOPPAL MUMBAI - MATUNGA
PALAKKAD
GANGAVATHI BUSINESS BANKING UNIT - MUMBAI
KASARAGOD MUMBAI - BORIVALI
MYSORE MUMBAI - CHEMBUR
KASARAGOD
MYSORE MUMBAI - MULUND
PATHANAMTHITTA MUMBAI - ANDHERI
RAICHUR MUMBAI - GHATKOPAR
TIRUVALLA
RAICHUR MUMBAI - KANDIVALI
PATHANAMTHITTA
218
NETWORK OF BRANCHES
CORPORATE BUSINESS UNIT - MUMBAI KARAIKAL DHANDAPANI ST.

ASSET RECOVERY BRANCH - MUMBAI KARAIKAL TEYNAMPET
NEO NANGANALLUR
YANAM ADYAR
NANDED MOGAPPAIR
YANAM
NANDED VALASARAVAKKAM
VELACHERY
NAGPUR PUNJAB ASHOK NAGAR
NAGPUR EGMORE
AMRITSAR R.A.PURAM
NASIK AMRITSAR ARUMBAKKAM
NASIK K K NAGAR
FATEHGARH SAHIB SAIDAPET
PUNE MANDI GOBINDGARH CHENNAI - SALIGRAMAM
PUNE CHENNAI - NUNGAMBAKKAM
KAPURTHALA CHENNAI - GODOWN STREET
SOLAPUR HARDASPUR (LPU) CHENNAI - RAMAPURAM
SOLAPUR CHENNAI - NELSON MANICKAM ROAD
JALANDHAR CHENNAI - BESANT NAGAR
THANE JALANDHAR CHENNAI - PERIYAR NAGAR
MUMBAI - VASHI CHENNAI - MANDAVELI
LUDHIANA CHENNAI - KOTTURPURAM
MUMBAI - ICL SCHOOL
MUMBAI - THANE (W) LUDHIANA CHENNAI - WEST MAMBALAM
MUMBAI - NERUL CHENNAI - CHINMAYA NAGAR
PATIALA CHENNAI - PERAMBUR
BHIWANDI
DOMBIVALI PATIALA CHENNAI - HARRINGTON ROAD
CORPORATE BUSINESS UNIT - CHENNAI
ASSET RECOVERY BRANCH - CHENNAI
ORISSA RAJASTHAN BUSINESS BANKING UNIT - CHENNAI
CUTTACK JAIPUR COIMBATORE

CUTTACK JAIPUR COIMBATORE - MAIN
POLLACHI
GANJAM
TAMILNADU DR. NANJAPPA ROAD
BERHAMPUR R.S.PURAM
ASKA ARIYALUR ANAIMALAI
DHULLY
KHURDA ARIYALUR
SARAVANAM PATTI
JAYANKONDAM
BHUBANESHWAR SAIBABA COLONY
SENDURAI
GANAPATHY
SUNDERGARH THELUR
SOMANUR
RAURKELA CHENNAI KOVAIPUDUR
VADAVALLI
CHENNAI - MAIN
RAMANATHAPURAM
PONDICHERRY - UT TRIPLICANE
ANNUR
ROYAPURAM
PONDICHERRY KUNIAMUTHUR
MYLAPORE
SULUR
PONDICHERRY ANNA NAGAR
METTUPALAYAM
PONDICHERRY-LAWSPET KODAMBAKKAM
AVINASHI ROAD
VILLIANUR T.NAGAR
KALAPATTI
PILLAYARKUPPAM WHITES ROAD
COIMBATORE- GOUNDAMPALAYAM
REDDIYARPALAYAM PURASAWALKAM
219
NETWORK OF BRANCHES
CHINNIYAMPALAYAM ERODE CHEMMANCHERY

COIMBATORE - SIVANANDA COLONY ERODE NANMANGALAM
VADASITHUR GOBICHETTIPALAYAM OLD PERUNGALATHUR
COIMBATORE - THUDIYALUR SATHYAMANGALAM VARADHARAJAPARAM
THEETHIPALAYAM KAVINDAPADI NEW COLONY - CHROMPET
COIMBATORE - SINGANALLUR BHAVANI PADAPPAI
COIMBATORE - SARAVANAMPATTI MAIN PERUNDURAI CHENNAI - MANGADU
KUNNATHUR KOLATHUPALAYAM CHENNAI - KOLAPAKKAM
PERIYANAICKENPALAYAM METTUKADAI BUSINESS BANKING UNIT - TAMBARAM
NALLATTIPALAYAM PERUNDURAI - KEC NAGAR
VILANKURICHI KANYAKUMARI
SAMPATH NAGAR
COIMBATORE -SUNDARAPURAM SIVAGIRI NAGERCOIL
KITTAMPALAYAM VEERAPPANCHATIRAM MARTHANDAM
COIMBATORE - NEW SIDDHAPUDUR CHENNIMALAI PANCHALINGAPURAM
COIMBATORE - PAPPANAICKENPALAYAM ANTHIYUR
RASIPALAYAM KARUR
PUNJAIPULIYAMPATTI
CORPORATE BUSINESS UNIT - KARUMANDAPALAYAM KARUR - MAIN
COIMBATORE ERODE- CHINNIAMPALAYAM KULITHALAI
ASSET RECOVERY BRANCH - OTHAKADAI KARUR -CENTRAL
COIMBATORE MULLAMPARAPPU KARUR - WEST
BUSINESS BANKING UNIT - COIMBATORE KANAKAMPALAYAM VEERARAKKIYAM
T. VELLODE GANDHIGRAMAM
CUDDALORE VENGAMEDU
SAVANDAPUR
CHIDAMBARAM NAMBIYUR ARAVAKURICHI
VRIDHACHALAM KONGARPALAYAM THANTHONIMALAI
CUDDALORE ORICHERI PADIRIPATTI
NEYVELI KATHIRAMPATTI BUSINESS BANKING UNIT - KARUR
CHIDAMBARAM-ANNAMALAI NAGAR
PANRUTI KANCHEEPURAM KRISHNAGIRI
ERAIYUR CHENNAI - TAMBARAM KRISHNAGIRI
VADALUR CHENNAI - ALANDUR HOSUR
BHUVANAGIRI KANCHEEPURAM BARGUR
KALLUR CHENNAI - CHROMEPET HOSUR - BATHALAPALLI
ULLAVOOR SAMALPATTI
DHARMAPURI AGARAM
CHENNAI - St THOMAS MOUNT
KAMBAINALLUR CHENNAI - URAPPAKKAM MARUDANDAPALLI
DHARMAPURI CHENNAI - SINGAPERUMAL KOIL
HARUR MADURAI
CHENNAI - SHOLINGANALLUR
PAPPIREDDIPATTI CHENNAI - SRIPERUMPUDUR MADURAI - MAIN
CHENNAI - KELAMBAKKAM MADURAI - SOUTH
DINDIGUL ALANGANALLUR
CHENNAI - MEDAVAKKAM
DINDIGUL CHENNAI - SELAYUR GNANAOLIVUPURAM
BATLAGUNDU CHENNAI - PALAVAKKAM ELUMALAI
CHINNALAPATTI CHENGALPATTU TALLAKULAM
PALANI CHENNAI - MADIPAKKAM ANNA NAGAR
NEIKARAPATTI CHENNAI - PALLAVARAM PALANGANATHAM
ODDTANCHATRAM GUDUVANCHERRY MELUR
VEDASANDUR CHENNAI - SITTALAPAKKAM THIRUNAGAR
NILAKOTTAI MADURANTHAKAM THIRUPPALAI
VILPATTI PERUNGUDI MADURAI - KAMARAJAR SALAI
KOOMBUR KUNDRATHUR POTHUMBU
DINDIGUL-R.M.COLONY ACHARAPAKKAM MADURAI - NORTH
EAST - TAMBARAM THENUR
THORAIPAKKAM
220
NETWORK OF BRANCHES
MADURAI - K.PUDUR RAMANATHAPURAM THIRUVALLUR

MADURAI - VILLAPURAM RAMANATHAPURAM CHENNAI - TIRUVERKADU
MADURAI-THIRUMANGALAM PARAMAKUDI CHENNAI - VELAPPANCHAVADI
MADURAI - BIBIKULAM RAMANATHAPURAM-BHARATHI NAGAR CHENNAI - AMBATTUR
MADURAI KOSAKULAM NARIPAYYUR CHENNAI - RED HILLS
MADURAI - MATTUTHAVANI THIRUVALLUR
AYYANKOTTAI SALEM PUTHAGARAM
ASSET RECOVERY BRANCH - MADURAI SALEM - MAIN CHENNAI - AVADI
BUSINESS BANKING UNIT - MADURAI IDAPPADI PODATHURPET
CORPORATE BUSINESS UNIT - MADURAI METTUR DAM R.S. SEETHANJERI
SHEVAPET CHENNAI - PADI
NAGAPATTINAM
ATTUR CHENNAI - MADURAVOYIL
NAGAPATTINAM KARUPPUR TIRUTTANI
NEERMULAI KARIPATTI NEMILICHERRY
MAYILADUTHURAI ALAGAPURAM PORUR
ILAMPILLAI MINJUR
NAMAKKAL
JALAKANDAPURAM CHENNAI - MADHAVARAM
NAMAKKAL MAIN GUGAI CHENNAI - POONAMALLEE
KOMARAPALAYAM AYOTHIAPATTINAM PONNERI
TIRUCHENGODE THAMMAMPATTI
PAUNDAMANGALAM SANKAGIRI (SANKARI) THIRUVARUR
NAMAGIRIPET DEVIYAKURICHI MANNARGUDI
PUDUCHATRAM OMALUR THIRUVARUR
VALAYAPATTI VAZHAPADI KOOTHANUR
KALAPPANAICKENPATTI SALEM - KONDALAMPATTI THAMBIKOTTAI
BELUKURICHI PANJAKALIPATTI
NAMAKKAL WEST BUSINESS BANKING UNIT - SALEM TIRUPUR
MANGALAPURAM DHARAPURAM
VELLAPILLAIAR KOIL THANJAVUR UDUMALPET
RASIPURAM KUMBAKONAM TIRUPUR - MAIN
PARAMATHI VELUR THANJAVUR MULANUR
PALLIPALAYAM PATTUKOTTAI GANAPATHIPALAYAM
MOHANUR VILAR KOLUMAM
PARAMATHI - KOTTAMANGALAM MADUKKUR ERISANAMPATTI
PERAVURANI PAPPANKULAM
NILGIRIS
THIRUVIDAIMARUDUR TIRUPUR - OVERSEAS
COONOOR THIRUPALATHURAI TIRUPUR - P.N.ROAD
UDHAGAMANDALAM PULIYANTHOPPU KANGEYAM
KOTAGIRI THANJAVUR - R.R.NAGAR PALLADAM
VELLAKOIL
PERAMBALUR THENI P.KOMARAPALAYAM
PERAMBALUR AUNDIPATTI PATTANAM
BODINAYAKANUR AVINASHI
PUDUKOTTAI
CHINNAMANUR MANNARAI
KOTHAMANGALAM CUMBUM MUDALIPALAYAM
PUDUKOTTAI GUDALUR VELAMPALAYAM
ARANTHANGI KOMBAI MUTHANAMPALAYAM
PONNAMARAVATHI PERIYAKULAM TIRUPUR - S.R.NAGAR
KURIVIKONDANPATTI THENI PONGALUR
ALAVAYAL KATHIRNARASINGAPURAM
UPPUKOTTAI
221
NETWORK OF BRANCHES
TIRUNELVELI TRICHY - ARIYAMANGALAM SIVAKASI

PALAYAMKOTTAI BUSINESS BANKING UNIT - TRICHY ARUPPUKKOTTAI
TIRUNELVELI TOWN SRIVILLIPUTHUR
TUTICORIN NAKKENERI
TENKASI
SANKARANKOIL TUTICORIN S.N.PURAM
AMBASAMUDRAM KOVILPATTI
SEYDUNGANALLUR SIVAGANGAI
SURANDAI
KADAYANALLUR VAZHAVALLAN KARAIKUDI
VALLIYUR IDAICHIVILAI SINGAMPUNERI
TIRUNELVELI JUNCTION TIRUCHENDUR SAKKOTTAI
MUDALIYARPATTI DEVAKOTTAI
VELLORE KOVILOOR
ALANGULAM
VELLORE
TIRUVANNAMALAI KANIYAMBADI
VANIYAMBADI - NEW TOWN
TELANGANA
TIRUVANNAMALAI
POLUR TIRUPATHUR ADILABAD
PERUNDURAIPATTU ARAKONAM
ADILABAD
ARNI SALAI
VANDAVASI SHOLINGUR HYDERABAD
TIRUVETHIPURAM (CHEYYAR) BRAHMAPURAM
SECUNDERABAD
CHENGAM GUDIYATHAM
HYDERABAD MAIN
ADAMANGALAM RANIPET
HYDERABAD S R NAGAR
KORUKKATHUR POOTUTHAKKU
HYDERABAD NALLAKUNTA
NADUKUPPAM ARCOT
HYDERABAD ABIDS
KONALUR VIRUPAKSHIPURAM
HYDERABAD KALYANAGAR
ALATHUR PERUMUCHI
HYDERABAD JUBILLEE HILLS
CHETPET NARIYANERI
HYDERABAD HIMAYATNAGAR
NATRAMPALLI
HYDERABAD MIYAPUR
TRICHY JOLARPET
HYDERABAD AMEERPET
TRICHY - MAIN DEVALAPURAM
HYDERABAD SANTOSH NAGAR
MUSIRI KATPADI
HYDERABAD BANJARA HILLS
THATHIENGARPET CORPORATE BUSINESS UNIT - HYDERABAD
VILLUPURAM
JEEYAPURAM ASSET RECOVERY BRANCH - HYDERABAD
CANTONMENT VILLUPURAM
BUSINESS BANKING UNIT - HYDERABAD
KANNANUR KADUVANUR
THILLAINAGAR THOTTIYAM KARIMNAGAR
SRIRANGAM TINDIVANAM
KARIMNAGAR
K.K.NAGAR GINJEE
JAMMIKUNTA
SURIYUR KALLAKURICHI
TIRUVERUMBUR ULUNDURPETTAI NIRMAL
SRINIVASA NAGAR THIRUMANGALAM
MURARBADU BHAINSA
MANAPPARAI
KARUMANDAPAM CHINNASALEM
KHAMMAM
THURAIYUR PRIDIVIMANGALAM
TIRUKKOYILUR KHAMMAM
APPANALLUR
LALGUDI PANANKUPPAM
MAHABUBNAGAR
SAMAYAPURAM RANGAPANUR
SANKARAPURAM MAHBUBNAGAR
SOBANAPURAM
BUSINESS BANKING UNIT - VILLUPURAM JADCHERLA
MOOVANUR
MANACHANALLUR
VIRUDHUNAGAR
TRICHY -WEST BOULIWARD ROAD
VENKATESAPURAM VIRUDHUNAGAR
MONDIPATTI RAJAPALAYAM
THIRUPPATTUR
222
NETWORK OF BRANCHES
NALGONDA MEDCHAL-MALKAJGIRI MEERUT

MIRYALAGUDA HYDERABAD MALKAJ GIRI MEERUT
NALGONDA HYDERABAD A.S.RAO NAGAR
HYDERABAD KUKATPALLY VARANASI
NIZAMABAD HYDERABAD PRAGATHI NAGAR VARANASI
NIZAMABAD HYDERABAD BODUPPAL
HYDERABAD NIZAMPET
RANGA REDDY HYDERABAD CHANDANAGAR UTTARAKHAND
HYDERABAD DILSUKH NAGAR HYDERABAD ALWAL DEHRADUN
HYDERABAD MANIKONDA HYDERABAD HABSIGUDA
MEDCHAL DEHRADUN
HYDERABAD MEHADIPATNAM
HYDERABAD MEERPET NAGARAM
HYDERABAD KONDAPUR
SANGAREDDY
WEST-BENGAL
HYDERABAD L.B. NAGAR
HYDERABAD HAYATHNAGAR SANGAREDDY PASCHIM BARDHMAN
BRAHMANAPALLY ZAHEERABAD DURGAPUR
HYDERABAD VANASTHALIPURAM
HYDERABAD - TADBUND SIDDIPET HOWRAH
SIDDIPET JAGACHA
WANAPARTHY
BAGNAN
WANAPARTHY SURYAPET
GHOSHPARA
KODAD
WARANGAL URBAN KOLKATA
WARANGAL - MAIN YADADRI
KOLKATA-MAIN
WARANGAL - HANAMAKONDA YADAGIRIGUTTA SHAKESPHERE SARANI
WARANGAL - KHAZIPET BALLYGANGE
NAGAR KURNOOL
KOLKATA - N.S.ROAD
MEDAK NAGAR KURNOOL
MEDAK PASCHIM MEDINIPUR
BHANDRADRI KOTHEGUDEM UTTARPRADESH KHARAGPUR
PALONCHA (PALWANCHA) NORTH 24 PARGANAS

GHAZIABAD
KOTHAGUDEM SALT LAKE
GHAZIABAD
KOLKATA-DAKSHINESHWAR
JAGTIAL
GOWTAM BUDDHA NAGAR KOLKATA-BANGUR AVENUE
JAGTIAL
NOIDA SOUTH 24 PARGANAS
KAMAREDDY
KANPUR GARIA
KAMAREDDY JOKA
KANPUR
MANCHERIAL
LUCKNOW
MANCHERIAL
LUCKNOW
223
PRINCIPAL CORRESPONDENT BANKS
OUR SWIFT CODE KVBLINBBIND

CHIPS UID: 154137
Name of the Bank and address
USD EURO JPY GBP

Wells Fargo Bank NA Commerz Bank AG Standard Chartered Bank Standard Chartered Bank
NY 4080 Theodor-Heuss-Allee 50 30-16, Ogikubo 4-chome, 1 Alderman bury Square
375 Park Avenue 60489 Frankfurt AM Main Suginami-ku London EC2V 7SB
New York NY - 10152 Germany Tokyo 167-8530, Japan United Kingdom
Ac.No. 2000193005826 Ac. No. 400875119000EUR Ac.No. 0219600 - 1110 Ac.No. GBP 01 265520901
SWIFT: PNBPUS3NNYC SWIFT: COBADEFF SWIFT: SCBLJPJT SWIFT: SCBLGB2L
FEDWIRE ROUTING I-BAN NO
NUMBER 026005092 GB94SCBL60910412655209
Chips ABA No. 0509
USD EURO AUD CHF
Standard Chartered Bank Standard Chartered Bank Australia & New Zealand Zuercher Kantonal Bank
One Madison Avenue Gmbh Banking Corporation Zurich, Switzerland
New York, Postfach 110162 55 Collins Street Ac.No.0700-01283278
NY 10010-3603 USA Theodor-Heuss-Allee 112 Melbourne, Victoria SWIFT: ZKBKCHZZ80A
Ac.No.3582069922001 D-60036,Frankfurt am Main, AUSTRALIA I-BAN NO
SWIFT: SCBLUS33 GERMANY Ac.No. 237776-00001 CH5200700070001283278
FEDWIRE ROUTING Ac.No.18021504 SWIFT : ANZBAU3M
NUMBER 026002561 SWIFT : SCBLDEFX BSB Number: 013024
I-BAN NO
DE39512305000018021504
USD SGD CAD SEK
Citi Bank, N A Standard Chartered Bank ICICI Bank Canada Skandinaviska Enskilda Banken
111, Wall Street Battery Road Branch, Don Valley Business Park, S-106, 40 Stockholm
New York City , 6, Battery Road, 150 Ferrand Drive, SWEDEN
NY 10018, USA SINGAPORE 049909 Suit No 700 Ac.No.5201-85-335-84
Ac.No.36844037 Ac.No. 0106342533 North York, Ontario SWIFT: ESSESESS
SWIFT: CITIUS33 SWIFT:SCBLSG22 CANADA M3C3E5
FEDWIRE ROUTING Ac.No.101928815
NUMBER 021000089 SWIFT: ICICCATT
AED SGD
Commercial Bank of Dubai Indian Overseas Bank
Po Box 2668, 64, Cecil Street,
Al lttihad street IOB Building,
Dubai,UAE Singapore 049711
A/c.No.1001361656 A/c. No. 4916210132
SWIFT: CBDUAEADXXX SWIFT: IOBASGSG
I-BAN NO
AE590230000001001361656
NOSTRO ACCOUNT FOR NRI / FCNR DEPOSIT
GBP EUR USD

Wells Fargo Bank Wells Fargo Bank Wells Fargo Bank
London London New York
A/c.No.07515036 A/c.No.07515168 A/c.No.2000191007059
SWIFT: PNBPGB2L SWIFT: PNBPGB2L SWIFT: PNBPUS3NNYC
Sort Code 16-56-71 IBAN GB59PNBP16567 107 FEDWIRE ROUTING
IBAN GB34PNBP16567 107 515168 NUMBER 026005092
515036 Chips ABA No. 0509
224
NOTES
NOTES
NOTES
NOTES
NOTES
NOTES
A Decade of Progress
(` crore)
Year 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
Paid up Capital 94 107 107 107 122 122 122 145 160 160
Reserves 2,020 2,601 2,978 3,219 4,124 4,451 4,723 6,066 6,205 6,440
Owned funds 2,114 2,708 3,085 3,326 4,246 4,573 4,845 6,211 6,365 6,600
CRAR - Basel II (%) 14.41 14.33 14.41 12.77 14.63 12.26 - - - -
Basel III (%) - - - 12.60 14.62 12.17 12.54 14.43 16.00 17.17
Deposits 24,722 32,112 38,653 43,758 44,690 50,079 53,700 56,890 59,868 59,075
Advances 18,052 24,205 29,706 34,226 36,691 39,476 41,435 45,973 50,616 48,516
Total Business 42,774 56,317 68,359 77,984 81,381 89,555 95,135 1,02,863 1,10,484 1,07,591
Total Income 2,482 3,621 4,695 5,680 5,977 6,150 6,405 6,600 6,779 7,145
Operating Profit 600 726 849 838 943 1,303 1,571 1,777 1,711 1,761
Net Profit 416 502 550 430 464 568 606 346 211 235
Dividend (%) 120 140 140 130 130 140 130 30 30 -
Branches (No.) 369 451 551 572 629 667 711 790 778 779
EPS (Rs.) 44.90 46.81 51.35 40.08 39.86 46.59 9.95* 4.78 2.64 2.94
Return on Assets (%) 1.71 1.56 1.35 0.86 0.88 1.03 1.00 0.53 0.31 0.32
Book Value(Rs.) 193.04 252.68 287.85 308.91 348.42 375.25 79.51* 85.49 79.56 82.57
No of Employees 4,574 5,673 6,730 7,339 7,197 7,211 7,400 7,956 7,663 7,935
* During the Financial Year 2016-17, one Equity Share face value of Rs.10/- each was subdivided into five Equity Shares of face value ` 2/- each
www.kvb.co.in
Helpline: 1860 258 1916

Karur Vysya Bank - 2020

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New energy

Annual Report 2019-20

The Vision of Two Legends

Introduction Statutory reports

Performance review Financial statements

MD & CEO's message 13 Schedules 140

Strategic priorities 16 Cash Flow Statement 191

Digitalisation 18 BASEL III –

Senior Management Team 32

Performance highlights: FY 2019 - 20

`48,516 Crore `59,075 Crore

`2,348 Crore `235 Crore

At KVB, we have built an institution of banking excellence through a happy

Evolving to address the banking needs of our diverse customers, we have

100+ years 7,935 779 branches

Our customer base

4.5 Lakh 7 Lakh+ 77 Lakh+

OUR KEY BUSINESS SEGMENTS

Commercial Banking - Customised loans - Mortgages

Corporate and - Working capital finance

Personal Banking - Housing loans - Savings account

Agricultural - Gold loans

BRANCH MIX FY 2019-20

Figures in blue Kerala Tamil Nadu

Branches 667 711 790 778 779

PoS terminals 10,157 22,068 22,873 21,959 15,534

ATMs 1,655 1,747 1,795 1,645 1,659

Diverse suite of offerings Customer-centric approach

Best-in-class digital Strong presence in tier-2 Experienced

85% 54% 33.71 years

Strengthening our Forming new co-lending Creating centralised

KEY PERFORMANCE INDICATORS

TOTAL ADVANCES BOOK VALUE

2015-16 39,476 2015-16 375.25

TOTAL DEPOSITS ADVANCES MIX

CASA DEPOSIT MIX

KEY PERFORMANCE INDICATORS (CONTD)

Profit and Loss

NET INTEREST INCOME OPERATING PROFIT

2015-16 1,781 2015-16 1,303

NON-INTEREST INCOME NET PROFIT

2015-16 707 2015-16 568

NPA Gross NPA CAR

8.79 8.68 17.17

MARGIN PROFILE NIM RETURN RATIOS RoE

I believe we have acted with foresight

N. S. Srinath With this background, I would revisit

REVIEWING THE Despite these challenges, we have recorded a resilient

CHAIRMAN’S MESSAGE (CONTD)

Our NEO project is playing a

MD & CEO’S MESSAGE

At present, the world at large is in the

MD & CEO’S MESSAGE (CONTD)

Performance snapshot: FY 2019-20

OUR STRATEGIC PRIORITIES

Leverage our solid foundation

Focus on bringing in consistency

Growing market share by

Digitalisation, Distribution and Diversification are the three engines

^Instruments with this rating indicate a very strong degree of safety