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IDBI Bank LimitedRegd. Office:IDBI Tower, WTC Complex,Cuffe Parade, Mumbai - 400005Toll Free Nos.: 1800-22-1070 / 1800-200-1947.Non-Toll Free No.: 022-66937000.

IDBI Bank is partnering the Government's 'Make in India' vision by enabling industries, creating employment, and promoting entrepreneurship. Together, with its customers, the Bank is focused on creating a progressive nation that is poised to become a leading economy globally.

Catalyst for India's growth. 50 years and beyond.

www.idbi.com @idbi_bank /IDBIBank +IDBIBank /idbibank CIN: L65190MH2004GOI148838

¨¸¸¢«¸ÄˆÅ ¢£œ¸¸½’Ä 2014-15

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Moments treasured since 1964Moments treasured since 1964

1964 ¬¸½ ‚¤¸ ÷¸ˆÅ ˆ½Å ¡¸¸™Š¸¸£ œ¸¥¸1964 ¬¸½ ‚¤¸ ÷¸ˆÅ ˆ½Å ¡¸¸™Š¸¸£ œ¸¥¸

A History of Catalysing India's Growth

Over the past 50 years, IDBI Bank has been a partner in India’s growth journey. The Bank has taken steps to facilitate and extend the cause of nation-building by aligning its strategies to the changing financing needs of its customers. Supported by a world-class banking infrastructure, the Bank today offers a gamut of financial products and services which are in tune with customer requirements and, in many cases, the first of its kind. From its days as a Development Finance Institution, the Bank has helped build the country's financial architecture. It has also carried forward its tradition of corporate social responsibility by creating facilities of education, rehabilitation and crafting wide-ranging, forward thinking business practices.

The Bank’s focus on providing entrepreneurial opportunities to many has paved the way for a faster-paced economy and given wings to dreams. IDBI Bank remains committed to being a catalyst in India's development needs and facilitating progress. Yesterday, today and beyond.

Corporate Overviewii Corporate Profile

iv Financial Highlights

vi Board of Directors as on March 31, 2015

vii Top Management as on March 31, 2015

viii Chairman & Managing Director's Message

xvi Catalyst for India's growth. 50 years and beyond.

xxiv Some Major Events during FY 2014-15

xxx Brand Value

Statutory Reports9 Directors' Report

36 Management Discussion and Analysis

102 Corporate Governance Report

Financial Statements146 Standalone Financial Statements

232 Consolidated Financial Statements

310 Pillar III Disclosures

Contents¢¨¸«¸¡¸¨¸¬÷¸º

ž¸¸£÷¸ ˆ½Å ¢¨¸ˆÅ¸¬¸ Ÿ¸½¿ „÷œÏ½£ˆÅ÷¸¸ ˆÅ¸ ƒ¢÷¸í¸¬¸¢¨¸Š¸÷¸ 50 ¨¸«¸¸½ô ¬¸½ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ž¸¸£÷¸ ˆÅú ¢¨¸ˆÅ¸¬¸ ¡¸¸°¸¸ ˆÅ¸ ¬¸÷¸÷¸Ã ž¸¸Š¸ú™¸£ £í¸ í¾. ¤¸ÿˆÅ ›¸½ ‚œ¸›¸½ ŠÏ¸íˆÅ¸Ê ˆÅú ¤¸™¥¸÷¸ú ¢¨¸î¸ú¡¸ ¸³Å£÷¸¸Ê ˆ½Å ‚›¸º³Åœ¸ ‚œ¸›¸ú £µ¸›¸ú¢÷¸¡¸¸Ê Ÿ¸Ê ¤¸™¥¸¸¨¸ ¥¸¸ˆÅ£ £¸«’ï-¢›¸Ÿ¸¸Äµ¸ ˆ½Å Ÿ¸í÷¸ú ˆÅ¸¡¸Ä Ÿ¸Ê ¬¸í¡¸¸½Š¸ ™½›¸½ ‚¸¾£ „¬¸½ ‚¸Š¸½ ¤¸õ¸›¸½ ˆ½Å ¢¥¸‡ ˆÅ™Ÿ¸ „“¸‡ íÿ. ¨¸÷¸ÄŸ¸¸›¸ Ÿ¸Ê ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ¢¨¸©¨¸-¬÷¸£ú¡¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ƒ¿üŸ¬’ïƸ£ ˆÅú ¬¸í¸¡¸÷¸¸ ¬¸½ ‚›¸½ˆÅ ¢¨¸î¸ú¡¸ „÷œ¸¸™ ‚¸¾£ ¬¸½¨¸¸‡¿ œÏ™¸›¸ ˆÅ£ £í¸ í¾ ¸¸½ ›¸ ˆ½Å¨¸¥¸ ŠÏ¸íˆÅ¸Ê ˆÅú ‚¸¨¸©¡¸ˆÅ÷¸¸‚¸Ê ˆ½Å ‚›¸º³Åœ¸ íÿ ¤¸¦¥ˆÅ ˆÅƒÄ Ÿ¸¸Ÿ¸¥¸¸Ê Ÿ¸Ê ‚œ¸›¸½ ‚¸œ¸ Ÿ¸Ê ‚›¸¸½‰¸ú íÿ. ¤¸ÿˆÅ ›¸½ ‚œ¸›¸½ ¢¨¸ˆÅ¸¬¸ ¢¨¸î¸ ¬¸¿¬˜¸¸ ¨¸¸¥¸½ ¢™›¸¸Ê ¬¸½ íú ™½©¸ ˆÅú ¢¨¸î¸ú¡¸ ¬¸¿£¸›¸¸ ˆ½Å ¢›¸Ÿ¸¸Äµ¸ Ÿ¸Ê ¬¸í¡¸¸½Š¸ ¢™¡¸¸ í¾. ¤¸ÿˆÅ ›¸½ ˆÅ¸Á£œ¸¸½£½’ ¬¸¸Ÿ¸¸¢¸ˆÅ ™¸¢¡¸÷¨¸ ˆÅú ‚œ¸›¸ú œ¸£¿œ¸£¸ ˆÅ¸½ ‚¸Š¸½ ¤¸õ¸÷¸½ íº‡ ¢©¸®¸¸, œ¸º›¸¨¸¸Ä¬¸ ¬¸º¢¨¸š¸¸‚¸Ê ˆ½Å ¬¸¼¸›¸ ÷¸˜¸¸ ¨¡¸¸œ¸ˆÅ ‚ŠÏŠ¸¸Ÿ¸ú ˆÅ¸£¸½¤¸¸£ œ¸Ö¢÷¸¡¸¸Ê ˆ½Å ¢›¸Ÿ¸¸Äµ¸ ˆ½Å {¸¢£‡ ¡¸í „œ¸¥¸¦¤š¸ í¸¢¬¸¥¸ ˆÅú í¾.

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ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ii ˆÅ¸Á£œ¸¸½£½’ ³Åœ¸£½‰¸¸iv ¢¨¸î¸ú¡¸ ¢¨¸©¸½«¸÷¸¸‡¿vi ¡¸˜¸¸ 31 Ÿ¸¸¸Ä 2015 ˆÅ¸½ ¢›¸™½©¸ˆÅ Ÿ¸¿”¥¸vii ¡¸˜¸¸ 31 Ÿ¸¸¸Ä 2015 ˆÅ¸½ ©¸ú«¸Ä œÏ¤¸¿š¸›¸viii ‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ˆÅ¸ ¬¸¿™½©¸xvi ž¸¸£÷¸ ˆ½Å ¢¨¸ˆÅ¸¬¸ Ÿ¸½¿ „÷œÏ½£ˆÅ. 50 ¨¸«¸Ä ‚¸¾£ „¬¸¬¸½ ‚¸Š¸½ xxiv ¢¨¸î¸ú¡¸ ¨¸«¸Ä 2014-15 ˆÅú ˆºÅŽ œÏŸ¸º‰¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿xxx ¤Ï¸¿” Ÿ¸»¥¡¸

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ii | Annual Report 2014-15

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

1976Ownership transferred to GOI from RBI. Also, designated principal Financial Institution for coordinating the working of institutions at national and state levels engaged in financing, promoting and developing industry.

Corporate Profile ˆÅ¸Á£œ¸¸½£½’ ³Åœ¸£½‰¸¸

In the 51st year of its existence, IDBI Bank has voyaged from being a development finance institution, with a key nation-building mandate, to being a full-service commercial bank. Today, as one of the youngest full-service public sector commercial banks, it touches the lives of millions of Indians by providing the entire breadth of financial products and services under one roof. Besides its core banking and project finance area, the Bank has an established presence in associated financial sector business like Capital Market, Investment Banking and Mutual Fund Business.

During the last five decades, IDBI has been a front-runner in nation-building with particular emphasis on industry – both large and small, infrastructure, backward area development, nurturing of first generation entrepreneurs, promotion of export-oriented units and creation of institutions.

1982 IDBI transfers its International Finance Division to EXIM Bank which was established with 100% GOI shareholding under Export-Import Bank of India Act 1981.

„¥¥¸½‰¸›¸ú¡¸ œ¸”ö¸¨¸ / Milestones

IDBI sets up the Entrepreneurship Development Institute of India (EDII) at Ahmedabad.1983

Set up as a subsidiary of RBI under an Act of Parliament as the apex financial institution in the area of industrial financing and development.

1964

‚œ¸›¸½ ‚¦¬÷¸÷¨¸ ˆ½Å 51¨¸Ê ¨¸«¸Ä Ÿ¸Ê ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ £¸«’ï-¢›¸Ÿ¸¸Äµ¸ ˆ½Å Ÿ¸º‰¡¸ „Ó½©¡¸ ¨¸¸¥¸ú ¢¨¸ˆÅ¸¬¸ ¢¨¸î¸ ¬¸¿¬˜¸¸ ¬¸½ ¤¸™¥¸ˆÅ£ œ¸»µ¸Ä ¬¸½¨¸¸ ¨¸¸¥¸½ ¨¸¸¢µ¸¦¡¸ˆÅ ¤¸ÿˆÅ Ÿ¸Ê ³Åœ¸¸¿÷¸¢£÷¸ í¸½ Š¸¡¸¸. ‚¸¸ œ¸»µ¸Ä ¬¸½¨¸¸ ¨¸¸¥¸½ ¬¸£ˆÅ¸£ú ®¸½°¸ ˆ½Å ¤¸ÿˆÅ¸½¿ Ÿ¸½¿ ‡ˆÅ ¡¸º¨¸¸ ̈ ¸¸¢µ¸¦¡¸ˆÅ ¤¸ÿˆÅ í¾ ¸¸½ ̈ ¸÷¸ÄŸ¸¸›¸ Ÿ¸Ê ‡ˆÅ íú ¬˜¸¸›¸ œ¸£ ‚›¸½ˆÅ ¢¨¸î¸ú¡¸ „÷œ¸¸™ ‡¨¸¿ ¬¸½¨¸¸‡¿ œÏ™¸›¸ ˆÅ£ ˆÅ£¸½”õ¸Ê ž¸¸£÷¸ú¡¸¸Ê ˆ½Å ¸ú¨¸›¸ ¬¸½ ¸º”õ £í¸ í¾. ˆÅ¸½£ ¤¸ÿ¢ˆ¿ÅŠ¸ ‚¸¾£ œ¸¢£¡¸¸½¸›¸¸ ¢¨¸î¸ ®¸½°¸ ˆ½Å ‚¥¸¸¨¸¸ ¤¸ÿˆÅ ›¸½ œ¸»¿¸ú ¤¸¸{¸¸£, ¢›¸¨¸½©¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ‚¸¾£ Ÿ¡¸»¸º‚¥¸ û¿Å” ˆÅ¸£¸½¤¸¸£ ¸¾¬¸½ ¢¨¸î¸ú¡¸ ®¸½°¸ ˆ½Å ¬¸¿¤¸Ö ˆÅ¸£¸½¤¸¸£¸Ê Ÿ¸Ê ž¸ú ¤¸ÿˆÅ ˆÅú œÏ¢÷¸¦«“÷¸ Ÿ¸¸¾¸»™Š¸ú í¾.

‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¢¨¸Š¸÷¸ œ¸¸¿¸ ™©¸ˆÅ¸Ê ˆ½Å ™¸¾£¸›¸ „Ô¸¸½Š¸-¤¸¼í÷¸Ã ‚¸¾£ ¥¸‹¸º ™¸½›¸¸Ê, ƒ¿üŸ¬’ïƸ£, ¢œ¸Ž”õ½ ®¸½°¸ ˆ½Å ¢¨¸ˆÅ¸¬¸, œ¸í¥¸ú œ¸úõú ˆ½Å „Ô¸¢Ÿ¸¡¸¸Ê ˆ½Å œ¸¸½«¸µ¸, ¢›¸¡¸¸Ä÷¸¸½›Ÿ¸º‰¸ ƒˆÅ¸ƒ¡¸¸Ê ˆ½Å ¬¸¿¨¸š¸Ä›¸ ‚¸¾£ ¬¸¿¬˜¸¸‚¸Ê ˆ½Å ¬¸¼¸›¸ œ¸£ ¢¨¸©¸½«¸ ¤¸¥¸ ™½ˆÅ£ £¸«’ï-¢›¸Ÿ¸¸Äµ¸ Ÿ¸Ê ‚ŠÏµ¸ú £í¸ í¾.

‚¸¾Ô¸¸½¢Š¸ˆÅ ¢¨¸î¸œ¸¸½«¸µ¸ ÷¸˜¸¸ ¢¨¸ˆÅ¸¬¸ ̂ ½Å ®¸½°¸ Ÿ¸Ê ©¸ú«¸Ä ¢¨¸î¸ú¡¸ ¬¸¿¬˜¸¸ ˆ½Å ³Åœ¸ Ÿ¸Ê ¬¸¿¬¸™ ˆ½Å ‡ˆÅ ‚¢š¸¢›¸¡¸Ÿ¸ ˆ½Å ‚š¸ú›¸ ¢£{¸¨¸Ä ¤¸ÿˆÅ ˆÅú ¬¸í¸¡¸ˆÅ ¬¸¿¬˜¸¸ ˆ½Å ³Åœ¸ Ÿ¸Ê ¬˜¸¸¢œ¸÷¸.

¢£{¸¨¸Ä ¤¸ÿˆÅ ¬¸½ ž¸¸£÷¸ ¬¸£ˆÅ¸£ ̂ Ÿ½ ¬¨¸¸¢Ÿ¸÷¨¸ ̂ Ÿ ‚¿÷¸£µ¸. ¬¸¸˜¸ íú, £¸«’ïú¡¸ ‡¨¸¿ £¸¡¸ ¬÷¸£¸Ê œ¸£ „Ô¸¸½Š¸¸Ê ˆ½Å ¢¨¸î¸œ¸¸½«¸µ¸, œÏ¨¸÷¸Ä›¸ ÷¸˜¸¸ ¢¨¸ˆÅ¸¬¸ Ÿ¸Ê ¥¸Š¸ú ¬¸¿¬˜¸¸‚¸Ê ˆ½Å ˆÅ¸¡¸Ä Ÿ¸Ê ¬¸Ÿ¸›¨¸¡¸ ˆ½Å ¢¥¸‡ œÏš¸¸›¸ ¢¨¸î¸ú¡¸ ¬¸¿¬˜¸¸ ˆ½Å ³Åœ¸ Ÿ¸Ê ž¸ú œÏ¸¢š¸ˆ¼Å÷¸.

‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ›¸½ ‚œ¸›¸¸ ‚¿÷¸£¸Ä«’ïú¡¸ ¢¨¸î¸ œÏž¸¸Š¸ ‡¦Æ{¸Ÿ¸ ¤¸ÿˆÅ ̂ Ÿ½ ‚¿÷¸¢£÷¸ ¢ˆÅ¡¸¸ ¢¸¬¸½ ž¸¸£÷¸ú¡¸ ¢›¸¡¸¸Ä÷¸-‚¸¡¸¸÷¸ ¤¸ÿˆÅ ‚¢š¸¢›¸¡¸Ÿ¸, 1981 ˆ½Å ‚š¸ú›¸ ž¸¸£÷¸ ¬¸£ˆÅ¸£ ˆÅú 100% ©¸½¡¸£š¸¸¢£÷¸¸ ¬¸½ ¬˜¸¸¢œ¸÷¸ ¢ˆÅ¡¸¸ Š¸¡¸¸ ˜¸¸.

‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ׸£¸ ‚ퟸ™¸¤¸¸™ Ÿ¸Ê ž¸¸£÷¸ú¡¸ „Ô¸¢Ÿ¸÷¸¸ ¢¨¸ˆÅ¸¬¸ ¬¸¿¬˜¸¸›¸ (ƒÄ”ú‚¸ƒÄ‚¸ƒÄ) ˆÅú ¬˜¸¸œ¸›¸¸.

iii | Annual Report 2014-15

ˆÅ¸Á£œ¸¸½£½’ ³Åœ¸£½‰¸¸Corporate Profile

1990The Small Industries Development Bank of India (SIDBI) set up as a wholly owned subsidiary of IDBI under an Act of Parliament.

1980sto early

1990s

Played a pioneering role in strengthening India’s financial architecture besides being a catalyst for investment in industrial and infrastructure sector. Instrumental in setting up NSE in 1992.

1994 IDBI Act 1964 amended to permit private ownership upto 49%.

1995 Domestic IPO, Government stake reduced to 72%.

2004In response to financial sector reforms, IDBI transforms from a DFI into a full-service commercial bank along with a continued mandate for development financing under the name of IDBI Ltd.

2005 Amalgamation of IDBI Bank Ltd., its erstwhile subsidiary, and IDBI Ltd.

2006 Amalgamation of United Western Bank and IDBI Ltd.

2010 Opens its first overseas branch at DIFC, Dubai

2011 Merges subsidiaries, IDBI Homefinance and IDBI Gilts with itself.

2014IDBI Bank ranked 39th in the first ever Indian edition of WPP’s BrandZ Report on the Top 50 Most Valuable Indian Brands across different sectors. It was also awarded the Youngest Brand amongst the Top 50 brands featured.

¬¸¿¬¸™ ˆ½Å ‚¢š¸¢›¸¡¸Ÿ¸ ˆ½Å ‚š¸ú›¸ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ˆ½Å œ¸»µ¸Ä ¬¨¸¸¢Ÿ¸÷¨¸ ¨¸¸¥¸ú ¬¸í¸¡¸ˆÅ ¬¸¿¬˜¸¸ ̂ ½Å ³Åœ¸ Ÿ¸Ê ž¸¸£÷¸ú¡¸ ¥¸‹¸º „Ô¸¸½Š¸ ¢¨¸ˆÅ¸¬¸ ¤¸ÿˆÅ (¢¬¸”¤¸ú) ˆÅú ¬˜¸¸œ¸›¸¸.

ƒ¬¸›¸½ ‚¸¾Ô¸¸½¢Š¸ˆÅ ‚¸¾£ ƒ›üŸ¬’ïƸ£ ®¸½°¸ Ÿ¸Ê ¢›¸¨¸½©¸ ˆ½Å ¢¥¸‡ „÷œÏ½£ˆÅ ˆ½Å ³Åœ¸ Ÿ¸Ê ˆÅ¸¡¸Ä ˆÅ£›¸½ ˆ½Å ‚¥¸¸¨¸¸ ž¸¸£÷¸ ˆ½Å ¢¨¸î¸ú¡¸ ¸¿¸½ ˆÅ¸½ Ÿ¸¸¤¸»÷¸ú œÏ™¸›¸ ˆÅ£›¸½ Ÿ¸Ê ‚ŠÏµ¸ú ž¸»¢Ÿ¸ˆÅ¸ ¢›¸ž¸¸ƒÄ. ¡¸í 1992 Ÿ¸Ê ‡›¸‡¬¸ƒÄ ˆÅú ¬˜¸¸œ¸›¸¸ Ÿ¸Ê ¬¸í¸¡¸ˆÅ £í¸.

49% ÷¸ˆÅ ¢›¸¸ú ¬¨¸¸¢Ÿ¸÷¨¸ ˆÅú ‚›¸ºŸ¸¢÷¸ ˆ½Å ¢¥¸‡ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ‚¢š¸¢›¸¡¸Ÿ¸ 1964 Ÿ¸Ê ¬¸¿©¸¸½š¸›¸ ¢ˆÅ¡¸¸ Š¸¡¸¸.

™½©¸ú ‚¸ƒÄœ¸ú‚¸½, ¬¸£ˆÅ¸£ú ¢í¬¬¸½™¸£ú ˆÅ¸½ ˆÅŸ¸ ˆÅ£ˆ½Å 72% ¢ˆÅ¡¸¸ Š¸¡¸¸.

¢¨¸î¸ú¡¸ ®¸½°¸ Ÿ¸Ê ¬¸ºš¸¸£¸Ê ˆÅ¸½ š¡¸¸›¸ Ÿ¸Ê £‰¸÷¸½ íº‡, ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ˆÅ¸½ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¢¥¸. ˆ½Å ›¸¸Ÿ¸ ¬¸½, ƒ¬¸ˆÅú ¢¨¸ˆÅ¸¬¸ ¢¨¸î¸œ¸¸½«¸µ¸ ž¸»¢Ÿ¸ˆÅ¸ ˆÅ¸½ ¸¸£ú £‰¸÷¸½ íº‡, ¬¸¿œ¸»µ¸Ä ¬¸½¨¸¸ ¨¸¸¥¸½ ¨¸¸¢µ¸¦¡¸ˆÅ ¤¸ÿˆÅ ˆ½Å ³Åœ¸ Ÿ¸Ê ³Åœ¸¸¿÷¸¢£÷¸ ¢ˆÅ¡¸¸ Š¸¡¸¸.

ƒ¬¸ˆÅú œ¸»¨¸Ä¨¸÷¸úÄ ¬¸í¸¡¸ˆÅ ¬¸¿¬˜¸¸ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ¢¥¸. ‚¸¾£ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¢¥¸. ˆÅ¸ ¬¸Ÿ¸¸Ÿ¸½¥¸›¸.

¡¸»›¸¸ƒ’½” ¨¸½¬’›¸Ä ¤¸ÿˆÅ ‚¸¾£ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¢¥¸. ˆÅ¸ ¬¸Ÿ¸¸Ÿ¸½¥¸›¸.

”ú‚¸ƒÄ‡ûŬ¸ú, ™º¤¸ƒÄ Ÿ¸Ê ‚œ¸›¸ú œ¸í¥¸ú ¢¨¸™½©¸ú ©¸¸‰¸¸ ‰¸¸½¥¸ú.

‚œ¸›¸ú ¬¸í¸¡¸ˆÅ ¬¸¿¬˜¸¸‚¸Ê, ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ í¸½Ÿ¸ ûŸƒ›¸Ê¬¸ ÷¸˜¸¸ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¢Š¸¥’ì¸ ˆÅ¸ ‚œ¸›¸½ ¬¸¸˜¸ ¢¨¸¥¸¡¸ ¢ˆÅ¡¸¸.

‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ›¸½ ¢¨¸¢ž¸››¸ ®¸½°¸¸Ê Ÿ¸Ê ©¸ú«¸Ä 50 ¬¸¨¸¸Ä¢š¸ˆÅ Ÿ¸»¥¡¸¨¸¸›¸ ž¸¸£÷¸ú¡¸ ¤Ï¸¿”¸Ê œ¸£ ”¤¥¡¸»œ¸úœ¸ú ˆÅú ¤Ï¸¿” ¢£œ¸¸½’Ä ˆ½Å œ¸í¥¸½ ž¸¸£÷¸ú¡¸ ¬¸¿¬ˆÅ£µ¸ Ÿ¸Ê 39¨¸¸¿ ¬˜¸¸›¸ œÏ¸œ÷¸ ¢ˆÅ¡¸¸. ƒ¬¸½ ©¸ú«¸Ä 50 ¢¨¸©¸½«¸ ¤Ï¸¿”¸Ê Ÿ¸Ê ¬¸¨¸¸Ä¢š¸ˆÅ ¡¸º¨¸¸ ¤Ï¸¿” ˆ½Å œ¸º£¬ˆÅ¸£ ¬¸½ ž¸ú ¬¸ŸŸ¸¸¢›¸÷¸ ¢ˆÅ¡¸¸ Š¸¡¸¸.

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

¢¨¸î¸ú¡¸ ¢¨¸©¸½«¸÷¸¸‡¿Financial Highlights

iv | Annual Report 2014-15

ˆºÅ¥¸ ˆÅ¸£¸½¤¸¸£ Total Business

2010-11 3,37,584

2012-13 4,23,423

2011-12 3,91,065

2013-14 4,33,460

2014-15 4,68,213

ˆÅŸ¸Ä¸¸£ú „÷œ¸¸™ˆÅ÷¸¸ Employee Productivity

2010-11 23.46

2012-13 25.64

2011-12 23.83

2013-14 24.65

2014-15 26.21

2010-11 1,80,486

2012-13 2,27,116

2011-12 2,10,493

2013-14 2,35,774

2014-15 2,59,836

¸Ÿ¸¸£¸¢©¸¡¸¸¿ Deposits

2010-11 1,57,098

2012-13 1,96,306

2011-12 1,80,572

2013-14 1,97,686

2014-15 2,08,377

‚¢ŠÏŸ¸ Advances

2010-11 1,650

2012-13 1,882

2011-12 2,032

2013-14 1,121

2014-15 873

ˆÅ£ œ¸©¸¸÷¸Ã ¥¸¸ž¸ PAT

2010-11 20,684

2012-13 28,284

2011-12 25,482

2013-14 29,576

2014-15 32,162

¬¸ˆÅ¥¸ ‚¸¡¸* Gross Income*

*‚›¡¸ ‚¸¡¸ ¬¸¢í÷¸ ¬¸ˆÅ¥¸ ¤¡¸¸¸ ‚¸¡¸* Gross Interest Income plus Other Income

(` ˆÅ£¸½”õ Ÿ¸Ê) (` in crore) (` ˆÅ£¸½”õ Ÿ¸Ê) (` in crore)

(` ˆÅ£¸½”õ Ÿ¸Ê) (` in crore)(` ˆÅ£¸½”õ Ÿ¸Ê) (` in crore)

(` ˆÅ£¸½”õ Ÿ¸Ê) (` in crore) (` ˆÅ£¸½”õ Ÿ¸Ê) (` in crore)

¢¨¸î¸ú¡¸ ¢¨¸©¸½«¸÷¸¸‡¿Financial Highlights

v | Annual Report 2014-15

(%)

2010-11 2.10

2012-13 2.12

2011-12 2.02

2013-14 2.17

2014-15 1.90

(%)

2010-11 35.16

2012-13 36.48

2011-12 39.17

2013-14 36.88

2014-15 41.28

‚¸¡¸-¥¸¸Š¸÷¸ ‚›¸ºœ¸¸÷¸ Cost-to-Income Ratio

(%)

2010-11 13.64

2012-13 13.13

2011-12 14.58

2013-14 11.68

2014-15 11.76

¬¸ú‚¸£‡‚¸£*CRAR*

(*¢¨¸¨¸ 2011, ¢¨¸¨¸ 2012 ‡¨¸¿ ¢¨¸¨¸ 2013 ˆ½Å ¬¸ú‚¸£‡‚¸£ ‚¸¿ˆÅ”õ½ ¤¸¸¬¸½¥¸ II ˆ½Å ‚›¸º¬¸¸£ íÿ)(¢¨¸¨¸ 2014 ‡¨¸¿ ¢¨¸¨¸ 2015 ¤¸¸¬¸½¥¸ III ˆ½Å ‚›¸º¬¸¸£) (* CRAR Figures for FY 2011, FY 2012 & FY 2013 are as per Basel II) (FY 2014 & FY 2015 as per Basel III)

(%)11.71

13.35

74.94

Current

Savings

Term

©¸½¡¸£ (%) Share (%)

‚¢ŠÏŸ¸ ¬¸¿¢Ÿ¸ª 2014-15Advances Mix 2014-15

43

24

33

Corporate Banking GroupˆÅ¸Á£œ¸¸½£½’ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»íInfrastructure Corporate Group

Retail Banking Group

¢›¸¨¸¥¸ ¤¡¸¸¸ Ÿ¸¸¢¸Ä›¸ (‡›¸‚¸ƒÄ‡Ÿ¸)Net Interest Margin (NIM)

¸Ÿ¸¸£¸¢©¸ ¬¸¿¢Ÿ¸ª 2014-15Deposits Mix 2014-15

ƒ¿üŸ¬’ïƸ£ ˆÅ¸Á£œ¸¸½£½’ ¬¸Ÿ¸»í‰¸º™£¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í

¸¸¥¸»¤¸¸÷¸

Ÿ¸ú¡¸¸™ú

vi | Annual Report 2014-15

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

¡¸˜¸¸ 31 Ÿ¸¸¸Ä 2015 ˆÅ¸½ ¢›¸™½©¸ˆÅ Ÿ¸¿”¥¸Board of Directors as on March 31, 2015

Seated (left to right): Shri P.S. Shenoy, Shri M.S. Raghavan, Ms. Snehlata Shrivastava

Standing (left to right): Shri Ninad Karpe, Shri B.K. Batra, Shri Pankaj Vats, Shri Melwyn Rego, Shri S. Ravi

vi | Annual Report 2014-15

¤¸¾“½ íº‡ (¤¸¸‡¿ ¬¸½ ™¸‡¿)À ªú œ¸ú.‡¬¸. ©¸½›¸¸Á¡¸, ªú ‡Ÿ¸.‡¬¸. £¸‹¸¨¸›¸, ¬¸ºªú ¬›¸½í¥¸÷¸¸ ªú¨¸¸¬÷¸¨¸

‰¸”õ½ íº‡ (¤¸¸‡¿ ¬¸½ ™¸‡¿)À ªú ¢›¸›¸¸™ ˆÅœ¸½Ä, ªú ¤¸ú.ˆ½Å. ¤¸°¸¸, ªú œ¸¿ˆÅ¸ ¨¸÷¬¸, ªú Ÿ¸½¦¥¨¸›¸ £½Š¸¸½, ªú ‡¬¸. £¢¨¸

vii | Annual Report 2014-15

Board of Directors as on March 31, 2015 / Top Management as on March 31, 2015

¡¸˜¸¸ 31 Ÿ¸¸¸Ä 2015 ˆÅ¸½ ©¸ú«¸Ä œÏ¤¸¿š¸›¸Top Management as on March 31, 2015

Seated (left to right):Shri B.K. Batra, DMD, Shri M.S. Raghavan, CMD, Shri Melwyn Rego, DMD

Standing (left to right):Executive Directors: Shri Suneet Kumar Mathur, Shri B. Ravindranath, Shri P. Sitaram, Shri Viney Kumar, Shri G. M. Yadwadkar, Shri K. P. Nair, Smt. Mythili Balasubramanian, Shri A. L. Bongirwar, Shri N. S. Venkatesh, Shri R. K. Bansal, Shri S. K. V. Srinivasan

vii | Annual Report 2014-15

¤¸¾“½ íº‡ (¤¸¸‡¿ ¬¸½ ™¸‡¿)À ªú ¤¸ú.ˆ½Å. ¤¸°¸¸, „œ¸ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ, ªú ‡Ÿ¸.‡¬¸. £¸‹¸¨¸›¸, ‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ, ªú Ÿ¸½¦¥¨¸›¸ £½Š¸¸½, „œ¸ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ

‰¸”õ½ íº‡ (¤¸¸‡¿ ¬¸½ ™¸‡¿)À ˆÅ¸¡¸Äœ¸¸¥¸ˆÅ ¢›¸™½©¸ˆÅÀ ªú ¬¸º›¸ú÷¸ ˆºÅŸ¸¸£ Ÿ¸¸˜¸º£, ªú ¤¸ú. £¨¸ú›Í›¸¸˜¸, ªú œ¸ú. ¬¸ú÷¸¸£¸Ÿ¸, ªú ¢¨¸›¸¡¸ ˆºÅŸ¸¸£, ªú ¸ú.‡Ÿ¸. ¡¸¸™¨¸¸”ˆÅ£, ªú ˆ½Å.œ¸ú. ›¸¸¡¸£, ªúŸ¸÷¸ú Ÿ¸¾¢˜¸¥¸ú ¤¸¸¥¸¬¸º¤ÏŸ¸¢µ¸¡¸›¸, ªú ‡.‡¥¸. ¤¸¸Ê¢Š¸£¨¸¸£, ªú ‡›¸.‡¬¸. ¨¸ÊˆÅ’½©¸, ªú ‚¸£.ˆ½Å. ¤¸¿¬¸¥¸, ªú ‡¬¸.ˆ½Å.¨¸ú. ªú¢›¸¨¸¸¬¸›¸

¡¸˜¸¸ 31 Ÿ¸¸¸Ä 2015 ˆÅ¸½ ¢›¸™½©¸ˆÅ Ÿ¸¿”¥¸ / ¡¸˜¸¸ 31 Ÿ¸¸¸Ä 2015 ˆÅ¸½ ©¸ú«¸Ä œÏ¤¸¿š¸›¸

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate OverviewˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ˆÅ¸ ¬¸¿™½©¸Chairman & Managing Director's Message

M.S. Raghavan – Chairman & Managing Director

viii | Annual Report 2014-15

‡Ÿ¸.‡¬¸. £¸‹¸¨¸›¸ - ‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ

Chairman & Managing Director's Message

The banker is not so much primarily a middleman in the commodity “purchasing power” as a producer of this commodity. He stands between those who wish to form new combinations and the possessors of productive means. He is essentially a phenomenon of development. He makes possible the carrying out of new combinations, authorises people, in the name of society as it were, to form them. He is the ephor of the exchange economy.

~ Joseph Schumpeter

As pointed out by Schumpeter, your Bank, in its Development Finance Institution (DFI) avatar, essayed a catalytic role in stimulating economic progress in the country by extending financial as well as non-financial assistance to industry and infrastructure sectors. The role played by the Bank as a DFI has largely influenced its operations as it continues to position itself as a partner in progress of the nation. Promising to be “Bank Aisa, Dost Jaisa”, your Bank aspires to handhold all its customers, thereby ensuring universal access to financial facilities which will help in ensuring inclusive growth. Towards this end, the Bank has embarked on an ambitious network expansion plan which saw rapid addition to its branch network during the year. The Bank aims to leverage its rapidly expanding branch network, to augment its retail and priority sector business, adopting a bottom-up approach to drive growth in these segments. Your Bank believes that these are areas that will drive stronger business growth and lend sustainability to its operations, thereby maximizing stakeholders’ value.

ix | Annual Report 2014-15

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‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ˆÅ¸ ¬¸¿™½©¸

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate OverviewˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

Dear Shareholders,On behalf of the Board of Directors and the Management Team of IDBI Bank, I am pleased to present the Bank’s Annual Report for 2014-15 for your perusal. It is with mixed feelings that I write this message as, after serving your Bank for nearly two years and the banking industry for over 38 years, I will be demitting the office by the end of June this year.

Macroeconomic OverviewThe last two years, particularly 2013-14, were mired in serial adversity. In the last one year, global economic growth has picked up pace, albeit moderate, with divergent growth rates exhibited across as well as within the advanced and emerging economies groups. Nevertheless, India’s GDP growth data suggests that the deceleration in the pace of economic activity has bottomed out, majorly aided by policy reforms. Broadly speaking, industrial activity gathered pace; inflationary pressures eased considerably; India’s external position remained comfortable on the back of lower Current Account Deficit (CAD) and higher capital inflows. Besides the improvement in the macroeconomic fundamentals, the myriad measures taken to address policy issues have aided in improving the outlook for the economy significantly. The improved outlook has been pertinently illustrated by the growth forecasts of International Monetary Fund (IMF) and World Bank which estimate that India will overtake China in 2015 to emerge as the world’s fastest growing major economy. Both IMF and World Bank have forecast India to grow by 7.5% in 2015. For 2016, the global agencies have varying assessments; while IMF has forecast India to grow by 7.5% during the year, World Bank has forecast 7.9% growth for the economy.

Notwithstanding the improvement in the macroeconomic fundamentals, the banking sector performance was impeded by subdued credit uptake, which impacted the interest income of the banks, as also resulted in deterioration in asset quality, compounded by less-than-expected recoveries. These factors cumulatively impacted the profitability of the banks.

Coinciding with the major part of my term at the helm of the Bank, the global and domestic economy was buffeted by inimical headwinds of varied origin which ceaselessly gnawed at the fundamental entrails of the sectors in which your Bank operates. It is to the credit of the Bank that it withstood the strain with commendable resilience and discovered new windows of opportunity even in this challenging terrain to

x | Annual Report 2014-15

¢œÏ¡¸ ©¸½¡¸£š¸¸£ˆÅ¸½,‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ˆ½Å ¢›¸™½©¸ˆÅ Ÿ¸¿”¥¸ ‚¸¾£ œÏ¤¸¿š¸›¸ ’úŸ¸ ˆÅú ‚¸½£ ¬¸½ 2014-15 ˆ½Å ¢¥¸‡ ¤¸ÿˆÅ ˆÅú ¨¸¸¢«¸ÄˆÅ ¢£œ¸¸½’Ä ‚¸œ¸ˆ½Å ‚¨¸¥¸¸½ˆÅ›¸ í½÷¸º œÏ¬÷¸º÷¸ ˆÅ£÷¸½ íº‡ Ÿ¸º¸½ œÏ¬¸››¸÷¸¸ í¾. Ÿ¸ÿ ¡¸í ¬¸¿™½©¸ ¢Ÿ¸¥¸ú-¸º¥¸ú ž¸¸¨¸›¸¸‚¸Ê ˆ½Å ¬¸¸˜¸ ¢¥¸‰¸ £í¸ í»Â, Æ¡¸¸Ê¢ˆÅ ‚¸œ¸ˆ½Å ¤¸ÿˆÅ ˆÅú ¥¸Š¸ž¸Š¸ ™¸½ ¨¸«¸¸½ô ÷¸ˆÅ ‚¸¾£ ¤¸ÿ¢ˆ¿ÅŠ¸ „Ô¸¸½Š¸ ˆÅú 38 ¨¸«¸¸½ô ¬¸½ ‚¢š¸ˆÅ ¬¸½¨¸¸ ˆÅ£›¸½ ˆ½Å ¤¸¸™ Ÿ¸ÿ ƒ¬¸ ¨¸«¸Ä ¸»›¸ Ÿ¸íú›¸½ ˆ½Å ‚¿÷¸ Ÿ¸Ê œ¸™Ÿ¸ºÆ÷¸ í¸½ £í¸ í»Â.

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‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ˆÅ¸ ¬¸¿™½©¸Chairman & Managing Director's Message

Chairman & Managing Director's Message

hold its own in the intensely competitive banking arena. This has been made possible only due to the co-operation and support demonstrated by all the stakeholders, for which I express my heartfelt gratitude to all of them.

Business Strategy of the BankIn view of the challenges confronting the banking sector, your Bank strived to employ strategic initiatives that would serve to bulwark the Bank’s business and financial performance against external shocks. The Bank’s commitment to enhancing value for all its stakeholders has elicited appropriate strategic response by the Bank to the changes in the macroeconomic environment even as it simultaneously competes in the markets and segments that it serves. As a consequence of its strategic initiatives, the Bank saw positive growth in its business during the year. Apart from the challenges posed by the eco-system and those faced by the banking industry, your Bank has lingering legacy issues, left over from the days of developmental banking. This called for a refreshingly new look in the Bank’s strategies.

Accordingly, the Bank’s business strategy has been tweaked to allow for rebalancing of its business mix through increased accent on retail and priority sector business segments, even while maintaining its leading position in industrial and infrastructure financing business. The three initiatives were (a) Rebalancing the portfolio, (b) Reorienting the structure and (c) Repositioning the Bank. The primary aim was to reduced the stress in the portfolio and to increase the share of retail.

In pursuance of these objectives, the Bank rapidly expanded its presence across the country by adding to its branch and ATM network. As on March 31, 2015, your Bank’s network stood at 1717 branches, marking an addition of 329 branches during the year. Marking yet another milestone, your Bank inaugurated its 3000th ATM on April 6, 2015 which is a reflection of the Bank’s commitment to strengthen its outreach and offer banking benefits in every nook and corner of the country.

Furthermore, the Bank transitioned to a decentralized structure, thereby embarking on a bottom up approach to drive business growth by “going local” and thereby, tapping the immense potential in the Tier II and Tier III cities, towns and rural areas in India. The underlying rationale is to position the Bank such as to augment its low-cost CASA deposits and Priority Sector Lending (PSL) business while expanding market share by establishing new customer relationships and deepening the existing ones.

xi | Annual Report 2014-15

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ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate OverviewˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

Major Initiatives undertaken by the Bank in 2014-15While 2014-15 was momentous for the Bank on many fronts, I would like to highlight some of the important milestones.

Celebrating Fifty Glorious Years of Partnering in the Nation’s ProgressThe Bank completed fifty glorious years of its existence on July 1, 2014. The rich legacy of the Bank that it has created over the last five decades has been aptly captured in this Annual Report. In the pre-reform era (1964–91), your Bank’s predecessor entity, the Industrial Development Bank of India (IDBI), played a pioneering role in catalyzing broad-based industrial development in India in keeping with its Parliament-ordained ‘development banking’ charter. IDBI was set up as part of a reorganised and integrated structure of industrial financing institutions in the country, geared to the needs of rapid industrialisation in the post-Independence period. Acting as the central agency co-ordinating the activities of other financial institutions, IDBI extended its ambit of functions to facilitate financial assistance as also non-financial aid to the industrial and infrastructure sectors thereby shaping the economic history of the country. Thus, to mark the completion of fifty years of existence of the Bank, various activities, beginning with a flagship event at the Head Office on July 1, 2014, were undertaken as a part of the Golden Jubilee celebrations to connect with your Bank’s stakeholders. The activities, in keeping with the Bank’s legacy of nation-building, were based on the underlying theme of “celebration of 50 years of friendship” and aptly incorporated in the Bank’s brand positioning as ‘Bank Aisa, Dost Jaisa’. The Bank took the opportunity to launch various products and services as also inaugurated various branches pan-India. Furthermore, the Bank, as a conscientious corporate citizen, contributed ` 5 crore to Ramakrishna Mission towards creation of an endowment fund named “IDBI Bank Golden Jubilee Scholarship Fund” which is being used to provide scholarships to the students of Ramakrishna Mission Schools who belong to weaker sections of the society. The occasion was reminiscent of the nation-building role that the Bank has essayed by catalysing industrial and infrastructure investment in the economy in the pre-reform era as well as its commitment to ensure balanced and inclusive economic growth.

Steadfastly Working towards Financial InclusionWith a legacy of nation-building role, the Bank has continued to proactively participate in the financial inclusion programme

xii | Annual Report 2014-15

2014-15 Ÿ¸Ê ¤¸ÿˆÅ ׸£¸ ¢ˆÅ‡ Š¸‡ Ÿ¸º‰¡¸ œ¸í¥¸-ˆÅ¸¡¸Ä¡¸Ô¸¢œ¸ 2014-15 ¤¸ÿˆÅ ˆ½Å ¢¥¸‡ ˆÅƒÄ Ÿ¸¸Ÿ¸¥¸¸Ê Ÿ¸Ê ¡¸¸™Š¸¸£ £í¸, ÷¸˜¸¸¢œ¸ Ÿ¸ÿ ˆºÅŽ Ÿ¸í÷¨¸œ¸»µ¸Ä „œ¸¥¸¦¤š¸¡¸¸Ê œ¸£ œÏˆÅ¸©¸ ”¸¥¸›¸¸ ¸¸í»¿Š¸¸.

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‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ˆÅ¸ ¬¸¿™½©¸Chairman & Managing Director's Message

Chairman & Managing Director's Message

of the country. Your Bank extended itself to ensure that the Hon’ble Prime Minister’s vision of universal access to banking facilities under the Pradhan Mantri Jan Dhan Yojana (PMJDY) is furthered. The Bank, as on March 31, 2015, opened 9.29 lakh accounts under the programme.

Furthering the vision of Clean IndiaYour Bank has also participated in the Swachh Bharat Mission by undertaking construction of gender-segregated toilets in schools in rural and semi-urban areas pan-India and subscribing to Swachh Bharat Kosh (SBK). Under Swachh Bharat Swachh Vidyalaya Abhiyan, the Bank will be constructing 236 toilets in 154 schools at an estimated outgo of about ` 4 crore. Further, the Bank has also contributed an amount of ` 5 crore to Swachh Bharat Kosh.

These initiatives as well as many other initiatives undertaken by the Bank during the year have been further documented in the Directors’ Report as well as Management Discussion and Analysis section of this Report.

Brand RecognitionAs the Bank aims at excellence, it is particularly gratifying that several of your Bank’s initiatives and interventions during the year were feted and recognized at the relevant forums.

In addition to the awards and accolades won by the Bank, its brand building efforts saw significant improvement in its brand rankings compiled by various agencies. Leading global research organisations like Millward Brown (Brand Z) and Interbrand place the Bank among the top 50 brands in India across sectors. In their latest ranking report, Millward Brown (Brand Z) pegs the Bank at the 39th position among the top 50 brands in the country across sectors while as per Interbrand rankings, the Bank ranks at the 37th position among the top 50 brands in the country across sectors. Brand Finance Banking 500 - the world’s most valuable Banking Brands Report published by Brand Finance - placed the Bank at the 255th position globally and 9th position in India. The Brand Trust Report 2015 ranked your Bank at the 64th position across sectors while in the BFSI and Bank PSU categories, it has been ranked at the 5th and 2nd position respectively. The improvement in the Bank’s brand recognition and value is a reflection of the enhanced trust in the Brand which, in part, is attributable to the branding and product campaigns undertaken during the year to communicate that your Bank is a friend who will stand by its customers at all times.

xiii | Annual Report 2014-15

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xiv | Annual Report 2014-15

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

Way ForwardAs I approach the end of my enriching association with the Bank, I am consumed by nostalgia but buoyed by hope. I have great expectations of the Bank as I discovered immense potential within it. As the global economy fashions a calibrated if somewhat spatially asymmetric recovery and the domestic economy seems poised to leverage their upside and the tailwinds of reforms, buoyant macro-fundamentals and rebound in consumer/investor confidence, your Bank readies itself to consolidate its position and invest its performance with a decidedly more vibrant pallor than in the recent past. The Bank’s business strategy will continue to be progressively shaped by emerging positive operating environment as well as the evolving regulatory environment.

The core of the Bank’s strategies is to ensure long-term sustainability in the highly competitive environment by offering best-in-class bouquet of products and services to its customers across its rapidly expanding branch and ATM network as well as through seamless service across the alternate channels of delivery. By complementing the expanding branch network with other strategic initiatives such as innovative bundling, promise of better returns, higher levels of customer service and attractive rewards programmes, I am confident that the Bank will be able to augment its CASA deposits as well as drive growth in its PSL portfolio. To support growth in the Bank’s business, various new products and services will be launched as well as existing ones will be reviewed in tandem with the evolving customer needs. The Bank will resolutely endeavor to arrest slippage in asset quality and work towards speedy resolution of delinquent assets. Simultaneously, by exploring ways and means to augment fee income opportunity, the Bank will be able to improve its profitability margin in the highly competitive field of banking.

In an industry built around products that, at their most basic level, are largely homogenous, your Bank aims to differentiate itself from competition by continuing to improve the way it engages with its customers. Thus, the Bank strives to ensure par excellence customer experience across all channels of delivery. Towards this end, the Bank will continue leveraging its state-of-the-art technology to offer innovative products and services across various delivery channels to ensure highest level of customer satisfaction.

An enviable brand equity assiduously built over five decades in the process of partnering India’s progress, a proven skill-set and strategizing capabilities, a young and enthusiastic

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‚š¡¸®¸ ‡¨¸¿ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ˆÅ¸ ¬¸¿™½©¸Chairman & Managing Director's Message

xv | Annual Report 2014-15

Chairman & Managing Director's Message

soft resource complement, that characterize the Bank, would certainly galvanize it to take the Great Leap Forward towards a more prosperous tomorrow. To my mind, the Bank continues to be the trusted partner of the nation in its quest for growth and prosperity, but only in a different avatar, to be a contemporaneously relevant entity. The Bank fundamentally believes that it should strive to do right for the customers it serves and this would lead to unwavering customer loyalty, thereby enabling it to carve a ‘niche’ for itself in the highly competitive field of banking.

AcknowledgementsIt was indeed my privilege of being at the helm of a bank that has over the years played a catalytic role in the economic progress of the nation. As my tenure comes to a close, I would like to thank the Government of India as well as various State Governments, RBI and all other statutory and regulatory authorities and other banks, financial institutions and multilateral institutions for their continued timely support and co-operation as well as valuable guidance which helped me to steer the Bank towards a desired direction. I would also like to express my gratitude to the Bank’s customers for their continued trust in us for helping them achieve financial well-being; to the Bank’s Board of Directors for their service as well as for their continuing counsel and support; to the Bank’s employees who are committed and enthusiastic about their work. Last, but not the least, I would like to express my gratitude to you for the confidence and belief you have shown that has enabled the Bank to progress thus far. I solicit your continued loyalty and support so that we can together propel the Bank to a new high and maximise value for all stakeholders.

With best wishes to you and your families,

M. S. RaghavanChairman & Managing Director

“Between vision and mission lies unbridled passion. Helping build modern India in every possible way.”

Ÿ¸¸›¸¨¸ ¬¸¿¬¸¸š¸›¸, ‚¢š¸ˆÅ ¬¸Ÿ¸¼Ö©¸¸¥¸ú ž¸¢¨¸«¡¸ ˆÅú ¢™©¸¸ Ÿ¸Ê ¡¸½ ¬¸ž¸ú ¤¸ÿˆÅ ˆÅ¸½ ¢›¸¢©¸÷¸ ³Åœ¸ ¬¸½ ›¸ƒÄ ¤¸º¥¸¿¢™¡¸¸Ê ˆÅú ‚¸½£ ¥¸½ ¸¸‡¿Š¸½. Ÿ¸½£¸ ¡¸í Ÿ¸¸›¸›¸¸ í¾ ¢ˆÅ ¤¸ÿˆÅ ¨¸¼¢Ö ‡¨¸¿ ¬¸¿œ¸››¸÷¸¸ ˆ½Å ƒ¬¸ ‚¢ž¸¡¸¸›¸ Ÿ¸Ê £¸«’ï ˆÅ¸ ‡ˆÅ ž¸£¸½¬¸½Ÿ¸¿™ ž¸¸Š¸ú™¸£ ¤¸›¸¸ íº‚¸ í¾ ¥¸½¢ˆÅ›¸ ¬¸Ÿ¸¬¸¸Ÿ¸¢¡¸ˆÅ ³Åœ¸ ¬¸½ ¬¸¸˜¸ÄˆÅ ¬¸¿¬˜¸¸ í¸½›¸½ ˆ½Å ¢¥¸‡ ‡ˆÅ ‚¥¸Š¸ ‚¨¸÷¸¸£ Ÿ¸Ê. ¤¸ÿˆÅ ˆÅ¸ œ¸ÆˆÅ¸ ¢¨¸©¨¸¸¬¸ í¾ ¢ˆÅ ¡¸í ‚œ¸›¸½ ŠÏ¸íˆÅ¸Ê ˆ½Å ¢¥¸‡ ¤¸½í÷¸£ ¬¸½¨¸¸ œÏ™¸›¸ ˆÅ£›¸½ ˆÅ¸ ž¸£¬¸ˆÅ œÏ¡¸¸¬¸ ˆÅ£½Š¸¸, ƒ¬¸¬¸½ ŠÏ¸íˆÅ¸½¿ ˆÅú ‚’»’ ¢›¸«“¸ ˆÅ¸ Ÿ¸¸Š¸Ä œÏ©¸¬÷¸ í¸½Š¸¸ ‚¸¾£ ƒ¬¸ œÏˆÅ¸£ ¡¸í ‚÷¡¸¢š¸ˆÅ œÏ¢÷¸¬œ¸š¸úÄ ¤¸ÿ¢ˆ¿ÅŠ¸ ®¸½°¸ Ÿ¸Ê ¬¨¸¡¸¿ ˆ½Å ¢¥¸‡ ‡ˆÅ ‰¸¸¬¸ ¬˜¸¸›¸ ¤¸›¸¸›¸½ Ÿ¸Ê ˆÅ¸Ÿ¸¡¸¸¤¸ í¸½Š¸¸.

‚¸ž¸¸£ £¸«’ï ˆÅú ‚¸¢˜¸ÄˆÅ œÏŠ¸¢÷¸ Ÿ¸Ê ¢¨¸Š¸÷¸ ˆÅƒÄ ¨¸«¸¸½ô ¬¸½ ‡ˆÅ „÷œÏ½£ˆÅ ˆÅú ž¸»¢Ÿ¸ˆÅ¸ ¢›¸ž¸¸›¸½ ¨¸¸¥¸½ ¤¸ÿˆÅ ˆ½Å ¬¸¨¸¸½Ä¸ œ¸™ œ¸£ £í›¸¸ Ÿ¸½£½ ¢¥¸‡ ¬¸¸Ÿ¸º¸ Š¸¨¸Ä ˆÅú ¤¸¸÷¸ í¾. ‚¤¸ ¸¤¸ Ÿ¸½£¸ ˆÅ¸¡¸ÄˆÅ¸¥¸ ¬¸Ÿ¸¸œ÷¸ í¸½ £í¸ í¾, Ÿ¸ÿ ž¸¸£÷¸ ¬¸£ˆÅ¸£ ‚¸¾£ ¬¸¸˜¸ íú ¢¨¸¢ž¸››¸ £¸¡¸ ¬¸£ˆÅ¸£¸Ê, ¢£{¸¨¸Ä ¤¸ÿˆÅ ÷¸˜¸¸ ‚›¡¸ ¬¸ž¸ú ¬¸¸¿¢¨¸¢š¸ˆÅ ‡¨¸¿ ¢¨¸¢›¸¡¸¸Ÿ¸ˆÅ œÏ¸¢š¸ˆÅ£µ¸¸Ê ‚¸¾£ ‚›¡¸ ¤¸ÿˆÅ¸Ê, ¢¨¸î¸ú¡¸ ¬¸¿¬˜¸¸‚¸Ê ÷¸˜¸¸ ¤¸íºœ¸®¸ú¡¸ ¬¸¿¬˜¸¸‚¸Ê ˆÅ¸½ „›¸ˆ½Å ¬¸÷¸÷¸ ¬¸í¡¸¸½Š¸ ‡¨¸¿ ¬¸Ÿ¸˜¸Ä›¸ ÷¸˜¸¸ Ÿ¸»¥¡¸¨¸¸›¸ Ÿ¸¸Š¸Ä™©¸Ä›¸ ˆ½Å ¢¥¸‡ í¸¢™ÄˆÅ š¸›¡¸¨¸¸™ ™½÷¸¸ í»Â ¢¸›¸¬¸½ ¤¸ÿˆÅ ˆÅ¸½ ¨¸¸¿¢Ž÷¸ ¢™©¸¸ ˆÅú ‚¸½£ ¥¸½ ¸¸›¸½ Ÿ¸Ê Ÿ¸º¸½ ž¸£œ¸»£ ¬¸í¸¡¸÷¸¸ ¢Ÿ¸¥¸ú í¾. Ÿ¸ÿ ¤¸ÿˆÅ ˆ½Å ŠÏ¸íˆÅ¸Ê ˆ½Å œÏ¢÷¸, ¢¸›¸ˆ½Å ¬¸÷¸÷¸ ¢¨¸©¨¸¸¬¸ ¬¸½ íŸ¸Ê ¢¨¸î¸ú¡¸ ¥¸®¡¸ í¸¢¬¸¥¸ ˆÅ£›¸½ Ÿ¸Ê ¬¸í¸¡¸÷¸¸ ¢Ÿ¸¥¸ú í¾, ¤¸ÿˆÅ ˆ½Å ¢›¸™½©¸ˆÅ Ÿ¸¿”¥¸ ˆ½Å œÏ¢÷¸ „›¸ˆÅú ¬¸½¨¸¸‚¸Ê ˆ½Å ¢¥¸‡ ‚¸¾£ ¬¸¸˜¸ íú „›¸ˆ½Å ¢›¸£¿÷¸£ œ¸£¸Ÿ¸©¸Ä ‚¸¾£ ¬¸í¡¸¸½Š¸ ˆ½Å ¢¥¸‡, ˆÅ¸¡¸Ä ˆ½Å œÏ¢÷¸ ¬¸Ÿ¸¢œ¸Ä÷¸ ‡¨¸¿ „÷¬¸¸íú ¤¸ÿˆÅ ˆ½Å ˆÅŸ¸Ä¸¸¢£¡¸¸Ê ˆ½Å œÏ¢÷¸ ‚œ¸›¸¸ í¸¢™ÄˆÅ ‚¸ž¸¸£ ¨¡¸Æ÷¸ ˆÅ£÷¸¸ í»Â. ‚¿÷¸ Ÿ¸Ê Ÿ¸ÿ ‚¸œ¸ ¬¸ž¸ú ˆ½Å ¢¨¸©¨¸¸¬¸ ‚¸¾£ ¢›¸«“¸ ˆ½Å œÏ¢÷¸ ‚œ¸›¸¸ ‚¸ž¸¸£ ¨¡¸Æ÷¸ ˆÅ£›¸¸ ¸¸í»ÂŠ¸¸ ¢¸¬¸ˆÅú ¨¸¸í ¬¸½ ¤¸ÿˆÅ ˆÅú œÏŠ¸¢÷¸ Ÿ¸Ê ¬¸í¸¡¸÷¸¸ ¢Ÿ¸¥¸ú í¾. Ÿ¸ÿ ‚¸œ¸¬¸½ ¬¸÷¸÷¸ ¬¸í¡¸¸½Š¸ ‚¸¾£ ¢›¸«“¸ ˆÅú ‚¸ˆÅ¸¿®¸¸ ˆÅ£÷¸¸ í»Â ÷¸¸¢ˆÅ ퟸ ¬¸¸˜¸ ¢Ÿ¸¥¸ˆÅ£ ¤¸ÿˆÅ ˆÅ¸½ ‡ˆÅ ›¸ƒÄ …¿¸¸ƒÄ ÷¸ˆÅ œ¸íº¿¸¸ ¬¸ˆÊÅ ‚¸¾£ ¬¸ž¸ú ‚¿©¸š¸¸£ˆÅ¸Ê ˆÅ¸ Ÿ¸»¥¡¸¨¸š¸Ä›¸ ˆÅ£ ¬¸ˆÊÅ.

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xvi | Annual Report 2014-15

ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

Financial Institutions are responsible for assigning financial resources in a planned way to the potential users. For the last five decades, IDBI Bank played a pioneering role in promoting industrial growth, not just as a project financier but also as an entity that helped spawn financial and capital market institutions of international standards. Its guidance in the early days was not only instrumental in establishing a strong, diversified and efficient industrial framework but also added a qualitative facet to the entire process.

IDBI took the lead in establishing institutions like the EXIM Bank, NEDFi, ARCIL etc. and transformed the financial architecture of the country forever. The Bank helped institute organisations aimed at orderly and efficient functioning of the capital market like National Stock Exchange of India Ltd. (NSE), Stock Holding Corporation of India Ltd. (SHCIL) for providing custodial services and National Securities Depository Ltd. (NSDL) for providing securities in dematerialised form. Other institutions promoted by the Bank include Credit Analysis and Research Ltd. (CARE), Clearing Corporation of India Limited (CCIL), etc..

The North Eastern Development Finance Corporation Ltd. building

xvi | Annual Report 2014-15

¢¨¸î¸ú¡¸ ¬¸¿¬˜¸¸‡¿ ¬¸¿ž¸¸¨¡¸ œÏ¡¸¸½Æ÷¸¸‚¸Ê ˆÅ¸½ ¬¸º¢›¸¡¸¸½¢¸÷¸ ÷¸£úˆ½Å ¬¸½ ¢¨¸î¸ú¡¸ ¬¸¿¬¸¸š¸›¸ „œ¸¥¸¤š¸ ˆÅ£¸›¸½ ˆ½Å ¢¥¸‡ „™¸¡¸ú íÿ. ¢œ¸Ž¥¸½ œ¸¸Â¸ ™©¸ˆÅ¸Ê ¬¸½ ‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ›¸½ ›¸ ˆ½Å¨¸¥¸ œ¸¢£¡¸¸½¸›¸¸ ¢¨¸î¸œ¸¸½«¸ˆÅ ˆ½Å ³Åœ¸ Ÿ¸Ê ¤¸¦¥ˆÅ ¢¨¸î¸ú¡¸ ‚¸¾£ ‚¿÷¸£¸Ä«’ïú¡¸ Ÿ¸¸›¸ˆÅ¸Ê ¨¸¸¥¸ú œ¸»¿¸ú ¤¸¸¸¸£ ¬¸¿¬˜¸¸‚¸Ê ˆ½Å ¢›¸Ÿ¸¸Äµ¸ Ÿ¸Ê ž¸ú ‚ŠÏµ¸ú ž¸»¢Ÿ¸ˆÅ¸ ¢›¸ž¸¸ƒÄ í¾. œÏ¸£¿¢ž¸ˆÅ ¢™›¸¸Ê Ÿ¸Ê ƒ¬¸ˆ½Å Ÿ¸¸Š¸Ä™©¸Ä›¸ Ÿ¸Ê ›¸ ̂ ½Å¨¸¥¸ ¬¸º´õ, ¢¨¸¢¨¸š¸ ‚¸¾£ œÏž¸¸¨¸ú ‚¸¾Ô¸¸½¢Š¸ˆÅ ¸¿¸½ ˆÅú ¬˜¸¸œ¸›¸¸ Ÿ¸Ê ¬¸í¸¡¸÷¸¸ ¢Ÿ¸¥¸ú ¤¸¦¥ˆÅ ¬¸Ÿ¸»¸ú œÏ¢ÇÅ¡¸¸ ˆÅ¸½ ƒ¬¸¬¸½ Š¸ºµ¸¸÷Ÿ¸ˆÅ ‚¸¡¸¸Ÿ¸ ž¸ú ¢Ÿ¸¥¸¸.

‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ›¸½ ‡¦Æ{¸Ÿ¸ ¤¸ÿˆÅ, ‡›¸ƒÄ”ú‡ûÅ‚¸ƒÄ, ‡‚¸£¬¸ú‚¸ƒÄ‡¥¸ ‚¸¢™ ¸¾¬¸ú ¬¸¿¬˜¸¸‚¸Ê ˆ½Å Š¸“›¸ Ÿ¸Ê ‚ŠÏµ¸ú ž¸»¢Ÿ¸ˆÅ¸ ¢›¸ž¸¸ƒÄ ‚¸¾£ ™½©¸ ˆÅú ¢¨¸î¸ú¡¸ ¬¸¿£¸›¸¸ ˆÅ¸½ ퟸ½©¸¸ ˆ½Å ¢¥¸‡ ³Åœ¸¸¿÷¸¢£÷¸ ˆÅ£ ¢™¡¸¸. ¤¸ÿˆÅ ›¸½ œ¸»¿¸ú ¤¸¸¸¸£ ˆ½Å ¨¡¸¨¸¦¬˜¸÷¸ ‚¸¾£ ˆÅ¸£Š¸£ ¬¸¿¸¸¥¸›¸ ˆ½Å ¢¥¸‡ ›¸½©¸›¸¥¸ ¬’¸ÁˆÅ ‡Æ¬¸¸Ê¸ ‚¸ÁûÅ ƒ¿¢”¡¸¸ ¢¥¸. (‡›¸‡¬¸ƒÄ), ‚¢ž¸£®¸¸ ¬¸½¨¸¸ œÏ™¸›¸ ˆÅ£›¸½ ˆ½Å ¢¥¸‡ ¬’¸ÁˆÅ í¸½¦¥”¿Š¸ ˆÅ¸Áœ¸¸½Ä£½©¸›¸ ‚¸ÁûÅ ƒ¿¢”¡¸¸ ¢¥¸. (‡¬¸‡¸¬¸ú‚¸ƒÄ‡¥¸) ‚¸¾£ ˆÅ¸Š¸¸-£¢í÷¸ ¬¨¸³Åœ¸ Ÿ¸Ê œÏ¢÷¸ž¸»¢÷¸¡¸¸¿ œÏ™¸›¸ ˆÅ£›¸½ ˆ½Å ¢¥¸‡ ›¸½©¸›¸¥¸ ¢¬¸Æ¡¸º¢£’ú¸ ¢”œ¸¸Á¢¸’£ú ¢¥¸. (‡›¸‡¬¸”ú‡¥¸) ¸¾¬¸½ ¬¸¿Š¸“›¸¸Ê ˆÅú ¬˜¸¸œ¸›¸¸ Ÿ¸Ê ¬¸í¸¡¸÷¸¸ ˆÅú í¾. ¤¸ÿˆÅ ׸£¸ œÏ¨¸¢÷¸Ä÷¸ ‚›¡¸ ¬¸¿¬˜¸¸‚¸Ê Ÿ¸Ê ǽŢ”’ ‡›¸¸¢¥¸¢¬¸¬¸ ‡¿” ¢£¬¸¸Ä ¢¥¸. (ˆ½Å¡¸£), ž¸¸£÷¸ú¡¸ ¬¸Ÿ¸¸©¸¸½š¸›¸ ¢›¸Š¸Ÿ¸ ¢¥¸¢Ÿ¸’½” (¬¸ú¬¸ú‚¸ƒÄ‡¥¸) ‚¸¢™ ©¸¸¢Ÿ¸¥¸ íÿ.

„ œ¸»¨¸úÄ ¢¨¸ˆÅ¸¬¸ ¢¨¸î¸ ¢›¸Š¸Ÿ¸ ¢¥¸. ž¸¨¸›¸

Building Financial Architecture¢¨¸î¸ú¡¸ ¬¸¿£¸›¸¸ ˆÅ¸ ¢›¸Ÿ¸¸Äµ¸

Catalyst for India's growth. 50 years and beyond.ž¸¸£÷¸ ˆ½Å ¢¨¸ˆÅ¸¬¸ Ÿ¸½¿ „÷œÏ½£ˆÅ. 50 ¨¸«¸Ä ‚¸¾£ „¬¸¬¸½ ‚¸Š¸½.

xvii | Annual Report 2014-15

Catalyst for India's growth. 50 years and beyond.

EXIM Bank plays a key role in partnering Indian industries, including SMEs, in their globalisation efforts.

CARE Ratings provides ratings in various sectors including financial sector, infrastructure sector, corporates, public finance and MSME spaces.

NSE is India's largest securities exchange offering automated electronic trading of securities, including equity, corporate debt, central and state government securities, commercial paper, CDs, and exchange traded funds.

NEDFi provides financial support to micro, small, medium and large enterprises involved in building industrial and infrastructure projects in the North Eastern region of India.

NSDL is the securities depository, which handles most of the securities held and settled in dematerialised form in the Indian capital market.

The National Stock Exchange

xvii | Annual Report 2014-15

‡¦Æ{¸Ÿ¸ ¤¸ÿˆÅ ‚œ¸›¸½ ¨¸¾¢©¨¸ˆÅ œÏ¡¸¸¬¸¸Ê Ÿ¸Ê ‡¬¸‡Ÿ¸ƒÄ ¬¸¢í÷¸ ž¸¸£÷¸ú¡¸ „Ô¸¸½Š¸¸Ê ˆÅú ¬¸¸¸½™¸£ú Ÿ¸Ê Ÿ¸º‰¡¸ ž¸»¢Ÿ¸ˆÅ¸ ¢›¸ž¸¸ £í¸ í¾.

ˆ½Å¡¸£ £½¢’¿Š¬¸ ¢¨¸î¸ú¡¸ ®¸½°¸, ¤¸º¢›¸¡¸¸™ú ¬¸¿£¸›¸¸ ®¸½°¸, ˆÅ¸Á£œ¸¸½£½’, ¬¸¸¨¸Ä¸¢›¸ˆÅ ¢¨¸î¸ ‚¸¾£ ‡Ÿ¸‡¬¸‡Ÿ¸ƒÄ ®¸½°¸ ¬¸¢í÷¸ ¢¨¸¢ž¸››¸ ®¸½°¸¸½¿ ˆ½Å ¢¥¸‡ £½¢’¿Š¸ œÏ™¸›¸ ˆÅ£÷¸ú í¾.

‡›¸‡¬¸ƒÄ ž¸¸£÷¸ ˆÅ¸ ¬¸¤¸¬¸½ ¤¸”õ¸ œÏ¢÷¸ž¸»¢÷¸ ‡Æ¬¸¸Ê¸ í¾ ¸¸½ ƒ¦Æ¨¸’ú, ˆÅ¸Á£œ¸¸½£½’ †µ¸, ˆÊÅÍ ‚¸¾£ £¸¡¸ ¬¸£ˆÅ¸£ ˆÅú œÏ¢÷¸ž¸»¢÷¸¡¸¸Ê, ¨¸¸¢µ¸¦¡¸ˆÅ œ¸°¸, ¬¸ú”ú ‚¸¾£ ¢¨¸¢›¸Ÿ¸¡¸ ¨¡¸¸œ¸¸£ ¢›¸¢š¸¡¸¸Ê ¬¸¢í÷¸ œÏ¢÷¸ž¸»¢÷¸¡¸¸Ê ˆÅú ‚¸Á’¸½Ÿ¸½’½” ƒ¥¸½Æ’ï¸Á¢›¸ˆÅ ’ï½¢”¿Š¸ ˆÅú ¬¸º¢¨¸š¸¸ „œ¸¥¸¤š¸ ˆÅ£¸÷¸¸ í¾.

‡›¸ƒÄ”ú‡ûÅ‚¸ƒÄ ž¸¸£÷¸ ˆ½Å „-œ¸»¨¸úÄ ®¸½°¸ Ÿ¸Ê ‚¸¾Ô¸¸½¢Š¸ˆÅ ‚¸¾£ ¤¸º¢›¸¡¸¸™ú œ¸¢£¡¸¸½¸›¸¸‚¸Ê ˆ½Å ¢›¸Ÿ¸¸Äµ¸ Ÿ¸½¿ ©¸¸¢Ÿ¸¥¸ ¬¸»®Ÿ¸, ¥¸‹¸º, Ÿ¸š¡¸Ÿ¸ ‚¸¾£ ¤¸”õ½ „Ô¸Ÿ¸¸Ê ˆÅ¸½ ¢¨¸î¸ú¡¸ ¬¸í¸¡¸÷¸¸ œÏ™¸›¸ ˆÅ£÷¸¸ í¾.

‡›¸‡¬¸”ú‡¥¸ ž¸¸£÷¸ú¡¸ œ¸»¿¸ú ¤¸¸¸¸£ Ÿ¸Ê ”úŸ¸’½¢£¡¸¥¸¸ƒ” ³Åœ¸ Ÿ¸Ê š¸¸¢£÷¸ ‚¸¾£ ¢›¸œ¸’¸›¸ ˆÅú Š¸ƒÄ ‚¢š¸ˆÅ¸¿©¸ œÏ¢÷¸ž¸»¢÷¸¡¸¸Ê ˆÅ¸ £‰¸£‰¸¸¨¸ ˆÅ£›¸½ ¨¸¸¥¸ú œÏ¢÷¸ž¸»¢÷¸ ¢”œ¸¸Á¢¸’£ú í¾.

ž¸¸£÷¸ ˆ½Å ¢¨¸ˆÅ¸¬¸ Ÿ¸½¿ „÷œÏ½£ˆÅ. 50 ¨¸«¸Ä ‚¸¾£ „¬¸¬¸½ ‚¸Š¸½.

›¸½©¸›¸¥¸ ¬’¸ÁˆÅ ‡Æ¬¸¸½¿¸

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ˆÅ¸Á£œ¸¸½£½’ ¢¨¸í¿Š¸¸¨¸¥¸¸½ˆÅ›¸ | Corporate Overview

ž¸¸£÷¸ ˆÅú ¤¸º¢›¸¡¸¸™ú ¬¸¿£¸›¸¸ ˆÅ¸ ¢¨¸ˆÅ¸¬¸Developing India’s Infrastructure

IDBI Bank has played a pioneering role in achieving its task of promoting growth through financing of infrastructure projects in India, in consonance with national plans and priorities. Whether it is financial intermediation for infrastructure projects or adding value through innovative products to the infrastructure value chain, the Bank has been influential in aiding companies to get the best return on investments. The Bank also works with government bodies to advise and assist them in composing policy and regulatory frameworks that support investment in infrastructure development.

The Bank has a dedicated vertical viz. Infrastructure Corporate Group (ICG), manned by officials with specialised domain knowledge, to structure and assist projects across the country through its branches. These branches are supported by the Project Appraisal Team offering end-to-end solutions to clients engaged in setting up infrastructure projects.

IDBI Bank’s infrastructure portfolio today includes power projects with aggregate generation capacity of over 50,000 MW, telecom service providers catering to over 500 million subscribers, highway projects covering more than 7,000 km, sea-ports on the Eastern and Western coast, power distribution companies serving a base of 5 million consumers, metro railway project, select private sector operated airports of the country, besides a host of projects in urban infrastructure, logistics, etc. The Bank is also a major player in the area of renewable energy, having a portfolio of more than 25 projects in the sector with a generation capacity of about 1,000 MW.

Solar plant set up by Sapphire industrial infrastructure Pvt. Ltd. The first solar plant financed by iDBi Bank.

GMR Vasavi Diesel Power Plant. One of the first power plants financed by iDBi Bank.

xviii | Annual Report 2014-15

‚¸ƒÄ”ú¤¸ú‚¸ƒÄ ¤¸ÿˆÅ ›¸½ £¸«’ïú¡¸ ¡¸¸½¸›¸¸‚¸Ê ‚¸¾£ œÏ¸˜¸¢Ÿ¸ˆÅ÷¸¸‚¸Ê ˆ½Å ‚›¸º³Åœ¸ ž¸¸£÷¸ Ÿ¸Ê ¤¸º¢›¸¡¸¸™ú œ¸¢£¡¸¸½¸›¸¸‚¸Ê ˆ½Å ¢¨¸î¸œ¸¸½«¸µ¸ ˆ½Å Ÿ¸¸š¡¸Ÿ¸ ¬¸½ ¢¨¸ˆÅ¸¬¸ ˆÅ¸½ ¤¸õ¸¨¸¸ ™½›¸½ ˆ½Å ‚œ¸›¸½ ˆÅ¸¡¸Ä ˆÅ¸½ œ¸»£¸ ˆÅ£›¸½ Ÿ¸Ê ‚ŠÏµ¸ú ž¸»¢Ÿ¸ˆÅ¸ ¢›¸ž¸¸ƒÄ í¾. ¸¸í½ ¤¸º¢›¸¡¸¸™ú œ¸¢£¡¸¸½¸›¸¸‚¸Ê ˆ½Å ¢¥¸‡ ¢¨¸î¸ú¡¸ Ÿ¸š¡¸¬˜¸÷¸¸ ˆÅú ¤¸¸÷¸ í¸½ ¡¸¸ ¤¸º¢›¸¡¸¸™ú Ÿ¸»¥¡¸ 帼¿‰¸¥¸¸ Ÿ¸Ê ›¸¨¸ú›¸ „÷œ¸¸™¸Ê ˆ½Å Ÿ¸¸š¡¸Ÿ¸ ¬¸½ Ÿ¸»¥¡¸ ¨¸¼¢Ö, ¤¸ÿˆÅ ¢›¸¨¸½©¸¸Ê œ¸£ ¬¸¨¸¸½Ä¸ œÏ¢÷¸ûÅ¥¸ œÏ¸œ÷¸ ˆÅ£›¸½ ˆ½Å ¢¥¸‡ ˆ¿Åœ¸¢›¸¡¸¸Ê ˆÅú ¬¸í¸¡¸÷¸¸ ˆÅ£›¸½ Ÿ¸Ê œÏž¸¸¨¸ú £í¸ í¾. ¤¸ÿˆÅ ¤¸º¢›¸¡¸¸™ú ¬¸¿£¸›¸¸ ˆ½Å ¢¨¸ˆÅ¸¬¸ Ÿ¸Ê ¢›¸¨¸½©¸ ˆÅ¸½ ¬¸Ÿ¸˜¸Ä›¸ ™½›¸½ ¨¸¸¥¸ú ›¸ú¢÷¸¡¸¸Ê ‚¸¾£ ¢¨¸¢›¸¡¸¸Ÿ¸ˆÅ ¸¿¸½ ˆ½Å ¢›¸Ÿ¸¸Äµ¸ í½÷¸º ¬¸£ˆÅ¸£ú ¢›¸ˆÅ¸¡¸¸Ê ˆÅ¸½ ¬¸¥¸¸í ‚¸¾£ ¬¸í¸¡¸÷¸¸ ™½›¸½ ˆÅ¸ ˆÅ¸¡¸Ä ž¸ú ˆÅ£÷¸¸ í¾.

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