Useful tips to avoid falling prey to bank mis-selling

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In investing, as in life, it is useful to learn from other people’s mistakes. Some retail investors lost big money in Yes Bank’s Additional Tier 1 (AT-1) bonds last year, after Reserve Bank of India decided to write them off as part of a bailout package. But how did safety-seeking depositors in Yes Bank end up owning these risky bonds where the principal could get written off? SEBI’s order in this case offers some learnings on how you can avoid falling victim to mis-selling.

Get it in writing

In their complaints, the 11 investors said that it was the attractive pitches from their bank’s wealth managers that convinced them to buy the bonds. Some were told that AT-1 bonds were ‘super FDs’. Others swallowed the claim that they were ‘safer than Yes Bank FDs and equity shares.’ Some investors even thought they were merely renewing their FDs with the bank at a higher rate.

Given that none of the above statements were true, it is unlikely that the bank’s relationship managers made these claims in writing to the investors. They were simply taken in by verbal sales pitches.

While selling AT-1 bonds, bank managers were mandatorily required to share two documents with investors – an information memorandum and a term sheet. Asked by SEBI why they didn’t do so in this case, they either claimed that they did, or argued that investors ought to have checked these documents for themselves from the BSE website where they are posted.

Most of us are in the habit of investing in financial products based merely on an application form. The Yes Bank case shows just how injurious this can be to our wealth. Today, no financial product can be sold to you without a formal offer document, information memorandum, term sheet or prospectus. If you’re given only an application form, don’t hesitate to ask for and get hold of these additional documents.

The depositor isn’t king

SEBI’s findings show that of the 1,346 individuals who invested in the AT-1 bonds through Yes Bank, 1,311 (97 per cent) were Yes Bank’s own customers. Of these 1,311 customers, 277 prematurely broke their FDs to invest. Going by the amounts of ₹5 lakh to ₹80 lakh that these folks individually invested, wealth managers targeted the bank’s big-ticket depositors to down-sell these bonds.

While you may wonder why a bank’s staff should wean customers away from its own deposit products, this isn’t surprising.

Bank relationship managers in India have a long history of pitching all kinds of risky products to their customers from ULIPs to balanced equity funds to NCDs as fixed deposit substitutes. While they don’t receive any direct commission from such sales, their compensation packages are often linked to how much fee income they generate for the bank from selling exotic products.

So, the next time your bank’s relationship manager sounds as if he or she is doing you a favour by asking you to switch money out of your FD into an exciting new ‘opportunity’, be sceptical.

High returns equal high risk

Investors who are super-careful about avoiding capital losses in equities often turn far less vigilant when it comes to fixed income. The moment a wealth manager or distributor mentions a higher interest rate product, they’re quite eager to switch to make the switch. But the correlation between high returns and capital losses is actually higher with debt instruments than it is with stocks.

In fixed income, if a borrower is willing to offer you a huge rate premium over safe instruments, it is usually a warning sign that they are more likely to delay or default on repayments. Yes Bank’s AT-1 bond investors should have questioned why the same issuer (Yes Bank) should offer its bond investors much higher interest than it does its depositors. The answer quite simply is that AT-1 bonds can skip their interest payouts completely or write off principal, if the bank’s financials are stressed.

An argument that wealth managers used to sell AT-1 bonds to individuals was that they were sound investments, as they were already owned by institutions. This is a poor argument, as risk appetite and return expectation of a retail investor is seldom the same as that of an institutional investor. Institutions that held those bonds probably invested a minuscule portion of their portfolios while HNIs took concentrated exposures.

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ICICI Lombard Q4 net profit rises 23%

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Private sector ICICI Lombard General Insurance reported a 22.6 per cent increase in its fourth quarter net profit at Rs 345.68 crore compared to Rs 281.93 crore in the same period in 2019-20.

For the fiscal year 2020-21, its net profit increased by 23.4 per cent to Rs 1,473.05 crore as against Rs 1,193.76 crore in 2019-20.

For the quarter ended March 31, 2021, its gross direct premium income increased by 9.4 per cent to Rs 3,478 crore as against Rs 3,181 crore in the same period in the previous fiscal.

Combined ratio stood at 101.8 per cent in the fourth quarter of 2020-21 versus 100.1 per cent in the fourth quarter of 2019-20.

Solvency ratio was 2.90x at March 31, 2021 as against 2.76x at December 31, 2020 and 2.17x at March 31, 2020.

“The company paid an interim dividend of ₹ 4 share during the year. The board of directors of the company has proposed final dividend of ₹ 4 per share for 2020-21,” it said in a statement, adding that the payment is subject to the approval of shareholders in the ensuing Annual General Meeting. The overall dividend for 2020-21 including proposed final dividend is ₹8 per share.

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HDFC Bank Q4 net profit up 18.2%

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Private sector lender HDFC Bank reported an 18.2 per cent increase in its standalone net profit to Rs 8,186.51 crore for the quarter ended March 31, 2021 led by robust growth in its net interest income.

Its net profit was Rs 6,927.69 crore in the fourth quarter of 2019-20.

The bank’s net profit for 2020-21 rose by a similar 18.5 per cent to ₹ 31,116.5 crore from Rs 26,257.32 crore a year ago.

However, on a sequential basis, HDFC Bank’s net profit fell by 6.5 per cent from Rs 8,758.29 crore in the October to December 2020 quarter.

The bank’s net revenue increased by 16.4 per cent to ₹ 24,714.1 crore for the quarter ended March 31, 2021 from ₹ 21,236.6 crore a year ago.

Net interest income grew by 12.6 per cent to Rs 17,120.2 crore for the fourth quarter of the fiscal from ₹ 15,204.1 crore in the corresponding period in 2019-20. This was driven by advances growth of 14 per cent, and a core net interest margin of 4.2 per cent.

Other income grew by 25.9 per cent to ₹ 7,593.9 crore in the fourth quarter of 2020-21 from ₹ 6,032.6 crore in the corresponding quarter ended March 31, 2020.

Provisions and contingencies

Provisions and contingencies for the quarter ended March 31, 2021 increased by 24 per cent to ₹ 4,693.7 crore in the fourth quarter of the fiscal as against ₹ 3,784.5 crore for the quarter ended March 31, 2020.

“The bank also continues to hold provisions as on March 31, 2021 against the potential impact of Covid-19 based on the information available at this point in time and the same are in excess of the RBI prescribed norms,” HDFC Bank said in a statement on Saturday.

It held floating provisions of ₹ 1,451 crore and contingent provisions of ₹ 5,861 crore as on March 31, 2021. Total provisions (comprising specific, floating, contingent and general provisions) were 153 per cent of the gross non-performing loans as on March 31, 2021.

NPA

Gross non-performing assets were at Rs 15,086 crore or 1.32 per cent of gross advances as on March 31, 2021, as against 1.38 per cent (proforma approach) as on December 31, 2020 and 1.26 per cent as on March 31, 2020. Net non-performing assets were at 0.4 per cent of net advances as on March 31, 2021 versus 0.36 per cent a year ago.

The bank’s total Capital Adequacy Ratio was at 18.8 per cent as on March 31, 2021.

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IndiaFirst Life Insurance registers 5% growth in individual new business

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IndiaFirst Life Insurance recorded a growth of five per cent or ₹894 crore in individual new business annual premium equivalent in 2020-21.

“This was the highest ever since its inception. This translates to a year on year growth of five per cent which, on the back of an industry leading 25 per cent year on year growth in 2019-20, is satisfying,” said Rushabh Gandhi, Deputy CEO, IndiaFirst Life Insurance.

Also read: How to save for children’s studies without sacrificing on retirement plans

The private sector life insurer also crossed ₹4,000 crore of gross premium in 2020-21 and registered a growth of six per cent in total new business APE of ₹995 crore last fiscal, it said in a statement on Thursday.

Renewal premium income crossed ₹2,000 crore in 2020-21. Individual 13th month persistency also improved to 78.7 per cent last fiscal from 75.8 per cent in 2019-20.

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NeoGrowth to disburse business loans within 24 hours to retailers with instant approval

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SME lender NeoGrowth Credit on Thursday announced the launch of NeoCash Insta Loan to meet immediate fund requirements of retailers and small businesses.

“The NeoCash Insta Loan for retailers is a ₹1 lakh collateral free loan product, with just KYC documents without any financial or bank documents, instant online approval, and daily repayment amount of ₹250,” it said in a statement.

Small business owners can visit the NeoGrowth website and get immediate approval for the loan by filling in only basic details, it further said, adding that exhaustive digital checks for underwriting and usage of digitally verified alternate sources of data will be used to ensure risk mitigation and governance.

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Insurers have paid ₹7,500 crore so far towards Covid claims

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General and health insurers have so far paid Covid-19-related claims worth ₹7,500 crore. There has been a slowdown in the demand for corona-specific cover these days while at the same time the health insurance segment is also witnessing a greater demand for regular health insurance, according to industry experts.

“The industry saw high demand for corona-specific policies in September-November period but now people are looking beyond Covid cover,” Sanjay Datta, Chief-Underwriting, Claims and Reinsurance, ICICI Lombard GIC, told BusinessLine.

In June last year, the Insurance Regulatory and Development Authority (IRDAI) had asked general and health insurers to offer a standard corona cover policy, Corona Kavach, with the sum assured ranging from ₹50,000 to ₹5 lakh. The policy period is from three-and-a-half months to nine-and-a-half months.

Citing industry estimates, Datta said the total claims that have been paid so far on account of corona cover policies were to the tune of ₹7,500 crore. “For this financial year, it could be ₹8,000-9,000 crore out of which ₹7,500 crore has already been paid,” he said.

While the corona-specific policies were short-term policies, they had created a greater awareness on the need for long-term and regular health insurance, Datta said, adding: “Overall, they have created large-scale awareness among general public.”

Prasun Sikdar, MD and CEO, Manipal Cigna Health Insurance Company Ltd, said given the gravity of the Covid pandemic and the panic surrounding it, more than ever before, people are now concerned about their health and that of their families.

“In the hierarchy of needs, health today has claimed primary position and the role of insurance has moved from priority to necessity,” he said.

Post the pandemic, the conversation on insurance has finally changed from “do I need health insurance” to “how much do I need”, Sikdar observed.

Profit or loss?

What will be the final impact of corona on the bottom line of insurers? It may take more time to answer this question.

According to the CEO of a major non-life insurance company, an understanding of the net impact of Covid on the business of general insurers may differ from company to company.

“As of now, we can say that health insurance business has certainly got a boost and it has overtaken motor segment. But the real picture will only come out with full-year numbers,” he added.

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DHFL posts net loss of Rs 13,095.38 crore in Q3

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Dewan Housing Finance Corporation Ltd posted a consolidated net loss of Rs 13,095.38 crore in the third quarter of the fiscal year as against a net profit of Rs 934.31 crore in the same period a year ago.

For the quarter ended December 31, 2020, total revenue from operations of DHFL was Rs 2,206.58 crore as against Rs 2,431.81 crore in the corresponding quarter last fiscal.

According to the notes to the results for the third quarter, additional transactions of Rs 1,03,984 lakh were identified and reported to stock exchanges and National Housing Bank.

 

“The company has made provisions as per NHB guidelines on provisioning pertaining to fraud accounts,” it said.

Further, investments by way of unsecured Inter Corporate Deposits including interest receivable amounting to Rs 4,02,973 lakh are outstanding as on December 31, 2020.

 

“As no securities are available to the company, the provision of the entire outstanding amount has been made as a prudent measure,” it said.

DHFL’s total wholesale portfolio amounting to Rs 53, 16,4 70 lakh has been “fair valued” as on December 31, 2020 at Rs. 9,85,320 lakh, with the resulting fair value loss aggregating Rs 43,31,150 lakh.

Of this, fair value loss of Rs 24,05,166 lakh has been accounted up to September 30, 2020 and balance loss of Rs 19,25,984 lakh has been charged to the Statement of Profit and Loss for the quarter ended December 31, 2020, the notes further said.

The Committee of Creditors of DHFL has voted for the resolution plan submitted by Piramal Enterprises Ltd.

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Small retailers breathe easy with MinksPay’s SmartCredit

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In the months following the lockdown, small businesses felt the pinch of lack of adequate working capital. Most of them didn’t have access to formal credit and they had to resort to seeking credit from their distributors/suppliers. The distributors/suppliers which were offering credit to some retailers for a short period also backed out, post lockdown, due to the uncertainty in the market. This further aggravated the working-capital crunch for the retailers, making them resort to such options as term loans from lending platforms or loans from informal sources at high rates of interest. That further cut into their earnings.

This fact was noticed by Sanket Shendure and Sanmati Shendure, entrepreneurs based in Goa, and the promoters of MinksPay. Minkspay had been working with over 10,500 small-scale offline retailers on its ‘SmartIncome’ platform for over 2.5 years before market lockdown started in 2020. Minkspay SmartIncome is a mobile application for offline retailers to sell banking and financial services such as Money transfer, Aadhaar Banking, Micro-ATM, bill payments, prepaid recharges and earn up to 50 per cent additional income each month.

In addition to enabling retailers with SmartIncome, Minkspay was building a solution to cater to the working capital needs of the small retailers and the shutdown scenario created an opportunity to launch SmartCredit. Minkspay also realised that the gap in the actual earnings of small retailers, and their potential earnings had been worsened after the market shutdown.

SmartCredit

MinksPay rolled out SmartCredit in mid-November. This product is aimed at providing small scale retailers with credit against their distributor invoices for up to 30 days. This pre-approved credit limit works like a digital OD or CC facility.

“As a next generation OD/CC facility for the retailers, we not only solve their problem by granting them access to easy and instant credit but also for the lenders as the credit is only used by the retailers for one use case paying off their distributor invoices,” said Sanket Shendure, Co-founder and CEO, MinskPay, talking to BusinessLine.

MinskPay SmartCredit has 1,500 retailers onboarded in Phase-I of the launch. The company aims to onboard 50,000 retailers on SmartCredit by end of this fiscal year and three lakh retailers by end of FY 21-22. This it intends to achieve by partnering with mid-to-large-scale FMCG companies and its distributors across the country.

The company currently has a team size of 28 members spread across Goa and Bengaluru.

According to Sanket, currently there are no competitors trying to enable small scale offline retailers in semi-rural and rural areas with a pre-approved digital credit limit to be used against their distributor invoices.

Funding

MinskPay raised $150,000 from Mumbai Angel Networks in September 2019. In August 2020, it onboarded two industry veterans Prateek Aggarwaal, ex-CBO (Lending), BharatPe, and Ravi Linganuri, ex-Target Retail Group, US as investors-cum-advisors.

MinskPay is in advanced stages of talks for raising $1 million to fund its next stage of growth, added Sanket.

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Ground seems ready for new options to resolve stressed assets: IBBI chief

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The ground seems to be ready to experiment new options for resolution of stress and the market is anticipating a hybrid framework between a court-supervised insolvency framework and an out-of-court restructuring schemes, IBBI Chairperson M S Sahoo has said.

In place for more than four years, the Insolvency and Bankruptcy Code (IBC) is helping in resolution of stressed assets in a market-linked and time-bound manner, and the proposal for “pre-pack” framework is also in the works.

“Since some tasks of an insolvency proceeding are completed before the formal process begins, and some elements of formal process are avoided, pre-pack saves both on costs and time,” Sahoo told PTI.

The Insolvency and Bankruptcy Board of India (IBBI), a key institution in implementing the IBC, has also taken various steps to address difficulties of stakeholders concerned.

According to him, insolvency regimes in most jurisdictions are not designed to address delinquencies arising from the COVID-19-like crisis when several viable businesses simultaneously fail to stand on their feet for force majeure conditions. Also, the availability of resolution applicants to rescue them remains a concern.

“This has highlighted the need for pre-pack which is considered fast, cost efficient and effective in resolution of stress, with the least business disruptions.

In an e-mail interview, Sahoo also pointed out that with considerable learning and maturity of the ecosystem, and a reasonably fair debtor-creditor relationship in place, the ground seems ready to experiment new options for resolution of stress.

“The market has been advocating and anticipating a resolution framework which is a hybrid between the court-supervised insolvency framework and out-of-court restructuring schemes that incorporates the virtues of both the worlds sans their demerits. The most popular form of such dispensation is pre-pack,” he noted.

Generally, under a pre-pack (pre-packaged) process, main stakeholders like creditors, shareholders and the existing management/ promoter can come together to identify a prospective buyer. Then, they can negotiate a resolution plan before submitting the same to the National Company Law Tribunal (NCLT) for formal approval.

Corporate Insolvency Resolution Processes

From December 1, 2016 till the end of September last year, total 4,008 CIRPs (Corporate Insolvency Resolution Processes) have commenced under the IBC.

Out of the total, 473 CIRPs have been closed on appeal or review or settled, 291 have been withdrawn, 1,025 have ended in orders for liquidation and 277 have ended in approval of resolution plans, as per data compiled by the IBBI.

The provisions relating to CIRP came into effect from December 1, 2016.

In the wake of the Covid-19 pandemic, the government has suspended fresh proceedings under the IBC since March 25 last year. Last month, the suspension period was extended till March, which means that fresh cases cannot be filed under the IBC for almost the whole of the current fiscal — April 2020 to March 2021 period.

On whether there is a possibility of a flurry of insolvency cases coming up once the suspension is done away with, Sahoo said the number of applications for initiating insolvency is likely to increase but the increase may not be significant.

He noted that stakeholders are continuing to resolve stress through various modes such as scheme of compromise or arrangement under the Companies Act, 2013, and the RBI”s prudential framework. Entities are also going for corporate insolvency resolution process in respect of stress other than related to Covid-19.

According to him, stakeholders are exploring innovative options for resolution of stress while taking several cost cutting measures to avoid stress.

Also, Sahoo said viable companies would have normal business operations after the pandemic subsides, higher threshold of default for initiation insolvency proceedings keeps most MSMEs out of insolvency proceedings and Covid-19 period defaults remain outside insolvency proceedings forever.

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Lendingkart to launch ‘credit intelligence services’ for banks

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Lendingkart, a digital lending fintech start-up in working capital space, plans to launch ‘credit intelligence services’ for banks from April, helping them evaluate credit worthiness of self-employed small- and micro-enterprises based on their cash flows, said its co-founder and Managing Director, Harshvardhan Lunia.

Lendingkart will assign a probability of default score, give out a risk premium and suggest the amount that banks could lend to such small and micro enterprises, especially those in Tier-2 and Tier-3 cities, Lunia told BusinessLine.

 

Banks could always go with their own underwriting model and use the score provided by Lendingkart as an additional tool to evaluate the borrower, he said.

Lendingkart is the only fintech in the country that has built an algorithm-based and cash flow based decision engine, he said.

The use of the cash flow based decision engine would obviate the need for institutions and banks to rely on financial statements and income tax returns (ITRs) to evaluate a borrower.

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