Page 2 - Bs Banking Annual

Banking Reset 2.0: Tectonic changes are underway in Indian banking

Towards the end of the calendar year, an Internal Working Group (IWG) of the RBI made a case for large corporate groups being permitted to spawn banks

BS Banking Annual: Worst may be coming as recovery path remains uncertain

The FSR has warned that while easy money is intended to support growth, it can encourage leverage, inflate asset prices and endanger financial stability

BS SFB Round Table: Rural, urban India show little difference, say experts

At Business Standard Unlock BFSI 2.0, some of the best minds from the SFB sector discuss the consequences of the lockdown, the urban- rural divide, capital-raising plans, and the way forward for SFBs

BS Technology Round Table: Covid-19 pandemic sends digital payments soaring

At the Business Standard Unlock BFSI 2.0, leading minds of the payments industry and fintech players discuss the opportunities and challenges thrown up by Covid

BS Banking Annual: Total assets to interest income, here're the key numbers

A snapshot of the key data on Indian banking

BS CEO Round Table: Six bank chiefs discuss paradigm shift in banking space

Leading names of India's banking industry join Tamal Bandyopadhyay at Business Standard's Unlock BFSI 2.0 to discuss the issues plaguing the sector

Where have all the women bankers gone?

Flexi hours and creches for children can help retain them but a bigger problem at the moment is women bankers don't have too many role models to look up to

BS Banking Annual 2016: 'Banks should collaborate to prevent fraud'

Edited excerpts from a discussion at the Business Standard Banking Technology Round Table 2016 held in October

BS Banking Annual 2016: 'Our message is we are not here for charity'

Edited excerpts from a discussion at the Business Standard Banking Round Table held in Mumbai in October

BS Banking Annual 2016: 'Our mantra is, think money, think HDFC Bank'

By going digital, in the long run we see both top line and bottom line improving, said Aditya Puri Managing Director, HDFC Bank

BS Banking Annual 2016: Thriving on disruption

Aditya Puri has always taken the untrodden path and come out a winner

BS Banking Annual 2016: A different scale of banking

HDFC Bank is ahead of its peers in shareholder returns, presence in rural and semi-urban areas and innovations in digital banking

BS Banking Annual 2016: Challenges abound

Banks will need to address issues such as stressed assets, capital adequacy, competition from digital and new players. Time is running out

BS Banking Annual 2016: Digital is here

Demonetisation will be a boon for digital transactions. Is the banking system ready for this tectonic shift to a less cash-intensive economy?

BS Banking Annual 2018: Sobti wants livelihood financing as 50% loan book

Romesh Sobti, Managing Director and Chief Executive Officer, IndusInd Bank, tellsNikhat Hetavkar and Abhijit Lele that the bank will increase its focus on rural banking and also foray into areas such as insurance, mutual funds and stockbrokingHow has your journey been since you took over the reins in 2008?When we came in 11 years ago, we found a bank where weaknesses outnumbered the strengths. In this period, we had some tailwinds assisting us, a lot of luck and, of course a determined execution of strategy, which laid down what you could do and more importantly, what you can?t or shouldn?t do. Our belief was that you should be a universal bank and do everything that the regulator allows you to do. On the other side, you don?t need to manufacture all products such as insurance and asset management. Instead, you can be a good distributor of products.Will you then not get into these areas?Today, in addition to scale, we also have experience in these products. We have a massive client bas

BS Banking Annual 2018: IBC is helping improve recovery substantially

Is the worst behind us in terms of non-performing assets (NPA)?Rajkiran Rai G: The trend is very clear, gross NPAs are going to come down, slippages are moderating. But we never use this phrase, ?the worst is behind us?. Whenever we used this phrase, usually that quarter was bad with something different. We are now fed up of making this statement. If you ask me if good times are ahead of us, yes, very much because now NPA slippages are moderating. In the system as a whole, the recognition part of NPA is coming to an end. We will have NPAs, but the recognition part to a great extent is complete. Now it is the provisioning part which is ahead of us.Chandra Shekhar Ghosh: What we have observed is that the lesser the ticket size of the loan, the better the repayment rate. Repayment rates have improved, weathering demonetisation and GST (goods and services tax)-related impact. But there are some customers who are irregular in their payments; we are trying to regularise them.Pramit Jhaveri:

BS Banking Annual 2018: After the merger

People, technology and the opportunity to tap growth in an economy undergoing rapid financialisation are the key factors in play in two historic mergers this year. V Vaidyanathan heads IDFC First Bank after the merger of Capital First with IDFC Bank. P S Jayakumar is MD and CEO of Bank of Baroda, which is in the process of a merger with Dena Bank and Vijaya Bank. The two CEOs discuss the opportunities and challengesOn the way ahead for IDFC First BankV Vaidyanathan: I believe that retail is a very big opportunity. Having said that, I also see opportunity in wholesale banking along the way, though definitely the bias will be in favour of being a retail bank. Out of Rs 80 trillion of credit only Rs 20 trillion is personal credit. Micro, small and medium enterprises (MSMEs) have a share of under Rs 5 trillion.We will have a substantial bias towards retail banking. Our retail loan book on a combined basis is only Rs 35,000 crore. In the next five-six years we want to take it close to Rs 1

BS Banking Annual 2018: New kids on the block

Small finance banks (SFBs) and payments banks are yet to take off in a big way. Some of the entities that won licences to start payments banks have surrendered their licences. SFBs were hit hard by demonetisation. In a fireside chat, Jio Payments Bank MD and CEO H Srikrishnan and Jana Small Finance Bank MD and CEO Ajay Kanwal discuss the challenges and opportunities for their new banksOn Jana SFB being hit by demonetisationAjay Kanwal: Jana was one of the largest microfinance companies and was doing exceptionally well. Demonetisation really caused a challenge, which ended up being a good crisis. Just before we turned into a bank, we had the challenge around non-performing assets (NPAs). It gave us a lot of time to introspect and see what went wrong either on the growth side, policy side or process side. When you are in an NPA challenge, you want to make sure that your capital is backing you. Jana was fortunate as investors stood strong. We did go through a transformational period. Thin

BS Banking Annual 2017: '40% of all loans will be digital in two years'

Edited excerpts from a discussion at the Business Standard Banking Technology Round Table held in Mumbai

BS Banking Annual 2018: 'Prepare for growth and margin squeeze'

Over the past 10 years, non-banking financial companies (NBFCs) and housing finance companies (HFCs) have grown from being specialist financiers to companies grabbing market share from banks, especially state-owned ones, in the wake of various issues plaguing the banking sector. However, some of that success has come undone recently in the wake of the defaults by Infrastructure Leasing & Financial Services (IL&FS). Top experts discuss the way ahead for NBFCs. Edited excerpts from the Business Standard NBFC Round Table:How do you see the present situation of non-banking finance companies (NBFCs) after the IL&FS problem?Gagan Banga: There is undoubtedly a crisis. Any financial services company should build its business with the realisation that it will go through a liquidity crisis every three to five years, for one reason or the other. This is the fourth crisis in the last 10 years, and the reason and the trigger every time are different. In the 2008 crisis, banks and mutual