PROFESSIONAL TRAINING

at
CATHOLIC SYRIAN BANK
Submitted in partial fulfillment of the requirements for the award of

Bachelor of Commerce

By
HARIHARAN B
42920026

SCHOOL OF MANAGEMENT STUDIES

DEPARTMENT OF COMMERCE

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A++” by NAAC/12B Status by UGC/Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI600 119
 SCHOOL OF COMMERCE

BONAFIDE CERTIFICATE

This is to certify that this Professional TrainingReport is the bonafidework of

HARIHARAN.B(42920026) who carried out the Professional Training
at“CATHOLICSYRIANBANK” under our supervision for a period of 30 days from
2ndSeptember 2024 to 30th September 2024.

Dr.R.THAMILSELVAN

Internal guide

Dr. UZMA THANVEER MOMIN Dr.MATHAN

Dean – School of Management Studies Head-School of Commerce

Submitted for Viva Voce Examination held on

Internal Examiner Externel Examiner

 DECLARATION

I HARIHARAN.B [42920026] hereby declare that the Internship Training entitled

“CATHOLIC SYRIAN BANK”. Done by me under the guidance of
Dr.R.THAMILSELVAN (Internal) at (Catholic Syrian bank, Medavakkam Branch,
1st floor, Krishna Towers, 76/22 Velachery Main road , Medavakkam ,Chennai –
600100) is submitted inpartial fullfillment of the requirements for the award of
Bachelor of Commerce.

DATE:

PLACE: SIGNATURE OF THE CANDIDATE

 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of Sathyabama

Instituteof Science and Technology for their kind encouragement in doing this project
and for completing itsuccessfully . I am grateful to them.

I convey my thanks to Dr. UZMA THANVEER MOMIN Dean - School of Management

Studies and Dr. MATHAN, Head of the Department, School of Commerce, for
providing me necessary support and details at the right time during the progressive
reviews.

I would like to express my sincere and deep sense of gratitude to my Professional

Training Guide Dr.R.THAMILSELVAN for his valuable guidance, suggestions and
constant encouragement paved way for the successful completion of my projectwork.

I wish to express my thanks to all Teaching and Non-teaching staff members of the School
of Management Studies who were helpful in many ways for the completion of the training.

HARIHARAN.B
 ABSTRACT

During my internship at CSB Bank, I gained practical exposure to the banking

sector, particularly in the areas of financial services, customer relations, and
banking operations. My responsibilities included assisting with day-to- day
transactions, analysing financial data, and supporting the bank's efforts to enhance
customer satisfaction through improved service delivery. I collaborated with
various teams to understand the internal processes of the bank, which allowed me
to develop skills in financial analysis, problem-solving, and effective
communication.

This experience not only deepened my understanding of banking operations but

also provided me with insights into the financial industry's regulatory and
compliance aspects. Overall, my internship at CSB Bank has been invaluable in
building my foundation for a career in finance and banking.
 TABLE OF CONTENT

CHAPTER NO. TITLE PAGE NO.

ABSTRACT

LIST OF TABLES

LIST OF FIGURES

LIST OF ABBREVIATIONS

INTRODUCTION & COMPANY OVERVIEW 1

1.1 INTRODUCTION 2
1
1.2 PERFORMANCE OF CSB AMONG PEERS IN SMALL 3
CAP BANKS
1.3 POSITIVE INDICATORS FOR THE BANK 5

JOB DESCRIPTION 6
2.1 JOB ROLE 7
2 2.2 JOB OVERVIEW 7
2.3 KEY RESPONSIBILITY AREA 7
2.4 CHALLENGES 8
ORGANISATIONAL STRUCTURE 9

3.1 BOARD OF DIRECTORS 10

3.2 EXECUTIVE MANAGEMENT TEAM 10

3
3.3 BUSINESS UNITS 10

3.4 SUPPORT & CONTROL FUNCTION 11

3.5 BRANCH NETWORK 11

3.6 SPECIALIZED COMMITTEES 11

 3.7 EMPLOYEE TREE 12

4 ANALYSIS 13
4.1 STATEWISE DISTRIBUTION 14
4.2 RATING DISTRIBUTION 15

SUGGESTION & CONCLUSION 17

5.1 SUGGESTION 18
5
5.2 CONCLUSION 18
5.3 REFERENCE 18

LIST OF CHARTS/FIGURES

S.NO. PARTICULARS PAGE NO.

1.1 BANK LOGO 2

1.2 MARKET CAP COMPARISON INDICATORS (1/2) 3

1.3 MARKET CAP COMPARISON INDICATORS (2/2) 5

3.1 EMPLYEE TREE 12

4.2 RATING DISTRIBUTION 14

 LIST OF ABBREVIATIONS

S.NO. PARTICULARS PAGE NO.

1 CSB – Catholic Syrian Bank 2

2 IPO – Initial Public Offering 2

3 CASA – Current Account Savings Account 2

4 SME – Small & Medium Enterprise 3

5 DCB – Development Credit Bank 3

6 PPOP – Pre provision Operating Profit 4

7 NPA – Non Performing Asset 4

8 YOY – Year Over Year 5

9 CRO – Client Relationship Officer 7

10 CTO – Chief Technology Officer 11

11 NRI – Non Resident Indian 11

12 CSR – Corporate Social Responsibility 12

13 BBB – Banks Board Bureau 15

14 GDP – Gross Domestic Product 15

 CHAPTER - 1

INTRODUCTION AND COMPANY OVERVIEW

1
1.1 Introduction

About CSB Bank

(fig:1.1)

CSB Bank Limited, originally known as The Catholic Syrian Bank Limited,began
operations in November 1920 and is now Kerala's oldest private sector bank,
commemorating its centennial year in 2020. The Bank has evolved from strength
to strength over the last century, adjusting magnificently to the wide-ranging social,
political, and economic changesthat have occurred during the period. Throughout
its history, the enterprising spirit acquired from its founding fathers has been
maintained, blending the legacy of hard labor and customer focus in its march to
the new Millennium.
While the Bank has a long history as a traditional bank, it is currently working on
measures to change into a full-service modern bank. To that end, the Bank has
recently taken a number of steps to improve its business focus, including updating
processes, technology, and human resources. The Bank has reorganized its
operations under focused business areas as part of its
transformation, which includes re-aligning, training, and incentivizing employees,
developing new products and services, increasing sales and marketing efforts,
investing in technology, and strengthening the monitoring and risk management
framework. The bank successfully concluded its Rs. 409.67 crore Initial Public
Offering (IPO), which garnered an extraordinary reaction from investors and was
oversubscribed by 86.92 times.

2
Following that, on December 4, 2019, the Bank's shares were listed on Indian
stockexchanges.It currently has a customer base of over 1.5 million people. CASA
accounts for 29.17 percentof its total deposits. Moreover, tailor-made banking
products have been devised to respond tothe distinct banking demands of diverse
sections of society, with the goal of making the
appropriate proposition to the right consumer at the right moment. The Bank now
operates in

four main business areas, namely:

 SME Banking
 Retail Banking
 Corporate Banking
 Treasury Banking

The bank's ideology includes good corporate governance, regulatory compliance,

and corporate social responsibility. The Bank employs a total of 3,204 people that
are qualifiedand equipped to provide excellent client service. Its goal is to meet all
of the customer'sfinancial requirements. It's also extending its product suite,
services, and digital bankingplatform, with technology investments at
improvingclients' aimed experiences, making iteasier for them to communicate
with the bank, and providing a selection of solutions tailoredto their financial
needs.

1.2 Performance of CSB Bank Among Peers in Small Cap Banks

The List of some of the Small Cap Banks are as following

1 CSB Bank
2 Ujjivan Small Finance Bank
3 Karur Vysya Bank
4 DCB Bank
5 South Indian Bank
6 Karnataka Bank
7 Dhanlaxmi Bank

3
 (fig:1.2)

 Market Cap to Total Income :

If we look at the first block we can see the market capitalization is way greater
than the other banks in small cap and the total income is also greater than
peers without having dominance in Northern region of India and the reason is
it’s the oldest bank in southern region and when it comes to lending rates they
offer very competitive than their peers and it has been known for their service.
Now since the deposits are higher they earn on service charges and fees from
their depositors. And as per this year Q1 Number their profit has increased 3
Folds.

 Market Cap to PPOP:

PPOP is Pre-Provision operating profit is income or revenue for the bank that a
bank usually earns in particular time period before subtracting the future bad debts
kept aside by the bank, Now looking at the number this could be disadvantage that
based on their past experience they could lose money as bad debt or on loan
defaults.

4
  Market Cap to Gross NPA :

Now the Gross Non-performing asset can be seen as a higher side but in the
respect of market cap they still have a very good asset quality. The Gross NPA is
the amount of actual loss to the bank before deducting the provisions, Gross NPA
decreased from Rs 409.43 Cr as on 31.03.2020 to Rs 393.49 Cr as on
31.03.2021, Gross NPA as percentage of advances has come down from 3.54% to
2.68% or by 86 bps .

 Market Cap to Net NPA :

The net NPA can be seen on the higher side which means deducting of the
provisions for unpaid, now this is common that all the banks NPA is surging
because of the pandemic loans and people’s ability to not repay the interest on
their loan but still it didn’t affect the asset quality of the bank, further Net NPA
decreased from Rs 216.94 Cr as on 31.03.2020 to Rs 168.81 Cr as on
31.03.2021– a decrease of 22%. Net NPA as percentage of advancesdecreased
from 1.91% as on 31.03.20 to 1.17% as on 31.03.2021. Provision Coverage
improves to 84.89% as on 31.03.2021 from 80.02% as on
31.03.2020. Additionally, we are holding a standard asset provision of Rs 168.21
Cr as on 31.03.2021, which includes additional provision for the stressed assets
including SMA .

5
1.3 Some of the Positive Indicators for the Banks

(fig:1.3)

 Cap to deposits :
The deposits stands on the second number after the Ujjivan Bank but not to forget
the dominance of Ujjivan bank in all over the India, Further after the pandemic
because of the rise in the inflation people are not depositing much and switching to
greater source of return on their income.

 Market Cap to Casa :There has been increased in Casa of 3.02% YOY
which is really good in such tough times and it can been kept rising from the
few years which is good as higher casa leads to higher interest margin.

6
CHAPTER – 2

JOB DESCRIPTION

7
2.1 Job Role

CRO ( Client Relationship Officer )

2.2 JobOverview:

A Client Relationship Officer (CRO) is a professional responsible for managing and

enhancing relationships with a company’s clients. This role is common in
industries like banking, finance, insurance, and customer service-focused
organizations. The primary goal of a Client Relationship Officer is to ensure client
satisfaction, retention, and loyalty, while also identifying opportunities for growth
within the existing client base.

2.3Key Responsibility Area

1.Client Relationship Management:

•Build and maintain strong, long-lasting relationships with clients.

•Serve as the primary point of contact for client inquiries, concerns, and service
needs.

2.Client Support & Issue Resolution:

•Address client issues promptly and work to find effective solutions.

•Ensure a high level of client satisfaction by meeting or exceeding client

expectations.

3.Account Management:

•Manage and monitor client accounts, ensuring they receive the appropriate
services and products.

8
•Assist clients in understanding the company’s offerings and guide them in making
informed decisions.

4.Client Retention & Loyalty:

•Develop and implement strategies to retain clients and reduce client churn.

•Gather client feedback and use it to improve products, services, and customer
experience.

5.Cross-Selling & Upselling:

•Identify opportunities to provide additional products or services to existing clients.

•Educate clients on new offerings that may benefit them and align with their needs.

6.Client Onboarding:

•Oversee the client onboarding process, ensuring clients have a seamless

experience.

•Guide new clients through the company’s processes, products, and services.

7.Documentation & Reporting:

•Maintain accurate records of client interactions, preferences, and service history.

•Prepare regular reports on client satisfaction, feedback, and retention metrics for
management.

2.4Challenges

 Managingmanyclients: It can be difficult to manage a large number of

clients efficiently.

 Prioritizingclientneeds: It can be challenging to prioritize client needs

effectively.

 Resolvingclientcomplaints: It can be difficult to handle client

complaints and resolve issues promptly.

9
 Feelingoverwhelmed: It can be overwhelming to maintain client
relationships.

 Customerdemands: Customers can be more demanding, especially in

banking, where interactions are financial in nature.

 Changingproductportfolio: In a competitive banking industry,

relationship managers need to keep up with the bank's changing product
portfolio.

10
 CHAPTER - 3

ORGANISATIONAL STRUCTURE

11
3.1 Board Of Directors:
•The Board of Directors oversees the bank’s overall direction, governance, and
strategy. The board includes a mix of executive and non-executive directors, along
with independent directors who bring in external perspectives.
•Chairperson: Leads the board, guiding strategic discussions and decision-making.

3.2ExecutiveManagementTeam:

• Managing Director (MD) & Chief Executive Officer (CEO): The CEO is
responsible for the bank’s day-to-day operations, implementing the board’s
strategy, and ensuring the bank meets its financial and operational goals.

•Chief Financial Officer (CFO): Manages the bank’s finances, including financial
planning, analysis, reporting, and compliance with financial regulations.

•Chief Risk Officer (CRO): Identifies, assesses, and mitigates various risks, such
as credit, market, operational, and regulatory risks, to safeguard the bank’s
interests.

•Chief Compliance Officer (CCO): Ensures the bank complies with regulatory
standards, internal policies, and industry practices.

•Chief Technology Officer (CTO): Oversees the bank’s technology strategy, IT

infrastructure, digital initiatives, and cybersecurity measures.

•Chief Operating Officer (COO): Manages the bank’s operations, including process
improvement, service delivery, and branch network efficiency.

•Chief Marketing Officer (CMO): Manages marketing, branding, and

communication efforts to promote the bank’s services and products.

•Chief Human Resources Officer (CHRO): Oversees recruitment, employee

engagement, training, and talent management.

12
3.3 BusinessUnits:

• Retail Banking: Focuses on products and services for individual customers, such
as savings and current accounts, loans, credit cards, and wealth management.

•Corporate Banking: Serves business clients, offering services like corporate

loans, trade finance, treasury solutions, and cash management.

•SME & Microfinance Banking: Caters to small and medium enterprises (SMEs)
and micro-enterprises, providing tailored financial solutions.

•Treasury Department: Manages the bank’s investments, liquidity, and financial

risk exposure. This includes handling the bank’s assets, liabilities, and foreign
exchange operations.

•Digital Banking: Focuses on digital services such as mobile banking, internet

banking, and other technology-driven initiatives for enhanced customer
experience.

•NRI Banking: Offers specialized products and services for Non-Resident Indians
(NRIs), including NRI accounts, remittances, and investment options.

3.4Support&ControlFunctions:

•Risk Management: Works closely with the CRO to manage the bank’s risk
framework and controls, including credit risk, operational risk, and market risk.

•Compliance & Legal: Ensures the bank adheres to regulatory requirements and
manages legal matters. It also oversees anti-money laundering (AML) efforts and
fraud prevention.

•Internal Audit: Provides independent assessments of the bank’s processes and

controls to ensure compliance with internal policies and external regulations.

•Operations: Supports the bank’s daily operational needs, including transaction

processing, branch support, customer service, and back-office functions.

•Information Technology (IT): Works with the CTO to manage IT infrastructure,

data security, and technology projects across the bank.

•Human Resources (HR): Manages recruitment, employee relations, training, and

development programs, and ensures compliance with labor laws and HR policies.

13
3.5 BranchNetwork:

•Regional/Zonal Managers: Oversee operations across specific geographic

regions or zones, ensuring that branches within their area meet performance
targets and deliver consistent service.

•Branch Managers: Responsible for the daily operations of individual branches,

including customer service, sales, and staff management. Branch managers
ensure compliance with the bank’s policies and standards at the branch level.

•Relationship Managers: Work directly with clients to offer personalized banking

solutions, focusing on maintaining strong customer relationships and enhancing
customer satisfaction.

3.6 Specialized Committees:

•Audit Committee: Reviews financial reporting, internal controls, and audit

processes.

•Risk Management Committee: Monitors and reviews risk management policies

and frameworks.

•Corporate Social Responsibility (CSR) Committee: Oversees the bank’s CSR

initiatives and programs.

•Credit Committee: Evaluates and approves credit proposals, particularly large or

complex loans.

14
3.7 Employee Hierarchy Flow Chart For CSB Bank`s Structure:

(fig:3.1)

15
CHAPTER – 4
ANALYSIS

16
4.1 State wise Distribution

STATE WISE DISTRIBUTION

Maharashtra Others
19 % 18 %

Uttar Pradesh
4%
Delhi Haryana
11 % 5%
Tamil Nadu
7%
Gujarat
9% Karnataka
West Bengal Telangana 9%
10 % 8%

(fig:4.1)
Aswe did our analysis on almost 700 companies I have found that Maharashtra
stands out among all the states and UT the reason being why most of SMEs
are situated in because the Maharashtra is known as Industrial state and they
share their border with states like Madhya Pradesh, Gujarat, Goa and
Karnataka and another reason being is that it is connected with Arabian sea
and has easy access to ports now it becomes advantageous for the industries
like Textile, Tobacco, chemical, rubber, agricultural, engineering and many
more.

Industrial Policy

The Industrial Policy was created with the goal of ensuring all-around and long-
term growth of industry in the state by launching new efforts to boost major
prospective sectors. The policy's goals are as follows:

 Create an environment in the state that is beneficial to industry.

 Give the state's industrial entities a worldwide competitive advantage.
 Encourage more private and governmental investment in the
development of industry and infrastructure.

17
Investment and Incentives

Maharashtra's government has made a number of policy announcements

aimed at creating a favorable business climate in the state. These policy
documents are intended to encourage investors to invest in the state's many
industries, thereby contributing to the economy's overall development. They are
working to remove different roadblocks that are impeding the state's industrial
map.

Business Climate

• All large cities have four international airports, as well as domestic

airports
• The country's most industrialized state produces almost 20% of
the country's gross domestic output (GDP)

4.2 Rating Distribution

(fig:4.2)

18
Now again this rating distribution is based on the number of companies I have
done and the majority of companies were BBB rated which is a good rating
when it comes to assess the companies based on the ratings and since this
represents all the credit rating agency and every company has their own
parameters to give those ratings, Now usually these companies are typically
regarded as "speculative grade," and thus are considerably more susceptible to
shifting economic conditions than the previous group. Nonetheless, many
businesses show a strong ability to meet their debt repayment responsibilities.

Rating Outlook

A statement indicating a future change in a rating is not referred to as a Positive or

Negative Outlook. A Stable Outlook is assigned if neither a Positive nor aNegative
Outlook is appropriate. Even an issuer's rating with a Stable Outlook can be
revised, depending on the circumstances, without affecting the Rating Outlook. In
order to attribute a Positive, Negative, or Stable Outlook to a rating.

Rating Monitor

The Rating Monitor is used to show when a rating is undergoing a special

evaluation because R&I believes the rating should be modified. The Rating
Monitor includes three options:"upgrading with a view to downgrading,"
"downgrading with a view to upgrading," and "direction unknown." On the Rating
Monitor, brackets show the rating. A rating may be on the Rating Monitor with or
without the possibility of a rating modification.

19
 CHAPTER-5

SUGGESTION AND CONCLUSIONS

20
5.1 Suggestion

 The Bank has dominance in southern part of the country but not able to
capitalize that dominance in northern region as in they should come out that
how they have had a strong presence and trust among the southern part of
customer base

 The emergence of social media can be capitalized to promote their bank

and increase the retail banking segment like new account opening and
increase CASA.

 As the disposable incomes are increasing the bank should increase the
customer base and introduce more high end products but that is suitable
for retail banking.

5.2 Conclusion

I would like to conclude that CSB Bank has established itself as a reliable and
customer-centric financial institution, dedicated to serving the diverse banking
needs of individuals and businesses alike. With a strong focus on integrity,
innovation, and community engagement, CSB Bank continues to enhance its
product offerings and digital capabilities, ensuring customers receive convenient
and secure banking experiences. By maintaining a solid financial foundation,
upholding regulatory compliance, and investing in employee development, CSB
Bank is well-positioned for sustainable growth and long-term success. The bank
remains committed to empowering its customers, fostering strong relationships,
and contributing positively to the communities it serves.

21
5.3 Reference

 https://www.csb.co.in/

 MARVEL.CSB

 https://www.careratings.com/index.aspx

• https://www.moneycontrol.com/

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