Banks see revival from July, tank up capital to meet loan demand, BFSI News, ET BFSI

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Banks are hoping for revival from the next month as Covid infections and lockdowns ease and have started raising capital to meet the likely loan demand jump.

State-owned Indian Bank has raised Rs 1,650 crore through the QIP launched earlier this week. In March this year, the committee of directors of capital raising of the bank had accorded approval for raising equity capital aggregating up to Rs 4,000 crore through QIP in one or more tranches.

State Bank of India has received its board’s approval to raise Rs 14,000 crore through the issuance of additional tier 1 capital.

Kolkata-based Uco bank has received a board approval for Rs 500 crore tier 2 issue, over and above an earlier approval for up to Rs 3,000 crore through share sales.

Bank of Maharashtra has received shareholders’ approval to raise up to Rs 5,000 crore equity capital through various modes, including rights issue and preference issue.

The shareholders approved the proposal at the bank’s annual general meeting (AGM) held on June 24, 2021, through audio/visual means.

Banks see revival from July, tank up capital to meet loan demand

Gradual recovery

The non-food year-on-year credit growth was recorded at 5.7% as on June 4, slower than 6.2% seen a year back, Reserve Bank of India data showed. This reflects risk aversion from both borrowers and lenders. However, bankers and brokerages are expecting an uptrend here on.

“We continue to believe that credit growth will bounce back in the near-term from the short-term ‘second wave’ disruption,” HDFC Securities said in a note earlier in the month. The credit demand is primarily expected from the retail segment as seen in earlier months while corporate demand is likely to be muted.

Corporate credit growth is likely to be subdued as companies are still deleveraging and may not go for capex soon.

“Corporate willingness for new investments remains low currently as the economy is still recovering from the devastating second wave. Investment scenario is tepid as gauged by new investment announcements, which saw 67% decline in FY21 as per CMIE,” SBI’s economic research said.

Banks are better placed this year to support credit growth with as many as 12 public banks reporting annual net profit in FY21 after five consecutive years of losses. “Apart from trading gains, the return to profitability was supported by lower credit provisions on their legacy non-performing assets, after the high provisions made during the last few years,” ratings company Icra said.

Experts see the revival to be gradual in the second quarter and expected to be much better from September, aided by good monsoon and festive season.

The demand for credit would likely come from the retail and micro, small and medium enterprises segments.



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Freecharge to offer a range of comprehensive financial services

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Digital payments player Freecharge is set to launch a slew of products this year as it looks to offer a set of comprehensive financial products. On the anvil, is a neo banking platform as well as lending services for small and medium enterprises.

“Our focus has been to provide a full suite of financial services, including payments, lending and savings. We have been working on it for the last two years and they will be launched during the course of this year,” said Siddharth Mehta, CEO, Freecharge.

Apart from payments, the company is already offers financial services such as mutual funds, credit cards, insurance and e-gold on its platform. It has recently also launched PayLater for its customers.

Partnership with Axis Bank

In an interaction with BusinessLine, Mehta said the neo bank, which is in partnership with Axis Bank, will offer services including a full KYC savings account, fixed deposits, recurring deposits and loans.

It will also offer services like a financial health score and goal management platform. “Our target customer base are salaried professionals in the 22- 32 year category,” he said.

Also read: Freecharge launches ‘Pay Later’ for its customers

Separately, Freecharge will also offer small ticket loans to merchants ranging from ₹5,000 to ₹1 lakh. The PayLater facility will also expand to EMIs, he said.

Meanwhile, commenting on the payments landscape, Mehta said that digital payments saw a sharp uptick post the Covid-19 pandemic. “There were pockets when digital payments saw a spike. For instance in the first Covid wave, DTH and data recharges increased, and then stabilised,” he noted.

In the payment space, Freecharge has been focussing more on increasing the number of transactions per user.

Mehta said the average number of transactions per user has now increased to about three per month from 2 to 2.5 previously.

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MAS Financial raises ₹100 crore via market-linked NCDs

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Ahmedabad-based NBFC MAS Financial Services informed that the company has raised ₹100 crore via market-linked non-convertible debentures.

At its meeting held in June 23, 2021, the finance committee of the board of directors of the company, approved and allotted 10,000 rated, senior, secured, listed, transferable, redeemable, principal protected market-linked NCDs on a private placement basis.

Also read: RBI links NBFC dividend payout to capital, NPA norms

The market-linked NCDs have a face value of ₹1,00,000 each aggregating up to ₹100 crore.

The allotment of 10,000 market-linked NCDs, was inclusive of a green shoe option comprising 5000 market-linked NCDs which was activated to retain over-subscription, the company informed.

The debentures are rated ‘CARE PP-MLD A+; Stable’ by CARE Ratings.

The market-linked NCDs will be listed on the wholesale debt market segment of the BSE with a tenure of 30 months from the date of allotment.

Coupon rates

The structuring of these market-linked NCDs will offer a coupon rate as follows.

(a) 8.50% if the reference index performance is greater than 75%, and/or (b) 8.45% if the reference index performance is equal to or less than 75% but greater than 25%, and/or (c) 0% if the reference index performance is lesser than or equal to 25%.

The reference index performance refers to the performance of the reference index i.e. 5.85% GS 2030 on the final fixing date in comparison to the initial fixing date.

The debentures shall be fully redeemed on a ‘pari-passu’ basis on the redemption date, which is December 23, 2023 by making the redemption payment, the company informed.

On Friday, MAS Financial Services shares traded at ₹868, marginally up by 0.14% over the previous close on the BSE.

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We would definitely want to consider acquisition opportunities in MFI space: Kshama Fernandes, MD & CEO, Northern Arc Capital

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Northern Arc Capital will fully explore its current business model —lending, syndication & structuring, and fund management —before considering other opportunities, including turning into a small finance bank, said Kshama Fernandes, MD & CEO of the firm.

The Chennai-based non-deposit taking, systemically important non-banking finance company (NBFC) reported a 20 per cent year-on-year (yoy) growth in assets under management (AUM), which includes loans and investments, in FY21 against 6 per cent y-o-y growth in FY20. AUM stood at ₹5,215 crore as at March-end 2021.

In an interaction with BusinessLine, Fernandes emphasised that 20 per cent AUM growth can be sustained in FY22 also. She observed that the MSME sector will require maximum amount of financing in the mid to long-term and that is going to be a great business opportunity.

Excerpts:

How has Northern Arc weathered the second wave of Covid-19?

The second wave was worse as it came to our doorstep. Lockdown 2 impacted the rural economy a lot more. But from a business perspective, I think, it was slightly better (as compared with the first wave). The lockdown was differentiated, with local administration being involved in making decisions. Businesses were open. Of course, there were restricted hours. But manufacturing, transport, essential services, etc., were operational. Lenders could go out. Collections were happening. NBFCs with multi-State operations actually benefited because different geographies were affected at different times. So, at all points of time, there was something (business) that was on the move.

In lockdown 1, NBFCs operations were in complete disarray. Lenders were coping with moratorium requests. There was a sharp reduction in disbursements at that point of time. In lockdown 2, NBFCs continued to operate…I think, generally, the sense is that disbursement in lockdown 2 did not come to a halt, neither did the collections.

What is your business growth target for FY22?

We have ₹5,200 crore-plus of AUM as of today. Two years ago, the AUM was around ₹4,000 crore. The balance sheet is, of course, bigger (about ₹5,600 crore) because we are sitting on a significant amount of cash just because the environment is such and we want to make sure that at all points of time we are in a position to manage liquidity.

If you look at our liabilities side, it is probably the best position we have been in a very long time. We have well-diversified liabilities —50 per cent plus liabilities from banks and the remaining liabilities from Development Finance Institutions, capital markets, and non-banks.

In FY2019, our AUM growth was around 12 per cent. In FY2020, the growth rate dropped because of factors in the industry, and in FY2021, we have grown at 20 per cent. This growth can be sustained. In fact, we did have an opportunity to potentially grow more (in FY21) but we ensured that we maintain enough liquidity for us to feel comfortable in an environment like this. But I think the growth opportunities are there and will continue.

In which segments do you see opportunities?

For example, I do feel that, given where we are, one of the sectors that will need the maximum amount of financing in the mid to long-term is the MSME (micro, small and medium enterprise) sector. This is going to be a space where one will have to really carefully evaluate given that there is a huge amount of economic stress that has impacted retail borrowers, small businesses, and so on. But I think this is the space where there is a big opportunity going forward.

Our largest business continues to be a combination of microfinance and commercial vehicle finance. There is a significant amount of book we have in the consumer finance space as well. The others are affordable housing finance, agricultural supply chain finance and MSME finance.

We have always, sort of, played in spaces that are not well understood. We believe that we have a way, and we have the knowledge and skill. And we have the risk appetite to really take exposures to sectors, geographies, institutions, borrowers, a normal lender will not take.

Given the stress in the MFI space, will you look at acquisitions?

The way the microfinance institutions (MFIs) operate today is very different from the way they did in the past. I think the regulator has taken some really positive measures, more so in recent times, that really gives us the sense that this sector is being supported. In some sense, this sector has a future. This makes it far more conducive for the small to medium MFIs to bring more capital, get lending facilities and so on. But there is no doubt that there will be some entities which will get hurt more badly than the others. That is definitely going to happen given the extent of shock we have gone through. I think we would definitely want to consider acquisition opportunities as the situation pans out. We are open to all ideas.

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All PSBs, REC to buy stakes in bad bank; Indian Banks’ Association files application for incorporation of NARCL

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A top banker had last week said the cost to the exchequer won’t exceed Rs 30,600 crore, as estimated by the IBA, as the prospects of recovery from some of the bad loans looked promising.

The Indian Banks’ Association (IBA) has filed an application with the corporate affairs ministry for the incorporation of the National Asset Reconstruction Company (NARCL), which will pave the way for its swift operationalisation, banking sources told FE.

Not just large lenders but all public-sector banks (PSBs), barring Punjab & Sind Bank, have evinced interest in picking up stakes in the so-called bad bank, one of the sources said.

The IBA – which is spearheading the initiative to set up the NARCL – has also held talks with REC, seeking its contribution to equity, he added. “The discussions with REC (which finances rural electrification projects) have been moving towards a positive outcome,” the source said. No private bank has yet agreed to put in capital but talks are still on.

While Canara Bank has announced it would be the sponsor of the NARCL and hold a 12% equity, other large banks are expected to pick up just about 10% each. Punjab National Bank (PNB) managing director and chief executive SS Mallikarjun Rao has said his bank would hold under 10% in the bad bank, while Union Bank of India MD & CEO and IBA chairman Rajkiran Rao G has said the lender would buy 9%. PNB and Union Bank have identified bad loans worth about Rs 8,000 crore and Rs 7,800 crore, respectively, for transfer to the NARCL.

Meanwhile, the IBA has finalised the article of association as well as memorandum of association for the NARCL so that the asset reconstruction company takes off quickly.

Sources had earlier told FE that the finance ministry could soon seek Cabinet approval for a plan to offer sovereign guarantee on the security receipts (SRs) issued by the NARCL while acquiring bad loans from lenders. This would cost the government Rs 30,600 crore over five years.

A top banker had last week said the cost to the exchequer won’t exceed Rs 30,600 crore, as estimated by the IBA, as the prospects of recovery from some of the bad loans looked promising.

Though the government has backed the setting up of the NARCL, announced in the Budget for FY22, it wouldn’t infuse capital into it; instead, participating banks would put in the equity. Nevertheless, it is set to give guarantee on the SRs to make the bad loan resolution process more viable and attractive.

An asset management company, comprising professionals, will also be set up within the broader NARCL structure, which will work out the toxic assets and take appropriate decisions, including on selling them off to investors.

Financial services secretary Debasish Panda had earlier said banks would have the option to transfer several large stressed assets (of at least Rs 500 crore each) worth Rs 2.25 lakh crore to NARCL initially. The IBA is also working out an “exit strategy” for those accounts that remain unresolved even after five years.

Of the 101 non-performing assets (NPAs) initially reviewed, banks have zeroed in on 22 accounts amounting to roughly Rs 89,000 crore for transfer to NARCL in the first phase.

NARCL is expected to acquire stressed assets at net book value by offering 15% of it upfront (in cash), and the rest (85%) in SRs. Once the bad loan is resolved, realisation for the relevant bank would be in sync with its SR interest in that asset.

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HDFC Bank CEO Sashidhar Jagdishan identifies 5 key businesses for future growth

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In December, RBI a had stopped HDFC Bank from issuing fresh credit cards and announcing new digital initiatives following multiple outages the bank witnessed over the past few years. The regulator also called for a third-party audit of the bank’s IT infrastructure.

HDFC Bank’s CEO Sashidhar Jagdishan said that bank was betting big on five key businesses, even as he acknowledged technical glitches that have impacted consumers.

In the annual report for the financial year 2021, Jagdishan said that the bank had identified corporate banking, lending to micro, small and medium enterprises (MSME), government banking, retail assets and payments as key focus areas going ahead and the growth strategy would be aided by digital channels. He also said that the last 28 months, the bank has been in the spotlight for the wrong reasons when it comes to technology. “As a bank we are certainly sorry for what has happened. And have taken this as an opportunity to improve and redouble our efforts to fix this problem for good,” Jagdishan said in a message to shareholders.

The bank is awaiting directions from the regulator on the temporary halt on sourcing of new credit card customers and digital launches. In an interaction with media on June 17, chief information officer of the bank, Ramesh Lakshminarayanan, had said that the lender was hopeful of coming out of the restrictions imposed by the regulator soon.

In December, RBI a had stopped HDFC Bank from issuing fresh credit cards and announcing new digital initiatives following multiple outages the bank witnessed over the past few years. The regulator also called for a third-party audit of the bank’s IT infrastructure.

In the annual report, HDFC Bank CEO confirmed that audit was over and the report has been submitted to the regulator.

Alluding to the issue of GPS device bundling with auto loans, HDFC Bank’s chief executive Sashidhar Jagdishan said unscrupulous practices of a few people have made everyone resolve for far greater process controls. “I am personally determined to fix this,” he said, while assuring shareholders in the annual report.

On May 28, RBI had a imposed a penalty of Rs 10 crore on HDFC Bank due to deficiencies in regulatory compliance in the GPS case. The case pertains to marketing and sale of third-party non-financial products along with auto loan to bank customers.

During FY21, the net profit of the bank increased by 18.5% year-on-year (y-o-y) to Rs 31,116.5 crore and balance sheet size grew by 14.1% y-o-y to Rs 1,746,871 crore. Gross NPAs, however, increased to 1.32% in FY21 from 1.26% in the previous year (FY20).

Net interest income (NII), an indication of the difference between interest earned and interest paid. grew by 15.5% year-on-year to Rs 64,879.6 crore in FY21.

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Pandemic won’t deliver a big shock to banking system: Principal economic advisor Sanjeev Sanyal

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“The IBC (Indian Bankruptcy Code) process related cases are getting solved. The NCLT system has continued to function. The banking channels mostly remained muted for financing. Some NPAs will pop up but the shock will be smaller than feared,” Sanyal said at a session of the Merchants’ Chamber of Commerce and Industry.

The Indian banking system would not be hit by the pandemic as much as feared by many Sanjeev Sanyal, principal economic advisor, said.

“The IBC (Indian Bankruptcy Code) process related cases are getting solved. The NCLT system has continued to function. The banking channels mostly remained muted for financing. Some NPAs will pop up but the shock will be smaller than feared,” Sanyal said at a session of the Merchants’ Chamber of Commerce and Industry.

He said as the government was opening up more and more avenues for private investments. The booming stock markets could be a source for meeting the financing needs through more equity participation.

The capital expenditure, which the government started ramping up from October last year onwards to create more assets, has resulted in a strong economic recovery for the January-March quarter last fiscal. Sanyal said the FY22 Budget focussed on expanding the economy and that’s what the government is implementing.

The second wave of Covid has a deeper psychological impact on people with the number of deaths being significantly higher than the first wave. But a national lockdown would have been “blunt and costlier and so lockdown by the states have given a headroom to deal with the economy more efficiently”. Response to the situation was more adequate through faster creation of the required health infrastructure, though the country is still dealing with a lot of uncertainties, Sanyal said.

While he refrained from commenting on the preparedness of a probable third wave, he said a better surveillance and a situational awareness was required rather than prejudging how the economy would behave in case of a third wave. Though there could be many possibilities, the government at present was viewing three possibilities depending on which the economy would behave.

The first possibility would be to remove all restrictions and lockdown and get into economic activities. But this may not be sustainable while pumping up the economy a little and then again slowing it down. The second possibility is of the economy coming back roaring since exports, agriculture, construction, non-contract services and others alike are doing well and growing. But concern would shift from growth to inflation. The third possibility is some parts of the economy would become red hot and inflationary, and some parts like the hospitality industry and tourism may not recover.

“The government would be required to give a targeted response to the third possibility, while the second possibility would require a generalised response,” Sanyal said, adding that avoiding switching off and switching on the economy was the need of the hour and faster vaccination would pave the way to a quicker economic recovery.

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RBI links NBFC dividend payout to capital, NPA norms

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The Reserve Bank of India has linked declaration of dividend by non-banking finance companies (NBFCs) to their meeting minimum prudential norms on capital and bad loans.

The RBI also set the maximum payout ratio as part of its guidelines on distribution of dividend by NBFCs. The RBI said the guidelines, aimed at infusing greater transparency and uniformity in the payout practice, will be effective for declaration of dividend from the financial year ending March 31, 2022.

Board oversight

While considering a dividend proposal, the board has to take into account supervisory findings of the RBI (National Housing Bank for housing finance companies) on divergence in classification and provisioning for non-performing assets (NPAs).

The board must also consider any qualification in the auditor’s report to the financial statements, as also the long-term growth plans of the NBFC.

NBFCs (other than standalone primary dealers or SPDs) need to meet the mandated capital requirement for each of the three previous financial years, including the financial year for which the dividend is proposed.

For example, every deposit-taking NBFC is required to maintain a minimum capital ratio (of Tier I and Tier II capital) of not be less than 15 per cent of its aggregate risk weighted assets on-balance sheet and of risk adjusted value of off-balance sheet items.

Net NPA and other criteria

The net NPA ratio shall be less than 6 per cent in each of the last three years, including as at the close of the financial year for which the dividend is proposed.

NBFCs and HFCs have to transfer to the reserve fund not less than 20 per cent of their net profit every year as disclosed in the profit and loss account and before any dividend is declared.

Banking expert V Viswanathan said that since NPAs could go up in view of the Covid pandemic effect on borrowers, the RBI is tryingto ensure that NBFCs and HFCs with net NPAs above 6 per cent do not declare dividend but increase their internal accruals.

Dividend payout ceilings

In case the net profit for the relevant period includes any exceptional and/or extraordinary profits/income or the financial statements are qualified (including ‘emphasis of matter’) by the statutory auditor that indicates an overstatement of profit, the same has to be reduced from the net profits while determining the dividend payout ratio (DPR).

There is no ceiling DPR for NBFCs that do not accept public funds and do not have any customer interface. The maximum DPR for core investment companies and SPDs is 60 per cent, that for NBFCs is 50 per cent.

The RBI said an NBFC (other than an SPD) that does not meet the prudential requirement for each of the last three financial years, may be eligible to declare dividend, subject to a cap of 10 per cent, and certain conditions.

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Insurers settle Covid claims worth over ₹15,000 cr

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After the second wave of Covid-19 swept India in April-May, insurance companies settled about 80 per cent, or more than 15.39 lakh health claims exceeding ₹15,000 crore as on June 22, said a top IRDAI official.

“Over 19.11 lakh Covid health claims have been reported as on June 22 as far as medical insurance or hospitalisation is concerned.

“While in terms of death claims, which is handled by life insurers, about 55,276 claims have been intimated and, nearly 88 per cent, or 48,484 claims amounting to ₹3,593 crore, have already been settled,” said TL Alamelu, Member (Non-Life), IRDAI, while inaugurating 13th Global Insurance E-Summit organised by industry chamber Assocham.

She added that the repudiated claims for health is 4 per cent and in life it is just 0.66 per cent.

Not under cover

Alamelu, however, said that these figures showcase the opportunity available for insurers; although Ayushman Bharat covers health for many people, there are other schemes, including specialised State schemes, but many people are not covered by insurance in any form.

“Now, we are grappling with the problem that most of these people have spent good amount of their savings, it has even taken down many below the poverty line, they have gone into debts, sold up their assets, pledged their jewellery and have been pushed back to worst times,” she said.

“The industry has tremendous responsibility, especially for a nation like India, to offer protection and just not assume that people will not take insurance. There has to be aggressive probably, more sort of forcefully sell insurance because it is no longer an option,” Alamelu added.

She noted that both the insurance industry and regulator have worked together to design new policies to cater to the demands of new and unprecedented situation.

“We have also eased some processes and procedures to make it easier for servicing the policyholders.”

Talking about the micro, small and medium enterprises (MSMEs), she said: “There is a lot of focus on MSMEs, with the spate of recent initiatives by the government, and insurance has a very important role to play here. The safety net offered by insurance keeps various industries thriving in a healthy manner. This spells greater employment, demand and consequent greater supply and the cycle goes on.”

“The regulator has created standard products for MSMEs with policies such as Bharat Laghu Udyam Suraksha, Bharat Sookshma Udyam Suraksha and others such as Bharat Griha Raksha for householders; all these specifically cater to the middle class and lower middle class, and the industry should take this opportunity to ensure that everybody has this sort of insurance in their pocket,” she added.

Good performance

On the insurance industry’s performance, she said that it grew extremely well to end the last financial year with combined life and non-life at 9 per cent growth, while this year, starting in April-May, a growth of 17 per cent has been registered.

On the growth prospects of insurance industry in next five years, she said that it can easily grow well at 40-50 per cent to be extremely optimistic if things are settled down and, otherwise, it should grow at 25-30 per cent as the world is there for them to take advantage.

Saurabh Mishra, Joint Secretary, Ministry of Finance, said that digitalisation is one factor that has contributed to the resilience of non-life and to a great extent in life businesses in every sphere of activity – from distribution and sales to post-sales.

This has proved to be a game-changer that has helped avoid a standstill in the new business due to mobility restrictions implemented to contain the pandemic.

“In the new normal of technology, it is not just an important element for us to drive it out, but is going to play a pivotal role in transforming the insurance businesses to make them more digital and customer-centric, cutting across every sphere of the customer experience – claims efficiency, fraud proofing,” said Mishra.

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Kapol Co-op bank takes first step towards amalgamation with Pune-based Cosmos Bank

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Action is hotting up in the urban co-operative banking (UCB) space, with Mumbai-based Kapol Co-operative Bank taking its first step towards an amalgamation with Pune-based Cosmos Co-operative Bank.

The special general body meeting of the Kapol Co-operative Bank unanimously voted on the resolution “to consider and approve merger of the Bank with The Cosmos Co-operative Bank Ltd” on June 9, 2021.

The aforementioned development came about nine days before the Reserve Bank of India (RBI) accorded its “in-principle” approval to Centrum Financial Services to set up a small finance bank (SFB), which in turn is expected to takeover the scam-hit Punjab & Maharashtra Co-operative (PMC) Bank.

Jyotindra Mehta, President, The National Federation of Urban Cooperative Banks and Credit Societies, observed that resolution of weak UCBs has brightened after the September 2020 amendment to the Banking Regulation (BR) Act, 1949, as an UCB can be merged with any bank, be it a SFB, universal bank or another UCB.

“Now a clear path to resolution via amalgamation is available,” Mehta said

The Kapol Co-operative Bank was placed under Directions by the RBI with effect from the close of business on March 30, 2017.

Once an UCB is placed under Directions, deposit withdrawal is capped. This brings lot of misery to the depositors as they are unable to withdraw money beyond the cap.

An UCB under Directions also cannot grant or renew any loans and advances, make any investment, incur any liability, among others. While stressed UCBs are placed under Directions by RBI to nurse them back to health, many stay under Directions for years.

Amalgamation among UCBs

Like Saraswat Co-operative Bank, which is India’s largest UCB, Cosmos Co-operative Bank too has been game for growth through amalgamation.

In the last 15 years, Cosmos Co-operative Bank, has acquired about five UCBs, including Amravati Peoples Co-op Bank (Amravati, Maharashtra), Unnati Co-op. Bank (Baroda, Gujarat), Sushil Kumar Nahata Co-op. Bank (Bhusawal, Maharashtra), and Co-op. Bank of Ahmedabad (Gujarat).

Saraswat Bank had acquired seven stressed UCBs (Maratha Mandir Co-operative Bank, Mandvi Co-operative Bank, Annasaheb Karale Janata Sahakari Bank, Murgha Rajendra Sahakari Bank, Kolhapur Maratha Co-operative Bank, South Indian Co-operative Bank and Nashik People’s Co-operative Bank) during the 2006-2009 period.

As per Kapol Co-operative Bank’s latest balance sheet, as at March-end 2020, it had deposits and advances aggregating ₹392 crore and ₹150 crore, respectively.

In FY20, the Bank’s net loss widened to ₹36 crore (₹30 crore in FY19). The multi-state scheduled bank had gross non-performing assets of ₹138 crore as at March-end 2020 against ₹141 crore as at March-end 2019. The Bank has 14 branches – 13 in Mumbai and one in Surat.

Cosmos Co-operative Bank had deposits and advances aggregating ₹15,195 crore and ₹11,503 crore, respectively, as at March-end 2020.

The Bank, which was set up in 1906, has 140 branches spread across Maharashtra, Madhya Pradesh, Karnataka, Gujarat, Tamil Nadu, Andhra Pradesh and Telangana. It reported a net loss of ₹54 crore in FY2020 against a net profit of ₹22 crore in FY2019.

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