Professional Documents
Culture Documents
A. INTRODUCTION
As the real sector reforms began in 1992, the need was felt to restructure
the Indian banking industry. The reform measures necessitated the deregulation
of the financial sector, particularly the banking sector. The initiation of the
financial sector reforms brought about a paradigm shift in the banking industry.
In 1991, the RBI had proposed to from the committee chaired by M.
Narasimham, former RBI Governor in order to review the Financial System viz.
aspects relating to the Structure, Organisations and Functioning of the financial
system. The Narasimham Committee report, submitted to the then finance
minister, Manmohan Singh, on the banking sector reforms highlighted the
weaknesses in the Indian banking system and suggested reform measures based
on the Basle norms. The guidelines that were issued subsequently laid the
foundation for the reformation of Indian banking sector.
The main recommendations of the Committee were: -
i. Reduction of Statutory Liquidity Ratio (SLR) to 25 per cent over a period
of five years
ii. Progressive reduction in Cash Reserve Ratio (CRR)
iii. Phasing out of directed credit programmes and redefinition of the priority
sector
iv. Deregulation of interest rates so as to reflect emerging market conditions
v. Stipulation of minimum capital adequacy ratio of 4 per cent to risk
weighted assets by March 1993, 8 per cent by March 1996, and 8 per cent
by those banks having international operations by March 1994
vi. Adoption of uniform accounting practices in regard to income
recognition, asset classification and provisioning against bad and
doubtful debts
vii.Imparting transparency to bank balance sheets and making more
disclosures
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1. REFORMS
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control beyond that provided by the (lowered) SLR and CRR reserves.
Ultimately, the rule was Reduction in the reserve requirements of banks, with
the Statutory Liquidity Ratio (SLR) being brought down to 25 per cent by 1996-
97 in a period of 5 years.
The recent trend in several developed countries (US, Switzerland,
Australia, Canada, and Germany) towards drastic lowering of reserve
requirements is often used to support the argument for reduced reserve levels in
India.
The arguments for higher or lower SLR and CRR ratios stem from two
different perspectives one which favours the banks, and the other which favours
the bank reserves as a monetary policy instrument. The bank perspective seeks
to maximise "lendable" resources, the banks' control over resource deployment,
and returns to the banks from the "preempted" funds. It is also claimed that the
low returns from the forced investments in government securities adversely
affect the bank profitability - the cost of deposits for banks, which averages at
15-16 per cent, was much greater than the (earlier) returns on the government
securities. This argument is sometimes carried further to state that RBI makes
profits on impounded money, at the cost of bank profitability. To some extent,
this argument has been weakened by the increase in interest on government
securities to 13.5 per cent.
Some problems with the stated aim of reducing SLR and CRR are:
1. The supporting condition of smaller fiscal deficits is not happening in
reality
2. Open market operations have not been used to any significant extent
in India for monetary control. The time required for gaining
experience with the use of such operations would be much more than
5-6 years.
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This scenario thus indicates that despite the stated aim of reductions in
SLR and CRR, RBI may be forced to revert to higher reserve levels, if the
economic indicators become unfavourable, and RBI has already indicated as
much. Bank investment are, therefore, not likely to stabilize in the near future.
The RBI had announced an increase in interest rate on CRR balance to 6% from
the present 4%. This will certainly boost the profits of banks, as they have to
maintain a minimum balance of 8% with the RBI.
Trends in CRR and SLR 1993 – 2001
Illustration 1
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Capital Adequacy
The growing concern of commercial banks regarding international
competitiveness and capital ratios led to the Basle Capital Accord 1988. The
accord sets down the agreement to apply common minimum capital standards to
their banking industries, to be achieved by year-end 1992. Based on the Basle
norms, the RBI also issued similar capital adequacy norms for the Indian banks.
According to these guidelines, the banks will have to identify their Tier-I and
Tier-II capital and assign risk weights to the assets. Having done this they will
have to assess the Capital to Risk Weighted Assets Ratio (CRAR). The
minimum CAR that the Indian banks are required to meet is set at 9 percent.
• Tier-I Capital, comprising of
Paid-up capital
Statutory Reserves
Disclosed free reserves
Capital reserves representing surplus arising out of
sale proceeds of assets
• Tier-II Capital, comprising of
Undisclosed Reserves and Cumulative Perpetual Preference Shares
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Revaluation Reserves
General Provisions and Loss Reserves
The Narasimham Committee had recommended that the capital adequacy
norms set by the Bank of International Settlements (BIS) be followed by the
Indian banks also. The BIS norm for capital adequacy is 8 per cent of risk-
weighted assets.
One short-term fall-out of the capital adequacy norms has been the
massive increases in investments by the banks in government securities. Since
the risk-weight of government securities is zero, investments in them do not add
to the capital requirements. The banks are therefore choosing to deploy funds
mobilised through deposits in these long-term gilts.
In the first ten months of 1993-94, for example, the investments in
government securities shot up by 18.8 per cent while bank credit grew at only
6.6 per cent. Despite a strong growth in aggregate deposits of 13.8 per cent,
credit grew by only 6.65 per cent, while investments surged by 18.8 per cent.
The problem with this practice of the banks is that it can upset the balance of
maturity patterns between deposits (many of ' which are short-term) and
investments (which have 10 year maturities). Now, banks would have to
develop much better investment management skills, especially when interest
rates are deregulated, and significant open market operations are started.
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The Narasimham Committee II, 1998, suggested further revision i.e. CAR to be
raised to 10% from the present 8% (1998); 9% by 2000 and 10% by 2002
Illustration 2
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quantum of non-performing assets (NPAs) – the higher the level of NPAs, the
lower will be the asset quality and vice versa. Courtesy the nationalization
agenda and the directed credit, most of the public sector banks were burdened
with huge NPAs. While the government did contribute to write-off these bad
loans, the problem still remains. NPAs expose the banks to not just credit risk
but also to liquidity risk. Considering the implications of the NPAs and also
for imparting greater transparency and accountability in banks operations and
restoring the credibility of confidence in the Indian financial system, the RBI
introduced prudential norms and regulations. The prudential norms which
relate to income recognition, asset classification and provisioning for bad and
doubtful debts serve two primary purposes – firstly, they bring out the
true position of a Bank’s loan portfolio, and secondly, they help in
arresting its deterioration.
The asset quality of the bank and its capital are closely associated. If the
assets of the bank go bad it is the capital that comes to its rescue. This implies
that the bank should have adequate capital to face the likely losses that may
arise from its risky assets. In the changed business environment, where banks
are exposed to greater and different types of risk, it becomes essential to have a
good capital base, which can help it sustain unforeseen losses. As stated earlier,
the one major move in this direction was brought about by the Basle
Committee, which laid the capital standards that banks have to maintain. This
became imperative, as banks began to cross over their national boundaries and
begin to operate in international markets. Following the Basle Committee
measures, RBI also issued the Capital Adequacy Norms for the Indian banks
also.
INCOME RECOGNITION
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The regulation for income recognition states that the Income on NPAs
cannot be booked. Interest income should not be recognized until it is realized.
An NPA is one where interest is overdue for two quarters or more.
In respect of NPAs, interest is not to be recognized on accrual basis, but is to be
treated as income only when actually received. Income in respect of accounts
coming under Health Code 5 to 8 should not be recognized until it is realized.
As regards to accounts classified in Health Code 4, RBI has advised the banks
to evolve a realistic system for income recognition based on the prospect of
realisability of the security. On non-performing accounts the banks should not
charge or take into account the interest.
Income-recognition norms have been tightened for consortium banking
too. Member banks have to intimate the lead-bank to arrange for their share of
recovery. They will no more have the privilege of stating that the borrower has
parked funds with the lead-bank or with a member-bank and that their share is
due for receipt. The new notifications emanated after deliberations held
between the RBI and a cross-section of banks after a working group headed by
chartered accountant, PR Khanna, submitted its report. The working group was
set after the RBI’s Board for Financial Supervision (BFS) wanted divergences
in NPA accounting norms by banks from central bank guidelines to be
addressed. The working group had identified three areas of divergence: non-
compliance with RBI norms; subjectivity arising out of the flexibility in norms;
and differences in the valuation of securities by banks, auditors and RBI.
As of now, for income recognition norms, the RBI has suggested that the
international norm of 90 days be implemented in a phased manner by 2002. The
current norm is 180 days.
ASSET CLASSIFICATION
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While new private banks are careful about their asset quality and
consequently have low non-performing assets (NPAs), public sector banks have
large NPAs due to wrong lending policies followed earlier and also due to
government regulations that require them to lend to sectors where potential of
default is high. Allaying the fears that bulk of the Non-Performing Assets
(NPAs) was from priority sector, NPA from priority sector constituted was
lower at 46 per cent than that of the corporate sector at 48 per cent. Loans and
advances account for around 40 per cent of the assets of SCBs. However,
delay/default in payment of interest and/or repayment of principal has rendered
a significant proportion of the loan assets non-performing. As per RBI’s
prudential norms, a Non-Performing Asset (NPA) is a credit facility in respect
of which interest/installment has remained unpaid for more than two quarters
after it has become past due. “Past due” denotes grace period of one month after
it has become due for payment by the borrower. The Mid-Term Review of
Monetary and Credit Policy for 2000-01 have proposed to discontinue this
concept with effect from March 31, 2001.
Regulations for asset classification
Assets should be classified into four classes - Standard, Sub-standard,
Doubtful, and Loss assets. NPAs are loans on which the dues are not received
for two quarters. NPAs consist of assets under three categories: sub-standard,
doubtful and loss. RBI for these classes of assets should evolve clear, uniform,
and consistent definitions. The health code system earlier in use would have to
be replaced. The banks should classify their assets based on weaknesses and
dependency on collateral securities into four categories:
Standard Assets: It carries not more than the normal risk attached to the
business and is not an NPA.
Sub-standard Asset: An asset which remains as NPA for a period exceeding
24 months, where the current net worth of the borrower, guarantor or the
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current market value of the security charged to the bank is not enough to ensure
recovery of the debt due to the bank in full.
Doubtful Assets: An NPA which continued to be so for a period exceeding two
years (18 months, with effect from March, 2001, as recommended by
Narasimham Committee II, 1998).
Loss Assets: An asset identified by the bank or internal/ external auditors or
RBI inspection as loss asset, but the amount has not yet been written off wholly
or partly.
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Rs 20,106 crores, and loss assets Rs 3,930 crores (RBI Bulletin, 1994). For the
future, the banks will have to tighten their credit evaluation process to prevent
this scale of sub-standard and loss assets. The present evaluation process in
several banks is burdened with a bureaucratic exercise, sometimes involving up
to 18 different officials, most of whom do not add any value (information or
judgment) to the evaluation.
PROVISIONING NORMS
Banks will be required to make provisions for bad and doubtful debts on
a uniform and consistent basis so that the balance sheets reflect a true picture of
the financial status of the bank. The Narasimham Committee has recommended
the following provisioning norms:
(i) 100 per cent of loss assets or 100 per cent of out standings for loss assets;
(ii) 100 per cent of security shortfall for doubtful assets and 20 per cent to 50
per cent of the secured portion; and
(iii) 10 per cent of the total out standings for substandard assets.
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additional provisions for 1993-94. To the extent that provisions have not been
made, the profits would be fictitious.
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where they hold substantial stakes. Towards this end, RBI has set up a working
group recently under its Department of Banking Operations and Development
to come out with necessary guidelines on consolidated accounts for banks. The
move is aimed at providing the investor with a better insight into viewing a
bank's performance in totality, including all its branches and subsidiaries, and
not as isolated entities. According to a banker, earlier subsidiaries were floated
as external independent entities wherein the accounting details were not
incorporated in the parent bank's balance sheet, but at the same time it was
assumed that the problems will be dealt with by the parent.
This will be a path-breaking change to the existing norms wherein each
bank conducts its accounts without taking into consideration the disclosures of
its subsidiaries and other divisions for disclosure. As per the proposed new
policy guidelines, the banks will be required to consolidate their accounts
including all its subsidiaries and other holding companies for better
transparency.
# Result: This will require the banks to have a stricter monitoring system of not
only their own bank, but also the other subsidiaries in other sectors like mutual
funds, merchant banking, housing finance and others. This is all the more
important in the context of the recent announcements made by some major
public sector banks where they have said they would hive off or close down
some of their under performing subsidiaries.
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"Our industry did not oppose the entry of private bankers because we
knew they will not be able to reach out to the rural markets” states, G.M.
Bhakey, president of the State Bank of India Officers Association. "Even after
privatisation not more than 10 per cent of the Indian population can afford to
open accounts in private banks."
The new generation private sector banks have made a strong presence in
the most lucrative business areas in the country because of technology
upgradation. While, their operating expenses have been falling as compared to
the PSU banks, their efficiency ratios (employee’s productivity and profitability
ratios) have also improved significantly.
The new private sector banks have performed very well in the FY2000.
Most of these banks have registered an increase in net profits of over 50%.
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They have been able to make significant inroads in the retail market of the
public sector and the old private sector banks. During the year, the two leading
banks in this sector had set a new trend in the Indian banking sector. HDFC
Bank, as a part of its expansion plans had taken over Times Bank. ICICI Bank
became the first bank in the country to list its shares on NYSE.
The Reserve Bank of India had advised the promoters of these banks to
bring their stake to 40% over a time period. As a result, most of these banks had
a foreign capital infusion and some of the other banks have already initiated
talks about a strategic alliance with a foreign partner.
The main problems concerning the nationalized / state sector banks are as
follows:
A. Large number of unprofitable branches
B. Excess staffing of serious magnitude
C. Non Performing Assets on account of politically directed lending and
industrial recession in last few years
D. Lack of computerization leading to low service delivery levels, non-
reconciliation of accounts, inability to control, misuse and fraud etc
E. Inability to introduce profitable new consumer oriented products like
credit cards, ATMs etc
PSU Banks by and large take relatively long-term deposits at fixed rates to
lend for working capital purposes at variable rates. It therefore is
negatively affected when interest rates decline as it takes time to reduce
interest rates on deposits when lending has to be done at lower interest
rates due to competitive pressures.
☑ NPAs- The new banks are growing faster, are more profitable and have
cleaner loans. Reforms among public sector banks are slow, as politicians
are reluctant to surrender their grip over the deployment of huge amounts
of public money.
Illustration 4
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DRTs -- a compulsion
One of the main factors responsible for mounting non-performing assets
(NPAs) in the financial sector has been the inability of banks/FIs to enforce the
security held by them on loans gone sour. Prior to the passage of the DRT Act,
the only recourse available to banks/FIs to cover their dues from recalcitrant
borrowers, when all else failed, was to file a suit in a civil court. The result was
that by the late ’80s, banks had a huge portfolio of accounts where cases were
pending in civil courts. It was quite common for cases to drag on interminably.
In the interim, borrowers, more often than not, stripped their premises of all
assets so that that by the time the final verdict came, there was nothing left of
the security that had been pledged to the bank.
The Advantage
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DRTs, it was felt, would do away with the costly, time-consuming civil
court procedures that stymied recovery procedures since they follow a summary
procedure that expedites disposal of suits filed by banks/FIs. Following the
passage of the Act in August 1993, DRTs were set up at Calcutta, Delhi,
Bangalore, Jaipur and Ahmedabad along with an Appellate Tribunal at
Mumbai.
However, DRTs soon ran into rough weather. The constitutional validity
of the Act itself was questioned. It was only in March 1996, that the Supreme
Court modified its earlier order — staying the operation of the Delhi High
Court order quashing the constitution of the DRT for Delhi — to allow the
setting up of three more DRTs in Chennai, Guwahati and Patna. Subsequently,
many more DRTs and ADRTs have been set up.
CURRENT STATUS
Unfortunately, as a consequence of the numerous lacunae in the act and
the huge backlog of past cases where suits had been filed, DRTs failed to make
a significant dent. For instance, the tribunals did not have powers of attachment
before judgment, for appointment of receivers or for ordering preservation of
property.
Thus, legal infrastructure for the recovery of non-performing loans still
does not exist. The functioning of debt recovery tribunals has been hampered
considerably by litigation in various high courts. Complains Bank of Baroda's
Kannan: "Of the Rs 45,000-crore worth of gross NPAs, over Rs 12,000 crore is
locked up in the courts." So, the only solution to the problem of high NPAs is
ruthless provisioning. Till date, the banking system has provided for about Rs
20,000 crore, which means it is still stuck with net NPAs worth Rs 25,000
crore. Even that is an under estimate as it does not include advances covered by
government guarantees, which have turned sticky. Nor does it include
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Recent Developments
The recent amendment (Jan 2000) to the DRT Act addresses many of the
lacunae in the original act. It empowers DRTs to attach the property on the
borrower filing a complaint of default. It also empowers the presiding officer to
execute the decree of the official receiver based on the certificate issued by the
DRT. Transfer of cases from one DRT to another has also been made easier.
More recently, the Supreme Court has ruled that the DRT Act will take
precedence over the Companies Act in the recovery of debt, putting to rest all
doubts on that score.
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Yet the number of cases pending before DRTs and courts make a telling
commentary on the inability of lenders to make good their threat. They also
reflect the ability of borrowers to dodge the lenders.
The main culprit for all this is the law. Existing recovery processes in the
country are aimed at recovering lenders' dues after a company has gone sick
and not nipping sickness in the bud. Since sickness is defined in law as the
erosion of capital of a company for three consecutive years, there is little to
recover from a sick company after it has been referred to the Board of Industrial
and Financial Revival (BIFR).
What's hurting banks now is the fact that these new issues have cropped
up even as they have been (unsuccessfully) wrestling with their NPAs which,
together, tot up to a staggering Rs 60,000 crore. The stratagem of using Debt
Recovery Tribunals has failed. Now these banks have to explore the option of
liquidating the assets of defaulting companies (a litigitinous route), or writing
off these debts altogether (which may not find favour with shareholders). The
solution could lie in better risk management.
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committee recommendation on sick banks. Three more PSBs declared sick are
Dena Bank, Allahabad Bank and Punjab and Sindh Bank. UCO bank had been
posting losses for the past eleven years.
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The Necessity
The asset-liability management in the Indian banks is still in its nascent
stage. With the freedom obtained through reform process, the Indian banks have
reached greater horizons by exploring new avenues. The government ownership
of most banks resulted in a carefree attitude towards risk management. This
complacent behavior of banks forced the Reserve Bank to use regulatory tactics
to ensure the implementation of the ALM. Also, the post-reform banking
scenario is marked by interest rate deregulation, entry of new private banks, and
gamut of new products and greater use of information technology. To cope with
these pressures banks were required to evolve strategies rather than ad hoc fire
fighting solutions. Imprudent liquidity management can put banks' earnings and
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reputation at great risk. These pressures call for structured and comprehensive
measures and not just ad hoc action. The Management of banks has to base
their business decisions on a dynamic and integrated risk management system
and process, driven by corporate strategy. Banks are exposed to several major
risks in the course of their business - credit risk, interest rate risk, foreign
exchange risk, equity / commodity price risk, liquidity risk and operational risk.
It is, therefore, important that banks introduce effective risk management
systems that address the issues related to interest rate, currency and liquidity
risks.
influence the working of the client company. On the basis of this appraisal the
borrower is charged certain rate of interest to cover the credit risk. For example,
a client with credit appraisal AAA will be charged PLR. While somebody with
BBB rating will be charged PLR + 2.5 %, say. Naturally, there will be certain
cut-off for credit appraisal, below which the bank will not lend e.g. Bank will
not like to lend to D rated client even at a higher rate of interest. The guidelines
for the loan sanctioning procedure are decided in the ALCO meetings with
targets set and goals established
ALM Information System
ALM Information System is used for the collection of information accurately,
adequately and expeditiously. Information is the key to the ALM process. A
good information system gives the bank management a complete picture of the
bank's balance sheet.
ALM Process
The basic ALM process involves identification, measurement and management
of risk parameters. The RBI in its guidelines has asked Indian banks to use
traditional techniques like Gap Analysis for monitoring interest rate and
liquidity risk. However RBI is expecting Indian banks to move towards
sophisticated techniques like Duration, Simulation, VaR in the future.
Is it possible?
Keeping in view the level of computerisation and the current MIS in
banks, adoption of a uniform ALM System for all banks may not be feasible.
The final guidelines have been formulated to serve as a benchmark for those
banks which lack a formal ALM System. Banks that have already adopted more
sophisticated systems may continue their existing systems but they should
ensure to fine-tune their current information and reporting system so as to be in
line with the ALM System suggested in the Guidelines. Other banks should
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examine their existing MIS and arrange to have an information system to meet
the prescriptions of the new ALM System. In the normal course, banks are
exposed to credit and market risks in view of the asset-liability transformation.
Banks need to address these risks in a structured manner by upgrading their risk
management and adopting more comprehensive Asset-Liability Management
(ALM) practices than has been done hitherto
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This is what the finance minister said in his budget speech on February
29, 2000:
"In recent years, RBI has been prescribing prudential norms for
banks broadly consistent with international practice. To meet the
minimum capital adequacy norms set by the RBI and to enable the
banks to expand their operations, public-sector banks will need
more capital. With the Government budget under severe strain,
such capital has to be raised from the public which will result in
reduction in government shareholding. To facilitate this process,
the Government has decided to accept the recommendations of the
Narasimham Committee on Banking Sector Reforms for reducing
the requirement of minimum shareholding by government in
nationalised banks to 33 per cent. This will be done without
changing the public-sector character of banks and while ensuring
that fresh issue of shares is widely held by the public."
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nominee of the government can be in more than one bank after the
amendment.
The number of whole time directors would be raised to four as
against the present position of two, the chairman and managing director
and the executive director. While conceptually it is desirable to decentralise
power, operationally it may be difficult to share power at peer level. In quite a
few cases, it was observed that inter personal relations were not cordial among
the two at the top. It has to be seen as to how the four full time directors would
function in unison.
It is proposed to amend the provisions in the Banking Companies
(Acquisition and Transfer of Undertakings) Act to enable the bank
shareholders to discuss, adopt and approve the annual accounts and adopt
the same at the annual general meetings.
Paid-up capital of nationalised banks can now fall below 25 per cent of the
authorised capital.
Amendment will also enable the setting up of bank-specific Financial
Restructuring Authority (FRA). Authority will be empowered to take over the
management of the weak banks. Members of FRA will comprise of experts
from various fields & will be appointed by the government, on the advice of
Reserve Bank of India.
The government has been maintaining that the nationalised
banks would continue to retain public sector character even after
the reduction in equity.
This is the reason why the banks would continue to be statutory bodies
even after the reduction in government equity below 51 per cent and the banks
would not become companies. This implies that they would continue to
subject to parliamentary and other scrutiny despite proposed relaxations.
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Illustration 5
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1. DEVELOPMENTS
2.1 INTRODUCTION
The financial sector reforms have brought about significant
improvements in the financial strength and the competitiveness of the Indian
banking system. The efforts on the part of the Reserve Bank of India to adopt
and refine regulatory and supervisory standards on a par with international best
practices, competition from new players, gradual disinvestments of government
equity in state banks coupled with functional autonomy, adoption of modern
technology, etc are expected to serve as the major forces for change. New
businesses, new customers, and new products beckon, but bring increased risks
and competition. How might that change banks? To attract and retain
customers, the banks need to optimise their networks, speed up decision-
making, cut down on bureaucratic layers, and sharpen response times.
The reform has lead to new trends of being ahead and being with, by and
for the customer. While the private sector banks are on the threshold of
improvement, the Public Sector Banks (PSBs) are slowly contemplating
automation to accelerate and cover the lost ground. VRS introduced to bring up
the productivity, the concept of universal competition set in just to ensure
customer convenience all the time.
Also, the strength factor has lead to mergers and Indian banks will
explore this opportunity.
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of this Rs 8,000 crore, nearly Rs 2,200 crore will be borne by State Bank of
India, the largest public sector bank.
• Care will have to be taken to ensure that highly skilled and qualified
workers and staff are not given the option.
• There will be no recruitment against vacancies arising due to VRS.
• Before introducing VRS banks must complete their manpower
planning and identify the number of officers/employees who can be
considered under the scheme.
• Sanction of VRS and any new recruitment should only be in
accordance with the manpower plan.
Funding of the Scheme
• Coinciding with their financial position and cash flow, banks may
decide payment partly in cash and partly in bonds or in installments,
but minimum 50 percent of the cash instantly and in remaining 50
percent after a stipulated period.
• Funding of the scheme will be made by the banks themselves either
from their own funds or by taking loans from other banks/financial
institutions or any other source.
Periodicity – The scheme may be kept open up to 31.3.2001
Sabbatical – An employee/officer who may not be interested to take
voluntary retirement immediately can avail the facility of sabbatical for five
years, which can be further extended by another term of five year. After the
period of sabbatical is over he may re-join the bank on the same post and at
the same stage of pay where he was at the time of taking sabbatical. The
period of sabbatical will not be considered for increments or qualifying
service for person, leave, etc.
While the right of refusal to give voluntary retirement has been granted to
the bank management, recruitment against vacancies arising through the
VRS route has been disallowed.
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Current Status
The VRS, as on July 2001, which bankers rushed to grab, has become a
drag on the bottomline of the State-owned banking segment.
➢ Heavy provisioning made towards VRS has pushed the combined net
profit of PSU banks down 16 per cent to Rs 4,315.70 crore in 2000-01,
from Rs 5,116 crore in the previous year.
➢ In the banking sector close to 1,26,000 employees opted for the VRS in
‘00-01.
➢ The total benefits received by these employees has been close to Rs
15,000 crore.
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Illustration 7
REFORMS IN BANKING SECTOR
An Overview
Universal Banking includes not only services related to savings and loans
but also investments. However in practice the term 'universal banks' refers to
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those banks that offer a wide range of financial services, beyond commercial
banking and investment banking, insurance etc. Universal banking is a
combination of commercial banking, investment banking and various other
activities including insurance. If specialised banking is the one end universal
banking is the other. This is most common in European countries.
The main advantage of universal banking is that it results in greater
economic efficiency in the form of lower cost, higher output and better
products. The spread of universal banking ideas will bring to the fore issues
such as mergers, capital adequacy and risk management of banks. Universal
banks may be comparatively better placed to overcome such problems of asset-
liability mismatches (for banks). However, larger the banks the greater the
effects of their failure on the system. Also there is the fear that such institutions,
by virtue of their sheer size, would gain monopoly power in the market, which
can have significant undesirable consequences for economic efficiency. Also
combining commercial and investment banking can give rise to conflict of
interests.
In India
The issue of universal banking resurfaced in Year 2000, when ICICI gave
a presentation to RBI to discuss the time frame and possible options for
transforming itself into an universal bank. Reserve Bank of India also spelt out
to Parliamentary Standing Committee on Finance, its proposed policy for
universal banking, including a case-by-case approach towards allowing
domestic financial institutions to become universal banks.
Now RBI has asked FIs, which are interested to convert itself into a
universal bank, to submit their plans for transition to a universal bank for
consideration and further discussions. FIs need to formulate a road map for the
transition path and strategy for smooth conversion into an universal bank over a
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REFORMS IN BANKING SECTOR
specified time frame. The plan should specifically provide for full compliance
with prudential norms as applicable to banks over the proposed period.
The Narsimham Committee II suggested that DFIs should convert
ultimately into either commercial banks or non-bank finance companies. The
Khan Working Group held the view that DFIs should be allowed to become
banks at the earliest. The RBI released a 'Discussion Paper' (DP) in January
1999 for wider public debate. The feedback indicated that while the universal
banking is desirable from the point of view of efficiency of resource use, there
is need for caution in moving towards such a system. Major areas requiring
attention are the status of financial sector reforms, the state of preparedness of
the concerned institutions, the evolution of the regulatory regime and above all
a viable transition path for institutions which are desirous of moving in the
direction of universal banking.
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In August, ICICI executive director Kalpana Morparia said that ICICI has to
obtain a separate banking licence from RBI for becoming a universal bank. It
can avoid the stamp duty burden by first converting ICICI into bank, instead of
going for a direct merger of ICICI into ICICI Bank.
“We have created fire walls and functioning as separate legal entities only for
complying with statutory obligations,” she noted. There is clear demarcation in
the operation of ICICI and the bank. The bank takes care of liabilities of less
than one year by offering short-term loans to corporates and personal loans.
Medium to long-term products like home loans, auto loans are handled by the
parent; absolute coordination between them while marketing the products exist.
Crisil has reaffirmed its triple A rating for ICICI and FIIs also expects its profit
margins to improve after the merger due to the access to low cost deposits & the
scope to increase income from fee-based activities.
She said ICICI has started increasing its international presence and associating
closely with NRI community in various countries. ICICI InfoTech is based in
US & has an office in Singapore. ICICI Securities has been registered as a
broking firm in the US.
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REFORMS IN BANKING SECTOR
Morparia said NPA of banks in India are < 10 per cent of GDP when compared
to emerging economies like China, Korea & Thailand. It should not be
compared with developed countries like Europe and US. ICICI’s gross NPA
comes to Rs 6,000 crore. Asked about a approach to resolve the problem, she
said if the units are viable, it supported financial restructuring, mergers. If these
options aren’t possible and the units are not viable, it will go in for one time
settlement.
“Because of law, once the units are referred to BIFR, the lenders were unable to
enforce securities,” she pointed out.
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REFORMS IN BANKING SECTOR
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REFORMS IN BANKING SECTOR
Disintermediation
Rigid
That’s
Volatability
Capital
Customer
Globalisation
Distinction
why!
A/c
Convertibility
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REFORMS IN BANKING SECTOR
CUSTOMER may also want from a bank efficient cash management, advisory
services and market research on his product. Thus the importance of fee based
is increasing in comparison with the fund-based income.
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REFORMS IN BANKING SECTOR
operating in the country has jumped to 41, and 28 more have set up
representative offices.
INTERNATIONALLY
The merger of the Citibank with Travelers Group and the merger of Bank
of America with NationsBank have triggered the mergers and acquisition
market in the banking sector worldwide. Europe and Japan are also on their way
to restructure their financial sector through M&A's.
The merger of Malaysia's 58 domestic banks into six anchor groups is
part of a global trend that will strengthen the financial sector and enable it to
compete internationally, Second Finance Minister Mustapa Mohamed says. In a
seminar on Malaysia's recovery efforts, organized by the World Bank in
Washington, Mustapa said it was important for the government to ''move
aggressively'' in strengthening the banking system because ''the WTO (World
Trade Organization) is knocking on our doors and asking us to liberalize our
financial sector.
When asked why the government intervened in bank mergers rather then
letting the markets decide for themselves, Mustapa said the banks were urged to
merge in the 1980s, ''but our advice fell on deaf ears. We spent no less than
RM60 billion ($15.78 billion) in those days to bail them out and frankly we're
fed up and tired of bailing them out.'' After the mergers, he added, the
government hoped to divert those resources to building schools and hospitals.
At the height of the crisis, depositors of the ''smaller banks'' themselves felt
unsafe and moved their savings to the bigger banks.
Witness the alliance between Chase Manhattan and Chemical Bank in the
US, the fusion of two Japanese monoliths, Bank of Tokyo and Mitsubishi Bank,
and, more recently, the mega-merger of the Swiss giants, United Bank of
Switzerland and Switzerland Banking Corporation. In Europe, the prospect of a
single currency system has sparked off a merger mania among banks.
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REFORMS IN BANKING SECTOR
Income
Illustration 7
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REFORMS IN BANKING SECTOR
What will the future of Indian banking and insurance look like? Will the
reform in these sectors face the same fate as in power? It is increasingly evident
that the economy offers opportunities but no security. The future will belong to
those who develop good internal controls, checks and balances and a sound
market strategy.
The latest to be opened up for private investment, including foreign direct
investment, is the insurance sector. On a rough reckoning, commercial bank
deposits account for 25 per cent of GDP and credit extended by banks may be
15 per cent of GDP. Thus, regular bank credit transactions alone account for a
substantial percentage of GDP by way of servicing economic activities. A
gradual convergence is taking place in the banking and insurance sectors.
Several major banks are floating subsidiaries to enter both life and non-life
insurance businesses. Some of them are looking at niche markets such as
corporate insurance.
Reform of the insurance sector began with the decision to open up this
sector for private participation with foreign insurance companies being allowed
entry with a maximum of 26 per cent capital investment? The Insurance
Regulatory and Development Authority (IRDA), in its guidelines for the new
private sector insurance companies, have stipulated that at least 20 per cent of
the total premium revenue of these companies should come from rural India.
The government permits banks to distribute or market insurance products. It is
amending the Banking Regulation Act to this effect. Only banks with a three-
year track record of positive growth as well as with a strong financial
background will be entitled to do insurance business. In anticipation of the
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REFORMS IN BANKING SECTOR
government move, some banks have begun talking of alliances with foreign
insurance players.
Keeping in view the limited actuarial and technical expertise of Indian
banks in undertaking insurance business; RBI has found it necessary to restrict
entry into insurance to financially sound banks. Permission to undertake
insurance business through joint ventures on risk participation basis will
therefore be restricted to those banks which
(i) Have a minimum net worth of Rs. 500 crore and
(ii) Satisfy other criteria in regard to capital adequacy, profitability, etc. Banks
which do not satisfy these criteria will be allowed as strategic investors (without
risk participation) up to 10 per cent of their net worth or Rs. 50 crore,
whichever is lower. However, any bank or its subsidiary can take up
distribution of insurance products on fee basis as an agent of insurance
company. In all cases, banks need prior approval of RBI for undertaking
insurance business.
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REFORMS IN BANKING SECTOR
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REFORMS IN BANKING SECTOR
On the flip side of the coin, however, it needs to be recognized that such
high-cost technological initiatives need to be undertaken only after the viability
and feasibility of the technology and its associated applications have been
thoroughly examined.
Virtual banking has made some beginning in the Indian banking system.
ATMs have been installed by almost all the major banks in major metropolitan
cities, the Shared Payment Network System (SPNS) has already been installed
in Mumbai and the Electronic Funds Transfer (EFT) mechanism by major
banks has also been initiated. The operationalisation of the Very Small Aperture
Terminal (VSAT) is expected to provide a significant thrust to the development
of INdian FInancial NETwork (INFINET) which will further facilitate
connectivity within the financial sector.
The popularity which virtual banking services have won among
customers, owing to the speed, convenience and round-the clock access they
offer, is likely to increase in the future. However, several issues of concern
would need to be pro-actively attended. While most of electronic banking have
built-in security features such as encryption. Prescriptions of maximum
monetary limits and authorizations, the system operators have to be extremely
vigilant and provide clear-cut guidelines for operations. On the large issue of
electronically initiated funds transfer, issues like authentication of payments
instructions, the responsibility of the customer for secrecy of the security
procedure would also need to be addressed.
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REFORMS IN BANKING SECTOR
The INFINET is a Closed User Group (CUG) Network for the exclusive
use of Member Banks and Financial Institutions. It uses a blend of
communication technologies such as VSATs and Terrestrial Leased Lines.
Presently, the network consists of over 689 VSATs located in 127 cities of the
country and utilises one full transponder on INSAT 3B. Inaugurated on June 19,
1999, various inter-bank and intra-bank applications ranging from simple
messaging, MIS, EFT (Retail, RTGS), ECS, Electronic Debit, online processing
and trading in Government securities, dematerialisation, centralized funds
querying for Banks and FIs, Anywhere/Anytime Banking, Inter-Branch
Reconciliation are being implemented using the INFINET. The INFINET will
be the communication backbone for the National Payments System, which will
cater mainly to inter-bank applications like RTGS, Delivery Vs Payment
(DVP), Government Transactions, Automatic Clearing House (ACH) etc.
Major issues plaguing the banking industry are the lack of standardisation of
operating systems, systems software and application software throughout
the banking industry. In a tight competitive environment where banks are
making a thrust towards technology to provide superior services to its
customers, customers stand to gain the most.
With increased competition, spreads in corporate lending have decreased
significantly. Banks are thus moving into the retail mode to tide over the global
slowdown and boost the bottomline.
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REFORMS IN BANKING SECTOR
In India today
Among PSBs, SBI, Bank of Baroda, Union Bank of India and Bank of
India have diverged into the retail segment, whereas in the private sector,
opportunity seekers like ICICI and HDFC have focused on retail lendings.
Banks have a stronger influence on profits due to individual customers.
This is best proved by the success of HDFC which has achieved breakeven on
its operations in the fiscal year 2001. Even though retail loans account for 18
percent of total loans, these account for 40 percent of bank revenues.
“In retail banking, you need a higher physical presence, in the form of
ATMs as well as branches. State-of-art technology has to be used to enable
convenient customer transactions.” States, Mr.Swaroop of HDFC Bank.
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REFORMS IN BANKING SECTOR
On VRS
In the long run, it will be fruitful, salary expenditure will drop, and also cost of
related perks would reduce. But they lay an immediate disadvantage; the VRS
was introduced in a much disorganized manner, there was no provision made
for the payment of VRS dues earlier. The cost at Canara Bank is around Rs 139
Crores; if these funds were used to make public sector banks technology savvy
then VRS could have been introduced after a period of 5 years. The banks
would also have the power to retain clients, currently, the clients who can pay
more for better services are moving away.
On diversifying portfolio
The private players have limited clients to cater; hence they can manage a
varied portfolio easily. Canara Bank had introduced single window system for
their clients; when you have a large database of customers, service quality
deproves.
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REFORMS IN BANKING SECTOR
The procedure
Banks send a notice to their client and if they don’t give a reply; the bank
i.e. applicant files a suit in the DRT. Section 19 of DRT Act states the banks
permitted to be an applicant, only scheduled banks and nationalised banks are
permitted. DRTs have their own procedure distinct from the civil courts; and
are headed by the Presiding Officer who is said to be equivalent to the District
Judge.
Within a month of filing a suit, the defaulted borrower i.e. the defendant
requires to reply back. No oral evidence is permitted, the defendant has to file
an affidavit. The issue is resolved only by affidavits. Within 6 month, the
presiding officer resolves to the issue.
Issues Resolved
The number of issues resolved is not disclosed on account of disclosure
regulations with respect to the same.
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REFORMS IN BANKING SECTOR
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REFORMS IN BANKING SECTOR
A sharp rise
A study of the performance of banking sector stocks over the past one
year has shown that while several public sector banks have shown a sharp rise
in prices, many of their private counterparts are high on the losers list. Leading
the gainers list is Corporation bank whose scrip has nearly doubled in the last
one year. It is followed by Bank of India with a gain of 75 per cent, and Jammu
& Kashmir Bank which, despite a majority holding by the J&K government, is
classified as a private bank. "Corporation bank takes only select clients and a lot
of effort goes into this selection," says a merchant banker explaining the low
NPA levels in the bank.
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The central bank, which took the initiative to form the committee, is
understood to be supportive of the different changes that the panel has
prescribed. For instance, the committee has asked for changes in the Indian
Penal Code to enable the legal system handle `financial fraud’. Currently,
Indian laws with provisions for crimes like cheating, forgery and criminal
breach of trust, are vague about financial frauds. The committee aims to make it
more difficult for scamsters to take refuge in legal loopholes by making
financial frauds a crime.
The recommendations, which assume a special significance after the
string of scams that have rocked the Indian markets and institutions, will be
submitted to the finance ministry in the first week of September. The
committee on fraud has further recommended a special investigative agency for
the purpose. This will require professionals from different fields and could be in
line with the Serious Fraud Office, UK, which has teams comprising lawyers,
accountants, bankers, software experts etc — all of whom give their inputs so
that the case can be presented in a comprehensive way before the court of law.
the odd man out. Although the government did not promise capital, it
complimented the bank for its improved performance in recent months.
On sabbatical
The scheme launched by PSBs along with VRS, sabbatical has got
around 200 optees as of August 2001, comparing this to the VRS response of
11% of the employees in the industry; an observation was that only highly
qualified employees opted for this scheme.
ATMs in India
The BoI is planning to install 225 ATMs in nine major cities. The growth
of ATMs in India has been exponential; currently there are over one lakh ATMs
in India and the growth rate is 40 %. As far as cost are concerned, Mr. Loney
Antony, NCR Corporation India, Country Manager, states that cost of branch
transaction is Rs 50 to Rs 100 whereas cost on an ATM is not more than Rs 25.
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REFORMS IN BANKING SECTOR
The Indian Banks even after a decade full of reforms for the sector have a
long way to go. Product innovations, better information technology and
operating mechanisms not only enhance the income and reduce expenses but
also act as a catalyst to retain customers. With the continued integration of the
Indian markets with the global markets, the volatility is rising. To survive this
dynamism and the risks arising from the same, banks need to have resources in
place to understand and manage them on a regular basis. Markets, which have
so far witnessed a deluge in the number of banks, will now witness
consolidation.
With the onset of globalisation in each and every sector, Indian Banks
need to be much more sustainable, efficient, transparent in working and also
competitive. Now the bank mergers will not be a new phenomenon since
synergies are derived from the alliances in the recent mergers. The following
seem to be what the Indian Banking sector is heading for:
As the economy revives fee based activities and asset quality of banks could
improve.
After adjusting for Non Performing Loans some public sector banks may
have to go in for fresh capital infusion.
Banks will have to compete with mutual funds as an alternative to bank
deposits.
As public sector banks find their margins squeezed, they may become more
active in trading to make up for the margin squeeze. The risk profile of these
public sector banks may increase as their trading in money and forex markets
increase. Thus, a sound risk management i.e. the ALMs need to be in place.
As competition compress spreads earned on lending business, banks will
have to focus on fee income. Private banks are likely to generate better fee
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REFORMS IN BANKING SECTOR
income due to their focus on having adequate technology and having skilled
personnel to generate such business.
RBI is examining the feasibility of introduction of half yearly audit of
accounts by external auditors towards improving the quality of auditing
standards further.
New arenas for advancing may be surveyed, the housing loan sector has
gained a considerable boosts as per the recent budgetary measures; banks are
allowed to lend 3 per cent of their advances to this sector, also infrastructure
and film financing remain untapped.
With the opening of the insurance sector and recent relaxation of regulation
by RBI for entry of banks in this area of business, some of the big banks are
expected to enter this business in a big way. Public sector banks with their wide
reach and higher confidence levels can take the lead.
All banks will have to adapt to new emerging technologies in order to exploit
the new business opportunities it offers. It will be a new challenge and will
require investment in technology and new systems. Some value-added services
may also need to be provided, which will call for innovation standardisation.
Virtual Banking will set in as a trend successfully.
Today, the banks have to compete with their peers as well as with other
financial companies; but tomorrow, competitors might zoom in from
completely unexpected industries, as deregulation and new technology blur old
boundaries, these rewrites the conventional definition of a bank. Those forces
offer as many opportunities as threats.
A reinvention or a renewal or a rediscovery, the way you term it,
shall root the structural changes in the Indian Banking Sector.
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B. CONCLUSION
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REFORMS IN BANKING SECTOR
that for every law made there is one more to escape from it. However, the
conceptualization of this structure needs to be acknowledged.
Increasing risks and imprudent liability management constitute to asset
liability mismatch. Complacent behaviour of Indian banks with this context has
lead to ALM reforms. This shall positively improve and get bankers alert. The
ALM framework if correctly implemented shall prove useful.
Reduction of government stake seems to be a good decision of RBI, but
on deeper analysis, the control strongly remains with the government and it is a
truth that bureaucracy has become a side business.
The corporates can now have a good deal with loans and advances; the
interest rate deregulation has been in line with the international standards. The
current trend of falling rates shall indeed give the corporate customers fair
access with better services.
VRS was a government decision and about 11 % of the employees
retired. It was no form of a structural change but is a very effective tool to
improve efficiency of the Indian PSBs. I think a better plan would have been of
investments in technology partially and then a VRS. Currently, lots of banks are
facing problems of inadequate staffing; a good manpower planning in advance
would not have lead to the current problem.
About universal banking, due to increasing competition banks need to
strive for customers, thus, offering all at the same desks for corporates as well
as individuals i.e. retail banking is required; public sector needs to have a pace
in this arena. A merger to improve the overall health, reach and customer base,
has given a rise to the trend of mergers globally. The recent merger of ICICI
and BoM proves that customer base has to develop for sustainability. Mergers
constitute as a cheaper and a quicker form of expansion and Indian banks
should explore such an opportunity.
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The opening of insurance has given banks a new opportunity to make the
best out of their resources; how much advantage do our PSBs make is yet to
see.
As far as rural banks are concerned, GOI has to give personnel better
career prospects in order to get them working, better products and convenience
and safety has to be guaranteed by the bank. Personalized service in a crude
form will help.
Lastly, technological upgradation will be what will lead to customer
retention on the grounds of accessibility and convenience.
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C. QUESTIONNAIRE
The personnel in public sector and the private sector bank were
interviewed on basis of the following questionnaire (this is customized for
ICICI Bank):
Are the transfers on NPAs to state owned ARF, just about shifting the
responsibility to the ARF? What’s the whole point of having something like
that, it’s like a better way of declaring losses and turning away from
efficiencies?
The need to make massive provisions obviously results in a depletion of
capital. But the capital adequacy norm means the banks have to find additional,
costly money to refurbish the capital base. In this situation, the banks are being
forced to accept the minimum possible amounts from sub-standard and bad
loans. Thus, the need for ARF is now paramount.
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As a private player what are the problems that you face while communicating
with the government?
Reforms among public sector banks are slow, as politicians are reluctant
to surrender their grip over the deployment of huge amounts of public money.
Please comment on this reform, its positive and negative effects on private
players.
Government intends to reduce its stake to 33% in nationalized banks.
Please state your views on the overall development of India with this major
development in the financial system.
Consolidation of the Banking industry by merging strong banks is the
latest development in the Indian Banking Sector. ICICI has had a recent merger
with BoM, ANZ and Stanchart, etc.
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Can you please state the benefits of universal banking, may be in terms of
revenue or utilisation of resources or others?
The issue of universal banking resurfaced in Year 2000, when ICICI gave
a presentation to RBI to discuss the time frame and possible options for
transforming itself into a Universal Bank.
What is the viability of “Insurance & Banking” in India, how would you rate
the success of ICICI Prudential – Joy Hope Freedom Life, on a scale of 1 to 10
(10 being highest), do you think PSBs should also go for insurance and why?
SBI Insurance – just confusing customers by lot of Insurance companies.
Your comments on distinguishing factor from a public sector bank which has a
low reputation as compared to private sector.
Especially ICICI, it is known for its network in rural areas, please comment on
the potentials in the rural area.
Due to increasing competition all banks are now heading towards
developing areas or rather towns in the country.
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