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Banking Project
Banking Project
KALEIDOSCOPIC VIEW
OF BANKING IN INDIA
COMPILE BY:-
BHUMIKA N. PATEL.
40, AMARDHAM ROW HOUSE,
TADWADI, RANDER ROAD,
SURAT-395009
M. NO.:9978919210
It is a matter of pleasure for me to work on a
in my project.
BHUMIKA PATEL
NEEDS FOR THE PROJECT
Usually all persons want money for personal
and commercial purposes. Banks are the oldest
lending institutions in Indian scenario. They are
providing all facilities to all citizens for their own
purposes by their terms. To survive in this modern
market every bank implements so many new
innovative ideas, strategies, and advanced
technologies. For that they give each and every
minute detail about their institution and projects to
Public.
s
General Banking
Nat u re o f Ba n ki n g
Kinds of Banks
t
R ol e of Ban k s i n a Devel op i n g Eco n om y
P ri nci p l es of Bank Len d i n g P ol i ci es
Management of Banking
n
Bran ch s et up an d s t r u ct u re
Or gan i z at i o n an d s t ruct u re of a B an k B r an ch
Ex p l ai n b an k organi z at i on s ys t em i n Ind i a
e
R et ai l Bank i n g-Th e New Fl avo r
S t rat egi c i s s u es i n Bank i n g S erv i c es
Kno wl ed ge M an a ge m ent
In no v at i o n i n Ban ki ng
t
Tech no l o g y i n B an k i ng
R egu l at i on s an d C o m p l i an ce
n
C us t om er C en t ri c Org an i z at i on
Et h i cs and C o rpo rat e Gov ern an ce
Ent rep ren eu rs hi p
P erfo rm anc e an d Be nchm ark i n g
o
Managing New Challenges
In t rod u ct i o n
R ecen t M ac ro econ o m i c Devel o p m ent s a n d t h e Ban ki n g S ys t em
c
P rud en t i al No rm s
M arket Di s ci pl i ne
Uni v ers al Bank i n g
Hum an R es o urc e De v el o pm en t i n Bank i n g
HISTORY OF BANKING IN INDIA---------------------------
Without a sound and effective banking system in India it cannot have a healthy
economy. The banking system of India should not only be hassle free but it should be
able to meet new challenges posed by the technology and any other external and internal
factors.
For the past three decades India's banking system has several outstanding
achievements to its credit. The most striking is its extensive reach. It is no longer
confined to only metropolitans or cosmopolitans in India. In fact, Indian banking system
has reached even to the remote corners of the country. This is one of the main reasons of
India's growth process. The government's regular policy for Indian bank since 1969 has
paid rich dividends with the nationalization of 14 major private banks of India.
Not long ago, an account holder had to wait for hours at the bank counters for
getting a draft or for withdrawing his own money. Today, he has a choice. Gone are days
when the most efficient bank transferred money from one branch to other in two days.
Now it is simple as instant messaging or dial a pizza. Money has become the order of the
day. The first bank in India, though conservative, was established in 1786. From 1786 till
today, the journey of Indian Banking System can be segregated into three distinct phases.
They are as mentioned below:
To make this write-up more explanatory, I prefix the scenario as Phase I, Phase II and
Phase III.
• Phase I
The General Bank of India was set up in the year 1786. Next came Bank of
Hindustan and Bengal Bank. The East India Company established Bank of Bengal
(1809), Bank of Bombay (1840) and Bank of Madras (1843) as independent units and
called it Presidency Banks. These three banks were amalgamated in 1920 and Imperial
Bank of India was established which started as private shareholders banks, mostly
Europeans shareholders.
In 1865 Allahabad Bank was established and first time exclusively by Indians,
Punjab National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between
1906 and 1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank,
Indian Bank, and Bank of Mysore were set up. Reserve Bank of India came in 1935.
During the first phase the growth was very slow and banks also experienced periodic
failures between 1913 and 1948. There were approximately 1100 banks, mostly small. To
streamline the functioning and activities of commercial banks, the Government of India
came up with The Banking Companies Act, 1949 which was later changed to Banking
Regulation Act 1949 as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of
India was vested with extensive powers for the supervision of banking in India as the
Central Banking Authority. During those day’s public has lesser confidence in the banks.
As an aftermath deposit mobilization was slow. Abreast of it the savings bank facility
provided by the Postal department was comparatively safer. Moreover, funds were
largely given to traders.
• Phase II
Government took major steps in this Indian Banking Sector Reform after
independence. In 1955, it nationalized Imperial Bank of India with extensive banking
facilities on a large scale especially in rural and semi-urban areas. It formed State Bank of
India to act as the principal agent of RBI and to handle banking transactions of the Union
and State Governments all over the country.
Seven banks forming subsidiary of State Bank of India was nationalized in 1960
on 19th July, 1969, major process of nationalization was carried out. It was the effort of
the then Prime Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in the
country were nationalized.
Second phase of nationalization Indian Banking Sector Reform was carried out in
1980 with seven more banks. This step brought 80% of the banking segment in India
under Government ownership. The following are the steps taken by the Government of
India to Regulate Banking Institutions in the Country:
• 1949 : Enactment of Banking Regulation Act.
• 1955 : Nationalization of State Bank of India.
• 1959 : Nationalization of SBI subsidiaries.
• 1961 : Insurance cover extended to deposits.
• 1969 : Nationalization of 14 major banks.
• 1971 : Creation of credit guarantee corporation.
• 1975 : Creation of regional rural banks.
• 1980 : Nationalization of seven banks with deposits over 200 crore.
After the nationalization of banks, the branches of the public sector bank India
rose to approximately 800% in deposits and advances took a huge jump by 11,000%.
Banking in the sunshine of Government ownership gave the public implicit faith and
immense confidence about the sustainability of these institutions.
• Phase III
This phase has introduced many more products and facilities in the banking sector
in its reforms measure. In 1991, under the chairmanship of M Narasimham, a committee
was set up by his name which worked for the liberalization of banking practices.
The country is flooded with foreign banks and their ATM stations. Efforts are
being put to give a satisfactory service to customers. Phone banking and net banking is
introduced. The entire system became more convenient and swift. Time is given more
importance than money. The financial system of India has shown a great deal of
resilience. It is sheltered from any crisis triggered by any external macroeconomics shock
as other East Asian Countries suffered. This is all due to a flexible exchange rate regime,
the foreign reserves are high, the capital account is not yet fully convertible, and banks
and their customers have limited foreign exchange exposure.
BANKS IN INDIA-------------------------------------------------------------
In India the banks are being segregated in different groups. Each group has their
own benefits and limitations in operating in India. Each has their own dedicated target
market. Few of them only work in rural sector while others in both rural as well as urban.
Many even are only catering in cities. Some are of Indian origin and some are foreign
players. All these details and many more are discussed over here. The banks and its
relation with the customers, their mode of operation, the names of banks under different
groups and other such useful information are talked about.
One more section has been taken note of is the upcoming foreign banks in India.
The RBI has shown certain interest to involve more of foreign banks than the existing
one recently. This step has paved a way for few more foreign banks to start business in
India.
Major Banks in India
• ABN-AMRO Bank • Indian Overseas Bank
• Abu Dhabi Commercial Bank • IndusInd Bank
• American Express Bank • ING Vysya Bank
• Andhra Bank • Jammu & Kashmir Bank
• Allahabad Bank • JPMorgan Chase Bank
• Bank of Baroda • Karnataka Bank
• Bank of India • Karur Vysya Bank
• Bank of Maharastra • Laxmi Vilas Bank
• Bank of Punjab • Oriental Bank of Commerce
• Bank of Rajasthan • Punjab National Bank
• Bank of Ceylon • Punjab & Sind Bank
• BNP Paribas Bank • Scotia Bank
• Canara Bank • South Indian Bank
• Catholic Syrian Bank • Standard Chartered Bank
• Central Bank of India • State Bank of India (SBI)
• Centurion Bank • State Bank of Bikaner & jaipur
• China Trust Commercial bank • State Bank of Hyderabad
• Citi Bank • State Bank of Indore
• City Union Bank • State Bank of Mysore
• Corporation Bank • State Bank of Saurastra
• Dena Bank • State Bank of Travancore
• Deutsche Bank • Syndicate Bank
• Development Credit Bank • Taib Bank
• Dhanalakshmi Bank • UCO Bank
• Federal Bank • Union Bank of India
• HDFC Bank • United Bank of India
• HSBC • United Bank Of India
• ICICI Bank • United Western Bank
• IDBI Bank • UTI Bank
• Indian Bank • Vijaya Bank
The central bank of the country is the Reserve Bank of India (RBI). It was
established in April 1935 with a share capital of Rs. 5 crores on the basis of the
recommendations of the Hilton Young Commission. The share capital was divided into
shares of Rs. 100 each fully paid which was entirely owned by private shareholders in the
beginning. The Government held shares of nominal value of Rs. 2, 20,000.
Reserve Bank of India was nationalized in the year 1949. The general
superintendence and direction of the Bank is entrusted to Central Board of Directors of
20 members, the Governor and four Deputy Governors, one Government official from the
Ministry of Finance, ten nominated Directors by the Government to give representation
to important elements in the economic life of the country, and four nominated Directors
by the Central Government to represent the four local Boards with the headquarters at
Mumbai, Kolkata, Chennai and New Delhi. Local Boards consist of five members each
Central Government appointed for a term of four years to represent territorial and
economic interests and the interests of co-operative and indigenous banks.
The Reserve Bank of India Act, 1934 was commenced on April 1, 1935. The Act,
1934 (II of 1934) provides the statutory basis of the functioning of the Bank.
The Bank was constituted for the need of following:
• To regulate the issue of banknotes
• To maintain reserves with a view to securing monetary stability and
• To operate the credit and currency system of the country to its advantage.
• Bank of Issue
Under Section 22 of the Reserve Bank of India Act, the Bank has the sole right to
issue bank notes of all denominations. The distribution of one rupee notes and coins and
small coins all over the country is undertaken by the Reserve Bank as agent of the
Government. The Reserve Bank has a separate Issue Department which is entrusted with
the issue of currency notes. The assets and liabilities of the Issue Department are kept
separate from those of the Banking Department. Originally, the assets of the Issue
Department were to consist of not less than two-fifths of gold coin, gold bullion or
sterling securities provided the amount of gold was not less than Rs. 40 crores in value.
The remaining three-fifths of the assets might be held in rupee coins, Government of
India rupee securities, eligible bills of exchange and promissory notes payable in India.
Due to the exigencies of the Second World War and the post-was period, these provisions
were considerably modified. Since 1957, the Reserve Bank of India is required to
maintain gold and foreign exchange reserves of Ra. 200 crores, of which at least Rs. 115
crores should be in gold. The system as it exists today is known as the minimum reserve
system.
• Banker to Government
The second important function of the Reserve Bank of India is to act as
Government banker, agent and adviser. The Reserve Bank is agent of Central
Government and of all State Governments in India excepting that of Jammu and Kashmir.
The Reserve Bank has the obligation to transact Government business, via. to keep the
cash balances as deposits free of interest, to receive and to make payments on behalf of
the Government and to carry out their exchange remittances and other banking
operations. The Reserve Bank of India helps the Government - both the Union and the
States to float new loans and to manage public debt. The Bank makes ways and means
advances to the Governments for 90 days. It makes loans and advances to the States and
local authorities. It acts as adviser to the Government on all monetary and banking
matters.
• Controller of Credit
The Reserve Bank of India is the controller of credit i.e. it has the power to
influence the volume of credit created by banks in India. It can do so through changing
the Bank rate or through open market operations. According to the Banking Regulation
Act of 1949, the Reserve Bank of India can ask any particular bank or the whole banking
system not to lend to particular groups or persons on the basis of certain types of
securities. Since 1956, selective controls of credit are increasingly being used by the
Reserve Bank.
The Reserve Bank of India is armed with many more powers to control the Indian
money market. Every bank has to get a license from the Reserve Bank of India to do
banking business within India, the license can be cancelled by the Reserve Bank of
certain stipulated conditions are not fulfilled. Every bank will have to get the permission
of the Reserve Bank before it can open a new branch. Each scheduled bank must send a
weekly return to the Reserve Bank showing, in detail, its assets and liabilities. This power
of the Bank to call for information is also intended to give it effective control of the credit
system. The Reserve Bank has also the power to inspect the accounts of any commercial
bank. As supreme banking authority in the country, the Reserve Bank of India, therefore,
has the following powers:
(a) It holds the cash reserves of all the scheduled banks.
(b) It controls the credit operations of banks through quantitative and
qualitative controls.
(c) It controls the banking system through the system of licensing, inspection
and calling for information.
(d) It acts as the lender of the last resort by providing rediscount facilities to
scheduled banks.
• Custodian of Foreign Reserves
The Reserve Bank of India has the responsibility to maintain the official rate of
exchange. According to the Reserve Bank of India Act of 1934, the Bank was required to
buy and sell at fixed rates any amount of sterling in lots of not less than Rs. 10,000. The
rate of exchange fixed was Re. 1 = sh. 6d. Since 1935 the Bank was able to maintain the
exchange rate fixed at lsh.6d. Though there were periods of extreme pressure in favor of
or against the rupee. After India became a member of the International Monetary Fund in
1946, the Reserve Bank has the responsibility of maintaining fixed exchange rates with
all other member countries of the I.M.F.
Besides maintaining the rate of exchange of the rupee, the Reserve Bank has to
act as the custodian of India's reserve of international currencies. The vast sterling
balances were acquired and managed by the Bank. Further, the RBI has the responsibility
of administering the exchange controls of the country.
• Supervisory functions
In addition to its traditional central banking functions, the Reserve bank has
certain non-monetary functions of the nature of supervision of banks and promotion of
sound banking in India. The Reserve Bank Act, 1934, and the Banking Regulation Act,
1949 have given the RBI wide powers of supervision and control over commercial and
co-operative banks, relating to licensing and establishments, branch expansion, liquidity
of their assets, management and methods of working, amalgamation, reconstruction, and
liquidation. The RBI is authorized to carry out periodical inspections of the banks and to
call for returns and necessary information from them. The nationalization of 14 major
Indian scheduled banks in July 1969 has imposed new responsibilities on the RBI for
directing the growth of banking and credit policies towards more rapid development of
the economy and realization of certain desired social objectives. The supervisory
functions of the RBI have helped a great deal in improving the standard of banking in
India to develop on sound lines and to improve the methods of their operation.
• Promotional functions
With economic growth assuming a new urgency since Independence, the range of
the Reserve Bank's functions has steadily widened. The Bank now performs varietyof
developmental and promotional functions, which, at one time, were regarded as outside
the normal scope of central banking. The Reserve Bank was asked to promote banking
habit, extend banking facilities to rural and semi-urban areas, and establish and promote
new specialized financing agencies. Accordingly, the Reserve Bank has helped in the
setting up of the IFCI and the SFC; it set up the Deposit Insurance Corporation in 1962,
the Unit Trust of India in 1964, the Industrial Development Bank of India also in 1964,
the Agricultural Refinance Corporation of India in 1963 and the Industrial Reconstruction
Corporation of India in 1972. These institutions were set up directly or indirectly by the
Reserve Bank to promote saving habit and to mobilize savings, and to provide industrial
finance as well as agricultural finance. As far back as 1935, the Reserve Bank of India set
up the Agricultural Credit Department to provide agricultural credit. But only since 1951
the Bank's role in this field has become extremely important. The Bank has developed the
co-operative credit movement to encourage saving, to eliminate moneylenders from the
villages and to route its short term credit to agriculture. The RBI has set up the
Agricultural Refinance and Development Corporation to provide long-term finance to
farmers.
• FUNCTIONING OF A BANK:-
Functioning of a Bank is among the more complicated of corporate operations.
Since Banking involves dealing directly with money, governments in most countries
regulate this sector rather stringently. In India, the regulation traditionally has been very
strict and in the opinion of certain quarters, responsible for the present condition of
banks, where NPAs are of a very high order. The process of financial reforms, which
started in 1991, has cleared the cobwebs somewhat but a lot remains to be done. The
multiplicity of policy and regulations that a Bank has to work with makes its operations
even more complicated, sometimes bordering on illogical. This section, which is also
intended for banking professional, attempts to give an overview of the functions in as
simple manner as possible. Banking Regulation Act of India, 1949 defines Banking as
"accepting, for the purpose of lending or investment of deposits of money from the
public, repayable on demand or otherwise and withdraw able by cheques, draft, and order
or otherwise."
KINDS OF BANKS---------------------------------------------------------
Financial requirements in a modern economy are of a diverse nature, distinctive
variety and large magnitude. Hence, different types of banks have been instituted to cater
to the varying needs of the community.
Banks in the organized sector may, however, be classified in to the following
major forms:
1. Commercial banks
2. Co-operative banks
3. Specialized banks
4. Central bank
-: COMMERCIAL BANKS:-
Commercial banks are joint stock companies dealing in money and credit. In
India, however there is a mixed banking system, prior to July 1969, all the commercial
banks-73 scheduled and 26 non-scheduled banks, except the state bank of India and its
subsidiaries-were under the control of private sector. On July 19, 1969, however,
14mejor commercial banks with deposits of over 50 Corers were nationalized. In April
1980, another six commercial banks of high standing were taken over by the government.
At present, there are 20 nationalized banks plus the state bank of India and its 7
subsidiaries constituting public sector banking which controls over 90 per cent of the
banking business in the country.
-:CO-OPERATIVE BANKS:-
Co-operative banks are a group of financial institutions organized under the
provisions of the Co-operative societies Act of the states.
The main objective of co-operative banks is to provide cheap credits to their
members. They are based on the principle of self-reliance and mutual co-operation.
Co-operative banking system in India has the shape of a pyramid a three tier
structure, constituted by:
Primary
credit
societies
[APEX]
-: SPECIALIZED BANKS:-
There are specialized forms of banks catering to some special needs with this
unique nature of activities. There are thus,
1. Foreign exchange banks,
2. Industrial banks,
3. Development banks,
4. Land development banks,
5. Exim bank.
-: CENTRAL BANK:-
A central bank is the apex financial institution in the banking and financial system
of a country. It is regarded as the highest monetary authority in the country. It acts as the
leader of the money market. It supervises, control and regulates the activities of the
commercial banks. It is a service oriented financial institution.
India’s central bank is the reserve bank of India established in 1935.a central
bank is usually state owned but it may also be a private organization. For instance, the
reserve bank of India (RBI), was started as a shareholders’ organization in 1935,
however, it was nationalized after independence, in 1949.it is free from parliamentary
control.
ROLE OF BANKS IN A DEVELOPING ECONOMY-----
Banks play a very useful and dynamic role in the economic life of every modern
state. A study of the economic history of western country shows that without the
evolution of commercial banks in the 18th and 19th centuries, the industrial revolution
would not have taken place in Europe. The economic importance of commercial banks to
the developing countries may be viewed thus:
1. Promoting capital formation
2. Encouraging innovation
3. Monetsation
4. Influence economic activity
5. Facilitator of monetary policy
Above all view we can see in briefly, which are given below:
• PROMOTING CAPITAL FORMATION:-
A developing economy needs a high rate of capital formation to accelerate the
tempo of economic development, but the rate of capital formation depends upon the rate
of saving. Unfortunately, in underdeveloped countries, saving is very low. Banks afford
facilities for saving and, thus encourage the habits of thrift and industry in the
community. They mobilize the ideal and dormant capital of the country and make it
available for productive purposes.
• ENCOURAGING INNOVATION:-
Innovation is another factor responsible for economic development. The
entrepreneur in innovation is largely dependent on the manner in which bank credit is
allocated and utilized in the process of economic growth. Bank credit enables
entrepreneurs to innovate and invest, and thus uplift economic activity and progress.
• MONETSATION:-
Banks are the manufactures of money and they allow many to play its role freely in the
economy. Banks monetize debts and also assist the backward subsistence sector of the
rural economy by extending their branches in to the rural areas. They must be replaced by
the modern commercial bank’s branches.
• INFLUENCE ECONOMIC ACTIVITY:-
Banks are in a position to influence economic activity in a country by their
influence on the rate interest. They can influence the rate of interest in the money market
through its supply of funds. Banks may follow a cheap money policy with low interest
rates which will tend to stimulate economic activity.
• FACILITATOR OF MONETARY POLICY:-
Thus monetary policy of a country should be conductive to economic
development. But a well-developed banking system is on essential pre-condition to the
effective implementation of monetary policy. Under-developed countries cannot afford to
ignore this fact.
A fine, an efficient and comprehensive banking system is a crucial factor of the
developmental process.
The main business of banking company is to grant loans and advances to traders
as well as commercial and industrial institutes. The most important use of banks money is
lending. Yet, there are risks in lending. So the banks follow certain principles to
minimize the risk:
1. Safety
2. Liquidity
3. Profitability
4. Purpose of loan
5. Principle of diversification of risks
• SAFETY:-
Normally the banker uses the money of depositors in granting loans and advances.
So first of all initially the banker while granting loans should think first of the safety of
depositor’s money. The purpose behind the safety is to see the financial position of the
borrower whether he can pay the debt as well as interest easily.
• LIQUIDITY:-
It is a legal duty of a banker to pay on demand the total deposited money to the
depositor. So the banker has to keep certain percent cash of the total deposits on hand.
Moreover the bank grants loan. It is also for the addition of short term or productive
capital. Such type of lending is recovered on demand.
• PROFITABILITY:-
Commercial banking is profit earning institutes. Nationalized banks are also not
an exception. They should have planning of deposits in a profitability way pay more
interest to the depositors and more salary to the employees. Moreover the banker can also
incur business cost and can give more benefits to customer.
• PURPOSE OF LOAN:-
Banks never lend or advance for any type of purpose. The banks grant loans and
advances for the safety of its wealth, and certainty of recovery of loan and the bank lends
only for productive purposes. For example, the bank gives such loan for the requirement
for unproductive purposes.
• PRINCIPLE OF DIVERSIFICATION OF RISKS:-
While lending loans or advances the banks normally keep such securities and
assets as a supports so that lending may be safe and secured. Suppose, any particular state
is hit by disasters but the bank shall get benefits from the lending to another states units.
Thus, he effect on the entire business of banking is reduced. There are proverbs that do
not keep all the eggs in one basket.
---a principle of considerations of sound lending is:
1. Safety
2. Liquidity
3. Shift ability
4. Profitability.
BRANCH SETUP AND STRUCTURE-----------------------
Ever since major commercial banks were nationalized in two phases in 1969 and
1980, there has been a sea change in their functions, outlook and perception.
One of the main objectives of nationalization of banks has been to help achieve
balanced, regional, sectoral and sectional development of the economy by way of making
the banks reach out to the small man and to the remote areas of the country.
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During the mid-80s, banks started diversifying in to various areas like merchant
banking, mutual funds, leasing, hire purchase, etc., to improve their profitability and to
cater to the needs of the customers. These activities are performed by the banks either by
separate departments or as subsidiaries. After liberalization and globalization of the
economy, with a view to meeting the customer’s needs and to avoid delays, a revised
organizational structure of banks was convened by removing one tier. Now banks are
going in for a 3-tier structure as under:
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The regional offices are given more powers and jurisdiction so as to enable them
to act quickly.
ORGANISATIONAL STRUCTURE OF A BANK BRANCH --
Now let discuss the structure of a branch. The branch is the focal point of all
activities. The structure of the branch may be as under:
Small/Medium Branch
OFFICER
CLERKS
SUB-STAFF
This is the typical structure of a branch bank. In very large branches, the structure will
undergo slight changes as stated below:
Very Large Branch
BRANCH MANAGER
OF OF OF OF OF OF OF OF OF
CL CL CL CLCL CL CL CL CL CLCL CL CL CL CL CL CL CL
SS SS SS SS SS SS SS SS SS
OFF = OFFICER, CL = CLERK, SS = SUB-STAFF
From the structure we can see how the functional relationship works in a branch.
He structure also explains the reporting authority for each cadre of the employees. It
indicates the communication flow in the branch with well-defined accountability on the
part of the employees’ roles.
• TYPES OF BRANCHES:-
According to locations, there are four types’ bank branches. They are rural, semi-
urban, urban and metropolitan branches. The B.M. has special role and functions in
managing different types of branches.
• ORGANIZATION AND STRUCTURE OF COMMERCIAL BANK:-
U
Unniitt B
Baannkk B
Brraanncchh B
Baannkkiinngg
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Grroouupp B
Baannkkiinngg C
Chhaaiinn B
Baannkkiinngg
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Miixxeedd B
Baannkkiinngg C
Coorrrreessppoonnddeenntt B
Baannkkiinngg
The Remittance or
Waste Clerk The Ledger-Keeper The day-book or
Control Clerk
The retail banking encompasses deposit and assets linked products as well as
other financial services offered to individual for personal consumption. Generally, the
pure retail banking is conceived to be the provision of mass banking products and
services to private individuals as opposed to wholesale banking which focuses on
corporate clients. Over the years, the concept of retail banking has been expanded to
include in many cases the services provided to small and medium sized businesses. Some
banks in Europe even include their private banking business i.e. services to high net
worth net worth individuals in their retail Banking portfolio.
The concept of Retail banking is not new to banks. it is only now that it is being
viewed as an attractive market segment, which offers opportunities for growth with
profits. The diversified portfolio characteristic of retail banking gives better comfort and
spreads the essence of retail banking lies in individual customers. Though the term Retail
Banking and retail lending are often used synonymously, yet the later is lust one side of
Retail Banking. In retail banking, all the banking needs of individual customers are taken
care of in an integrated manner.
I. Housing Loans
II. Loan for Consumer goods
III. Personal Loans for marriage, honeymoon, medical treatment and holding etc.
IV. Education Loans
V. Auto Loans
VI. Gold Loans
VII. Event Loans
VIII. Festival Loans
IX. Insurance Products
X. Loan against Rent receivables
XI. Loan against Pension receivables to senior citizens
XII. Debit and Credit Cards
XIII. Global and International Cards
XIV. Loan to Doctors to set up their own Clinics or for purchase of medical equipments
XV. Loan for Woman Empowerment for the Setting up of boutiques
• Setting up of beauty parlours
• Setting up of creches
• Setting up of flower shops
• For making jaipuri quilts etc.
• Preparation and supply of Food Tiffins
XVI. Loan for purchase of acoustic enclosures for Diesel Gen. Sets etc.
8. Free internet banking, phone banking and any where banking facilities
10. Last but not the least, issuance of free PVR, Trade Fair tickets etc. etc.
1. Payment of utility bills like water, electricity, telephone and mobile phone bills
7. Last but not the least, the filing of income tax returns and payment of income tax
More and more banks have since entered into tie up arrangement with leading
automobile, electronic and consumer goods dealers, builders and real estate agents,
universities and colleges etc. for promoting and selling their Retail Banking products
including housing and educational loans to customer at the very point of sale.
The advent of new delivery channels viz. ATM, Interest and Telebanking have
revolutionalised the retail banking activities. These channels enable Banks to deliver
retail Banking products and services in an efficient and cost effective manner. Now-a-
days the banks are under great pressure to attract new and retain old customers, as
margins are turning wafer thin. In these circumstances reducing administrative a
transaction cost has become crucial. Banks are making special offerings to customers
through these channels. Retail banking has been immensely benefited with the revolution
in IT. and communication technology. The automation of the Banking processes is
facilitating extension of their reach and rationalization of their costs as well. They are the
engine for growth of retail banking business of Banks. The networking of branches has
extended the scope of banking to anywhere and anytime 24 * 7 days week banking. It has
enabled customer to be the customer of a bank rather then the customers of a particular
branch only. Customers can transact retail Banking transactions at any of the networked
branches without any extra cost. As a matter of fact the Retail Banking per se has taken
off because of the advent of multiple banking channels. These channels have enabled
banks to go on a massive customer acquisition mode since transaction volumes spread
over multiple channels lessen the load on the brick and mortar bank branches.
• The impact of Retail Banking:-
The major impact of Retail Banking is that, the customers have become the
emperors – the fulcrum of all banking activities, both on the asset side and the
liabilities front. The hitherto sellers market has transformed into buyers market.
The customers have multiple of choices before them now for cherry picking
products and services, which suit their life styles and tastes and financial
requirements as well. Banks now go to their customers more often than the
customers go to their banks.
The non-banking finance Companies which have hitherto been thriving on retail
business due to high risk and high returns thereon have been dislodged from their
profit munching citadel.
Retail banking is transforming banks in to one stop financial super markets.
The share of retail loans is fast increasing in the loan books of banks.
Banks can foster lasting business relationship with customers and retain the
existing customers and attract new ones. There is a rise in their service levels as
well.
Banks can cut costs and achieve economies of scale and improve their revenues
and profits by robust growth in retail business. Reduction in costs offers a win
win situation both for banks and the customers.
It has affected the interface of banking system through different delivery
mechanism.
It is not that banks are sharing the same pie of retail business. The pie itself is
growing exponentially; retail banking has fueled a considerable quantum of
purchasing power through a slew of retail products.
Banks can diversify risks in their credit portfolio and contain the menace of
NPAs.
Re-engineering of business with sophisticated technology based products will
lead to business creation, reduction in transaction cost and enhancement in
efficiency of operations.
Strategic Planning: is the process of analyzing the organizational external and internal
environments; developing the appropriate mission, vision, and overall goals; identifying
the general strategies to be pursued; and allocated resources.
• Mission is an organization's current purpose or reason for existing.
• Vision is an organization's fundamental aspirations and purpose that usually
appeals to its member's hearts and minds.
• Goals are what an organization is committed to achieving.
• Strategies are the major courses of action that an organization takes to achieves
goals.
• Resource Allocation is the earmarking of money, through budgets, for various
purposes.
• Downsizing Strategy signals an organization's intent to rely on fewer resources-
primarily human-to accomplish its goals.
Tactical Planning: is the process of making detailed decisions about what to do, which
will do it, and how to do it-with a normal time and horizon of one year or less. The
process generally includes:
• Choosing specific goals and the means of implementing the
organization's strategic plan,
• Deciding on courses of action for improving current operations, and
• Developing budgets for each department, division and project.
Strategic issues in banks services are known as or define by these ways, which are known
as,
• NON-PERFORMING ASSETS OF THE BANKING SECTOR:-
There was a significant decline in the non-performing assets (NPAs) of SCBs in
2003-04, despite adoption of 90 day delinquency norm from March 31, 2004. The Gross
NPAs of SCBs declined from 4.0 per cent of total assets in 2002-03 to 3.3 percent in
2003-04. The corresponding decline in net NPAs was from 1.9 per cent to 1.2 per cent.
Both gross NPAs and net NPAs declined in absolute terms. While the gross NPAs
declined from Rs. 68,717 crore in 2002-03 to Rs. 64,787 crore in 2003-04, net NPAs
declined from Rs. 32,670 crore to Rs. 24,617 crore in the same period. There was also a
significant decline in the proportion of net NPAs to net advances from 4.4 per cent in
2002-03 to 2.9 per cent in 2003-04. The significant decline in the net NPAs by 24.7 per
cent in 2003-04 as compared to 8.1 per cent in 2002-03 was mainly on account of higher
provisions (up to 40.0 per cent) for NPAs made by SCBs.
The decline in NPAs in 2003-04 was witnessed across all bank groups. The
decline in net NPAs as a proportion of total assets was quite significant in the case of new
private sector banks, followed by PSBs. The ratio of net NPAs to net advances of SCBs
declined from 4.4 per cent in 2002-03 to 2.9 per cent in 2003-04. Among the bank
groups, old private sector banks had the highest ratio of net NPAs to net advances at 3.8
per cent followed by PSBs (3.0 per cent) new private sector banks (2.4 per cent) and
foreign banks (1.5 per cent)
An analysis of NPAs by sectors reveals that in 2003-04, advances to non-priority
sectors accounted for bulk of the outstanding NPAs in the case of PSBs (51.24 per cent of
total) and for private sector banks (75.30 per cent of total). While the share of NPAs in
Agriculture sector and SSIs of PSBs declined in 2003-04, the share of other priority
sectors increased. The share of loans to other priority sectors in priority sector lending
also increased. Measures taken to reduce NPAs include re schedulement, restructuring at
the bank level, corporate debt restructuring, and recovery through Lok Adalats, Civil
Courts, and debt recovery tribunals and compromise settlements. The recovery
management received a major fillip with the enactment of the Securitization and
Reconstruction of Financial Assets and Enforcement of Security Interest (SARFAESI)
Act, 2002 enabling banks to realize their dues without intervention of courts and
tribunals. The Supreme Court in its judgment dated April 8, 2004, while upholding the
constitutional validity of the Act, struck down section 17 (2) of the Act as
unconstitutional and contrary to Article 14 of the Constitution of India. The Government
amended the relevant provisions of the Act to address the concerns expressed by the
Supreme Court regarding a fair deal to borrowers through an ordinance dated November
11, 2004. It is expected that the momentum in the recovery of NPAs will be resumed with
the amendments to the Act.
The revised guidelines for compromise settlement of chronic NPAs of PSBs were
Issued in January 2003 and were extended from time to time till July 31, 2004. The cases
filed by SCBs in Lok Adalats for recovery of NPAs stood at 5.20 lakh involving an
amount of Rs. 2,674 crore (prov.). The recoveries effected in 1.69 lakh cases amounted to
Rs.352 crore (prov.) as on September 30, 2004.The number of cases filed in debt
recovery tribunals stood at 64, 941 as on June 30, 2004, involving an amount of Rs.
91,901 crore. Out of these, 29, 525 cases involving an amount of Rs. 27,869 crore have
been adjudicated. The amount recovered was to Rs. 8,593 crore. Under the scheme of
corporate debt restructuring introduced in 2001, the number of cases and value of assets
restructured stood at 121 and Rs. 69,575 crore, respectively, as on December 31, 2004.
Iron and steel, refinery, fertilizers and telecommunication sectors were the major
beneficiaries of the scheme. These sectors accounted for more than two-third of the
values of assets restructured.
As credit information is crucial for the development of the financial system and
for addressing the problems of NPAs, dissemination of credit information on suit-filed
defaulters is being undertaken by the Credit Information Bureau of India Ltd. (CIBIL)
from March 2003. In its annual policy statement for 2004-05, the RBI advised banks and
financial institutions to review the measures taken for furnishing credit information in
respect of all borrowers to CIBIL. In its mid-term review, the RBI again urged the banks
to make persistent efforts in obtaining consent from all the borrowers, in order to
establish an efficient credit information system, which would help in enhancing the
quality of credit decisions, improve the asset quality, and facilitate faster credit delivery.
After the preoccupation with system and procedures to collect data ad translate it
into information, its time for firms to focus on the next plane- knowledge. Knowledge
management is not a buzzword. Every knowledge management solution, if currently
implemented, has definite measurable business benefits.
Future business success increasingly depends on the retention and the creative use
of the knowledge ideas and experiences of an organization and its employees. And in
knowledge economy corporations need for workers will be more than the workers need
for employer.
The work will demand more formal education and more cutting edge knowledge
accumulation.
INNOVATION IN BANK----------------------------------------------------
Innovation drives organizations to grow, prosper and transform in sync with the
changes in the environment, both internal and external. Banking is no exception to this.
In fact, this sector has witnessed radical transformation of late, based on many
innovations in products, processes, services, systems, business models, technology,
governance and regulation. A liberalized and globalize financial infrastructure has
provided an additional impetus to this gigantic effort.
The pervasive influence of in formation technology has revolutionalized banking.
Transaction costs have crumbled and handling of astronomical number of transactions in
no time has become a reality. Internationally, the number brick and mortar structure has
been rapidly yielding ground to click and order electronic banking with a plethora of new
products. Banking has become boundary less and virtual with a 24 * 7 model. Banks who
strongly rely on the merits of relationship banking’ as a time tested way of targeting and
serving clients, have readily embraced Customer Relationship Management (CRM), with
sharp focus on customer centricity, facilitated by the availability of superior technology.
CRM has, therefore, become the new mantra in customer service management, which is
both relationship based and information intensive.
Risk management is no longer a mere regulatory issue.basel-2 has accorded a
primacy of place to this fascinating exercise by repositioning it as the core of banking.
We now see the evolution of many novel deferral products like credit derivatives,
especially the Credit Risk Transfer (CRT) mechanism, as a consequence. CRT,
characterized by significant product innovation, is a very useful credit risk management
tool that enhances liquidity and market efficiency. Securitization is yet another example
in this regard, whose strategic use has been rapidly rising globally. So is outsourcing.
TECHNOLOGY IN BANKING----------------------------------------
Nobel Laureate Robert Solow had once remarked that computers are seen
everywhere excepting in productivity statistics. More recent developments have shown
how far this state of affairs has changed. Innovation in technology and worldwide
revolution in information and communication technology (ICT) have emerged as
dynamic sources of productivity growth. The relationship between IT and banking is
fundamentally symbiotic. In the banking sector, IT can reduce costs, increase volumes,
and facilitate customized products; similarly, IT requires banking and financial services
to facilitate its growth. As far as the banking system is concerned, the payment system is
perhaps the most important mechanism through which such interactive dynamics gets
manifested.
Recognizing the importance of payments and settlement systems in the economy,
we have embarked on technology based solutions for the improvement of the payment
and settlement system infrastructure, coupled with the introduction of new payment
products such as the computerized settlement of clearing transactions, use of Magnetic
Ink Character Recognition (MICR) technology for cheque clearing which currently
accounts for 65 per cent of the value of cheques processed in the country, the
computerization of Government Accounts and Currency Chest transactions,
operationalisation of Delivery versus Payment (DvP) for Government securities
transactions. Two-way inter-city cheque collection and imaging have been
operationalised at the four metros. The coverage of Electronic Clearing Service (Debit
and Credit) has been significantly expanded to encourage non-paper based funds
movement and develop the provision of a centralized facility for effecting payments. The
scheme for Electronic Funds Transfer operated by the Reserve Bank has been
significantly augmented and is now available across thirteen major cities. The scheme,
which was originally intended for small value transactions, is processing high value (up
to Rs.2 crore) from October 1, 2001. The Centralized Funds Management System
(CFMS), which would enable banks to obtain consolidated account-wise and centre-wise
positions of their balances with all 17 offices of the Deposits Accounts Departments of
the Reserve Bank, has begun to be implemented in a phased manner from November
2001.
A holistic approach has been adopted towards designing and development of a modern,
robust, efficient, secure and integrated payment and settlement system taking into
account certain aspects relating to potential risks, legal framework and the impact on the
operational framework of monetary policy. The approach to the modernization of the
payment and settlement system in India has been three-pronged: (a) consolidation, (b)
development, and (c) integration. The consolidation of the existing payment systems
revolves around strengthening Computerized Cheque clearing, expanding the reach of
Electronic Clearing Services and Electronic Funds Transfer by providing for systems
with the latest levels of technology. The critical elements in the developmental strategy
are the opening of new clearing houses, interconnection of clearing houses through the
INFINET; optimizing the deployment of resources by banks through Real Time Gross
Settlement System, Centralized Funds Management System (CFMS); Nego tiated
Dealing System (NDS) and the Structured Financial Messaging Solution (SFMS). While
integration of the various payment products with the systems of individual banks is the
thrust area, it requires a high degree of standardization within a bank and seamless
interfaces across banks.
The setting up of the apex-level National Payments Council in May 1999 and the
operationalisation of the INFINET by the Institute for Development and Research in
Banking Technology (IDRBT), Hyderabad have been some important developments in
the direction of providing a communication network for the exclusive use of banks and
financial institutions. Membership in the INFINET has been opened up to all banks in
addition to those in the public sector. At the base of all inter-bank message transfers using
the INFINET is the Structured Financial Messaging System (SFMS). It would serve as a
secure communication carrier with templates for intra- and inter-bank messages in fixed
message formats that will facilitate ‘straight through processing’. All inter-bank
transactions would be stored and switched at the central hub at Hyderabad while intra-
bank messages will be switched and stored by the bank gateway. Security features of the
SFMS would match international standards.
In order to maximize the benefits of such efforts, banks have to take pro-active measures
to:
further strengthen their infrastructure in respect of standardization, high levels
of security and communication and networking;
achieve inter-branch connectivity early;
popularize the usage of the scheme of electronic funds transfer (EFT); and
Institute arrangements for an RTGS environment online with a view to
integrating into a secure and consolidated payment system.
Information technology has immense untapped potential in banking. Strengthening of
information technology in banks could improve the effectiveness of asset-liability
management in banks. Building up of a related data-base on a real time basis would
enhance the forecasting of liquidity greatly even at the branch level. This could contribute
to enhancing the risk management capabilities of banks.
ENTREPRENEURSHIP-------------------------------------------------------
Entrepreneurship is the practice of starting new organizations, particularly new
businesses generally in response to identified opportunities. Entrepreneurship is often a
difficult undertaking, as a majority of new businesses fail. Entrepreneurial activities are
substantially different depending on the type of organization that is being started.
Entrepreneurship may involve creating many job opportunities.
Many "high-profile" entrepreneurial ventures seek venture capital or angel
funding in order to raise capital to build the business. Many kinds of organizations now
exist to support would-be entrepreneurs, including specialized government agencies,
business incubators, science parks, and some NGOs.
Our understanding of entrepreneurship owes a lot to the work of economist
Joseph Schumpeter and the Austrian School of economics. For Schumpeter (1950), an
entrepreneur is a person who is willing and able to convert a new idea or invention into a
successful innovation. Entrepreneurship forces "creative destruction" across markets and
industries, simultaneously creating new products and business models and eliminating
others. In this way, creative destruction is largely responsible for the dynamism of
industries and long-run economic growth. Despite Schumpeter's early 20th-century
contributions, the traditional microeconomic theory of economics has had little room for
entrepreneurs in their theories
• Characteristics of entrepreneurship:-
The entrepreneur, who has a vision and the enthusiasm for this vision, is the
driving force of an entrepreneurship
The vision is usually supported by a set of ideas that have not been awared by the
majority of the market/industry
The overall blueprint to realize the vision is clear, however details may be
incomplete, flexible, and evolving
The entrepreneur promotes the vision with an influential passion
With a persistent and deterministic mindset, the entrepreneur devises a set of
entrepreneurial strategies to thrive for the vision
• Conclusion:-
We began by asserting that individual entrepreneurs get too much credit and
blame for the fate of new ventures. We also emphasized that successful entrepreneurs are
those who can develop the right kinds of relationships with others inside and outside their
firm. Our perspective suggests that, in trying to predict which entrepreneurs will succeed
or fail, instead of turning attention to the characteristics of individual founders and CEOs,
researchers and teachers would be wiser to turn attention to the other people the
entrepreneur spends time with and how they respond. Our perspective also implies that
the format of the "Entrepreneurs of the Year" competition described at the outset of this
chapter ought to be changed. Rather than using such events to recognize individual CEOs
or founders from successful start-ups, awards could be presented to recognize the
intertwined group of people who made each start-up a success.
• PERFORMANCE MANAGEMENT:-
• BENCHMARKING:-
Benchmarking (Comparing) is a selective method of finding out how and why
some companies can perform tasks much better than other companies. There can be as
much as a tenfold difference in the quality, speed and cost-performance of an average
company versus a world-class company.
It involves the following seven steps
1) Determine functions to benchmark.
• BENCHMARKING :-
The purpose of benchmarking is to improve the organization’s competitive
position and its learning Abilities. This perspective goes well with the unauthorized
definition.
Benchmark PLR
Sr.No Banks
1 Public Sector Banks
2 Associate Banks of SBI
3 Private Sector Banks
4 Foreign Banks
5 Co-operative Banks
Above all banks prime lending rate benchmark is as follows:
Benchmark Prime Lending Rates (New): Public Sector Bank
New Old Difference in
Sr.No Name of the Bank W.E.F.
BPLR PLR Basis Points
1 Allahabad Bank 1/1/2004 11 11.5 50
2 Andhra Bank 2/5/2006 11 10.5 50
3 Bank of Baroda 1/5/2006 11 10.75 25
4 Bank of India 1/5/2006 11.25 10.75 50
5 Bank of Maharashtra 18/11 / 2004 11.25 11 25
6 Canara Bank 5/5/2006 11.25 10.75 50
7 Central Bank of India 15/5 / 2006 11.5 11 50
8 Corporation Bank 1/5/2006 11.25 11.5 25
9 Dena Bank 1/6/2006 11.5 11 50
10 Indian Bank 1/6/2006 11.5 11 50
11 Indian Overseas Bank 1/5/2006 11.5 11 50
Oriental Bank of
12 15/5 / 2006 11.5 11 50
Commerce
13 Punjab & Sind Bank 1/5/2006 11.5 0 0
14 Punjab National Bank 1/5/2006 11.25 11 25
15 Syndicate Bank 16/5 / 2006 11.25 11 25
16 UCO Bank 2/5/2006 11.5 11 50
17 Union Bank of India 1/5/2006 11.25 11 25
18 United Bank of India 1/5/2006 11.25 10.75 50
19 Vijaya Bank 10/5/2006 11.25 11 25
Industrial Development
20 22/5 / 2006 11 10.5 50
Bank of India (IDBI)
21 State Bank of India 1/5/2006 10.75 10.25 50
Benchmark Prime Lending Rates (New): Associate Bank of SBI
New Old Difference in
Sr.No Name of the Bank W.E.F.
BPLR PLR Basis Points
State Bank of Bikaner &
1 8/5/2006 11.25 10.75 50
Jaipur
2 State Bank of Hyderabad 1/5/2006 11.5 11 50
3 State Bank of Mysore 22/5 / 2006 11.5 11 50
4 State Bank of Patiala 1/5/2006 11 10.5 50
5 State Bank of Saurashtra 8/5/2006 11.5 11 50
6 State Bank of Travancore 1/1/2004 11 11.5 50
Benchmark Prime Lending Rates (New): Private Banks of India
New Old Difference in
Sr.No Name of the Bank W.E.F.
BPLR PLR Basis Points
Bharat Overseas Bank
1 1/6/2006 11.75 11 75
Ltd.
Centurion Bank of Punjab
2 1/3/2004 11.5
Limited
3 City Union Bank Ltd. 1/1/2004 12 12.5 50
Development Credit Bank
4 15/6 / 2006 14.25 14 25
Ltd.
5 ICICI Bank Limited 1/1/2004 10.5 10.5 0
6 Lord Krishna Bank Ltd. 1/4/2006 12.5 12.5 0
SBI Commercial and
7 1/1/2004 11.5
International Bank Ltd.
Tamilnad Mercantile
8 1/1/2004 12 12.25 25
Bank Ltd.
The Bank of Rajasthan
9 1/5/2006 12.5 11.75 75
Limited
The Dhanalakshmi Bank
10 1/5/2006 13 0 0
Limited.
11 The Federal Bank Ltd. 1/5/2006 12 0 0
The Ganesh Bank of
12 1/10/2004 10.5 0 0
Kurundwad Ltd.
13 The HDFC Bank Ltd. 14/6 / 2006 11.5 12 50
The Jammu & Kashmir
14 1/1/2004 11
Bank Ltd.
15 Karnataka Bank Ltd. 1/1/2004 12 0 0
The Karur Vysya Bank
16 1/1/2004 12.5 12.5 0
Ltd.
The Lakshmi Vilas Bank
17 1/1/2004 12.5 12.5 0
Ltd.
18 The Nainital Bank Ltd. 1/4/2006 11.5 0 0
19 The Sangli Bank Ltd. 1/5/2006 12 0 0
The South Indian Bank
20 1/5/2006 13.5 0 0
Ltd.
The United Western Bank
21 1/5/2006 12.5 11.5 100
Ltd.
22 ING Vysya Bank Ltd. 15/1 / 2004 11.25 11.5 25
23 UTI Bank Ltd. 14/3 / 2006 13 12 100
24 The Ratnakar Bank Ltd. 1/1/2004 11.5
Kotak Mahindra Bank
25 1/4/2006 14.5 13 150
Limited
Benchmark Prime Lending Rates (New): Foreign Banks
New Old Difference in
Sr.No Name of the Bank W.E.F.
BPLR PLR Basis Points
1 ABN AMRO Bank N.V. 15/3 / 2004 12.75 16 325
American Express Bank
2 1/5/2006 12.5 0 0
Ltd.
Arab Bangladesh Bank
3 15/9 / 2003 11 12 100
Limited
Bank International
4 1/5/2006 11 0 0
Indonesia
5 Bank of America N.A. 1/1/2004 13.5
Bank of Bahrain &
6 1/1/2004 12.5
Kuwait BSC
7 BNP PARIBAS 1/5/2006 12 0 0
8 Citibank N.A. 1/5/2006 12.75 0 0
Oman International Bank
9 1/8/2003 11.5 13.5 200
SAOG
10 Societe Generale 1/3/2004 11 12 100
In my inaugural address last year, I had indicated a vision for Indian banking in
the new millennium – that of a vibrant, internationally active banking system, drawing
upon its innate strengths and comparative advantages to make India a major banking
centre of the world. I had pointed out then that, while it may take up to 10 or even 15
years to achieve this vision, the time to begin was now. Recent developments have only
served to bring forward the urgency attached to embarking upon this quest. Even as we
do so, it is necessary to recognize that, in view of recent global developments and the
economic slowdown, the progress towards this goal would call for even greater effort and
determination. In this context, the theme chosen for this year’s Conference i.e., "Indian
Banking: Paradigm Shift" is most timely as it provides an opportunity to deliberate on the
new challenges ahead, and the action that we must take to manage them. I am happy to be
a part of these deliberate ions and to deliver the inaugural address to the 23rd Conference
of Bank Economists here today.
As you are aware, global economic prospects turned sharply adverse since
September 2001 following the terrorist attacks on the US. The possibilities of a recovery
in the global economy have become highly uncertain, belying the initial expectations of a
V-shaped recovery as well as the subsequent hopes of a U-shaped recovery. As of now,
the consensus of forecasts settles around 2.4 per cent for world GDP growth for 2001.
World trade volume growth could slow down to around 1.3 per cent and net capital
outflows from developing countries may now be larger than anticipated earlier. Although
the sharp spurt in international oil prices has abated, their future behavior remains
unclear. Macroeconomic weaknesses have also been associated with an erosion of
business confidence. Insurance, airlines, tourism and hotel industries have been hit hard
and the exposure of financial institutions to these industries can be a potential source of
vulnerability.
Despite the relatively inward-looking nature of the Indian economy, it cannot
remain insulated from these international developments. The direct effects of these
external developments on our banking system are expected to be limited. Indirect effects,
especially through exports and subdued industrial activity could, however, impact upon
the asset quality of our banking system and other segments of the financial system. The
need to constantly monitor international developments and take appropriate and often,
preemptive action add an entirely new dimension to the progress of our banking system
towards its longer-term vision.
We have made considerable progress in implementing banking and financial
sector reforms. There is also some improvement in the financial performance of the
banking system in terms of various indicators of operating efficiency. Nevertheless, there
are several areas regarding the efficiency of our banking system – rather than its stability
– that raise concerns, especially during a period of generalized uncertainty. The level of
non-performing assets (NPAs) continues be high by international standards, preempting
funds for provisioning and eating into the performance and profitability of financial
intermediaries. The response to the debt recovery and asset restructuring initiatives
undertaken as part of financial sector reforms has also been slow.
In the period ahead, our financial system will also have to prepare for a tightening
of the prudential norms as the new Basel Accord becomes effective and a fuller response
to the current financial environment emerges. Our financial institutions continue to be
susceptible to financial market turbulence, especially in the equity market. Upgrading
technical skills, technology, research and human capital, developing effective ‘front-
office’ strategies and fortifying internal rules of governance and responsibility assumes a
renewed priority in the fast changing scenario.
The face of banking, as we have known it, is also changing rapidly. India is
approaching an era of financial conglomorisation and ‘bundling’ in the provision of
financial services. Besides infusing heightened competition, there are implications for the
regulatory and supervisory regime. Banks and financial institutions have to prepare for
changes in the regulatory framework towards a more focused, comprehensive and
efficient environment that eschews regulatory forbearance. Legal reforms accordingly
will have to ascend the hierarchy of priorities in the reform process.
Against this background, in this talk, I propose to focus on the main challenges
facing Indian banking, such as, the role of financial intermediation in different phases of
the business cycle, the emerging compulsions of the new prudential norms, and
benchmarking the Indian financial system against international standards and best
practices. I will also say a few words about the changing context of regulation and
supervision of the financial system in India, the need for introducing new technology in
the banking and financial system, and the importance of strengthening skills and
intellectual capital formation in the banking industry.
PRUDENTIAL NORMS---------------------------------------------------------
A strong and resilient financial system and the orderly evolution of financial
markets are key prerequisites for financial stability and economic progress. In keeping
with the vision of an internationally competitive and sound banking system, deepening
and broadening of prudential norms to the best internationally recognized standards have
been the core of our approach to financial sector reforms. This has been supported
concurrently by heightened market discipline, pro-active and comprehensive supervision
of the financial system and the orderly development of financial market segments. The
calibration of the convergence with international standards is conditioned by the specific
realities of our situation; however, the New Capital Accord of the Basel Committee on
Banking Supervision which was released in January 2001 adds urgency to the process of
convergence. It is against the backdrop of these exigencies that prudential norms are
being constantly monitored and refined. In the recent period, banks are being encouraged
to build risk-weighted components of their subsidiaries into their own balance sheets and
to assign additional capital. Risk weights are being constantly refined to take into
recognition additional sources of risk. The concept of ‘past due’ in the identification of
NPAs has been dispensed with. Banks and financial institutions are being urged to
prepare to move to the international practice of the ‘90 day norm’ in the classification of
assets as non-performing by 2003-04.
The new Basel Accord, as contained in the second Consultative Paper on Capital
Adequacy of the Basel Committee on Banking Supervision released in January 2001 is in
response to the perceived rigidities in the 1988 Accord’s capital requirements, the scope
for capital arbitrage and the increased sophistication in the measurement and
management of risk. The new Accord rests on three mutually reinforcing pillars i.e.,
minimum capital requirements, processes of supervisory review and market discipline.
Under the first pillar, the current definition of capital and the minimum requirement of 8
per cent of capital to risk weighted assets is retained. Capital requirements would be
extended on a consolidated basis to holding companies of banking groups.
The primary emphasis of the new Accord is on improving the measurement of
risk. The process of measurement of market risk is maintained. Three alternatives for
calculating credit risk capital requirements are proposed to be made available to banks,
depending on the complexity of their business and the quality of their risk management
operations. The ‘standardized approach’ which can be employed by less complex banks
remains conceptually the same as in the 1988 norms; however, it expands the scale of risk
weights and uses external credit ratings to categories credits. Banks with more advanced
risk management capabilities can employ an internal ratings based (IRB) approach –
‘foundation’ and ‘advanced’ variants are proposed on a progression scale – in which
banks may categories exposures into multiple credit ratings of their approved internal
rating systems. The internally estimated probability of default, the maturity of exposure
and the credit type i.e., corporate or retail, will determine risk weights. There is a new
explicit capital charge proposed on operational risk.
The processes of supervisory review contained in the second pillar emphasize the
need for banks to develop sound internal procedures to assess the adequacy of capital
based on a thorough evaluation of its risk profile and control environment, and to set
commensurate targets for capital. The internal processes would be subject to supervisory
evaluation, review and intervention, when appropriate. The third pillar aims at bolstering
market discipline through enhanced disclosure by banks. Disclosure requirements are set
out in several areas under the new Accord, including the way in which banks calculate
their capital adequacy and their risk assessment methods.
The Basel Committee on Banking Supervision has received more than 250
comments on the January 2001 proposals. The Committee is expected to release a fully
specified proposal, based on these comments, in early 2002 and to finalize the Accord
during 2002. An implementation date of 2005 is envisaged. The Reserve Bank forwarded
its comments to the Basel committee in May 2001. It has supported flexibility, discretion
to national supervisors and a phased approach in implementing the Accord. The Accord
could initially apply to internationally active – banks with over 15 per cent of their
business in cross-border transactions, as proposed by the Reserve Bank – and significant
banks whose domestic market share exceeds 1 per cent – with a simplified standardized
approach to be evolved for other banks. Material limits on cross-holdings of capital and
eschewing of direct responsibility on external credit rating agencies in the assessment of
bank assets have also been proposed by the Reserve Bank. It has also expressed its
preference for external credit rating agencies that publicly disclose risk scores, rating
processes and methodologies.
The new accord, when implemented, is likely to have significant implications for
the banking system as a whole. Besides requiring increased capital, it attaches urgency to
the development of efficient and comprehensive internal systems for assessment and
management of risks, setting up and adhering to adequate internal exposure limits and
improving internal control generally. The guidelines for risk management and asset
liability management provided by the Reserve Bank serve as a useful foundation for
building more sophisticated control systems. The feedback received from few banks
indicates the need for substantial up gradation of existing management information
systems, risk management practices and technical skills. Capital allocation is also
expected to be more risk sensitive and, therefore, banks and financial institutions will
have to plan in advance so that there are no disruptions in the capital structure. Further
sophistication in risk management and control mechanisms will have to evolve as
experience with preferential risk-weighting and sensitivity to external ratings is
accumulated.
A key requirement when the new Accord, after further modification, becomes
operational is that of high quality human resources to cope with and adapt to the new
environment. Enhancing technical skills and abilities to handle new technologies and new
risks, exploiting information flows to price them in, and developing foresight in
anticipating changing risk-return relationships will become essential.
MARKET DISCIPLINE------------------------------------------------------
UNIVERSAL BANKING----------------------------------------------------
Since the early 1990s, banking systems worldwide have been going through a
rapid transformation. Mergers, amalgamations and acquisitions have been undertaken on
a large scale in order to gain size and to focus more sharply on competitive strengths.
This consolidation has produced financial conglomerates that are expected to maximize
economies of scale and scope by ‘bundling’ the production of financial services. The
general trend has been towards downstream universal banking where banks have
undertaken traditionally non-banking activities such as investment banking, insurance,
mortgage financing, securitization, and particularly, insurance. Upstream linkages, where
non-banks undertake banking business, are also on the increase. The global experience
can be segregated into broadly three models. There is the Swedish or Hong Kong type
model in which the banking corporate engages in in-house activities associated with
banking. In Germany and the UK, certain types of activities are required to be carried out
by separate subsidiaries. In the US type model, there is a holding company structure and
separately capitalized subsidiaries
In India, the first impulses for a more diversified financial intermediation were
witnessed in the 1980s and 1990s when banks were allowed to undertake leasing,
investment banking, mutual funds, factoring, hire-purchase activities through separate
subsidiaries. By the mid-1990s, all restrictions on project financing were removed and
banks were allowed to undertake several activities in-house. In the recent period, the
focus is on Development Financial Institutions (DFIs), which have been allowed to set up
banking subsidiaries and to enter the insurance business along with banks. DFIs were also
allowed to undertake working capital financing and to raise short-term funds within
limits. It was the Narasimham Committee II Report (1998) which suggested that the DFIs
should convert themselves into banks or non-bank financial companies, and this
conversion was endorsed by the Khan Working Group (1998). The Reserve Bank’s
Discussion Paper (1999) and the feedback thereon indicated the desirability of universal
banking from the point of view of efficiency of resource use, but it also emphasized the
need to take into account factors such as the status of reforms, the state of preparedness
of the institutions, and a viable transition path while moving in the desired direction.
Accordingly, the mid-term review of monetary and credit policy, October 1999
and the annual policy statements of April 2000 and April 2001 enunciated the broad
approach to universal banking and the Reserve Bank’s circular of April 2001 set out the
operational and regulatory aspects of conversion of DFIs into universal banks. The need
to proceed with planning and foresight is necessary for several reasons. The move
towards universal banking would not provide a panacea for the endemic weaknesses of a
DFI or its liquidity and solvency problems and/or operational difficulties arising from
undercapitalization, non-performing assets, and asset liability mismatches, etc. The
overriding consideration should be the objectives and strategic interests of the financial
institution concerned in the context of meeting the varied needs of customers, subject to
normal prudential norms applicable to banks. From the point of view of the regulatory
framework, the movement towards universal banking should entrench stability of the
financial system, preserve the safety of public deposits, improve efficiency in financial
intermediation, ensure healthy competition, and impart transparent and equitable
regulation.
A recurring theme in the annual BECON Conference has been the need to focus
on developing human resources to cope with the rapidly changing scenario. The core
function of HRD in the banking industry is to facilitate performance improvement,
measured not only in terms of financial indicators of operational efficiency but also in
terms of the quality of financial services provided. Factors such as skills, attitudes and
knowledge of personnel play a critical role in determining the competitiveness of the
financial sector. The quality of human resources indicates the ability of banks to deliver
value to customers. Capital and technology are replicable, but not human capital which
needs to be viewed as a valuable resource for the achievement of competitive advantage.
The primary emphasis needs to be on integrating human resource management (HRM)
strategies with the business strategy. HRM strategies include managing change, creating
commitment, achieving flexibility and improving teamwork. These processes underlie the
complementary processes that represent the overt aspects of HRM, such as recruitment,
placement, performance management, reward management, and employee relations. A
forward looking approach would involve moving towards self-assessment of competency
and developmental needs as a part of a continuous learning cycle.
The Indian banking industry has been an important driving force behind the
nation’s economic development. The emerging environment poses both opportunities and
threats, in particular, to the public sector banks. How well these are met will mainly
depend on the extent to which the banks leverage their primary assets i.e., human
resources in the context of the changing economic and business environment. It is
obvious that the public sector banks’ hierarchical structure, which gives preference to
seniority over performance, is not the best environment for attracting the best talent from
among the young in a competitive environment. A radical transformation of the existing
personnel structure in public sector banks is unlikely to be practical, at least in the
foreseeable future. However, certain improvements can be made in the recruitment
practices as well as in on-the-job training and redeployment of those who are already
employed. There are several institutions in the country which cater exclusively to the
needs of human resource development in the banking industry. It is worthwhile to
consider broad-basing the courses conducted in these institutions among other higher-
level educational institutions so that specialization in the area of banking and financial
services becomes an option in higher education curriculums. In the area of information
technology, Indian professionals are world leaders and building synergies between the IT
and banking industries will sharpen the competitive edge of our banks.
Conclusion
How close are we to the vision of a sound and well-functioning banking system
that I outlined. It is fair to say that despite a turbulent year and many challenges, we have
made some progress towards this goal. There has been progressive intensification of
financial sector reforms, and the financial sector as a whole is more sensitized than before
to the need for internal strength and effective management as well as to the overall
concerns for financial stability. At the same time, in view of greater disclosure and
tougher prudential norms, the weaknesses in our financial system are more apparent than
before.
There is greater awareness now of the need to prepare the banking system for the
technical and capital requirements of the emerging prudential regime and a greater focus
on core strengths and niche strategies. We have also made some progress in assessing our
financial system against international best practices and in benchmarking the future
directions of progress. Several contemplated changes in the surrounding legal and
institutional environment have been proposed for legislation.
The NPA levels remain too large by international standards and concerns relating
to management and supervision within the ambit of corporate governance are being tested
during the period of downturn of economic activity. The structure of the financial system
is changing and supervisory and regulatory regimes are experiencing the strains of
accommodating these changes. Certain weak links in the decentralized banking and non-
bank financial sectors have also come to notice. In a fundamental sense, regulators and
supervisors are under the greatest pressures of change and bear the larger responsibility
for the future. For both the regulators and the regulated, eternal vigilance is the price of
growth with financial stability.
We should strive to move towards realizing our vision of an efficient and sound
banking system of international standards with redoubled vigor. Our greatest asset in this
endeavor is the fund of technical and scientific human capital formation available in the
country. The themes which are being covered in this Conference under structural,
operational and governance issues should help in defining the road map for the future.
R E F E R E N C E
• SITE NAME
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• MAGAZINE NAME
BANKING ANNUAL-BUSINESS STANDARD
IBA-BULLETIN
BOBMAITRI
THE FINANCIAL EXPRESS
BANKING ANNUAL-BUSINESS STANDARD
PROFESSIONAL BANKER-THE ICFAI UNIVERSITY PRESS
• BOOK NAME
BANKING AND PRACTICE-P.N.VARSHNEW
BUSINESS MANAGEMENT-CAIIB EXAMINATION
MONEY, BANKING, INTERNATIONAL TRADE AND PUBLIC FINANCE
---D.M.MITHANI