eCircular

Department: SME BUSINESS UNIT

Sl.No.: 794/2017 - 18
Circular No.: NBG/SMEBU-SME DELIV/44/2017 - 18
Date: Tue 10 Oct 2017

The Chief General Manager,

State Bank of India,
Local Head Office,
All Circles

SME/Project Vijay/Cir-43/2017-18 Dated 10.10.2017

Dear Sir,

SME BUSINESS UNIT

SME DELIVERY MODEL
PROJECT VIJAY/VIJAYPATH ROLE MANUAL

We advise that the Structural/Process changes in SME Delivery Model were implemented in
year 2015-2016. Accordingly, the Role Manuals/Process Manuals for various Role holder viz
RMME/RMSE/SMEC/RASMECs were revised as a guidance note for smooth implementation of
the revised structure at operating level, which are placed in SMEBU page in SBI Times.

2. Further, restructuring of SMECs/RASMECs done in the year 2016-17 and recently RMSE
structure in non BPR Centre in line with BPR centre has been implemented. Some modifications
in Vijaypath Lead Monitoring Tool has also been done with a view to better and effective
monitoring of leads.

3. With a view to document the above changes in Structure/Process/Vijaypath tool and to make
the operating units available the guidance note in one place in a summarized manner of all
these changes, “Project Vijay/Vijaypath Role Manual” has been devised.

The Project Vijay/Vijaypath Role Manual is placed as Annexure.

Please bring the contents of this circular to the knowledge of all the branches / offices
under your control.
Yours faithfully,

-sd

Chief General Manager (SME)

PROJECT VIJAY
MANUAL

SME Business Unit

Corporate Centre

1
INTRODUCTION

➢ BRIEF BACKGROUND
PROJECT VIJAY is a flagship program of the bank. The nationwide rollout was completed
in March 2015. The project aimed at arresting the de-growth in SME segment and giving
a boost to the SME business of the bank. Under this project, the SME Delivery Model was
revised in order to focus on the loans between > Rs.50 Lacs to Rs. 5 Cr and reorient the
SMEC /RASMEC with several processes/structural changes. (Refer Cir No. SME/Spl
Project/JKT/Cir-49/2014-15 dated 22.11.2014).

I. PRESENT STRUCTURE
The present structure of SME Delivery Model is as under:
Loan Amount BPR Centres Non BPR Centres
Up to Rs 50 Lacs SMEC/RASMEC Branches
>Rs 50 Lacs to Rs 5 Cr RMSE RMSE*
>Rs 5 Cr RMME RMME*
*There are few exceptions. For details refer Cir No. SME/Project Vijay/Cir-18/2017-18
dated 07.07.2017 and Cir.SME/Spl. Project/JKT/Cir-49/ 2014-15 dated 22.11.2014. For
details on SMEC and RASMEC structure, refer Circulars No SME/Spl. Project/NN/Cir-
15/2016-17 dated 17.05.2016 and SME/Spl Project/NN/Cir-16/2016-17 dated 19.05.2016
respectively.
For North-East and Patna Circles, the cut-off for RMSE proposals is revised to Rs 25
Lacs to Rs 5 Cr.

II. The revised structure for SME Delivery at non BPR Centres in detail:
i) Introduction of Relationship Manager (Small Enterprises), RMSE AMTs at Non
BPR Centres to handle SME loan proposals (end to end) >Rs. 50 Lac up to Rs. 5
Cr
ii) RMME to handle SME loan proposals (end to end) >Rs. 5 Cr (instead of >Rs. 1 Cr
at present)
iii) However, it is decided that RMME AMTs will also handle green field projects
involving total exposure of >Rs. 2 Cr or not covered under CGTMSE, instead of
RMSE AMT at non-BPR Centres.
iv) Loans upto Rs. 50 lacs will be handled at Branches.

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❖ Wherever the number of CIFs falling within the RMME threshold (of above Rs. 5
Cr) is less than 20 per Region, Circle CMC may maintain the status quo, i.e.
continue with existing model of :
• Non-BPR RMMEs with threshold limits of above Rs. 1 Cr and
• Branches may handle loans up to Rs. 1 Cr at such centres.
• Circles must also reckon additional CIFs added from eABs post
merger, while taking this decision. Further, wherever Circles
foresee higher potential, they may follow the revised model i.e. non-
BPR RMSE to handle proposals above Rs. 50 Lac to Rs. 5 Cr and
non-BPR RMME to handle proposals above Rs. 5 Cr. In such case,
SME loan proposals upto Rs 50 Lacs will continue to be handled by
branches as per the revised structure (instead of Rs. 1 Cr at
present).

❖ Wherever the number of CIFs above Rs. 5 Cr is 20 or above per Region, non-BPR
RMME may be posted at each Region under Hub & Spoke Model to handle
proposals above Rs. 5 Cr and non-BPR RMSE may handle proposals above Rs.
50 Lac to Rs. 5 Cr. One RMME team comprising one RMME and one CSO be
posted for every 20 CIF, or more ensuring that each team has a reasonable
number of branches and area of operation.
❖ As the number of such accounts in Non-BPR centres may be less and scattered
over a wider geography, the non BPR RMME may cover a distance of not
exceeding 100 KM radius and with a benchmark of 20 accounts per RMME.
However, where such RMMEs are deployed for clusters offering larger
opportunities, the benchmark number of CIFs per RMME AMT can be 30-45.

v) The RMSE AMT/RMME AMT will be based at a Branch and will work solely for that
Branch. In Hub & Spoke Model also the RMSE/RMME AMTs will be based at the
branch that has the highest number of accounts and report to the Branch Head. It
is reiterated that the RMME/RMSE should not be parked at Administrative
offices.

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 vi) Additional Assessment of the proposals will be done by the concerned Branch
Head of the branch where the account is parked. In case of reduction in lower cut
off, additional assessment of RMSE AMT proposals for Rs. 25 Lac to Rs. 50 Lac
would not be required, keeping in view the moderate risk due to the lower ticket
size of the loan.
(Circular no. SME/Project Vijay/Cir-18/2017-18 dated 07.07.2017)

III. PROJECT VIJAY PROCESSES

The following processes are a part of Project Vijay and Circles to ensure compliance of
the same:
1. RMME/SE Morning Huddle- The Branch Manager to perform daily huddle with
RMME/SEs attached to their branch. Every morning the BM to review yesterday’s
progress and discuss the plan of action for the day with the RMME/SEs, the leads
available with them and the marketing strategies being followed by them.
2. RMSE Buddy-RMSEs are mostly scale II officers with less experience and exposure
to credit. To give them handholding, one RMME to be made buddy to RMSE. One or
more RMSEs can be attached to one RMME as per locational convenience. The RMSE
can discuss day to day issues with his buddy RMME and gain useful insights. This linking
of RMSEs with RMME to be done by AGM (BDLM).
3. Review Cadence-The following review cadence needs to be followed by the Circles:
Review Name Frequency Participants
Circle Review* Monthly CGM, GM, DGM (SME), DGM (B&O),
RM(RBO), Head of SMEC/RASMEC,
AGM (BD&LM)
Network Review Monthly GM, DGM (SME), DGM (B&O),
RM(RBO), Head of SMEC/RASMEC,
BM, RMME, RMSE
Module Review Fortnightly DGM (B&O), RM(RBO), Head of
SMEC/RASMEC, BM, RMME, RMSE,
GSS/SL AMT
Regional Review Fortnightly RM (RBO), RMME, RMSE, SL/GSS AMT
*Format of PPT for Circle Review has already been shared with the Circles

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The AGM (Business Development &Lead Management) to prepare review calendar in
advance and submit the review calendar of the month to Corporate Centre by 25th of the
previous month. The format of the review calendar to be as follows:

PROJECT VIJAY REVIEW CALENDAR- JULY 2017

MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY

01.07.2017

03.07.2017 04.07.2017 05.07.2017 06.07.2017 07.07.2017 08.07.2017

Regional
HOLIDAY
Review(RMME/SE)
10.07.2017 11.07.2017 12.07.2017 13.07.2017 14.07.2017 15.07.2017
ZONAL
LHO REVIEW
REVIEW
17.07.2017 18.07.2017 19.07.2017 20.07.2017 21.07.2017 22.07.2017
Regional
NW REVIEW HOLIDAY
Review(RMME/SE)
24.07.2017 25.07.2017 26.07.2017 27.07.2017 28.07.2017 29.07.2017

ZONAL REVIEW

31.07.2017

4. RMME/SE Lead tracking- AGM BD&LM to ensure monitoring of Lead through

Vijaypath.
5. RMME/SE Monthly Report- The AGM BD&LM to collect monthly performance reports
from RMME and RMSE as per the formats enclosed as Annexure 5 and consolidate the
same for the Circle. A note on the same lines to be put up by DGM SME to Circle CMC
on the format enclosed as Annexure 6 to 8 every month. Going forward, a utility will be
developed in Vijaypath where except portfolio of RMMEs/RMSEs, other things can be
captured from the Vijaypath itself.

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 IV. VIJAYPATH TOOL
Vijaypath is a lead monitoring tool. All business leads are essentially to be entered by
RMME/SE/AMTs in Vijaypath. There are different stages of leads viz. Unattended Leads,
Contacted Leads, Documents received under process, Submitted for sanction, Sanction,
Disbursed and Junk.
Based on various customized reports extracted from Vijaypath, the performance reports
of RMME/SE/AMTs are prepared and put up to top management. The reviews also take
place using these reports. Therefore, it is essential to update Vijaypath on daily basis.

➢ RMME/SE/AMT Log in

1. Log in Screen: The URL of Vijaypath is https://vijaypath.sbi.co.in and it is

available on Intranet as well as Internet. The login screen looks like the following:

User ID and password is received by the user on his/her E-mail ID with a link to activate
the account. Once the user clicks on the link, a message is displayed saying “Accounts
activated”. Then the user can open the Vijaypath homepage using the URL mentioned
above and login using the credentials provided in the mail. Else, if user ID is not activated
on user end, AGM (BDLM) may escalate to central admin at Corporate Centre to email
ID Vijaypath.sme@sbi.co.in for activation.

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 2. Home screen

The following four tabs are available to RMME/SE/AMTs on the home screen:

i. ADD LEAD- To add a new lead in Vijaypath

ii. MODIFY LEAD- To update the status and other details of the leads already added in
Vijaypath
iii. REPORTS- For generating reports related to their own performance
iv. CHANGE PASSWORD- To change the password of the Vijaypath ID.

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 3. ADD LEAD- Fill in the details of the lead. Ensure to provide complete address
along with the contact number.

Select proposal type as “New Borrower” if the customer is new and “Existing borrower” if
any additional facility/enhancement is being given to the existing borrower. In case of
enhancement only incremental amount to be fed in amount column above.

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4. MODIFY LEAD- The status of the lead can be changed using this tab.
At a time, one may move one step ahead or one step back, the flow being: Unattended
Contacted  Doc received under process  Submitted for sanction  Sanctioned 
Disbursed.
A lead may be converted into junk lead at any stage (Except after disbursed stage) by
recording valid reasons. After marking off as “Junk” the lead needs to be approved by the
AGM BD&LM as “Junk” post which it will appear as Junk lead in Vijaypath.
There is a backdate restriction of two days. Any lead cannot be entered or modified for a
back date beyond two days. Therefore, it is essential to update the leads in Vijaypath on
a regular basis.

5. INTRODUCTION OF NEW TAB FOR RECORDING MEETINGS

For Regional Manager, AGM SME, AGM SMEC, AGM (BDLM), DGM (B&O), DGM
(SME), GM Networks, CGM Circles, CGM SME, GM SME and DGMs at Corporate
Centre, a new tab has been introduced for recording meeting with customers.

On clicking the “Meeting Report” tab, the following four tabs appear:

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i. Add Meeting- The details of the meetings with customers are to be entered in this tab.
There is a backdate restriction of 10 days for entering meetings.

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ii. Report for own meetings- By selecting a date range, all the meetings entered by the
user in the given duration will appear
iii. Report for other’s meetings- By selecting a date range, all the meetings entered by all
the other users of the Circle in the given duration will appear

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iv. Report for tagged meetings- By selecting a date range, all the meetings done by others,
where the user has been tagged will appear.

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 V. Various SME Delivery Models

A. RMME Model

RM(ME) team, comprising a Relationship Manager and a Customer Support Officer

(CSO), is responsible for acquiring and maintaining relationship with new ME customers
as well as taking care of the existing ME accounts. The RM (ME) is the owner of the
account. He is the single point interface with the customer. The routine transactions are
to be done by the RM (ME) including maintenance of accounts (with assistance from
CSO). (End to End responsibility)

With the objective of exploiting complete potential of the relationship with the high end
ME clients, all the accounts of the associate/group concerns of the units, irrespective of
the exposure of such a concern/concerns, are to be handled by the RM (ME), since he is
in a better position to take a comprehensive/holistic view of the business dealings, as well
as the financial strength of the units of the group. This will provide single touch point to
the clients also, as they would be required to interact with the RM(ME) for all their banking
requirements.
Routine for RMME:
1. Morning Huddle
2. Vijaypath updation
3. Preparation of monthly performance reports
4.Marketing/Processing/getting proposals sanctioned/documentation/ collateral
creation/ROC/Disbursement/Maintenance & Follow up of advances and liaison with
customers.

Models

Relationship Managers (Medium Enterprises) would operate in two models viz. Branch Based
Model and Sales Hub Based Model:

1) Branch Based Model

RM (ME) teams have been constituted at branches where adequate ME business or potential
for ME business was available. The RM (ME) team is envisaged to look after the ME customers
of that branch only and reports to branch head. This model is known as the Branch-based
model of the initiative.

2) Sales Hub Model

If, however, a branch alone does not have adequate number of ME customers or the potential
for ME business is limited at the branch, it was decided to constitute and post RM (ME) teams
which would cater to the needs of ME customers covering more than one branches located
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in a geographically contiguous cluster/area. This model is known as Sales Hub model – the
RMME would belong to one of the branches that he/she covers (called the home branch) and
reports to the Branch Manager.

All branches with ME business should either have an in-house RM(ME) team or be linked to
an RM(ME) team in a Sales Hub Model. There would be no branch which does not have an
RMME attached to it.

The bench mark for number of ME customers to be handled by a RM (ME) team is 35 CC CIFs
(with the starting position being ~25 CC CIFs). If this end-state strength of 35 customers is
reached by a RM (ME) team, then another RM (ME) team will need to be set up, provided
scope for further business is available.

Role of the Relationship Manager Medium

Enterprise (RMME)
RMMEs will focus on above Rs. 5 Cr loans (Except for Non-BPR Regions recognized by the
Circle where old model will continue i.e. RMMEs will handle proposals above Rs. 1 Cr)
• The Relationship Manager for Medium Enterprises (RMME) - (preferably Scale IV or
Scale III position) who manages ME customers of a branch or a number of branches
organized in a cluster.
• The official has to focus on credit off take to Medium Enterprise customers and to
increase fee - based income of the Bank.
• The primary role of the official will be end to end Relationship Management with
the existing customers assigned to him and also with the new customers acquired.
• Any Existing accounts of limit above Rs. 1 Cr. and upto Rs. 5 Cr. with RMMEs in the
Non-BPR locations to be transferred to RMSEs
• He operates primarily in the area of operation of the branch or the cluster of branches
assigned to him.
• One or two CSO per RMME based on requirement to be appointed to assist RMMEs in
document collection, writing proposals and monitoring activities/other day to day
activities.
• RMME to be responsible for sourcing the loan, writing the loan appraisal form, doing
the CRA rating and sending it to Sanctioning office.
• RMME will ensure additional due diligence of proposal through Insta financial reports
apart from CIBIL etc.
• The RMME would simultaneously also send a copy of the collateral papers (Title deed,
Title Investigation Report, valuation report) to the collateral & documentation cell
(C&D Cell) at the Zonal office or RBO (in case of above Rs. 5 Cr. loans) OR the LPC at
the RBO (in case of loans above Rs. 1 Cr. and upto 5 Cr. in non-BPR locations) for
collateral-document verification
• The secretariat to the sanction committee would be responsible for performing a
compliance check on the proposal. The CRA validation would be done by the Risk
Rater at RBO/ Risk Validation committee at Zonal Office/LHO.
• Post this; the proposal is put up for sanctioning to the respective committee. RMME
will present the proposal to the sanction committee

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• Post sanction, the C&D cell (in case of above Rs. 5 Cr. loans) OR the LPC at the RBO
(in case of loans above Rs. 1 Cr. and upto Rs. 5 Cr. in non-BPR locations) would
perform an independent physical verification of collateral
• Post this; RMME needs to ensure proper document preparation and execution with
support from the CSO. Execution would be done at the branch with RMME being the
signatory on behalf of the bank
• Branch Manager of Branch to whom the proposal relates to, will do the additional
assessment of proposal and will sign the proposal along with RMME.
• Post execution, the executed documents would be verified by the C&D cell (in case of
above Rs. 5 Cr. loans) OR the LPC at the RBO (in case of loans above Rs. 1 Cr. and
upto Rs. 5 Cr. in non-BPR locations) – before disbursal.
• RMME needs to ensure charge creation (ROC, CERSAI and registration of mortgage
with registrar, if applicable) with support from CSO
• Disbursement would be done by the RMME after compliance of all the terms &
conditions of sanction.
• Verification of charge creation would be done within the stipulated timeframe by the
C&D cell (in case of above Rs. 5 Cr. loans) OR the LPC at the RBO (in case of loans
above Rs. 1 Cr. and upto Rs. 5 Cr. in non-BPR locations)
• Maintenance and monitoring of accounts would be done by the RMME, with support
from CSO
• Custody of documents will be will with RMME. Document storage and archival will
happen at the Branch.
• Standard Operating Procedure (SOP) for sanction of loans (Including Takeover of
loans) circularized vide cir no. SME/Credit/GS/Cir/58 dated 13th Jan 2016 to be
followed.
• RMME will also work as Buddy for RMSEs. They will guide/give handholding to the
RMSEs linked to them. One or more RMSEs can be attached to one RMME as per
locational convenience. The RMSE can discuss day to day issues with his buddy
RMME and gain useful insights.
• RMME will observe every Wednesday as a correction day to check and input correct
value of P&M/Equipment from the latest available balance sheet of the borrower and
also look into other Data purity issues. (reference: Corporate Centre letter no.
SME/PKM/1291 dated 07.01.2017 addressed to all circles)
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

15
 B. RMSE MODEL
RM(SE) team, comprising a Relationship Manager and a Customer Support Officer
(CSO), is responsible for acquiring and maintaining relationship with new SE customers
as well as taking care of the existing SE accounts. The RM (SE) is the owner of the
account. He is the single point contact for above Rs. 50 Lac upto Rs. 5 Cr. customers,
providing end to end relationship management for SME customers. The routine
transactions are to be done by the RM (SE) including maintenance of accounts (with
assistance from CSO).

The RM (SE) team is the owner of the account. He is envisaged to be the single point
interface with the customer. The RMSE is responsible for end to end
maintenance/monitoring of the accounts/advances.

With the objective of exploiting complete potential of the relationship with the high-end
SE clients, all the accounts of the associate/group concerns of the units, irrespective of
the turnover/exposure of such a concern/concerns, are to be handled by the RM (SE),
since he is in a better position to take a comprehensive/holistic view of the business
dealings, as well as the financial strength of the units of the group. This will provide single
touch point to the clients also, as they would be required to interact with the RM(SE) for
all their banking requirements.

RMSEs would be preferably scale 1 or 2 in normal cases. However, CMC can take call
to deploy scale 3 officer as RMSEs. CSO would be preferably a scale 1 officer.

Routine for RMSE:

1. Morning Huddle
2. Vijaypath updation
3. Preparation of monthly performance reports

4. Marketing/Processing/getting proposal sanctioned/Assisting in documentation/

collateral creation/ROC/Disbursement/maintenance & follow up of advances and liaison
with customers.

Models
Relationship Managers (Small Enterprises) would operate under two models viz. Branch
Based Model and Hub Based Model.
1) Branch Based Model
RM (SE) would be posted in SME intensive branches or branches with a concentration of SME
accounts, having a minimum number of high value credit accounts above a given threshold
for that particular centre/circle and would report to the Head of SME Centre, if linked to SMEC
or Branch Manager, if otherwise.

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2) Hub Model

It is also proposed to extend this concept to high value credit accounts banking with other
branches, including non-SME intensive branches. If a branch alone does not have adequate
number of high end SE customers, and also the potential for SE business is limited at the
branch, they would be serviced by a RM(SE) covering more than one Branches located in a
geographically contiguous cluster/area, under the Hub model. The linking of branches to the
RMSEs would be done by the Regional Managers.
The benchmark for number of high value SE accounts to be handled by a RM (SE) team is
50-60 equivalent CC accounts (CIFs), with the starting position being 50 CC CIFs. A second
RMSE is to be added when the number of customers being handled by the RMSEs exceeds
60.

At the beginning of every financial year, units which have graduated to a larger scale and
have started enjoying credit limits of more than Rs. 5.00 crore would be transferred to RM
(ME) covering the area, and suitable adjustments will be made in the budget/targets for the
RM (SE). Similar adjustments would be required to be made for accounts where credit limits
have been reduced below the threshold limits or for accounts transferred to SARB, if any.

Role of the Relationship Manager Small Enterprise

(RMSE)
• RMSEs will focus on Small enterprises segment – loans above Rs. 50Lac to Rs. 5 Cr
• RMSEs to be dedicated end to end Relationship Managers for customers above Rs.
50LacuptoRs. 5 Cr segment.
• One Customer Support Officer (CSO) per RMSE to be given in home branches to
support RMSEs to help him in document collection, feeding of stock statements,
security setup, account set up, collateral maintenance, and monitoring activities.
• RMSE to be responsible for sourcing the loan, writing the loan appraisal form, doing
the CRA rating, submitting for sanction and post sanction activities.
• The official will meet the customers and actively scout for referrals for cross selling of
Bank’s own products as also for those of Bank’s associates viz. SBI Life, SBI Mutual
Funds, etc. and pass on these leads to the staff concerned for conversion/encashing.
• The additional assessment of RMSE proposal will be done by SMEC Head (if RMSE
linked to SMEC) or Branch Head (if RMSE not linked to SMEC). In case of reduction in
lower cut off, additional assessment of RMSE AMT proposals for Rs. 25 Lac to Rs. 50
Lac would not be required, keeping in view the moderate risk due to the lower ticket
size of the loan.
• The Risk Rating Cell at SME Centre/Risk Rater at RBO would be responsible for the
CRA validation. Post this, the proposal is put up for sanctioning to the respective
committee.
• After sanction of the proposal, the RMSE would agree on a date for executing the
documents with the customers and accompany the customer to the SME
Centre/branch for document execution. The documentation unit at the SME Centre
will then do the required documentation. In case the RMSE is not linked to the SMEC,
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 documentation will be done by the RMSE team. Maintenance and monitoring of
accounts would be done by the RMSE
• RMSE will ensure additional due diligence of proposal through Insta financial reports
apart from CIBIL etc.
• Document storage and archival will happen at the SME Centre/Branch
• Standard Operating Procedure (SOP) for sanction of loans (Including Takeover of
loans) circularized vide cir no. SME/Credit/GS/Cir/58 dated 13th Jan 2016 to be
followed.
• RMSE will observe every Wednesday as a correction day to check and input correct
value of P&M/ Equipment from the latest available balance sheet of the borrower and
also look into other Data purity issues. (reference: Corporate Centre letter no.
SME/PKM/1291 dated 07.01.2017 addressed to all circles)
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

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 C. BRANCH HEAD ROLE- RELATED TO PROJECT VIJAY
Role of Branch Head
• Assesses the potential for SME business at the centre and draws up strategies for
tapping this potential in consultation with the concerned RMME/SE team.
• Independently liaises with customer organizations, Trade Associations, Chambers of
Commerce and other representative bodies for keeping abreast of the market trends
and for generation of leads.
• He will market for SME business leads and pass these on to RMME/SE for follow- up.
• He will source at least 2 leads per month and pass them to the SMEC/RASMEC (In
BPR Centres)
• He is a guide to the RMME/SE team.
• Monitors the functioning of RMME/SE Team placed under him and ensures that they
are discharging their roles and responsibilities as laid down. If there are any
deviations, he will arrange for course-correction.
• All the proposals appraised and processed by the RMME team/RMSE team (if not linked
to SMEC) shall be countersigned for additional scrutiny/assessment by the Branch
Head.
• The RMME/SE and Branch Head will have joint ownership of the customer.
• In case RMME/SE is not available for any reason, BM will present the proposal to
sanctioning authority.
• BM will additionally scrutinize the irregularity reports to be submitted to appropriate
authority.
• Periodically reviews the strategies adopted based on feedback received from the
customers, his controller(s) etc. and on the basis of achievement of targets
• Ensures that the KRAs are met by the RMME/SE and the CSO.
• He will ensure that the customer is facilitated in carrying out the transaction-related
activities at the branch.
• He will ensure that the maintenance functions are carried out at the branch.
• Interact with RMME/SE for resolution of problems, if any, faced by the customers.
• Ensure daily morning huddle with the RMME/SE is conducted to review yesterday’s
progress and plan for the day.

Role of Branch Heads of Branches linked to the RMME/SE in Sales Hub

• Independently liaises with customer organizations, Trade Associations, Chambers of

Commerce and other representative bodies for keeping abreast of the market trends
and for generation of leads.
• He will market for SME business leads and pass these on to RMME/SE for follow- up.
• He will source at least 2 leads per month and pass them to the SMEC/RASMEC (In
BPR Centres)
• He will ensure that the customer is facilitated in carrying out the transaction-related
activities at the branch.
• He will ensure that the maintenance functions are carried out at the branch
• Interact with RMME/SE for resolution of problems, if any, faced by the customers

19
 • All the proposals appraised and processed by the RMME team/RMSE team (if not linked
to SMEC) shall be countersigned for additional scrutiny/assessment by the Branch
Head (of the branch where the account is to be parked)
• The RMME/SE and Branch Head will have joint ownership of the customer.
• In case RMME/SE is not available for any reason, BM will present the proposal to
sanctioning authority.
• BM will additionally scrutinize the irregularity reports to be submitted to appropriate
authority
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

D. REGIONAL MANAGER ROLE- RELATED TO PROJECT

VIJAY
Role of Regional Manager (or DGM – Zone in case of RMMEs in DCB/AGM Headed
branches)
• Developer of SME business at the Centre and a guide to the Branch Head and
RMSE/ME Team.
• Drives the RMME/SE initiative at the Centre.
• Monitors the functioning of RMME/SE Teams placed under him and ensure that they
are discharging their roles and responsibilities as laid down. If there are any
deviations, he will arrange for course-correction.
• Assesses the potential for SME business at the centre and draw up strategies for
tapping this potential in consultation with the key operational functionaries and the
concerned RMME/SE team.
• Periodically reviews the strategies adopted based on feedback received from the
customers, Branch Managers, their controllers etc. and on the basis of achievement
of targets.
• Independently liaises with customer organizations, Trade Associations, Chambers Of
Commerce and other representative bodies for keeping abreast of the market trends
and for generation of leads.
• Interacts with the branch functionaries and the controllers to undertake resolution of
the operational constraints faced by the RMME/SE team.
• Ensures that the KRAs are met by the RMME/SE and the CSO.
• Ensures performance of responsibilities (other than those listed above) entrusted to
him by his controller.
• Ensure that he conducts weekly review meetings with the RMME/SE/AMTs to review
their performance on input as well as output metrics.

20
 E. ROLE OF ASSET MANAGEMENT TEAM (AMT) AT SMEC
AND RASMEC
AMTs to handle loan proposals up to Rs 50 Lacs.
At SMEC, there will be two types of AMTs:
1. Government Sponsored Schemes Asset Management Team (GSSAMT) – it will
handle all Govt. Sponsored Scheme loan proposals including MUDRA loans- end to end
relationship (except C&D cell activities). AMT will consist of one Scale-II officer, one
Scale-I officer and one customer assistant and will handle 1000-1200 CIFs.
2. Small Loans Asset Management Team (SLAMT)-SLAMT to handle loans upto Rs.
50 Lacs for Bank’s regular schemes- end to end relationship (except C&D cell activities).
AMT will consist of one Scale-II officer, one Scale-I officer and one customer assistant. It
will handle 200-250 CIFs.
At RASMEC, there will only be one type of AMT- It will handle all loans up to Rs 50
Lacs- end to end relationship i.e. from sourcing, pre-sanction, appraisal, sanction,
disbursement and post sanction activities (except custody of documents).

Role
• Receipt of proposals
o Application along with the necessary documents, cheques for processing
charges to be received from the customer/Branch/MPST.
o The name of the Unit/Promoters/Guarantors to be checked with the current
RBIs Defaulters' list/Willful Defaulters’ list/ECGC Caution list/List of
Advances written-off/ Insta financials reports
o The Application to be scrutinized to ensure that it is properly filled up and
all required documents are received.
o In case of certain documents not submitted by the customers, inform the
customer about the same and request him to submit the documents at the
earliest. The Applicant to be advised that the Application received will be
processed only after receipt of all the required documents.
• CIBIL check – check the CIBIL score/ report of the customer to ensure that it is
within Bank's norms before proceeding with a proposal.
• Preliminary assessment - conduct preliminary assessment of the proposal -
whether the activity being performed by the company is legal and profitable,
whether the financials of the Company (Both past and future projections) appear
realistic and healthy and fall within the parameters of acceptability as per our risk
management policy. Examine whether the Application is prima facie acceptable
with reference to

21
 o Bank’s Lending Policy and other relevant Guidelines/RBI Guidelines,
Prudential Exposure Norms
o Industry/Group Exposure restrictions
o Industry related Risk Factors
o Government regulations/legislation impacting the industry
o Profile of the promoters/senior management personnel
o Memorandum and Articles of Association, if applicable.
o In the case of Project Finance, examine - Prima facie acceptability of the
project cost, acceptability of the proposed Debt/Equity gearing, ability of the
promoters to access capital market for debt/equity support, whether the
demand, cost of production, profitability, etc., are prima facie in order
o Conduct Market enquiries about the promoters/applicant company
• Pre-sanction visit - Inspection of the Project Site or the Factory, collateral site.
(indicative list of activities to be performed)
o Ensure that the information furnished in the Application is correct
o Verify the activity to be financed
o Ensure that all Statutory clearances from various Government
departments/Agencies and licenses /permits /approvals/ clearances/NOCs,
as applicable have been obtained and are current
o Verify that Pollution Control Clearance is available
o Verify build-up of fixed assets
o Verify that the level of activity is in line with the finance required
o Verify that the existing machinery/equipment is in working condition and that
support the proposed activity level.
o Verify that all statutory dues have been paid
o Verify that necessary arrangements have been made for sourcing of energy
requirements ( power and fuel)
o Verify that the premises are rented/own/leased, and that the relevant
documents are in order
o Visit the property offered as primary/collateral security for arriving at
approximate estimated value
o Collect the papers (financial data, licenses, assets and liability statements
etc.) which were not submitted by the applicant earlier
o Verify about the willingness of the guarantor to offer the guarantee for the
proposed credit facilities
o Pre-sanction Inspection Report to be prepared, duly signed, and kept on
record
• Construct the CRA
o Conduct the Credit Risk Assessment of the customer according to credit
policy and RMD guidelines
• CIR – obtain and verify the Credit Information Reports, if any, from the existing
bankers on the applicant company

22
• ROC search (applicable for Ltd. companies) – AMT to perform ROC search to
check
o Whether property/ collateral offered as security is already under charge with
some other bank or not.
o Check whether all credit arrangements with other banks (Multiple Banking
Arrangements) have been declared or not
• IT verification
• Original title deeds – AMT to ensure that he collects the original/ title deeds from
the customer.
• Title Investigation Report – AMT to obtain TIR/search report from empaneled
lawyers
o AMT to ensure that the customer pays for the TIR charges
• Valuation Report – AMT to obtain Valuation Report from empaneled valuers
o AMT to ensure that the customer pays for the Valuation charges
• Prepare Proposal
o AMT to fill up proposal as per approved/latest formats
o Review the draft proposal together with the back-up details/notes, and the
borrower’s application, financial statements and other reports/ documents
collected
o Discuss the Products offered, Pricing, Collateral Security and Quantum of
Exposure with the borrower
o The proposal to be signed by the officer in the AMT
• Ensure that all proposals are processed in the SME Centre in line with the risk
management policies of the bank and other norms/ standards set forth by the bank
from time to time.
• Preparation and submission of control reports for sanction to the competent
authority for review
• Keep himself/herself abreast of latest guidelines/instructions issued by the Bank
relating to
o Bank’s lending policy and other relevant guidelines/RBI guidelines
o Prudential Exposure norms
o Industry/Group Exposure restrictions
o Industry related risk factors
o Credit Risk Rating
o List of defaulters
o Government regulations/legislation impacting on the industry
o Caution Lists etc.
• Attend to all audit related matters
• Sending original documents to Documentation Centre for verification (Only in case
of SMEC)– upon receipt of sanction notification from the sanctioning authority that
the facility has been sanctioned, the AMT would send the original hard copies of
the following documents to the documentation Centre for verification

23
 o Original Title Deed
o Title Investigation Report (TIR)
o Valuation Report
o Memorandum and articles of association (if applicable)
• The Documentation Centre needs to verify these documents before document
preparation in SMEC.
• In case of any stipulations/ conditions formulated by the sanctioning authority
which need to be complied pre-documentation/ pre-disbursement, AMT must
ensure that these stipulations/ conditions have been complied.
• Setting up of loan account – The AMT would be responsible for setting up of the
loan account for loans upto Rs. 50 Lakhs. The account to be set up with
o Limits/sub-limits for different type of facilities and interchangeabilities, if any
o Particulars of date of sanction of limits
o Particulars of Documents executed and date of execution
o Particulars of the borrowers and guarantors
o Particulars of Disbursement Schedule in case of Term Loan
o Repayment Schedule, in case of Term Loan
o Applicable Interest Rate
o Particulars of Primary and Collateral Securities
o Particulars of margins on Cash Credit/Letters of Credit/Bank Guarantee/
Term Loan and DPG
o Periodicity of submission of Statement of Stocks and Book Debts and
stipulated date of receipt
o Periodicity of Asset Verification
o Insurance etc.
o Standing Instructions, if any
• Disbursal note – For loans upto Rs. 50 Lakhs, disbursal note to be prepared by the
AMT and would get it authorized by the CM/Manager Sanction.
• Disbursal –For loans upto Rs. 50 Lakhs, the disbursal to be made to the customer
by the AMT.
• Maintenance and monitoring
• Loans upto Rs. 50 L – The AMT would be responsible for maintenance and
monitoring of accounts as well as documents. The indicative list of maintenance
activities that he has to perform are as follows:
o Collection of stock statements to set drawing power
o Updating drawing power based on stock statement
o Review/Renewal of accounts.
o Monitoring – soft collections: calls to customers belonging to RG1-4 buckets
based on daily tracking sheet with customer payment status
o Cheque clearance
o Customer relationship management – handling customer calls on balance
enquiry, cheque-bounce status, cheque deposit status etc.

24
 o Regular Inspection visits- visit to customer site to check deployment of
funds, stock status, functioning of unit at frequency mandated on credit note
o Collection of insurance renewal documents
o Document revival
• Overdrawing – preferably, standby line of credit to be used instead of overdrawing
accounts. In case overdrawing is required, the CM/Manager Sanction will approve
overdrawing upto Rs. 50 Lakhs.

• Standard Operating Procedure (SOP) for sanction of loans (Including Takeover of

loans) circularized vide cir no. SME/Credit/GS/Cir/58 dated 13th Jan 2016 to be
followed.
• AMTs of SMECs/RASMECs will observe every Wednesday as a correction day to check
and input correct value of P&M/ Equipment from the latest available balance sheet of
the borrower and also look into other Data purity issues. (reference: Corporate Centre
letter no. SME/PKM/1291 dated 07.01.2017 addressed to all circles)
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

F. ROLE OF HEAD OF SME CENTRE/RASMEC- RELATED

TO PROJECT VIJAY
• Assesses the potential for SME business at the centre and draws up strategies for
tapping this potential in consultation with the AMTs/linked RMSEs.
• Independently liaises with customer organisations, Trade Associations, Chambers of
Commerce and other representative bodies for keeping abreast of the market trends
and for generation of leads.
• He will market for SME business leads and pass these on to AMTs/linked RMSEs for
follow- up.
• He is a guide to the AMTs/linked RMSEs.
• Monitors the functioning of AMTs/linked RMSEs placed under him and ensures that
they are discharging their roles and responsibilities as laid down. If there are any
deviations, he will arrange for course-correction.
• All the proposals appraised and processed by the linked RMSEs shall be countersigned
for additional scrutiny/assessment by the SMEC Head.
• SMEC/RASMEC Head will additionally scrutinize the irregularity reports to be submitted
to appropriate authority.
• Periodically reviews the strategies adopted based on feedback received from the
customers, his controller(s) etc. and on the basis of achievement of targets
• Ensures that the KRAs are met by the AMTs/linked RMSEs.
• Interact with AMTs/linked RMSEs for resolution of problems, if any, faced by the
customers.
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

25
G. ROLE OF DGM SME- RELATED TO PROJECT VIJAY
• Providing support to the Chief General Manager (Circle)/General Manager
(Network) in devising strategies and providing directions for development of
business in SME segment
• Liaising with various agencies and representing Bank at various
meetings/conferences on SME convened by RBI, NABARD, SIDBI, KVIC, KVIB,
DIC etc. and other trade and industry associations/forum and monitoring lending
under Government sponsored schemes in SME segment.
• Improving bank’s market share of SME business in the Network/Circle
• Monitoring of performance of RMMEs, RMSEs, SME Centres and SME intensive
branches
• Identifying new business opportunities and provide leads to the Regional Manager,
RMME, RMSE, AMTs and other operating functionaries and also monitor the leads
provided through Lead Management System/other sources.
• Monitoring performance of products and sub-segments against targets.
• Planning and executing Circle/Regional promotional and publicity campaigns for
specific products and services.
• Coordinating with DGM&CCO for arranging training programmes for RMME/SEs
and other operating functionaries on new products and for upgrading credit skills.
• Identifying and building relationships with key institutions/important corporates and
involve the Branch Managers to develop and maintain those relationships.
• Ensuring compliance of observations/directions of Circle Management and also
providing guidance to branches/CPCs on SME finance.
• Collation and submission of data/information on SME segment to CENMAC/other
functionaries.
• Collecting market information on customer behavior, emergence of new
opportunities and competition, in the Circle/Network and suggesting strategies to
increase Bank’s share in SME segment.
• To arrange for area specific/industry specific/ product specific studies and place
the findings to the Circle management suggesting strategies and course
correction, wherever required
• Preparing an Annual Action Plan with the approval of GM (Network) and ensuring
its implementation. Submitting quarterly review reports on the Annual Action Plan
to the GM (Network).
• Oversight and review of performance of MPST/RMME/RMSE/SMEC/RASMEC for
development of SME segment business.
• Monitoring achievement under important schemes/focus areas of the government
eg, MUDRA, Skill India, Make in India, Stand up India etc.and
RMME/SE/SMEC/RASMEC
• Explore and enter into local tie-ups for SME business growth
• Coordinate with Relationship Managers of CAG/MCG Branches for identifying
business opportunities in e-DFS/ e-VFS/ Fleet Finance etc.

26
• Coordinate with RMs of MCG branches for smooth migration of eligible accounts
to/from them.
• Effective implementation of Project Vijay, e-Commerce etc and put up regular
progress reports to the CMC.
• Maintaining regular contacts/relationship/meetings with SME clients/Prospective
clients for SME Business in the Circle by visiting them on a regular interval. At least
top 50 SME accounts (assets as well as liabilities) must be visited once in six
months and recording meeting report in Vijaypath Tool.
• Marketing/Monitoring of Non-Fund business and Forex business in the Circle
• Maintaining liaison with CGTMSE and compliance with the time norms for
submission of information, payment of fees and lodging of claims.
• To ensure timely and correct reporting of CERSAI data
• To ensure RMME/SEs maintain the timelines for putting up the credit proposals in
time and in correct formats in the respective technology platforms.
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

27
 H. ROLE OF AGM BUSINESS DEVELOPMENT & LEAD
MONITORING (BD&LM)
As a part of Project Vijay, every Circle had posted one AGM with 1-2 support officers in
LHO for facilitating the implementation of the new SME operating model. This AGM
BD&LM (nodal officer) is in charge of the following activities:

• Facilitate the implementation of the new SME operating model in the Circle under
Project Vijay – across SME Centers/RASMEC, RMSEs, RMMEs, Non BPR
regions and branches
• Handholding the concerned stakeholders (SME Center/RASMEC Heads,
RMSEs, RMMEs) in understanding the new operating model and ensure right on-
ground implementation. Nodal point for SME BU to ensure time bound
implementation of AMT Structure in SMEC/RASMEC
• Interacting with & visiting customers for converting leads
• Tracking, monitoring and reporting of all leads through Vijaypath
• Follow-up on ecosystem leads shared by Corporate Center including Project
Shikhar
• Follow up with IMs having existing tie ups with the Bank for leads
• Monitoring of TAT/ pendency and seeking Network GM intervention in cases of
delay
• Ensuring performance review and monitoring of SME Centers/RASMECs,
RMSEs, RMMEs and the overall SME business in the Circle
• Enabling the governance and review cadence in the circle for various reviews –
LHO Review, Network Review, Zonal and Regional Reviews, sending review
calendar in advance to Corporate Centre and ensures that reviews in circles as
per cadence is happening.
• Drive usage of Vijaypath monitoring and lead management amongst all RMSEs,
RMMEs, Controllers etc
• Compile the monthly report of RMME/SE and on the basis of the monthly report,
prepare the note to be put to Circle CMC by DGM SME.
• Any other roles not describe above assigned from time to time by various
circulars/instructions/clarifications/guidelines/letters/role manuals/notes etc

28
Annexure 1: RMME Targets

Annexure 2: RMSE Targets

29
Annexure 3- SMEC/RASMEC Ranking Parameter and
Productivity Benchmarks

30
Annexure 4- SMEC/RASMEC Productivity Benchmarks
parameter: Source Vijaypath

Data
Parameter Benchmarks
Source

Monthly target for leads Sourcing SLAMT@50

(Nos) GSSAMT@80
Monthly target of Proposals SLAMT@30
Vijaypath
sanctioned (Nos) GSSAMT@50
Sanction target Rs. 1 Cr per AMT
per month in new accounts

31
Annexure 5: RMME/SE Monthly Report
Format 1 :Snapshot

Format 2 :Activity

32
Format 3 :Portfolio

33
Annexure 6: Note to be put up to CMC for RMME Performance
as per format below:
CHIEF GENERAL MANAGER
GENERAL MANAGER, NW-I GENERAL MANAGER, NW-II GENERAL MANAGER, NW-III

RMME PERFORMANCE SUMMARY: MAY 2017

1. Portfolio Growth

The RMME portfolio as at the end of May 2017 –comprising ____ accounts, shows a YTD growth
of (+ve/-ve) Rs._____ Cr, in fund base advances and (+ve/-ve) Rs._____ Cr in the NFB advances,
totaling to an overall (+ve/-ve) growth of Rs._____ Cr.

____ RMMEs are having growth of Rs.____ Cr, in their FB advances while ___ RMMEs are having
a de-growth of Rs______ in their FB advances. (Table in Annexure A)

2. New CIF Acquisition

_____ New CIFs have been acquired by the RMMEs up to the month. ______ RMMEs have
surpassed/ achieved their target up to the month while ______ RMMEs have fallen short of
their target. ______ RMMEs are yet to acquire a new client. (Table in Annexure B and C)

3. Disbursement

Disbursement of Rs_____ Cr has been done by the RMMEs up to the month. ______ RMMEs
have surpassed/ achieved their target up to the month while ______ RMMEs have fallen short
of their target. (Table in Annexure B)

4. Sanctioned Undisbursed (SUD)

_____ proposals of Rs ____ Cr are pending for disbursement. Out of which ____ proposals of Rs
____ Cr are pending for more than 90 days. (Table in Annexure E)

5. RMMEs without CSO

Out of total number of ______ RMMEs in the Circle, _______ RMMEs are without CSO. (Table in
Annexure D)

Submitted for your information please,

Deputy General Manager (SME)

34
Annexure A- RMME PORTFOLIO
Rs in Cr
Mar-17 May-17 GROWTH No of RMMEs
Zone/NW No. No. No. with –ve
(No of RMMEs) of FB NFB TOTAL of FB NFB TOTAL of FB NFB TOTAL growth in FB
CIF CIF CIF advances
Zone 1 (__)
Zone 2 (__)
NW-I (__)
Similarly for all Networks

Annexure B- New CIF Acquisition and Disbursement

Disbursement
Sanction Target
Zone/NW Target (Amt in Sanction Disbursement (Amt in Cr)
(No of CIFs)
Cr)
During Shortfall
Up to the Shortfall
For Up to For Up to the up to During Up to
(No of month up to
the the the the month the the the
RMMEs) the
month month month month month month month
month
No Amt No Amt (CIF)
Zone 1 (__)

Zone 2 (__)
NW-I (__)

Similarly for all Networks

Annexure C- Top performers/Zero Board

TOP performers in term of new units financed till May 2017
Total no. of new units
Name of RMME Module FB Amt. (in cr.)
Financed

35
 Zero Board
Total Number of No. of RMMEs in zero No. of RMMEs in zero
Zone
RMMEs board during month board upto month

Annexure D- RMMEs without CSO

Total Number of No. of RMMEs without
Zone
RMMEs CSO

Annexure E- SUD (Age-wise break up)

Rs in Cr
Upto 30 days 31- 60 days 61-90 days >90 days Total SUD
No Amt No Amt No Amt No Amt No Amt
Zone 1
(__)
Zone 2
(__)
NW-I
(__)
Similarly for all Networks

36
Annexure 7: Note to be put up to CMC for RMSE Performance
as per format below :
CHIEF GENERAL MANAGER

GENERAL MANAGER, NW-I GENERAL MANAGER, NW-II GENERAL MANAGER, NW-III

RMSE PERFORMANCE SUMMARY: MAY 2017
6. Portfolio Growth

The RMSE portfolio as at the end of May 2017 –comprising ____ accounts, shows a YTD growth
of (+ve/-ve) Rs._____ Cr, in fund base advances and (+ve/-ve) Rs._____ Cr in the NFB advances,
totaling to an overall (+ve/-ve) growth of Rs._____ Cr.

____ RMSEs are having growth of Rs.____ Cr, in their FB advances while ___ RMSEs are having a
de-growth of Rs______ in their FB advances. (Table in Annexure A)

7. New CIF Acquisition

_____ New CIFs have been acquired by the RMSEs up to the month. ______ RMSEs have
surpassed/ achieved their target up to the month while ______ RMSEs have fallen short of their
target. ______ RMSEs are yet to acquire a new client. (Table in Annexure B and C)

8. Disbursement

Disbursement of Rs_____ Cr has been done by the RMSEs up to the month. ______ RMSEs have
surpassed/ achieved their target up to the month while ______ RMSEs have fallen short of their
target. (Table in Annexure B)

9. Sanctioned Undisbursed (SUD)

_____ proposals of Rs ____ Cr are pending for disbursement. Out of which ____ proposals of Rs
____ Cr are pending for more than 90 days. (Table in Annexure E)

10. RMSEs without CSO

Out of total number of ______ RMSEs in the Circle, _______ RMSEs are without CSO. (Table in
Annexure D)

Submitted for your information please,

Deputy General Manager (SME)

37
Annexure A- RMSE PORTFOLIO
Rs in Cr
Mar-17 May-17 GROWTH No of
RMSEs
Zone/NW
No. No. with –ve
(No of No. of TO
FB NFB TOTAL of FB NFB TOTAL of FB NFB growth in
RMSEs) CIF TAL
CIF CIF FB
advances
Zone 1 (__)
Zone 2 (__)
NW-I (__)
Similarly for all Networks

Annexure B- New CIF Acquisition and Disbursement

Disbursement
Sanction Target
Zone/NW Target (Amt in Sanction Disbursement (Amt in Cr)
(No of CIFs)
Cr)
During Shortfall
Up to the Shortf
For Up to For Up to the up to During Up to
(No of month all up
the the the the month the the the
RMSEs) to the
month month month month month month month
month
No Amt No Amt (CIF)
Zone 1
(__)
Zone 2
(__)
NW-I (__)

Similarly for all Networks

Annexure C- Top performers/Zero Board

TOP performers in term of new units financed till May 2017
Total no. of new units
Name of RMSE Module FB Amt. (in cr.)
Financed

38
 Zero Board
Total Number of No. of RMSEs in zero No. of RMSEs in zero
Zone
RMSEs board during month board upto month

Annexure D- RMSEs without CSO

Total Number of No. of RMSEs without
Zone
RMSEs CSO

Annexure E- SUD (Age-wise break up)

Rs in Cr
Upto 30 days 31- 60 days 61-91 days >90 days Total SUD
No Amt No Amt No Amt No Amt No Amt
Zone 1
(__)
Zone 2
(__)
NW-I
(__)
Similarly for all Networks

39
Annexure 8: Note to be put up to CMC for SMEC/RASMEC and
SME Intensive Br Performance as per format below:
CHIEF GENERAL MANAGER
GENERAL MANAGER, NW-I GENERAL MANAGER, NW-II GENERAL MANAGER, NW-III

SMEC/RASMEC PERFORMANCE SUMMARY: MAY 2017

11. Portfolio Growth
The SMEC/RASMEC portfolio as at the end of May 2017 –comprising ____ accounts, shows a YTD
growth of (+ve/-ve) Rs._____ Cr, in fund based advances and (+ve/-ve) Rs._____ Cr in the NFB
advances, totaling to an overall (+ve/-ve) growth of Rs._____ Cr.
____ SMECs and _____ RASMECs are having growth of Rs.____ Cr, in their FB advances while ___
SMECs and _____ RASMECs are having a de-growth of Rs______ in their FB advances. (Table in
Annexure A)

12. New accounts opened

_____ New accounts have been opened by the SMEC/RASMECs up to the month. ______ SMECs
and ____ RASMECs have surpassed/ achieved their target up to the month while ______ SMECs
and _____ RASMECs have fallen short of their target. ______ SMECs and ______ RASMECs are
yet to open a new account. (Table in Annexure B and C)

13. Sanctions

Sanctions of Rs_____ Cr has been done by the SMEC/RASMECs up to the month. ______ SMECs
and _____ RASMECs have surpassed/ achieved their target up to the month while ______
SMECs and ____RASMECs have fallen short of their target. (Table in Annexure B)

14. Sourcing by linked branches

_____ branches linked to SMEC/RASMECs have sourced less than 2 proposals during the current
month. (Table in Annexure D)

SME INTENSIVE BRANCHES’ PERFORMANCE SUMMARY

1. Portfolio Growth
The portfolio of SME Intensive branches as at the end of May 2017 –comprising ____ accounts,
shows a YTD growth of (+ve/-ve) Rs._____ Cr, in fund based advances and (+ve/-ve) Rs._____ Cr
in the NFB advances, totaling to an overall (+ve/-ve) growth of Rs._____ Cr.
____ SME Intensive branches are having growth of Rs.____ Cr, in their FB advances while ___ SME
Intensive Branches are having a de-growth of Rs______ in their FB advances. (Table in Annexure
E)

40
Submitted for your information please,

Deputy General Manager (SME)

Annexure A- SMEC/RASMEC PORTFOLIO

Rs in Cr
SMEC/ RASMEC Mar-17 May-17 YTD GROWTH NPA (MAY-17)
(No of AMTs) No. of No. of No. of
O/s O/s O/s O/s %
Accounts Accounts Accounts
SMEC 1 (__)
SMEC 2 (__)
NW-I (__)
Similarly for all Networks

Annexure B- SMEC/RASMEC-Accounts opened and Amount sanctioned

SMEC/ Target for the No of Amt Target up to the No of Amt Shortfall up to
RASME month new acc sanctione month new acc sanctioned the month
C No of Amt opened d during No of Amt opened up to the No of Amt
(No of new sancti during the new sanctio up to the month (as new acc sanct
AMTs) accope oned the month(as acc ned month per opened ione
ned month per opene (as per Vijaypath) d
(as per Vijaypath d CBS)
CBS) )
SMEC 1
(__)
SMEC 2
(__)
NW-I
(__)
Similarly for all Networks

Annexure C- Zero Board

Total Number of No. of AMTs in zero No. of AMTs in zero
SMEC/RASMEC
AMTs board during month board upto month

41
Annexure D- Sourcing of proposals (During the month)
SMEC/ RASMEC No of branches No of branches sourcing:
linked 0 proposals 1 proposal 2 proposals >2 proposals
SMEC 1
SMEC 2
NW-I
Similarly for all networks

Annexure E- SME Intensive Branch Portfolio

Rs in Cr
Z/N (No of O/s
No. of
SME O/s as on as No. of Neg
YTD MTD MIGR Positive
Intensive March on Growth Amt Amt
Growth Growth Adjusted Growth
Brs) 2017 May Branches
Branches
2017
Zone 1 (__)

Zone 2 (__)

NW-I (__)

Similarly for all Networks

42
ANNEXURE 9 : Clarifications given to Circles from time to time on SME Delivery Model/SMEC
/RASMEC Structure

A. QUERIES FROM CIRCLE& Reply

We have received undernoted queries from Patna Circle in respect of SME Centre restructuring
recently undertaken. We furnish the queries as well as our comments as under:

S.No. Query raised by Patna Circle Our comments/views

1. Who will sanction the loan of Rs. 25
Lac to 50 Lac, whether lower cut-off
for processing the proposals by RMSE
has been reduced to Rs. 25.00 lacs
2. SMEC Head (AGM/CM) is the
additional assessor of RMSE proposal.
It is not in order that proposal
assessed by an AGM is sanctioned by
CM
3. Proposal sanctioned by CM (Sanction)
is controlled by AGM SMEC. It is not in
order that AGM SMEC is assessing the
proposal and also the loan is
controlled by him.
Under the present structure, sanction of SME
loans up to Rs. 50 lacs falls within the
discretionary power of CM (Sanction) at
SMEC.
The same structure will continue for loans
between Rs. 25 lacs to 50 lacs processed by
RMSE and would continue to be sanctioned
by CM (Sanction) at SMEC.
Additional assessment of RMSE proposals for
Rs. 25 lac to 50 Lac, keeping in view the
moderate risk due to the lower ticket size of
the loan is dispensed.
Same as above

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 B. QUERIES FROM CIRCLE & Reply

We have received undernoted queries from SMEC Ludhiana in respect of SME Centre restructuring recently
undertaken. We furnish the queries as well as our comments as under:

S.No. Query raised by Patna Circle Our comments/views

1. Is the AGM SMEC expected to be Yes, as the RMSE team is now reporting to
responsible for data integrity in RMSE AGM/Chief Manager SMEC instead of Branch
proposals, examine viability of proposal, Manager and AGM/Chief Manager SMEC is also
undertake unit & collateral verification, responsible for additional assessment of the RMSE
interact with borrower/guarantor etc. proposals, SMEC heads are responsible for data
integrity in RMSE proposals, examine viability of
proposal, undertake unit & collateral verification and
interaction with borrower/guarantor etc.
2. Other than Renewal/Enhancement/New CRA preparation is done by RMSE and CRA
proposals of RMSEs, is the AGM SMEC validation is done by Risk Rater at SME Centre,
supposed to additionally assess CRA hence additional assessment of CRA is not required
validation proposals, Pricing and by SMEC Head. However, other activities like
Concessions in Service charges proposals, Pricing and Concessions in Service charges
Transfer to R.A/AUCA/SARB proposals, proposals, Transfer to R.A/AUCA/SARB proposals,
Compromise proposals etc. Compromise proposals etc is to be
supervised/additionally assessed by SMEC Head.
3. Are control reports of proposals, additionally Yes, as he is the reporting authority of RMSE
assessed by AGM SMEC and sanctioned by
RCC, again routed through AGM SMEC for
review by higher committee.
4. Does AGM SMEC needs to manage NPA Yes, as SMEC Head is the reporting authority of
customers of RMSEs. This requires urgent RMSE
clarification since all NPA However, he may take help of CM (LA)/Manager
customers/correspondences are being (LA)
directed to AGM SMEC by Branch Heads
where RMSEs are stationed.
5. SARFAESI Notices in RMSE NPA accounts, These are to be overseen by CM (LA) / Manager
i.e 13(2) followed by 13(4) action; are these (LA)
to be overseen by AGM SMEC.
6. Is the AGM SMEC responsible for the Yes, as he is the reporting authority of RMSE.
compliances of RFIA observations & However, due to higher number of accounts linked
remarks in RMSE accounts. to SMECs, we are revisiting the issue and will advise
in due course.

44
 C. QUERIES FROM CIRCLE & Reply

The Chief General Manager

State Bank of India
Local Head Office
All Circles

SME /JKT/1427 06th Dec, 2016

Dear Sir,

REVISED SME CENTRE STRUCTURE

QUERIES FROM CIRCLES
CLARIFICATIONS

We have been receiving queries from a few Circles in respect of the recent changes in
the structure of SME Centre. We reiterate the instructions contained in our circular no.
SME/Spl. Proj/NN/Cir-15/2016-17 dated 17.05.2016 on a few points as under:

S.No. Reference of our aforesaid Our Clarifications

Circlular
1. Page no 12 point no (a) of “As RMSE Team will report to AGM/Chief
Annexure D Manager SME Centre, their salaries will also be
paid by SME Centres.”

Accordingly, the RMSEs and their support

officers need to be transferred to the linked
SMEC,for the purpose of
Salary/allowances/other administrative
purposes and CDS.
2. Page no 12 point no (a) of “For customer convenience RMSE team will
Annexure D remain located in branches with having
maximum no. of units (SME business).”

The RMSE team will continue to be linked to the

CBS of the Branch for maintenance purpose of
accounts as hitherto.
3. Page no 12 point no (a) of “RMSE team will report to AGM/Chief Manager
Annexure D SME Centre instead of Branch Head.”

45
 It is further clarified that as the support officer of
RMSE is intended to be of a lower grade/junior
to RMSE, the support officer can report to the
RMSE. However, in cases where due to
administrative exigencies, the support officer
posted is of the same grade and seniority as the
RMSE, then both of them should report to
SMEC Head.
4. “Processing charges recovered to be credited to
Page 7 point no (1.11) SME Centres.”

It is further clarified that the processing charges

will also include upfront fee on Term Loans and
all other facilities sanctioned.
5. Page 6 point no (1.8) para- 4 “All RMSE accounts will be migrated to one
branch wherein RMSE has maximum number of
accounts. However, for the convenience of the
customer, a part of limit may be allocated to
branch of customer’s choice/near the
workplace/office,etc. and no allocation charges
will be levied for said allocation.”

The authority for approving allocation of limits

shall be the same as per the Manual on Loans
and Advances, Part –I, Page no. 522, point no
16 (16.1). However, as AGM SMEC does not
have any sanctioning powers, they are
precluded for giving the approval for this
purpose.

RMSE may obtain approval of allocation of limits

for all the existing accounts (wherever allocation
is required), as a onetime measure on
consolidated basis.

Please arrange accordingly.

Yours faithfully,

Chief General Manager (SME)

46
ANNEXURE 10: Other Important Communications

A.

The Chief General Manager

State Bank of India
Local Head Office
All Circles

SME /JKT/818 20th Aug, 2016

Madam/Dear Sir,

SME BUSINESS UNIT

CHANGE IN REPORTING STRUCTURE OF SCFU NODAL OFFICER

In view of the restructuring of SMEC/RASMEC undertaken recently, we have revised the

role of Project Vijay nodal officer. The Project Vijay Nodal officer has been re-designated
as AGM (Business Development and Lead Management). Accordingly, AGM (Business
Development and Lead Management) is responsible to drive business for the Circle as
well as Lead Management and performance monitoring of
RMME/RMSE/SMEC/RASMEC. SCFU nodal officer performing the similar type of role
will assist and coordinate with AGM (Business Development and Lead Management) for
better alignment of functions. This will also result in effective control and guidance to the
SCFU nodal officer.
3. In view of the above, it has been decided by the competent authority that SCFU nodal
officer will henceforth report to AGM (Business Development and Lead Management) in
lieu of DGM (SME).

Please Arrange Accordingly

Yours faithfully,

Chief General Manager (SME)

47
B.
The Chief General Manager
State Bank of India
Local Head Office
All Circles

SME /JKT/232 09th May, 2017

Dear Sir,

SME BUSINESS UNIT

MONITORING PERFORMANCE OF SME CENTRE/RASMEC
TARGETS

As you are aware, the structure of SME Centre/RASMECs was reorganized during 2016-
17 to bring back the business focus by introducing AMT concept at these outfits. An
analysis of the performance of SMECs/RASMECs as on March 2017 was conducted and
it is observed that the top performing SMEC Centres and RASMECs had a distinctive
strategy of clear sourcing targets to the linked branches and sanction targets to the AMTs.
As per revised model, while AMTs of SMECs/RASMECs have been given end to end
responsibility for handling loans up to Rs. 50 lacs, it is desirable that branches linked to
these CPCs are also assisting the SMECs/RASMECs in procuring good proposals by
sourcing the good number of quality proposals.

2. In view of the above, it has been decided to assign the undernoted targets to all the
branches linked to SMECs/RASMECs and AMTs as under:

a. Sourcing of Two (2) loan proposals per branch per month to branches linked to
SMECs/RASMECs

b. Ten (10) new Accounts (Fund Based) opened by each AMT per month

c. Sanction of Rs. 1 Cr (New-Fund Based) each AMT per month

48
3. The leads sourced by the linked branches should necessarily be forwarded through
LOS-SME, to facilitate system driven tracking and monitoring. While LOS-SME is
available through single sign-on, it should be ensured that the officials at linked branches
are given appropriate access rights by the LOS nodal officials at RBOs. It should be
ensured to complete this exercise latest by 20/05/2017, under confirmation to us, so that
we can arrange for setting up a dash board to monitor sourcing of leads by linked
branches.

4. We request the Circles to communicate the above targets/productivity benchmark

parameter to operating units and monitor the performance to ensure the achievement of
targets.

Please arrange accordingly.

Yours faithfully,

Chief General Manager (SME)

49
C.

The Chief General Manager

State Bank of India
Local Head Office
All Circles

SME /JKT/ 299 22th May, 2017

Dear Sir,

SME BUSINESS UNIT

VIJAYPATH –MEETING REPORT TAB

As you are aware, functionality to record meeting of various role holders with SME
customers has been developed in Vijaypath and made available through “Meeting Report
” Tab. It is heartening that most of the Circles have started recording meetings with
customers. However, not all intended role holders i.e. CGM /GM ((NW), DGM (B&O), RM
(RBO), DGM (SME), AGM (SME) and AGM (BDLM) of all Circles have recorded their
meetings.

2. In this connection, we further advise that:

i. At least 2 meetings per month with customers should be done and recorded by
every role holder in Vijaypath.
ii. Only brief noting of issues discussed should be recorded, instead of elaborate
details.
iii. Preferably customers met in groups or courtesy visits should not be recorded.

Please arrange accordingly.

Yours faithfully,

Chief General Manager (SME)

50
D.

The Chief General Manager

State Bank of India
Local Head Office
All Circles

SME /JKT/513 17th July, 2017

Dear Sir,

SME BUSINESS UNIT

PROJECT VIJAY
DELETION OF NAMES OF RMMEs/RMSEs/AMTs FROM VIJAYPATH

We have been receiving requests from Circles for deletion of names of

RMMEs/SEs/AMTs from Vijaypath frequently with or without the approval of CMC. It has
also come to our notice that in a few cases, the officers were also relieved without
replacements at the RBO/AO level, much before seeking deletion of the record from
Vijaypath. This is not only affecting Circle’s SME business due to inadequate manpower
deployment vis a vis requirement, but also adversely impacting the Circle’s monthly
ranking.

2. In this connection, we advise that deletion of names of RMMEs/SEs/AMTs from

Vijaypath is to be effected only after approval of competent authority at Corporate Centre
based on the recommendations of CMC. Therefore, any request for deletion of
RMMEs/SEs/AMTs from Vijaypath be forwarded to us only after approval from the CMC
and the transfer orders/actual movement of the RMME/SE/AMT (where no replacement
is proposed) should not be issued/effected till you receive our approval.

Please arrange accordingly.

Yours faithfully,

Chief General Manager (SME)

51