Case Study

Business Resiliency Redefined

Using Sanovi DRM at HDFC
Bank Ltd.
 Group Members
Name Roll No.
Sandeep Islam 31
Sanjeev Kumar 32
Satyam Rastogi 33
Shikha Vishwakarma 34
Shubham Lal 35
 Introduction
The Housing Development Finance Corporation
Limited (HDFC) was amongst the first to receive an 'in
principle' approval from the Reserve Bank of India
(RBI) to set up a bank in the private sector, as part of
the RBI's liberalisation of the Indian Banking Industry
in 1994.
The bank was incorporated in August 1994 in the
name of 'HDFC Bank Limited', with its registered office
in Mumbai, India. HDFC Bank commenced operations
as a Scheduled Commercial Bank in January 1995.
Times Bank Limited (owned by Bennett, Coleman &
Co. / Times Group) was merged with HDFC Bank Ltd.,
in 2000. This was the first merger of two private banks
in India. Shareholders of Times Bank received 1 share
 CONTINUE.
HDFC Bank deals with three key business segments. -
Wholesale Banking Services, Retail Banking Services,
Treasury. It has entered the banking consortia of over
50 corporates for providing working capital finance,
trade services, corporate finance, and merchant
banking.
It is also providing sophisticated product structures in
areas of foreign exchange and derivatives, money
markets and debt trading And Equity research.
HDFC Bank was the first bank in India to launch an
International Debit Card in association with VISA (Visa
Electron) and issues the MasterCard Maestro debit card
 CONTINUE.

The Bank is positioned in various net based B2C

opportunities including a wide range of internet banking
services for Fixed Deposits, Loans, Bill Payments, etc.
With Finest of Technology and Best of Man power in
Banking Industry HDFC BANK's retail services have
become by and large the best in India and since the
contribution to CASA i.e. total number of current and
savings account of more than 50%, HDFC BANK has full
potential to become Indias No.1 Private Sector Bank.
As of June 30, 2012, the Banks distribution network
was at 2,564 branches and 9,709 ATMs in 1,416 cities
as against 2,111 branches and 5,998 ATMs in 1,111
BACKGROUND
Promoted in 1995 by Housing Development Finance
Corporation (HDFC), India's leading housing finance
company, HDFC Bank is one of India's premier banks
providing a wide range of financial products and
services to its over 18 million customers across
hundreds of Indian cities using multiple distribution
channels including a pan-India network of branches,
ATMs, phone banking, net banking and mobile banking.
Within a relatively short span of time, the bank has
emerged as a leading player in retail banking, wholesale
banking, and treasury operations, its three principal
business segments.
Vision & Mission
Vision
To be customer driven best managed enterprise that
enjoys market leadership in providing housing related
finance.
Mission
To provide a package of attractive financial services for
housing purposes through a competent and motivated
team of employees using the state of the art technology
to maintain financial stability and growth of the
organization whilst contributing to the national goal of
providing decent housing to all.
Board of Directors
of HDFC BANK

THEIR ROLES.!!!
A Board with a Candid Culture.

-Livemint

In less than two HDFC Bank Ltdwas one of

decades it has the 10 banks that were given a
grown larger than licence after the government
its parent says amended the Banking
Largest sheet...
balance private Regulation Act in 1993.
sector bank by
market HDFC Bankstarted
capitalization, operations in January 1995
beating rivals and and has grown to become the
fellow 1993 largest private sector bank.
survivors
ICICI Bank Ltdand It has clocked around 30%
Axis Bank Ltdon growth in net profit year after
that parameter..!! year.
 Ma
na
gi
ng
Dir
ecHead
Group
tor
Regional Head

Circle Head

Cluster head

Branch Head
ABM, PB Sales, PB Welcome Desk, PB Authorizer, Tellers, Teller
authorizer, Head RMs, RMs

Organizational Hierarchy
 PROFILE OF DIRECTORS
Mrs. Shyamala Gopinath
Audit Committee
Nomination and Remuneration Committee
Risk Policy and Monitoring Committee
Customer Service Committee (Chairperson)
Fraud Monitoring Committee (Chairperson)

Mr. Partho Datta

Audit Committee
Nomination and Remuneration Committee
Corporate Social Responsibility Committee
Risk Policy and Monitoring Committee
Fraud Monitoring Committee

Mr. Bobby Parikh

Audit Committee (Chairman)
Nomination and Remuneration Committee (Chairman)
Corporate Social Responsibility Committee
Credit Approval Committee
Mr. A. N. Roy
Audit Committee
Nomination and Remuneration Committee
Stakeholders' Relationship Committee (Chairman)
Customer Service Committee
Fraud Monitoring Committee

Mr. Malay Patel

Customer Service Committee
Fraud Monitoring Committee
Premises Committee

Mr. Keki Mistry

Fraud Monitoring Committee
Customer Service Committee
Credit Approval Committee (Chairman)
Mrs. Renu Karnad
Stakeholders' Relationship Committee
Corporate Social Responsibility Committee
(Chairperson)
Risk Policy and Monitoring Committee (Chairperson)
Mr. Aditya Puri
Premises Committee (Chairperson)
Stakeholders' Relationship Committee
Corporate Social Responsibility Committee
Risk Policy and Monitoring Committee
Credit Approval Committee
Customer Service Committee

Mr. Paresh Sukthankar

Corporate Social Responsibility Committee
Stakeholders' Relationship Committee
Risk Policy and Monitoring Committee
Mr. Kaizad Bharucha
Credit Approval Committee

Mr. Umesh Chandra Sarangi

Audit Committee
Corporate Social Responsibility Committee

Mr. Srikanth Nadhamuni

IT Strategy Committee (Chairman)
Customer Service Committee
Business Strategy
Increasing market share in Indias expanding
banking.
Delivering high quality customer service.
Delivering more products to more customers.
Maintaining current high standards for asset
quality through disciplined credit risk management.
Develop innovative products and services that
attract targeted customers and address
inefficiencies in the Indian financial sector.
Awards & Milestones
HDFC Bank began operations with a simple mission:
to be a "World-class Indian Bank" with single-minded
focus on product quality and service excellence.
Today, we are proud to say that we are well on our
way towards that goal.
Some key milestones achieved along the way:
The Bank is listed on the Bombay Stock Exchange
Limited (BSE) and The National Stock Exchange of
India Limited (NSE) with the approximate market
capital of $18.3 Billion
One of the first Indian Bank to be listed on New York
Stock Exchange (NYSE) (symbol 'HDB') in 2001 & also
Awards & Milestones
Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch
Inc.) has assigned the "AAA (ind)" rating to HDFC
Bank Ltd
HDFC Bank Ltd is also among the Fab 50 companies
in Forbes list
HDFC Bank Ltd was also awarded as the "Best
Domestic Bank" by Asia Money
India's 10 "Most Admired Company" by Wall Street
Journal.
FACTORS CRITICAL FOR
SUCCESS OF HDFC BANK
Optimum use of new technology.
The ability to deliver world-class service with rapid
response time.
Their business philosophy is based on four core
values - Customer Focus, Operational Excellence,
Product Leadership and People. They believe that the
ultimate identity and success of their bank will reside
in the exceptional quality of our people and their
extraordinary efforts. For this reason, they are
committed to hiring, developing, motivating and
retaining the best people in the industry.
CORE COMPETENCY
Innovative Practices and Solutions
Customer given top priority, viewed as an
"opportunity"
Strong & Efficient Leadership both at formal and
informal levels in the organization
Capital Structure

The authorized capital of HDFC Bank is Rs550 crore

(Rs5.5 billion).
The paid-up capital is Rs424.6 crore (Rs.4.2 billion).
The HDFC Group holds 19.4% of the bank's equity
Roughly 28% of the equity is held by Foreign
Institutional Investors (FIIs) and the bank has about
570,000 shareholders
SWOT ANALYSIS

Strengths
One of the leading new age private sector bank
HDFC Bank has over 1700 branches and over 5000
ATMs, in 780 cities in India,
Huge employee base i.e more than 51000
employees
Large collaborations with corporate for employee
salary accounts
Weakness
Rural penetration is low.
Lesser no. of branches when compared with its
competitors.
Opportunities
Mobile banking, Internet banking
Venturing into rural areas
Providing more complex products to the ever
increasing demands of the industry
 Threats
Competitors
New banking licenses
Foreign banks that offer complex products
CORE
COMPETENCY
Innovative Practices and Solutions
Customer given top priority, viewed as an "opportunity"
Strong & Efficient Leadership both at formal and
informal levels in the organization
Value
System
A C O H E R E N T S E T O F VA LU E S
A D O P T E D A N D / O R E VO LV E D BY
A P E R S O N , O R G A N I Z AT I O N , O R
S O C I E T Y A S A S TA N DA R D T O
GUIDE ITS B E H AV I O U R IN
PREFERENCES IN ALL
S I T U AT I O N S .
Core Values of
HDFC Bank
CASE STUDY : BRIEF
This Case Study is a success story about HDFC Bank Ltd.
and its transformation into a future-ready bank in terms
of reinventing its disaster recovery (DR) capabilities. The
study captures the key business triggers and operational
challenges that led the bank to adopt Sanovi DRM. This
case study concludes with the key benefits the bank is
able to derive by implementing this solution.
CASE STUDY : BRIEF
The bank had to ensure the following activities
on priority:
Single dashboard view of three datacentre
sites
Real-time view into DR preparedness
Dashboard view of compliance and deviation
reports
Notifying all users about how to connect from
their desktops to an alternate site
CASE STUDY : BRIEF
The bank's Business Continuity Steering Committee,
which is chaired by the executive director, oversees
the BCP.
The bank has been maintaining the BCM Certificate
of BS25999 for the past three years and underwent a
review for transition to the International Standard
ISO22301:2012 in March 2014.
After an audit of five days covering all three
datacentres, the Kanjurmarg CPU, three Mumbai-
based branches, and the bank's registered office, the
bank was awarded the ISO 22301:2012 certificate.
CASE STUDY : BRIEF
The IT BCP/DR project was initiated with an
objective of resuming business services from DR site
and data recovery within a defined RPO.
To take care of Systemic, Regulatory, Financial, and
Franchise Risk departments the bank has
implemented a DR BCP site at a geographically
dispersed location: Bengaluru. Bengaluru hosts DR
setup for applications including core banking,
payments and settlement, ATM, net banking, credit
card, depository, retail assets, wholesale banking,
and treasury operations.
Situation Complexity
HDFC Bank has three datacentre sites operating on a
heterogeneous architecture and application environment, which
requires handling the complexity and interdependency between
multiple IT applications or interfaces.
Its primary datacentre is in Mumbai and its remote datacentre
is in Bangalore. The application environment is a heterogeneous
mix of UNIX and Windows platforms, storage area network
(SAN)-based storage and tier 3 application architecture.
Synchronous block-based replication is deployed to a near site
and asynchronous replication to the remote site. File-based
replication is used for applications with a recovery point of more
than 60 minutes. Oracle, DB2, Sybase, and MSSQL databases
are in use for various applications.
Situation Complexity
The bank has key processes in place to effect
change management on the primary and remote
systems. There were largely manual processes
that required project management and
coordination among the various stakeholders.
DR drills are the best way of checking for
application recovery readiness; however, the
challenge in conducting these drills more
frequently is the time and resources required to
prepare and execute them.
 Challenges
The bank needed to face a host of challenges to
prosper and excel. The following are examples
of business challenges:
Measure to mitigate the business risk of IT
outages
Achieving greater degree of system agility
and operational efficiency
Productivity gains
Being proactive rather than reactive in the IT
recovery readiness of system
 Challenges
There were also many inherent operational and
IT challenges while addressing these business
challenges. IT challenges to support business
growth include:
Three datacentre sites operating on
heterogeneous architecture and application
environment
Manual preparation of DR drills time and
resources constraint
Dependency between multiple IT applications
 Challenges
Manual monitoring of data lag between
production and remote sites for all applications
and databases
Difficult to take corrective actions on data lag
in timely fashion
Manual access control to multiple servers and
databases by different IT teams
DR testing of all applications hosted at a
single primary datacentre .
 Solution
The solution required to meet the
aforementioned goals or objectives needed to
have a technology at its heart. HDFC Bank Ltd.
was in search of a technology partner that
could help it derive significant value out of the
relationship. After a thorough process of vendor
and product evaluation, HDFC Bank put its faith
in Sanovi's ace product its DRM software
for its business requirement.
Bank has a total of 54 applications running in
DR-ready state with approximately 11 tier 1
 Solution
The solution required to meet the
aforementioned goals or objectives needed to
have a technology at its heart. HDFC Bank Ltd.
was in search of a technology partner that
could help it derive significant value out of the
relationship. After a thorough process of vendor
and product evaluation, HDFC Bank put its faith
in Sanovi's ace product its DRM software
for its business requirement.
Bank has a total of 54 applications running in
DR-ready state with approximately 11 tier 1
"Business resiliency is showcased at its
best during real crises with our top-class
proven IT disaster recovery capabilities,"
exclaims Rajesh Wagh, senior vice
president, IT-SMG DR Team, HDFC Bank.
 Results

Implementing Sanovi DRM for its

imminent business needs and challenges
helped HDFC Bank Ltd. achieve the
following:
Over 70% reduction in total outage
(during three production emergencies in
the recent post-DRM implementation, the
achieved RTO was 132 minutes as
against at least more than 400 minutes if
 Results
About 50-60% reduction in drill window
(i.e., total time required to bring down
production services, do the switch over
of DB to DR, and start application
services and release the system to
business is two to four hours with DRM,
as against four to six hours without DRM)
Over 50% reduction in recovery time for
tier 1 applications such as core banking
 learning from this
case study:
Round-the-clock availability for banks is
no more a matter of choice.
Organizations need to stay up and
running with increasingly less system
downtimes. The prerequisite is a disaster-
proof (or minimal impact recovery plan)
robust IT infrastructure.
Organizations must think through to get
an optimum solution that does not just
 learning from this
case study:
A proactive approach and initial upfront
investment in DR management are worth
making to avert the great reputational
and financial risk at a later time in its
absence.
Some of the key ingredients for success
of such projects are leadership
sponsorship, innovative partner and
strategic partnership, and governance
 References :-
Asia/Pacific Banking 2014 Top 10
Predictions: The Next Best Steps for
Asia/Pacific Banks (IDC #AP243818,
Abb:
December 2013) .
Business Continuity Policy (BCP)
disaster recovery (DR)
recovery time objective (RTO)
 References :-
Abb:

Recovery point objective (RPO)

service-level agreement (SLA)
disaster recovery (DR) capabilities
mergers and acquisitions (M&A)
point-of-sale (POS)
storage area network (SAN)
Thank you