Crisis-hit Sri Lanka seeks World Bank Covid loan, BFSI News, ET BFSI

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COLOMBO: Sri Lanka will seek an emergency loan of $100 million from the World Bank for a coronavirus vaccination drive, officials said Wednesday, as the country struggles with an acute currency crisis.

The Covid-19 pandemic has claimed more than 12,000 lives and infected over half a million people in Sri Lanka, which is also suffering food shortages because of the cash crunch.

The government said in a statement that the cabinet had “granted approval to the resolution furnished by the Minister of Health for obtaining the relevant supplementary financing facility” from the international lender.

The statement said the World Bank had indicated willingness to provide the money to buy 14 million doses of the Pfizer vaccine and finance “other costs pertaining to vaccination”.

Sri Lanka has double-jabbed more than half of its 21 million people, mostly with Chinese vaccines, but has remained in the grip of a major Covid-19 wave since April.

Medical experts say the death toll is much higher than the official figure.

The economy, shorn of its key tourism sector by the pandemic, shrank by an unprecedented 3.6 percent last year.

President Gotabaya Rajapaksa declared a state of emergency on August 31 to deal with food shortages, as most banks have run out of dollars to finance imports.

But he has resisted calls to secure a bailout from the International Monetary Fund as the country faces what Finance Minister Basil Rajapaksa recently described as a “dangerous foreign exchange crisis”.

Central bank governor Ajith Cabraal has said the IMF would want Sri Lanka to depreciate its currency in return for a bailout, but Colombo cannot accept that.

Sri Lanka’s foreign reserves stood at $3.55 billion at the end of August while the country has to repay about $2 billion in foreign debts before the end of the year.

The main opposition SJB party has led calls for the government to seek IMF cash to avoid a sovereign debt default next year.

Struggling to raise domestic revenue, the government on Wednesday raised its debt ceiling by 400 billion rupees ($2.0 billion) so it can meet its expenses in the next three months.



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Rana Kapoor’s daughter seeks exemption from personal appearance before the trial court, BFSI News, ET BFSI

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Rakhee Kapoor-Tandon, the daughter of jailed banker Rana Kapoor has filed a petition before the Bombay High Court (HC) seeking exemption from in-person appearance before the trial court.

Kapoor-Tandon who is a non-resident Indian (NRI) and a resident of the United Kingdom has expressed her inability to travel to India owing to restrictions imposed due of Covid-19 pandemic, the plea stated.

On September 2, a special Prevention of Money Laundering Act (PMLA) court rejected Kapoor-Tandon’s plea seeking exemption from personal appearance.

“… the petitioner is a NRI, residing permanently outside India since 2016. At present, she is a resident of London, residing with her two minor children. The petitioner is unable to travel in view of various travel restrictions imposed by Govt. of UK, Govt. of India, civil aviation department and other agencies in the prevailing Covid-19 factors,”

The petitioner through the plea filed by her counsel Vijay Aggarwal has also appealed that her application be considered as she hasn’t been chargesheeted by the Central Bureau of Investigation (CBI) in its recently filed supplementary chargesheet in the Yes Bank scam. “…no specific allegations regarding laundering against the petitioner in ED complaints,”it adds.

Last week, a special CBI court here observing that Kapoor’s family members including his wife and two daughters are ‘beneficiary’ of the fraud caused to Yes Bank Ltd (YBL) and have caused a wrongful loss of Rs 4,000 crore of public money, remanded them to judicial custody.

The The court had also observed that the accused showed ‘complicity’ with co-accused Rana Kapoor and are the ‘beneficiary of the amount fraudulently and dishonestly obtained by Kapoor’. “… they have received fraudulently and dishonestly the illegal amount pending to be a corporate loan of Rs 300 crore, Rs 300 crores and Rs 600 crores, so actual beneficiary of the said amount,” the order accessed by ET states.

Meanwhile, in a separate plea, Rana Kapoor has contested his police custody granted by the lower court. The HC in its earlier order had rejected the production application sought by CBI.

“…The special judge vide the impugned order dated August 14, passed on the remand application filed by the CBI… Seeking to declare the CBI remand and custody and all subsequent proceedings including the further custody of the petitioner as illegal and void ab-initio,” the plea seen by ET reads.

Last month, the CBI had filed a supplementary chargesheet against Kapoor, his family members and four former junior employees of the bank in connection with the corruption case, which pertains to the loans given to the now bankrupt financial firm DHFL. The accused were summoned and the hearing in the matter was scheduled for Saturday.

According to the CBI’s first chargesheet filed last year, in June 2018, Kapoor, then the head of Yes Bank’s management credit committee, sanctioned a loan of Rs 750 crore on an application by DHFL promoters, Dheeraj Wadhawan and his brother Kapil Wadhawan, in the name of Belief Realtors Pvt Ltd for development of a Bandra Reclamation Project. This amount was advanced to RKW Developers, a company controlled by Dheeraj Wadhawan although the bank’s risk management team had pointed out multiple and serious issues in the proposal.

The agency’s probe revealed that the loan of Rs 750 crore was not utilised for the stated purpose.

Simultaneously, Kapil Wadhawan is said to have paid a kickback of Rs 600 crore to Kapoor and his family members in the garb of a builder loan from DHFL to DOIT Urban Ventures (India) Private Ltd (DUVPL). Roshini Kapoor, the youngest daughter of Rana Kapoor, is one of the directors of DUVPL.

After deducting a processing fee, an amount of Rs 632 crore was transferred to RKW Developers. This amount was then routed to other entities controlled by the Wadhawans—KYTAAdvisors and RIP Developers—to settle a loan obtained from DHFL for the same Bandra Reclamation Project in November 2015.



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‘Govts must accept what they don’t do well, like banking’, BFSI News, ET BFSI

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NEW DELHI: JP Morgan’s longest serving CEO Jamie Dimon is a regular visitor to India where his firm has 40,000 employees, most of them doing global work.

Since the pandemic, he is back on the road and has made a couple of trips to Europe and is hoping to visit India in six to nine months. In an online interview with TOI, he shared his assessment of the global economic situation and India. Excerpts:

How do you see the state of the US economy, particularly in light of (US treasury secretary) Janet Yellen’s statements, saying that there is a risk of default?

In the US, the Delta variant is kind of a wet blanket, but the economy is doing quite well. The rest of this year is going to grow something like 5-6%. The table is set rather well, consumers are in very good shape, they have a lot of extra cash, they have paid down debt.

Usually, when debt gets paid down, it’s a sign of a recession. This is more a sign of the pump being primed. The spend today is 20% over what it was pre-Covid. Travel is coming back up, albeit slower. Even if they spend at this level, confidence is going up equally.

Companies are in very good shape. There is a lot of cash and a lot of capability. Capex is starting to go up again, because of the demand. The debt ceiling — we’ve had this before. It’s irresponsible on our part to even get close to it. No one assumes there will be a default. If we did, that would be bad, but I think they’ll get over that.

So you don’t see any risks right now?

There are always risks, but people sometimes overestimate the risk just like sometimes they underestimate them. Geopolitics has always been a risk. The biggest geopolitical risk today is China. But that won’t necessarily derail the economy. And while we are coming out of the Delta variant, if you have another deadly variant, all bets are off on that one. So, hopefully, that won’t happen.

Which are the economies you’re bullish on? How do you look at China the way things are unfolding there?

America is coming out of it…pretty good growth, which can go on for a while. I think Europe is probably six months behind us. For the rest of the world, you really can’t put it in one category because every country is different. But in general, the more developed markets look okay. China’s growth has slowed. But the real issue with China is people got to look a little bit more long-term, and they do a pretty good job managing their economy.

The big fear in the market is inflation and the withdrawal of all the liquidity that is floating around…

It is a legitimate concern. The world has embarked on massive amounts of quantitative easing and fiscal stimulus. They are powerful drugs into the system and drive growth in slightly different ways. We need growth. Growth is the antidote for everything. Inflation is probably a transitory piece. It is currently 3.5% or 4% and as they start to taper, you’ll read about it. It’ll be November, December, January, based upon the Delta variant.

But if that happens, and inflation goes up, long rates will go to 3% or 3.5% over the next 18 months or so, we’ll be fine. Growth is far more important than that inflationary number or bond rates going up. The stock market anticipates healthy growth and earnings.

The bond market may not anticipate that, and that may be because the flows of money and liquidity are so high — it’s like a tsunami coming over them. So, I expect rates to go up. I’ve been wrong on that one before. But we’ll see.

Have your plans for India changed after Covid?

Absolutely not. India has a great long-term growth capability. And how good that growth will be, will be predicated upon the seriousness and detail of your policies and the implementation of policies.

JPMorgan invests for the long run. The bankruptcy code, taxes and reducing bureaucracy & building infrastructure and privatising are critical to growth. I still say that India has great long-term potential. We have 40,000 employees and we have built massive centres.

We just finished one in Hyderabad, which will eventually have 8,000 people. The policy you implement over the next 10 or 20 years will determine the growth rate. A healthy rate of growth is good for all your citizens.

The Indian government has announced a very ambitious asset monetisation and divestment programme that needs about $80 billion. Do you think there’s an absorption capacity for this?

I do. It’s not the money, per se, it’s the regulations. It is the transparency, the ability to buy and sell freely. it is the consistency of law. It makes a lot of sense to sell a lot of assets. Governments should acknowledge the things they don’t do well. Like banking. If you start making loans for political purposes, they will be bad loans. I’m optimistic because your government has generally tried to do the right things, and this is one of them. India could attract a lot more foreign direct investment, if it does a lot of things properly around financial market transparency, international banks, etc.

Bank privatisation is part of the agenda for the first time. How do you see this?

It relates to what rules are imposed upon those banks. Can you operate them properly? Do you have constraints? It’s not just privatisation. Transparency, rule of law, ability to operate governance, accounting, all those various things — if they do it right, you could have very vibrant banks.

People tend to think that’s just good for the wealthy. But it’s really good for the lower-income, jobs and wages go up with healthy economies. And then you can also afford a lot more social programmes. I’m very supportive of ways in raising minimum wages in the US, but if you don’t do it wisely, it will be worse in the long run.

There’s a debate happening here on bitcoins and cryptocurrencies, whether they should be banned or regulated… How do you view this?

I don’t really care about bitcoin. I think people waste too much time and breath on it. But it is going to be regulated. Governments regulate just about everything. I don’t know if it’s an asset. I don’t know if it’s foreign exchange. I don’t know if it’s a currency. I don’t know if it’s the securities laws, but they’re going to do it. And that will constrain it to some extent. But whether it eliminates it, I have no idea and I don’t personally care. I am not a buyer of bitcoin. I think if you borrow money to buy bitcoin, you’re a fool.

That does not mean it can’t go 10 times in price in the next five years. But I don’t care about that. I learned a long time ago figure out what you want, do what you want and be successful yourself. I remember when beanie babies were selling for $2,000 a pop. We all know about tulip bulbs. We all know about internet stocks. Speculation happens in every market around the world, including in communist countries. So, I don’t know why there is a surprise with a lot of speculation, particularly when there’s as much liquidity in the system.



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Zolve launches credit cards, bank account services for US immigrants, BFSI News, ET BFSI

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New Delhi, Zolve, a neobank, on Wednesday announced the launch of financial products which provide bank account, credit card and debit card to people upon entering the US without a social security number. Federal Deposit Insurance Corporation (FDIC) insured bank accounts and other services are being provided by Community Federal Savings Bank (CFSB) to immigrants who are customers of Zolve.

Zolve has created the opportunity for US immigrants to start building their financial future in America from the moment they arrive, a statement said.

To begin with, the product suits include mobile app, Mastercard powered credit card, FDIC insured up to USD 250,000, with no minimum balance requirements and no social security number required to apply, it said.

Zolve launched in beta in August 2021 and has since seen over 42,000 registered customers.

“We created Zolve to level the playing field for international students and working professionals looking to come to the United States by providing them with the toolset they need to embark on their American dream…

“Our mission is to create a financial world beyond borders with equal access to high-quality banking products for global citizens from every country,” said Zolve founder CEO Raghunandan G.

Before Zolve, US immigrants were not able to obtain a bank account or credit card without waiting months, sometimes years, to establish credit or obtain a social security number, he said.

Going forward, the company is looking to expand its reach to other countries like Australia, Canada, Germany, and the UK, he added.



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Federal Bank partners with Ashok Leyland for vehicle finance

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Federal Bank on Wednesday signed a Memorandum of Understanding (MoU) with Ashok Leyland, which will enable the two to offer customised financial solutions to their customers.

“The bank will work towards catering to the customers’ needs through commercial vehicle loans with easy monthly repayment plans best suited for the customers. Moreover, the bank will leverage technology for enhancing customer experience,” Federal Bank said in a statement.

Harsh Dugar, Group President, Federal Bank said, “In our bank, funding to commercial vehicles is offered through dedicated RMs and wide network of branches. With this partnership, we will be able to offer our financial solutions by leveraging the bank’s extensive physical and digital reach to the customers of Ashok Leyland and its dealers.”

Ashok Leyland offers a comprehensive range of trucks and buses ranging from intercity light commercial vehicles to 49-tonne long haul trucks and a wide range of buses.

Gopal Mahadevan, Whole Time Director and CFO, Ashok Leyland, said this association would help the company gain an edge in the market.

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India likely to block Chinese investment in LIC’s IPO

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India wants to block Chinese investors from buying shares in Life Insurance Corp (LIC), which is due to go public, four senior government officials and a banker told Reuters, underscoring tensions between the two nations.

State-owned LIC is considered a strategic asset, commanding more than 60 per cent of India’s life insurance market withmore than $500 billion assets. While the government plans to allow foreign investors to participate in what is likely to be the country’s biggest-ever IPO worth a potential $12.2 billion, the sources said it is cautious of Chinese ownership, the sources said.

Read also: Centre’s big push to LIC’s mega IPO

Political tensions

Political tensions between the countries rocketed last year after their soldiers clashed on the disputed Himalayan border, and since then, India has sought to limit Chinese investment insensitive companies and sectors, banned a raft of Chinese mobile apps and subjected imports of Chinese goods to extra scrutiny.

“With China after the border clashes it cannot be business as usual. The trust deficit has significantly widen(ed),” said one of the government officials, adding that Chinese investment in companies like LIC could pose risks.

The sources declined to be identified as discussions on how Chinese investment might be blocked ongoing, and no final decisions have been made.

The finance ministry and LIC did not respond to Reuters emailed requests for comment. China’s foreign ministry and commerce ministry did not immediately respond to requests for comment.

FII investments likely

Aiming to solve budget constraints, the Centre hopes to raise ₹90,000 crore by selling 5 per cent to 10 per cent of LIC this financial year which ends in March. The government has yet to decide whether it will sell one tranche of shares seeking to raise the full amount or choose to seek the funds in two tranches, sources have said.

Under current law, no overseas investors can invest in LIC, but the government is considering allowing foreign institutional investors to buy up to 20 per cent of LIC’s offering.

Options to prevent Chinese investment in LIC include amending the current law on foreign direct investment with a clause related to LIC or creating a new law specific to LIC, two of the government officials said.

They added that the government was conscious of the difficulty in checking on Chinese investments that could come indirectly and would attempt to craft a policy that would protect India’s security but not deter overseas investors.

A third option being explored is barring Chinese investors from becoming cornerstone investors in the IPO, said one government official and the banker, although that would not prevent Chinese investors from buying shares in the secondary market.

Ten investment banks, including Goldman Sachs, Citigroup, and SBI Capital Market have been chosen to handle the offering.

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Vijai Kishan talks on how Fidelity Investments India adapted Agile to suit its needs

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Across the world, corporates are aggressively investing in the Agile transformation of their organisations to meet the demands of the market during the pandemic. In an interaction with BusinessLine, Vijai Kishan, Head – Personal Investing, Fidelity Investments India talks about how the company adapted to the “new way living, working and being.”

Are the rules for agile transformation being rewritten following the pandemic?

To me, it makes all the difference whether an organisation pursues agile transformation just for the sake of it or if it does so because it truly believes in the value such a transformation can bring. At Fidelity, we began our agile journey way before the pandemic hit. We were among the first financial service organisations in the US to implement agile principles at scale. Business, product, and marketing teams were aligned to cross-functional teams supported by agile tools, practices and coaches and a strong commitment to learning and skills development. We believe there is a significant difference between doing agile and being agile. Going into our journey of transformation, we knew there was no going back. We saw ourselves as explorers heading into the unknown, and once on this journey, we would have to “burn our boats”. This would be our new way of living, working and being. Our journey also reiterated Fidelity’s commitment to learnability. We launched a unique concept called ‘Learning Days’, where one day a week is dedicated to learning. The results were highly satisfying – existing skills were enhanced, new skills were added to the group, processes moved even faster, and talent rotation resulted in skills being distributed across teams.

How do organisations like yours help stakeholders, especially employees, to buy into adopting agile practices as resistance to change is itself a big barrier for transformation?

As with any other change, resistance is a natural outcome. We drove a culture of transparency so we could address all concerns and make changes where necessary. We created several listening posts and forums for employees to share their experiences and inputs and ensured they were always heard. It was essential that all team members were on the same page, completely invested in, and committed to the journey. The results soon become apparent for all to see. We effectively enabled more direct connections between employees and the leadership by flattening our organisational structure, thus empowering and enabling more agile thinking and working across teams. Furthermore, skills were enhanced across the board, positive multiplier behaviours and practices rewarded, and an energised and empowered workforce was built for the long term.

According to a recent survey, 47 per cent of agile transformations fail. What should organisations do to ensure that their best practices are implemented successfully?

The success of agile transformation depends on an organisation’s commitment to developing robust people practices and processes. At Fidelity, we wanted to build teams that were excited, energised, and as fully invested in the journey as we were. Our end goals were clear and transparent, and we involved employees completely in the decision-making process. All of these helped ensure we were able to surge ahead as one unified team of passionate individuals working together for the collective good of the organisation and the customers we serve.

What are the three main challenges for implementing agile transformation?

a) Having the Will: Organisations wishing to implement agile transformation should be committed to the process and appreciate its impact and scale. They must also be able to take their employees along and create flat organisational structures to enable their participation in decision-making.

b) Focusing on Skills: By investing a significant portion of the work week in enhancing learnability across our teams, we emphasised the importance of skills enhancement in line with our new ways of working. This should be a key focus for organisations, along with creating new learning and collaboration platforms that are centrally available.

c) Investing in the Thrill: The biggest challenge is getting your workforce invested in the success of such a massive change. Once they are on board, they become your most powerful proponents, helping drive the change across the organisation.

Typically, what is the cost and scale of implementing agile practices in an organisation?

We see agile transformation as more of an investment than cost, as evidenced by our commitment to learnability. The benefits we gain as an organisation far outweigh these investments, which are really building organisational muscles for the future. While we have seen positive results on every metric, we have actually redefined the way we look at metrics – not as mere numbers to be surpassed, but a culture that is committed to quality on every front. The culture we have built is truly satisfying. We now have a highly skilled workforce, each employee completely invested in and committed to the journey. We have merely laid the guardrails and built systemic mirrors for our self-governing teams to power forward.

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CRISIL upgrades Bank of India’s Tier-I Bonds rating

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CRISIL Ratings has upgraded its rating on the Tier-I bonds (under Basel III) of Bank of India (BoI) to ‘AA/Stable’ from ‘AA-/Stable’. The credit rating agency has also assigned its ‘AA+/Stable’ rating to the public sector bank’s ₹1,800 crore Tier-II bonds (under Basel III).

The upgrade in the rating of Tier-I bonds (under Basel III) factors in improved position of BoI to make future coupon payments, supported by an adjustment of accumulated losses with share premium account, and the improved capital ratios, CRISIL said in a statement.

“Pursuant to the adjustment, the eligible reserve to total assets ratio for the bank has improved,” it added.

Additionally, as per the Department of Financial Services Gazette notification of March 23, 2020, referred to as Nationalised Banks (Management and Miscellaneous Provisions) Amendment Scheme, 2020, the bank still has share premium reserves which can be utilised to set off any losses in future, and this supports the credit profile of Tier-I (under Basel III) instruments.

Also read: Imitating a fintech firm not the right business model: Former RBI Deputy Gov

“However, any substantial depletion of the share premium account or any regulatory changes to appropriation of the share premium account pertaining to adjustment of accumulated losses are key monitorables,” CRISIL said.

The agency emphasised that supported by the regular capital infusion made by the government of India (GoI) and higher accrual, BoI’s capital ratios have improved, as reflected in Tier-1 and overall capital to risk-weighted adequacy ratio (CRAR) of 12 per cent and 15.1 per cent, respectively, as on June 30, 2021 as against 9.5 per cent and 12.8 per cent, respectively, as on June 30, 2020 (12.0 per cent and 14.9 per cent, respectively, as on March 31, 2021).

Further, the recent qualified institutional placement (QIP) of ₹2,550 crore in August 2021, should also support the capital position.

The overall ratings continue to reflect the expectation of strong support from the majority stakeholder, GoI, and the established market position and comfortable resource profile of the bank. “These strengths are partially offset by weak asset quality and modest earnings profile,” the agency said.

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After CEO’s exit, Ujjivan SFB trying to get the house in order

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Ujjivan Small Finance Bank is seeking to get its house in order after the sudden announcement of the exit of its Managing Director and CEO Nitin Chugh last month, and the old order is likely to make a comeback at the lender.

Three independent directors including BA Nambiar – Chair Designate, Ujjivan SFB, Rajni Mishra – Chair of Risk Committee, and Ravichandran Venkataraman – Chair of Nomination and Remuneration Committee, are a part of the RBI approved Special Committee of Directors to oversee the operations and administration of the bank, Samit Ghosh – Common Director on Ujjivan SFB and Ujjivan Financial Services told BusinessLine in a message. He, however, did not respond to requests to speak further on the bank.

Also see: Making the banking sector more vibrant

“It looks like the old order strikes back with Samit Ghosh wanting to retain control of the likely merged entity. The Reserve Bank of India has now allowed merger with holding companies,” noted an expert who did not wish to be named.

“Bank has started working internally along with the Holding Company to initiate various steps for effecting the reverse merger,” Chugh had said in the annual report.

Significantly, Carol Furtado who has been appoitned as Officer on Special Duty (OSD) and will then take charge as Interim CEO, has been a part of the Ujjivan Group since 2005 and was designated at Ujjivan SFB as Head of Operations and Service Quality. Subsequently, she moved into Ujjivan Financial Services, serving as the CEO.

Annual general meeting

The lender is scheduled to hold its annual general meeting on September 27 where it will have to address shareholder queries on reasons for top level exits from the management.

The AGM has also sought shareholders’ approval to appoint Samit Ghosh and Sudha Suresh as non-executive non-independent directors and appointment of Rajni Mishra, Banavar Anantharamaiah Prabhakar, Rajesh Kumar Jogi and Ravichandran Venkatarama as independent directors on the board of Ujjivan SFB.

The bank’s management has remained tight lipped about these recent developments, although there have been indications that some felt there was undue interference from the holding company – Ujjivan Financial Services.

Ujjivan SFB did not respond to a query from BusinessLine on the issue.

Chugh’s resignation

In a stock exchange filing on August 19, Ujjivan SFB had said Chugh has tendered his resignation as MD and CEO citing personal reasons. He will step down from the role on September 30.

Analysts had noted at the time that while the press release indicated that Chugh’s resignation was due to personal reasons, the impression from the analyst call was that it was mainly due to the bank’s persistent under performance on the asset-quality front, delayed recognition and correction of NPAs in MFI, and large-scale attrition at the lower-middle level.

“In our view, apart from the bank’s under performance, some niggling issues with the old management and his incompatible new-age management style in the still MFI-dominated old school bank, could also have contributed to the resignation,” Emkay Global had said in a note last month.

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Federal Bank partners OneCard for mobile-first credit card

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Federal Bank on Wednesday announced a tie-up with OneCard for a mobile-first credit card that targets the country’s young, tech-savvy population.

It will target young working professionals aged 23-35, primarily representing the millennials and Gen Z, it said in a statement.

Mastercard ban fallout: YES Bank partners with Visa for credit cards

The mobile-first credit card offers in-app on-boarding, whereby the virtual card can be activated and used instantly, while the metal card is delivered to the customer in three to five days, it added. The cards will be powered by Visa.

HDFC Bank, Paytm set to launch co-branded credit cards

The bank is betting on the retail portfolio and anticipates a peak in consumer credit this festive season on the back of an economic revival.

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