RBI wants NAFCUB to expedite setting up of umbrella organisation to support urban co-operative banks

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The National Federation of Urban Co-operative Banks and Credit Societies Ltd (NAFCUB) should expedite the process of setting up the Umbrella Organisation (UO) so that it can provide support with regard to IT infrastructure, capital, liquidity, and training, to its member urban co-operative banks (UCBs), according to a Reserve Bank of India panel.

The small UCBs with the support of the UO can emerge the neighbourhood bank of choice, the RBI’s Expert Committee on UCBs, headed by former Deputy Governor of RBI NS Vishwanathan, said in a report.

“Therefore, the Committee suggests that the grant of new licences for setting up UCBs could be considered after the UO satisfactorily emerges as a stabilising arrangement,” it added.

The committee felt that in the long run, the UO may take up the role of a Self-Regulatory Organization (SRO) for smaller UCBs, where the UO could run an independent audit/ inspection and supervisory division that may conduct both offsite and onsite supervision.

The branding partner

The panel observed that the UO should be the branding partner for the member UCBs and both because of this and the business model itself, it has a significant systemic role.

The committee noted that membership of UO, once it becomes operational, would mitigate market and operational risks for UCBs in lower tiers to a certain extent and, therefore, the capital to risk-weighted assets ratio (CRAR) requirement can be brought down. However, a glide path should be provided to UCBs to achieve the higher CRAR.

UO membership

The report said that if a Tier-1 UCB (with less than Rs 100 crore deposits) meets the minimum net worth criteria of ₹2 crore for those having area of operation within a district/ ₹5 crore for other Tier-1 banks and is a member of UO, the minimum CRAR could be pegged at 9 per cent.

For Tier-1 UCBs, which meets minimum net worth criteria but is not a member of UO, and vice-versa, the minimum CRAR could be 11.5 per cent.

If a Tier-1 UCB does not meet the net worth criteria and is not a member of UO, the CRAR could go up to 14 per cent.

For Tier-2 UCBs (deposits between ₹100 crore and up to ₹1,000 crore), the minimum CRAR could be 15 per cent on credit risk. The minimum CRAR requirement may be reduced by one per cent point upon the bank becoming a member of the UO.

For Tier-3 UCBs (deposits between ₹1,000 crore and up to ₹0,000 crore), the minimum CRAR could be 15 per cent as applicable to small finance banks.

For Tier 4 UCBs (deposits above ₹10,000 crore), the minimum CRAR could as per Basel III prescriptions as applicable to universal banks.

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83% of RBI’s MPC statements had net negative sentiment : Study

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Negative sentiment had dominated the statements of RBI’s Monetary Policy Committee (MPC) since its first meeting in October 2016 to the latest one in August 2021, according to a sentiment scoring analysis done by professors of Great Lakes Institute of Management, Chennai.

The communication sentiment study of RBI’s MPC statements, done by professors Vidya Mahambare and Jalaj Pathak, was based on analysis of 180 statements of MPC members related to 30 meetings (6 member statements per meeting) held between October 2016 and August 2021.

Negative sentiment

“An overwhelming majority over 83 per cent (149 out of 180 MPC member statements) have a net negative sentiment, reflecting up until 2019 the weak domestic economic environment and from March 2020 the adverse sentiment as a result of the Covid pandemic,” the analysis found.

The study used an improved sentiment analysis technique which assigns a positive or a negative net sentiment score for each statement which is then averaged for every meeting. A negative score can arise due to concerns related to lower domestic/global growth and/or higher inflation and inflation expectations, financial instability, and vice-a-versa for the positive score.

The researchers said that since communication sentiment is not directly quantifiable, researchers have begun to use text analysis techniques to convert the qualitative information contained in central banks’ communication such as monetary policy statements and central bankers’ speeches, into a quantitative indicator.

Also read: MPC Minutes: ‘Not for extended accommodative stance’

“However, there hasn’t been such sentiment analysis of the statements of the Monetary Policy Committee (MPC). This research note is the first attempt to quantify and compare net sentiment in statements of MPC members of India’s central bank, the RBI,” the authors noted.

Out of 30 MPC meetings held until August 2021, the average MPC communication sentiment is negative for 26 MPC meetings, marginally positive for 1 (October 2016), and nearly neutral for 3 meetings (December 2016, April 2018, and February 2021), the report found.

However, the report added that the longest consecutive worsening of the negative sentiment in six MPC meetings was in the pre-Covid period from August 2018 to June 2019.

“Before the pandemic hit, the communication sentiment had begun to improve but hit the lowest point in the statements of March -2020. Since October 2020 once again the sentiments expressed in the MPC statements had improved, before deteriorating again in April 2021 on the expectation of the second wave,” the report said.

“The average net sentiment in the MPC statements remained negative and marginally worsened in the latest August 2021 meeting,” the report concluded.

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Deposit customers, alliances to lead HDFC Bank’s credit card comeback, BFSI News, ET BFSI

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HDFC Bank expects to increase its credit card issuance to half a million per month by February 2022 riding on its expanded liability base, new partnerships and wider product suite as it looks to make up for the lost nine months in which it was restricted in issuing new cards by the Reserve Bank of India (RBI).

Parag Rao, group head, payments, consumer finance, digital banking and IT, HDFC Bank said the bank expects to get to the pre-ban run rate of 300,000 per month in the next two months and increase it to 500,000 by February in largely driven by new deposit customers added to the bank’s franchise in the last nine months.

“Over the years our business has grown largely on the back of our liability customers and we expect that to continue. Over the last nine months we have added 400,000 accounts every month, this in addition to the 60 million customer base we have will be the main drivers of our growth and we have enough headroom to grow. We already have a pipeline of pre-approved cards based on customer profiles that have been monitored since the ban,” Rao said.

80% of the bank’s new cards are issued to new customers currently and Rao does not expect this ratio to drop much dispute new commercial partnerships the bank plans to launch.

On December 3 last year, RBI barred HDFC Bank from issuing new credit cards and introducing new digital products after multiple glitches linked to digital banking, cards and payments on the bank’s platform were reported in the past two years.

The ban was lifted on August 17 but not before impacting the bank’s market share as number of outstanding credit cards dropped from 15.4 million in November 2020 to 14.8 million in June 2021, even as its closest competitors gained at its expense.

Even as the credit card ban was lifted the RBI still has some restrictions on the bank for new launches of digital business generating activities planned under Digital 2.0. It is unclear how those restrictions will impact the bank.

Despite the loss of market share in credit cards, HDFC Bank remains the largest issuer of credit cards in India ahead of SBI Card (12 million) and ICICI Bank (11 million) latest available RBI data as of June 2021 showed.

Rao said the bank used the last nine months in relooking at its value proporsition, engaging with existing customers more deeply and building new strategic alliances which will be announced starting from the festive season next month.

HDFC Bank has lined 20 initiatives including co-branded cards with tie-ups with travel, fintech, consumption, hospitality and mobility companies among others. These alliances will be unveiled over the next nine months.

Rao said depsite the ban the bank has been able to retain its market share in terms of card spends and spends on its cards are still 1.5 times higher than the nearest competitor.

The bank will use more digital data for underwriting and is also in the process to create a multichannel social media and phone-based hub to address customer greviances.

The bank also plans to increase its footprint in merchant acquiring and point of sale businesses to 200 million from 2.3 million currently, Rao said.



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Paytm and HDFC Bank enter into strategic partnership

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IPO-bound Paytm, the country’s largest payments platform, and HDFC Bank, the largest private sector bank, have entered into a strategic partnership.

This brings together two market leaders who will drive innovative digital solutions for financial transformation in the country by combining their strengths in the banking, lending and digital payments space.

The fusion of HDFC Bank’s network, products and credit appraisal capabilities and Patym’s technological platform will accelerate digital transformation in semi urban and rural India while bringing more people into formal banking channels.

Partnership

Talking about the partnership, Bhavesh Gupta, CEO, Paytm Lending said in a statement, “Together we aim to provide innovative digital lending and payment solutions for consumers and merchants alike.This partnership will further strengthen financial services ecosystem by bringing together our technology and digital solutions and HDFC Bank’s retail and credit prowess.”

Renu Satti, COO, Offline Payments, said, “Paytm’s reach in the offline and online merchant space and HDFC Bank’s retail influence, will aim for dynamic growth in the payments space. Paytm has a history of launching innovative products that have made way for adoption of retail payments among various merchant partners. This partnership aims to bring innovative products focusing on affordability.”

Parag Rao, Group Head – Payments, Consumer Finance, Digital Banking & IT, HDFC Bank said, “As India’s largest issuing and acquiring bank, we have always endeavoured to personalise our offerings to customers-consumers, businesses and corporate houses. Through this partnership we will also be jointly delivering enhanced SmartHub solutions to the market. We believe that this is the start of a great partnership and the cumulative strength of both HDFC Bank and Paytm will help us strengthen our respective leadership positions”.

HDFC Bank SmartHub solutions is an integrated platform offering merchants a one stop solution shop for all their business needs-payments, banking, lending and segment specific business solutions.

Paytm , which has filed a draft offer document with SEBI for an Initial Public Offering (IPO), is India’s largest payments platform with 333 million users and 21 million merchants onboard

With over 50 million card customers (both credit and debit cards) HDFC Bank is a strong player in the payments ecosystem with leadership in both credit card issuing and acquiring businesses. It has a footprint of over two million merchant acceptance points and 48 per cent business market share on merchant acquiring volume.

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City Co-op Bank wants to emulate PMC Bank for reconstruction

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Mumbai-based The City Co-operative Bank (CCB) has decided to take a leaf out of the scam-hit Punjab and Maharashtra Co-operative Bank’s book and scout for investment/ equity participation for its reconstruction.

CCB has floated an Expression of Interest (EoI) to identify a suitable equity investor/ group of investors willing to take over management control to revive the bank and commence regular day-to-day operations.

The bank has dangled a carrot in front of prospective investor(s), whereby upon commencement of normal day-to-day operations, it will be open for the investor(s) to convert it into a Small Finance Bank (SFB).

V. T. Gokhale, a lawyer and former investment banker, said: “This is a new development coming close on the heels of the “in process” restructuring of PMC Bank.

“It is a sequel to the amendments carried out in the Banking Regulation Act, 1949, last year, which enables a cooperative bank, subject to RBI approval, to raise equity capital by way of public issue or private placement.”

RBI rejects CCB’s merger with MSC Bank

CCB has floated the EoI in the backdrop of the Reserve Bank of India (RBI) rejecting a proposal for its merger with the Maharashtra State Co-operative (MSC) Bank.

According to CCB’s website: “the Reserve Bank of India has shown (sic) its inability to consider the request submitted by Maharashtra State Co-operative Bank Ltd., to merge our Bank with them.”

Due to its poor financial position and negative net worth, the bank was placed under All Inclusive Directions among others, by RBI with effect from April 18, 2018.

Under the Directions, there are restrictions on deposit withdrawal, grant or renewal of any loans and advances, and making any investment.

PMC revival model

CCB said the Board of Directors, in its meeting held on 11th August 2021, decided to explore the possibility of inviting investment/ equity participation from potential investors for its reconstruction, ”as envisaged and successfully done by PMC Bank”.

The potential investors can be Financial Institutions, Banks, Non-Banking Finance Companies, Micro Finance Institutions, Resident Individuals, Professionals (singly or jointly), Companies, Societies, Trusts or other such entities.

CCB, which has ten branches in the Mumbai Metropolitan Region, had total deposits of ₹411.16 crore, advances of ₹204.90 crore and gross non-performing assets (NPA) of ₹194.59 crore as on 31st March, 2021, per the EOI.

The share capital of the bank is ₹10.41 crore. However, the bank registered a net loss of ₹15.08 crore during 2020-21 and has a negative net worth of ₹172.93 crore, the EoI said.

The bank said the investor(s) should ideally bring in the capital required for enabling the bank to achieve the minimum required capital to risk-weighted assets ratio (CRAR) of 9 per cent.

However, the investors may explore the option of restructuring a part of deposit liabilities into capital/ capital instruments, the EoI said.

The bank may also approach DICGC to support payment up to ₹5 lakh (insured deposits) to depositors.

After due evaluation, the viable proposal(s) will be forwarded to RBI for consideration for preparing a draft scheme of reconstruction and other consequential action under Banking Regulation Act, 1949.

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Govt considers operational changes in IBC following expert panel recommendations, BFSI News, ET BFSI

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India is considering several operational changes in the Insolvency and Bankruptcy Code (IBC), harnessing digital technology to help remove seemingly insurmountable obstacles of distance or time – and speed up the resolution of bad loans.

The Indian Institute of Insolvency Professional of ICAI (IIIPI), which constituted a study group, has recommended greater adoption of digital modes, such as holding virtual meetings of courts and CoC (committee of creditors) and deploying AI (Artificial Intelligence), even after eventual restoration of normality due to the time-saving benefits of digital technology.

Under the aegis of Insolvency and Bankruptcy Board of India (IBBI), IIIPI regulates insolvency professionals, who play a key role in the execution of bankruptcy resolution plans. It has submitted a set of recommendations made by the study group to the ministry of corporate affairs and IBBI.

The Ministry of Corporate Affairs did not respond to ET’s mailed query.

“In addition to sprucing up the infrastructure, the NCLT should consider continuing ‘virtual courts’ even after normalcy restores,” IIIPI said in a note viewed by ET. “In virtual courts, senior officials can participate without travelling from remote offices, which helps in fast decision making and reduces pendency.”

It is necessary to learn from every crisis, which is what the said report seems to be doing on recommending best practices.

Virtual meetings during Covid restrictions, according to IIIPI’s study, resulted in quick decision making as senior officials used to participate.

“This should be continued as a ‘best practice’ even after normalcy resumes,” said the note.

Dewan Housing Finance (DHFL) is a classic case in point. The troubled non-banking finance company, for which the government amended the law to bring it under the IBC, has finally been sold. The resolution process ended successfully, albeit after multiple litigations.

The study group report by the largest body of insolvency professionals also urged the authorities to nip in the bud the menace of frivolous cases, often intended to cause delays in resolutions.

Section 60(5)(a) of IBC gives NCLT the jurisdiction to entertain and dispose of any application or proceeding by or against the corporate debtor or corporate person.

This may be amended to restrict and specify the grounds on which any applicant can approach NCLT for rectifying grievances. IBBI is urged to take up the issue on priority, said one of the recommendations in the report.

DHFL received about 40-50 cases challenging decisions by either the central bank-appointed administrator or the CoC.

“Artificial Intelligence (AI) based facilities should be used for people tracing, asset tracing and transaction tracing,” it recommended.



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Ujjivan SFB tumbled 32% in six days. Here’s what analysts said, BFSI News, ET BFSI

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NEW DELHI: Shares of Ujjivan Small Finance Bank (SFB) tanked 10 per cent in Monday’s trade, in addition to a 19 per cent decline on Friday, to take its losing streak into the sixth straight session. The sharp fall in the stock has occurred ever since Nitin Chugh, who had joined the bank in August 2019 and was elevated to MD & CEO’s position in December 2019, tendered his resignation, citing personal reasons.

Analysts are not convinced that the resignation of Chugh, whose three-year term would have ended in December 2022, was due to personal reasons. But their price targets suggest the stock has mostly factored in the negative event.

Chugh’s exit came in the backdrop of exit of multiple board members and management executives at Ujjivan SFB. That included the CFO’s resignation a month ago.

Emkay Global said the impression from the analyst call was that the resignation of Chugh, an ex-digital banking head at HDFC Bank, was mainly due to the bank’s persistent underperformance on the asset-quality front, delayed recognition of NPAs in MFI and large-scale attrition at the lower-middle level.

Other than the underperformance, 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 said.

“Ujjivan’s current situation is probably an extreme version of challenges that smaller/newer banks have faced when undergoing leadership transition or entry of external talent at senior management level. Rebuilding and motivating the team will be critical so that the bank can recover lost ground and benefit from a possible recovery in asset quality and loan growth over the next 12 months,” Kotak Institutional Equities said.

The brokerage, however, felt this is not an underwriting issue and is a lot more operational in nature. While the medium-term challenge will be to identify the next suitable CEO, such transitions, Kotak said, are rarely smooth.

The stock fell 9.64 per cent to hit a low of Rs 17.80 in Monday’s trade. The scrip is down 31.93 per cent over August 12’s closing of Rs 26.15.

A decision on the appointment of an interim CEO will be taken in the board meeting on August 25, Wednesday. Chugh’s resignation will be effective from September 30.

“The churn in the management team and board of directors is likely to have a knock-on effect on the growth strategy of the bank, as Chugh was spearheading the digital initiatives of the bank. Considering the uncertainty in terms of incoming top management and the future growth outlook, we are putting Ujjivan SFB “under preview,” said Edelweiss Securities.

The bank has on-boarded four directors, including Samit Ghosh and erstwhile CEO/CFO Sudha Suresh, to strengthen the board, oversee the management transition and make an attempt to resurrect the bank.

Ghosh is a common director with the holding company Ujjivan Financial Services.

As MD & CEO, Chugh’s Ujjivan faced 4 major challenges: holding company dilution, opex control, retail deposit build-up, and improving secured loan share. Analysts said the bank was on the path to sorting out three of these four issues.

“On the hold-co dilution issue, the RBI via letter dated July 9 permitted SFBs and holding companies to apply for reverse merger, which signalled that Ujjival Financial Services could be reverse merged with Ujjivan SFB. During Chugh’s tenure, the bank did well on deposits, as CASA ratio consistently increased from 11.6 per cent in December quarter to 20.3 per cent in June quarter. Opex was also controlled, with opex to assets in FY21 seeing a sharp reduction to 6.2 per cent from 8.2 per cent in FY20,” said Centrum Broking.

The brokerage said while the transition towards a secured loan profile was progressing well, with the secured share rising from 21 per cent to 32 per cent on a YoY basis in June quarter, material exposure (nearly 80 per cent of loans) to MFI and secured SME severely affected asset quality.

“Resignation of key managerial personnel could lead to near-term pressure until someone is appointed, though stress formation is partly priced in. We had downgraded FY22E earnings by 76 per cent due to loss in Q1FY22 and likely provisions in FY22. MFI/MSE loan exposure at 80 per cent is affecting USFB, leading to stress build-up and protracted recoveries,” Centrum said while suggesting a target of Rs 31.

Kotak has a target of Rs 24, down from Rs 31 earlier. Emkay finds the stock Rs 17 worth Monday’s low, these targets suggest a limited downside from here on.



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HDFC Bank aims to regain lost market share in 1 year after RBI lifts credit card ban, BFSI News, ET BFSI

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HDFC Bank is looking at winning back the market share by number of cards in the next one year, a senior official said on Monday. The largest private sector lender by assets was allowed to issue new credit cards by the RBI last week, over eight months after being banned from doing so due to concerns over repeated technological outages.

Parag Rao, its group head for payments and consumer finance, digital banking and IT told reporters that the bank has set some milestones for itself as it seeks to re-enter the market.

The first is to achieve monthly new credit card sales to 3 lakh, the number right before the ban in November 2020, Rao said, adding that the same will be achieved in three months.

Two quarters after that, it aims to take the monthly new card sales to 5 lakh a month, Rao said, adding that in three to four quarters from now, it plans to regain the market share by number of cards.

Rao added that during the ban, the bank lost its market share by number of cards but was able to maintain the market share on initiatives taken to prod users to spend.

It can be noted that as per data, the bank’s market share by number of cards had come down by around 2 percentage points to under 25 per cent, as smaller rivals including ICICI Bank and SBI Cards seized the opportunity to close the gap.

After the lifting of the ban, HDFC Bank had spoken about coming back with a bang.

Rao said spends on credit cards are 60 per cent higher in April-June quarter on its card portfolio.

The bank will depend on its internal set of customers to grow the number of cards and is also looking at partnering with key players like Paytm announced earlier in the day, to increase its sourcing.

Rao also said that the conservative approach on the credit front will continue for the bank even as it goes aggressively on the new business sourcing.

The bank scrip was trading 0.57 per cent up at Rs 1,522.95 a piece on BSE at 1318 hrs as against gains of 0.43 per cent on the benchmark.



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Honda Cars ties up with Canara Bank to offer finance options to customers

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Honda Cars India Ltd (HCIL) on Monday said it has joined hands with Canara Bank to offer retail finance schemes to customers.

The partnership facilitates HCIL customers to avail easy financing options and hassle free car loans from Canara Bank for purchase of models like Amaze, City, Jazz and WR-V, the company said in a statement.

Special schemes for the auspicious festivities have also been offered to make this buying season even more attractive and rewarding, it added.

The automaker said it has been partnering with multiple banks to offer such schemes across the country with a special focus on semi-urban to rural regions.

“The partnership with Canara Bank is an extension of our efforts towards enabling easy and convenient financing solutions for our customers. We always endeavour to enhance customer experience right from the point of purchase through years of car ownership.

“We are confident that the tie-up with Canara Bank will help us meet the diverse finance requirements of our customers, especially during the upcoming festive season,” HCIL Senior Vice President and Director (Marketing & Sales) Rajesh Goel said.

Canara Bank General Manager (Retail Vertical) RP Jaiswal said the financial benefits include attractive rate of interest, concession in rate of interest to women buyers, minimum processing charges and maximum loan quantum- up to 90 per cent of the total value of the car inclusive of registration, life tax, accessories, etc.

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Consumer lending platform EarlySalary crosses ₹4,000 crore of disbursals

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With robust credit demand from salaried professionals, which remained largely unaffected by the second wave of the pandemic, consumer lending platform EarlySalary has crossed ₹4,000 crore of disbursals and expects to touch ₹5,000 crore by December this year.

“EarlySalary expanded its presence in 27 Tier-II and Tier-III regions to meet the demand for credit solutions from the region,” it said in a statement.

“Over the past six years, we have disbursed over 1.9 million loans, and expected to touch 2 million by September 2021,” said Akshay Mehrotra, Co-founder and CEO of EarlySalary.

‘No dip in demand’

In an interaction with BusinessLine, Mehrotra said there was no dip in demand in the second wave of the pandemic and the company has not faced any pressure in terms of delinquency as well.

“We disbursed about ₹130 crore in April, which was at ₹165 crore in July and is expected to touch ₹180 crore in August,” he added.

It also expects its balance sheet to nearly double to about ₹800 crore by December from ₹475 crore now. It aims to grow the balancesheet to about ₹1,100 crore by March 2022.

The company is also betting big on the Buy Now Pay Later Segment and expects it to fuel about 35 per cent of its business by March.

“A lot of the current growth is due to BNPL,” he said.

EarlySalary offers BNPL in three segments including education, insurtech and healthtech and plans to launch consumer tech in another month, Mehrotra said.

The company also offers digital card for payments and had launched the RuPay powered SalaryCard.

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