COVID-19 brings about behavioural change in cash usage, say experts, BFSI News, ET BFSI

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The COVID-19 pandemic has brought about a behavioural change in usage of cash with people withdrawing larger amounts from ATMs but preferring to make digital modes to make payments, said, experts. The ferocity of the second wave of the coronavirus pandemic has scared people, forcing them to withdraw larger amounts from the ATMs with a view to avoid frequent visits. The money thus withdrawn is mostly held for emergency use and often payments are being made through UPI and other digital modes.

Talking about the behavioural change in currency usage, Sarvatra Technologies founder and MD Mandar Agashe said that in view of the lockdown and social distancing norms, people are not venturing out to banks and ATMs as frequently.

“The average ticket size of withdrawals at any given time has gone up by almost 20 per cent, as people withdraw in larger quantities and prefer to hoard, pre-empting medical or any other form of emergencies, which ultimately is not consumed as much.

“The average ticket size of withdrawals which earlier ranged between 2,000-3,000 now has invariably gone up by 20 per cent to Rs 3,000-4,000 across both rural and urban India,” Adashe said.

He further said UPI was taking care of small-ticket transactions with the average ticket size constant at Rs 1,000.

Owing to this behavioural shift, daily average transactions on IMPS have now gone up to Rs 9,000 which was earlier in the range of around Rs 6,000-7,000, he said.

“The second wave of the pandemic has had a significant impact on the handling and management of cash.

“This has in turn brought about substantial shift in behavioral patterns among the masses which will play out in favour of digital transactions in the long run,” he added.

Immediate Payment Service (IMPS) is an instant interbank electronic fund transfer service through mobile phones.

According to the RBI’s latest data, the outstanding currency in circulation on May 7 was Rs 2,939,997 crore, up from Rs 2,858,640 crore on March 26.

Care Ratings Chief Economist Madan Sabnavis opined that during these uncertain times, there is a preference for people to hold down to cash.

It is more for precautionary purposes because one needs cash for rainy days such as for medical reasons or for any sudden other expenses, said Sabnavis.

PayNearby founder, MD and CEO Anand Kumar Bajaj said the anxiety of lockdowns has forced people to withdraw money and to keep cash handy – both for medical emergencies and basic needs in these dire times.

This surge in cash usage indicates that people have started to accumulate cash in anticipation of more stringent lockdown measures that might be announced to curb the pandemic, he said.

Additionally, as a counter-measure to offer relief and sustenance to the crisis-affected migrant workers and low-income cohorts, the government has disbursed direct benefit transfer (DBT) to millions of Pradhan Mantri Jan Dhan Yojana (PMJDY) beneficiaries, he said.

Aadhaar ATM, which is the backbone for disbursing DBT to citizens, saw a huge surge across all PayNearby retail stores, primarily led by increased adoption in rural, semi-urban and tier-II towns, Bajaj said.

“Our annual figures reported AePS (Aadhaar-enabled Payment System) withdrawals worth Rs 10,000 crore in Q4 FY2021 as against Rs 7,650 crore vis-a-vis the same quarter last year.

“So, withdrawal of DBT funds can also be considered a significant reason for high cash in circulation, especially in the rural economy,” he said.

mPokket founder and CEO Gaurav Jalan said there was a tremendous uptick in digital transactions following demonetisation in 2017, as currency usage slumped.

“Even as penetration of digital payments continues to grow and become a more important part of consumer spending patterns, currency in circulation has also seen significant growth.

“This suggests that although consumers find digital payments convenient and easy, they continue to prefer cash as a medium for certain types of transactions,” he said.

Spice Money CEO Sanjeev Kumar said that at Spice Money, “we have witnessed a whopping annual growth of 124 per cent in AePS services in 2020-21 with transaction value being more than Rs 30,000 crore. Our daily Aeps transaction has witnessed an all-time high at Rs 165 crore”.

Khaitan & Co Partner Abhishek A Rastogi said people want to keep money liquid and handy for emergency needs. “Further, the risk of catching infection by going to the bank for depositing/withdrawing is high and is generally avoided in these times.”

Further, hospitals have been recently allowed to accept cash even beyond 2 lakh on receipt of PAN and Aadhaar card.

“In such situation, people want to keep more cash handy and avoid banking channels for payment. The cash usage would have gone even higher in case cash is readily accepted by e-commerce companies as ‘cash on delivery’,” he opined.



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HDFC Bank rejigs management for next growth phase, BFSI News, ET BFSI

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HDFC Bank has unveiled organizational changes under its Project Future – Ready to power its next phase of growth.

The bank has reorganized itself into three key pillars – Business Verticals, Delivery Channels and Technology/Digital to build its execution muscle. The business vertical and delivery channels will enable it to capitalise on the opportunities across different segments.

The bank will double down its efforts in business verticals like Corporate banking, retail banking, private banking, government and institutional banking, retail assets and payments.

It is increasing its focus on Commercial Banking (MSME vertical), the backbone of Indian economy enabling the bank to bring its product and digital might to the entire Commercial Banking (MSME community) in a much more holistic and focused manner across Bharat & India.

The strategy is split into four broad delivery channels: Branch, Tele-services, sales channels with business verticals and digital marketing. All the businesses and delivery channels will be backed by Technology & Digital as the core backbone. The outlined its Technology transformation agenda and it will synergise and integrate its technology / Digital functions and invest aggressively to both Run and Build the Bank.

Sashi Jagdishan, MD, HDFC Bank said, “We are creating engines of growth with top tier talent backed by technology and digital transformation to capitalise on opportunities that will accrue in the coming time. They are in our mind Future – Ready teams. I am sure this structure will create the necessary strategic and execution agility that we need to serve our customers across India & Bharat, Retail, Commercial (MSME) and Corporate segments.”

Kaizad Bharucha, Executive Director, will continue to drive the Wholesale Bank including Corporate Banking Group, Capital and Commodities Markets group and Financial Institutions.

Rahul Shyam Shukla, Group Head, will now be responsible to drive the Commercial Banking (MSME) and rural vertical, a big future growth engine for both India and the Bank.

Smita Bhagat, Group Head – Government and Institutional Business (GIB) and Start-ups will continue to drive the Govt / Institutional Banking. She will also drive the expansion of our rural presence leveraging our partnership with CSC and also the start-up sector.

Arvind Kapil, Group Head – Retail Assets and SLI, will continue to drive the Retail Assets Portfolio. The growth potential, we believe, is immense in retail assets in the context of credit under penetration in the country.

Rakesh Singh, Group Head – Investment Banking and Private Banking will also be responsible for Marketing, Retail Liability Products and Managed Programmes.

Ravi Santhanam, CMO, will now be also responsible for driving Digital Marketing as a stand-alone delivery channel. He will also be additionally responsible for the Retail Liability Products and Managed Programmes.

Sampath Kumar, Group Head – NRI will now be in charge of all tele-service relationships, including VRM delivery channel of the Bank. The mandate is to combine the power of human touch and digital to deliver a differentiated customer experience.

Arvind Vohra, Group Head – Retail Branch Banking, Retail Trade & Forex will continue to drive the efforts to expand the Bank’s reach across India through branch banking.

Parag Rao, Group Head – Payments Business, will now drive the technology transformation and digital agenda. He will continue to be responsible for the Payments vertical. Mr Ramesh Lakshminarayanan, Chief Information Officer and Mr Anjani Rathor, Chief Digital Officer will report to Parag.

Ashish Parthasarathy- Group Head, Treasury and GIB would also provide the leadership for the tele-service / sales / relationship channel.

Bhavesh Zaveri, Group Head – Operations, will continue to handle the entire operations of the Bank. He will also be additionally responsible for the entire ATM channel operations across the country.

The bank said the role of credit, risk, control and enabling functions continue to be critical as it scales up further in size and reach to realise its vision of Project Future Ready.



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How pandemic ushered in payments revolution in India, BFSI News, ET BFSI

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They may not be of big value, but many swipes have helped usher in a retail payments revolution right amid the pandemic.

While there has been a slowdown in the wholesale transaction value, the volumes have grown huge. A similar surge was seen in the immediate aftermath of the demonetisation of high-value notes in 2016.

Transactions through National Electronic Funds Transfer (NEFT), National Electronic Toll Collection (NETC), and the Bharat Bill Payment System (BBPS) grew robustly in fiscal 2021 over the previous year. Retail payment platforms such as Unified Payments Interface (UPI), Immediate Payment Service (IMPS), and National Automated Clearing House (NACH) saw a near doubling of both transaction volume from 12.5 billion to 22.3 billion, and value from Rs 21.3 lakh crore to Rs 41 lakh crore.

Volumes galore

UPI transaction volumes surged 43.2% in the first quarter of the last fiscal, 98.5% in the second quarter 104.6% in the third and 112.5% in the fourth quarter.

While IMPS volumes degrew 9.6% in Q1, they rose 26% om Q2. 40.5% in third quarter and 42.9% in the fourth quarter.

National Automated Clearing House (NACH) volumes grew 32.8 in the first quarter, 13 in second, 0.9 in third while they degrew 10.2 in the fourth.

BBPS volumes grew 66% in Q1, 103.2 in Q2, 84.4 in Q3 and 102.7 in Q4 while National Electronic Toll Collection, the NHAI’s Fastag system logged 83.9 growth in Q1, 249.2 in Q2, 195 in Q3 and 75.3 in the fourth quarter.

On the other hand, RTGS volumes degrew 26.2 in Q1, logged 3.1 in Q2, 10.2 in third and 31.1 in the fourth quarter.

NEFT volumes degrew 3.9% in the first quarter, grew 9.8 in second, 23.2 in third, 17.8 in the fourth quarter.

Value wise

UPI transactions scored an impressive growth value-wise too with the first quarter seeing 43.2% growth, the second 98.5%, the third 104.6% and the fourth 112.5%.

IMPS degrew 4.8 in Q1 but picked up in the second quarter with 27.9% growth, 34.6% in Q3 and 40.6% in the fourth quarter.

NACH transactions grew 20.4% value-wise in the first quarter, 10.3 in Q2, 6.8 in Q3, 1.3 in Q4.

BBPS logged 62.4% growth in the first quarter, 108.9% in the second, 83.5% in the third and 131.9% in the fourth quarter.

NETC transactions valuewise grew 61.4% in Q1, 181% in Q2, 139.3% in Q3, 66.2% in Q4.

On the other hand, RTGS transactions’ value degrew for the entire fiscal, falling 37.9 in the first quarter, 28.6% in the second, 7.7% in Q3 and 2.9% in the fourth quarter.

NEFT degrew 20.9% in the first quarter but grew 12.4% in second, 26.6% in third and 15.4% in the fourth quarter.

After demonetisation

RBI data shows a spurt in digital transactions immediately after demonetisation. Transactions through debit card at point of sale terminals and m-wallets increased by 134% and 163%, respectively, between October 2016 and December 2016.



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What is the future of Citigroup in India?, BFSI News, ET BFSI

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After shutting down its India retail banking business, Citibank will focus on corporate and institutional banking business in the country as part of a strategic rethink.

The bank will focus now on strengthening its position in corporate, commercial and investment banking, treasury and trade solutions, along with markets and securities services. it will look at delivering innovative digital solutions, to large and mid-sized Indian companies and multi-nationals, financial institutions and start-ups. Citi will also focus on growing its five Citi Solution Centers which support global initiatives, with India serving as a strategic talent hub.

It will retain its wealth management business to serve institutional clients in a market that is known for rich non-residents.

Change in strategy

India CEO Ashu Khullar said the change in strategy will help the bank Citi strengthen its ability to service large corporate and institutional clients. “We will continue to deliver our innovative digital solutions, backed by our global network, and devote our resources to large and mid-sized Indian corporates and multinationals, financial institutions, start-ups in the new age sectors, amongst others. India is a strategic talent hub for Citi. We will continue to tap into the rich talent pool available here to continue to grow our five Citi solution centres which support our global footprint.

Global focus

It will focus on corporate and institutional banking business in the country as part of a strategic rethink, CEO Jane Fraser said in a press statement after the bank announced its 2020 results.

“As a result of the ongoing refresh of our strategy, we have decided that we are going to double down on wealth,” Fraser said in the release. The move to focus on the remaining markets “positions us to capture the strong growth and attractive returns the wealth management business oers through these important hubs.”

“It’s been a better-than-expected start to the year,” Fraser, who took over last month, said in a statement Thursday. She credited the “strong performance” of the company’s Wall Street operations and said the firm is optimistic about its outlook for the economy.

Citigroup has raised more than any other bank for special-purpose acquisition companies this year, as managers of the vehicles set out to hunt unspecified takeover targets. That helped the firm reap $876 million in fees from equity underwriting. Quarterly stock-trading revenue, typically less than $1 billion at Citigroup, surged to $1.48 billion.

The financials

Results released in August 2020 showed the bank made a net profit of Rs 4,912 crore in the year ended March 2020 up 17% from Rs 4,185 crore a year. Net NPA inched up to 0.60% from 0.50% in March 2019. CASA ratio dropped to 55.8% in March 2020 from 60.3% while the capital adequacy ratio dropped to 15.90% from 16.50% a year earlier.

The bank held a 5.87% market share in digital Payments and 8.25% of India’s merchandise and software services trade owns as of March 2020.



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WhatsApp Pay remains in the slow lane four months since November launch

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There has also been little marketing buzz around the payment feature and, not to forget, a majority of WhatsApp’s 400 million-strong user base in India lacks access to it.

Unified Payments Interface (UPI) transactions through WhatsApp remained tepid in March, four months since the feature went live for 20 million users on the messaging app. Despite early predictions that payments via the messaging app would explode once the feature went live, WhatsApp accounted for only 0.02% of UPI volumes and 0.01% of transaction value.

Industry executives FE spoke to said that the limited number of transactions might be attributable to the fact that the Facebook-owned company may not have begun implementing its plans for payments. “They haven’t quite given it a push, at least not yet,” a senior executive with a private bank said on condition of anonymity.

What this means is that they have not aggressively started acquiring merchants to enable peer-to-merchant (P2M) transactions. There has also been little marketing buzz around the payment feature and, not to forget, a majority of WhatsApp’s 400 million-strong user base in India lacks access to it. The company does have about 15 million users on its WhatsApp for Business app, designed specifically for the kirana shop owner. In 2019, the company released catalogues for shop owners to showcase their products to their customers and in 2020, it added more new features to the business app.

An email seeking a response from WhatsApp India on its payments strategy remained unanswered till the time of going to press. In December, the company had announced its plans to enable the sale of “sachet-sized” health insurance products through its platform. The messaging giant is also running pilots in the areas of micro-pension, edtech and agritech, said Abhijit Bose, head of WhatsApp India, speaking at Facebook’s Fuel for India event.

While State Bank of India (SBI), HDFC Bank, ICICI Bank and Axis Bank are WhatsApp’s partners in payments, in the pension and insurance space, the company would be partnering with pinBox Solutions, HDFC Pension Management Company and SBI General Insurance. “WhatsApp has proactively been working on several pilots to help ensure that every adult has access to the most basic and critical financial livelihood services through their mobile device. By the end of this year, we expect that people will be able to buy affordable sachet-sized health insurance through WhatsApp,” Bose had said, adding that the company is also working on pension services for the informal sector in India.

In February 2018, when WhatsApp had gone for a beta launch of its payments facility for 1 million of its 230 million users, Credit Suisse had said that the feature could lead digital payments “to explode” and grow the size of the market to US$1 trillion over a five-year horizon.

In March 2021, PhonePe led the UPI market, processing 44% of all transactions on the channel and crossing the 1 billion-transaction mark during the month. It was followed by Google Pay and Paytm.

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RBI enhances maximum balance limit for payments banks to Rs 2 lakh, BFSI News, ET BFSI

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The Reserve Bank of India with a view to strengthen financial inclusion has enhanced maximum balance limit for payments banks.

Currently the limit on maximum end of day balance of Rs 1 lakh per individual has been increased to Rs 2 lakh from immediate effect.

The RBI said, “Based on a review of performance of payments banks and with a view to encourage their efforts for financial inclusion and to expand their ability to cater to the needs of their customers, including MSMEs, small traders and merchants, it has been decided to enhance the limit of maximum balance at end of the day from ₹1 lakh to ₹2 lakh per individual customer.”

RBI will soon issue a separate circular on the same.

ETBFSI had earlier reported that Payments banks had previously demanded to increase the deposit limit to Rs 5 lakh as major challenge for the payments banks was that there we no major takers as the limit of Rs 1 lakh was really low and merchants and customers didn’t wanted to go ahead to a bank with limitations.

The business model of payments banks have been a tough one to crack as the central bank didn’t allow them to offer credit nor accept higher deposits.

In 2015, In 2015, RBI granted a license to 11 Payment Banks. These 11 banks included Aditya Birla Nuvo, Airtel Payments Bank, Cholamandalam, India Post Payments Bank (IPPB), Fino Payments Bank, National Securities Depository Limited, (NSDL), Jio Payments Bank, Sun Pharma group by Dilip Singhvi, Paytm Payments Bank, Tech Mahindra, and Vodafone M-Pesa.

3 out of 11 payments banks — Cholamandalam, Tech Mahindra, and Sun Pharma had surrendered their license before even starting a business. After a successful launch and operating in the space, Aditya Birla Payments Bank also surrendered its license.

Currently, Fino Payments Bank, Paytm Payments Bank, India Post Payments Bank, Airtel Payments Bank, Jio Payments Bank are actively operating in this space.

Also Read: Payments Banks want RBI to increase the deposit limit to Rs 5 lakh



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Axis Bank launches wearable payment device for Rs 750, BFSI News, ET BFSI

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Axis Bank, country’s third-largest private sector bank, has stepped up their game in the contactless payments segment by launching its own range of wearable contactless payment devices. With the launch of its wearable devices brand, ‘Wear ‘N’ Pay’, Axis Bank has become the first bank to introduce a new line of wearable devices that can be incorporated into existing accessories or worn easily to carry out contactless transactions on the go.

These devices come in a variety of accessories like band, key chain and watch loop that factor in practical usage and are available at a fee point of Rs. 750,

The wearables are directly linked to the customers’ bank account and function like a regular debit card. This allows purchases to be done at any merchant who accepts contactless transactions.

Sanjeev Moghe, EVP & Head-Cards & Payments, Axis Bank said, “Contactless payments are the future of the payments industry in India. To tap into this market, our Wear ‘N’ Pay program brings in convenience in contactless payments at a budget friendly price point, offering a safe and secure mode of payments on the go.”

He added, “Not only are these devices contemporary looking, but are also designed in a way that it becomes a part of our daily lives, thus increasing adoption of cashless transactions for everyday requirements.”

Vikas Varma, COO-South Asia, Mastercard, said, “Mastercard is constantly innovating technologies that securely and seamlessly integrate contactless payments into people’s day-to-day lives. Given that the wearable tech space is an integral part of driving contactless payments, this launch and partnership is a further testimony to Mastercard working towards building a secure and inclusive payments ecosystem.”



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IRDAI slaps ₹1 crore penalty on Chola MS General Insurance

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The Insurance Regulatory and Development Authority of India (IRDAI) has imposed a penalty of ₹ 1 crore on Chola MS General Insurance Company.

As per the order issued by Subhash C Khuntia, Chairman, IRDAI, the company had violated certain norms of Motor Insurance Service Provider guidelines.

Also read: IRDAI asks insurers to offer standard personal accident cover from April 1

The engagement with four motor insurance service providers and payments made by the insurer to them in the name of display of advertisement material to them during November 2017-July 2018 period were found to be in violation of the norms by the regulator in an inspection it carried out.

Cholar MS General Insurance has also penalised for non-submission of documents to enable proper inspection, the order said.

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Why PayPal’s decision to call it quits in India doesn’t come as a surprise

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PayPal’s decision to shut down domestic payment operations in India at a time when digital transactions are hitting new records every month may come as a surprise but has been brewing for some time.

While PayPal did not give the reasons for existing the booming Indian market, experts who have been tracking the company in India say that the existing business model based on UPI, and regulations around it was not in sync with the American company’s ambitions.

Troubles with RBI

The company, which has been offering cross-border payments in India for over a decade, had launched its domestic operations in India in 2017. But its troubles with RBI had begun in 2011 when the company was forced to suspend personal payments to and from India and transfers to local banks in India. This came after the RBI asked the company to comply with Foreign Exchange Management Act, 1999. PayPal remained in the cross-border transaction business for several years after that until 2016 when the company appointed Anupam Pahuja as the country head for India. Pahuja’s mandate was to expand PayPal’s operations in India. In 2017, the company took a bunch of Indian journalists to its headquarters in San Jose, California, where the company showcased its services in the US market, indicating that some of the services could make their way to India.

In an interview with BusinessLine, PayPal’s President and CEO Dan Schulman said that after giving merchants the opportunity to grow their businesses by connecting with customers outside of India, PayPal wants to give Indian merchants an opportunity to grow domestically, as well. There were also reports about the company acquiring a stake in Indian payment company but that it never fructified. In 2019, Pahuja identified travel sector as one of the key areas for the company in India. “It is high up on the priority list. We are dominant in most of our core, developed markets, thus, we started looking at other markets. We saw a layer of growth that India provides. Our expectation is to be one of the top three players in India in the travel segment in the coming year or so,” Pahuja had said then. Then the Covid pandemic happened and the travel industry came to a standstill.

Legal battle

Meanwhile, Delhi High Court issued a notice over a petition filed by Abhijit Mishra alleging that the global payments major had violated Section 4(1) of the Payment and Settlement Systems Act, 2007. Amid this legal battle, other global players including Google launched payment services in India and cornered a large share.

In the middle of 2020, Paypal realised that it will have to link up with UPI if it wants to offer a meaningful service in India. “If it had a choice PayPal would have wanted to roll out payment services on its own. It wasn’t comfortable with the UPI model. This is one of the reasons why it delayed the launch even as other players got into the market quickly,” said an executive who worked with PayPal earlier.

Final nail

Just when it was planning to roll out its UPI platform, the National Payments Corporation of India (NPCI) came up with a new set of rules in November 2020 that imposes a cap on the share of Unified Payment Interface transactions that a single payment application can process. NPCI said that third-party applications providing payments services via UPI can process a maximum of 30 per cent of the transaction volumes starting Jan. 1, 2021. This seems to have been the final nail in PayPal’s plans for India.

“From 1 April 2021, we will focus all our attention on enabling more international sales for Indian businesses, and shift focus away from our domestic products in India,” PayPal said in a statement without giving a reason for its decision.

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