Four officers’ unions in banking sector caution government about privatisation

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The four officers’ unions in the banking sector have cautioned the government that any step towards privatisation, dilution of government equity and/or further mergers and amalgamations of Public Sector Banks (PSBs) would face stiff resistance.

The resistance would not only be from the four unions but also from all the major stakeholders, according to a letter written by unions to the Finance Minister.

The four officers’ unions are — the All India Bank Officers’ Confederation (AIBOC), the All India Bank Officers’ Association (AIBOA), the Indian National Bank Officers’ Congress (INBOC) and the National Organization of Bank Officers (NOBO).

The unions said“We consider that any proposal for privatisation of PSBs is retrograde, ill-conceived and thoroughly inimical to the national interest…It is as clear as daylight that the only beneficiaries of PSB privatisation would be those entities who still owe the state-owned banks thousands of crores in corporate debt.

“We urge upon your good office to kindly rescind any such privatisation proposal, if on the anvil, not only for the PSBs but for all the PSUs (public sector undertakings)”

The Union Government should rather initiate policy discussion on the ways and means of reforming and strengthening the PSBs, they added.

Privatisation of 8 PSBs?

The unions noted that even after the wave of mergers in PSBs undertaken by the Government, the number of PSBs stands currently at 12. These PSBs own around 60 per cent of the total banking assets in the country and account for 64 per cent of all bank deposits and 60 per cent of total loans and advances.

They observed that if the proposed privatisation policy is to be implemented, it would amount to privatisation of at least 8 PSBs, which will put an end to the market dominance of the PSBs.

The Unions referred to last year’s government the announcement, identifying “strategic sectors” where the number of PSUs would be brought down between one and four. Banking along with insurance, steel, fertiliser, petroleum, coal and minerals etc. figure in the list of 18 strategic sectors.

The unions underscored that the dominance of PSBs insulated the Indian economy from the worst consequences of the 2008-09 financial crisis. Further, crucial schemes of financial inclusion like the Jan Dhan Yojana and MUDRA have been implemented by the PSBs much more rigorously than the other segments of the banking industry.

The unions stated that despite the sordid saga of humongous bad-debt accumulation in the recent past, owing to big-ticket corporate debt-defaults, massive haircuts through the debt-recovery channel under the IBC (Insolvency & Bankruptcy Code) and burgeoning NPA (non-performing asset) write-offs, the PSBs have registered positive operating profits year after year, which stand testimony to the hard work and efficiency of the officers and employees of the PSBs.

“In this backdrop and at a time when the national economy is still reeling under the impact of a severe recession caused by the Covid-19 pandemic, we cannot fathom why the Union Government is keen on privatisation of PSUs in general and the PSBs in particular,” according to the letter.

The unions said it was the PSBs, Regional Rural banks and old generation private banks have successfully implemented all the schemes of the government to provide the much-needed fiscal stimulus during Covid times.

They stressed that the development of infrastructure can only be attributed to the contribution of PSBs in the absence of any major DFIs (Development Financial Institutions.

“While private sector banks like the Yes Bank, and earlier the Global Trust Bank, NBFCs like IL&FS and DHFL, co-operative banks like Punjab and Maharashtra Cooperative Bank (PMC) etc. have witnessed failures in the recent times, the PSBs have continued to ensure financial stability and security for the depositors.

“Experience tells us that strengthening the PSBs is the way forward for building an efficient, robust and stable financial sector in India,” the Unions said.

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Private banks close gap with public sector banks on term deposit rates

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While PSBs’ WALR on outstanding loans fell by 69 bps between February and November 2020, for private banks the rate fell 59 bps. Representative Image

As private banks gain share in the banking system’s deposit base, they have begun to close the gap with public sector banks (PSBs) in terms of how much they pay for deposits. According to Reserve Bank of India (RBI) data on bank group-wise interest rates, the difference between the weighted average domestic term deposit rates of the two sets of banks fell to three basis points (bps) in November 2020 from 32 bps in December 2019. The data also point to poor transmission of rate cuts, with the weighted average lending rate (WALR) on outstanding rupee loans declining only 69 bps between February 2020 and November 2020 even as the repo rate fell 115 bps over the same period.

Private lenders are now comfortable paying less on term deposits even as growth in this category of deposits has been slowing for them in FY21 so far. The central bank’s recent Trend and Progress Report attributed the moderation in term deposits to easing interest rates and the lure of returns on competing asset classes. “Term deposit growth of PVBs decelerated sharply even as it quadrupled in PSBs,” the report said.

Analysts attribute the downtrend in private banks’ deposit rates to a longer-term phenomenon of market share shifts. In a report dated December 16, analysts at Morgan Stanley said that one of the challenges for Indian private banks was that of funding, as they were gaining market share in loans faster than deposits.


Consequently, loan to deposit ratios were high, and private banks were paying a premium on term deposits relative to PSBs. “However, we note that large private banks have significantly accelerated pace of deposit market share gains over the past two years, and hence reduced the premium that they pay on term deposits,” the report said.
Another factor that has helped private banks lower term deposit rates is a faster accretion of low-cost deposits. Credit Suisse said in a recent report that deposit growth in Q2FY21 remained strong for private banks, with smaller private banks continuing to see strong growth post the outflows in Q4FY20, aided by higher rates being offered. “Given excess liquidity, banks have focused on growing their low-cost deposits and CASA (current account savings account) ratios have moved up for most banks,” the report said.

At the same time, private banks have also been slower to pass on rate cuts to their borrowers. While PSBs’ WALR on outstanding loans fell by 69 bps between February and November 2020, for private banks the rate fell 59 bps. Kotak Institutional Equities (KIE) on Monday pointed out that the gap between outstanding and fresh lending rates has been in the range of 110-140 bps for the past nine months. Before that, it had been increasing, led by a steady decline in fresh lending rates.

Obviously, loan spreads remain quite high and a closer look at specific product segments would prove transmission to be less effective than what the headline figure suggests. “In a relatively low growth and heightened risk environment, especially after Covid, we note that the spreads have continued to remain high,” KIE said, adding, “The spread over G-Sec with deposits and loan rates has widened implying banks are seeing lower spreads on investments and better spreads on loan yields.”

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Large public-sector banks hire ex-bankers, defence personnel to lower operational costs

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According to PRIME Database league tables, IIFL Securities has ranked number one for the period starting April 1, 2017 to December 31, 2020. (Representational image)

Large public-sector banks (PSBs) have in the last few months moved to hire retired bankers and defence personnel in a bid to lower operational costs as also to seek advice while expanding the reach of some specific product categories.

The outbreak of the pandemic has forced banks to seek the services of experienced personnel in operational roles, as they go beyond the long-standing practice of appointing former central bankers and bureaucrats as board members or in other strategic positions.

State Bank of India (SBI) has sought applications from retired executives of PSBs to fill up vacancies for the positions of channel manager supervisors, channel manager facilitators, support officers and resolvers at some of the bank’s circle offices across the country.

Former bankers are also being deployed as business correspondent (BC) facilitators and in promotional roles. In all, SBI has advertised close to 1,400 vacancies for retired bankers.

Most of these appointments are for circles like Ahmedabad, Amravati, Bengaluru, Delhi, Hyderabad, Mumbai Metro, Kolkata, North East and Maharashtra.

Bank of Baroda (BoB) is on the lookout for a defence banking advisor and 12 deputy defence banking advisors, who will be tasked with liaising with the armed forces to help expand the reach of the bank’s products, including their military salary package.

The positions are being offered on a contractual basis. Emails sent to the two banks seeking comments on the strategic thinking behind this mode of recruitment remained unanswered till the time of going to press.

In addition, the Indian Banks’ Association (IBA) is looking for a former banker to take up the role of CEO of PSB Alliance.

The position is open to retired general managers of PSBs, private banks, foreign banks and other individuals who have held equivalent positions in any banking-related organisation.

The person who takes up the role will be responsible for supervising and taking control of doorstep banking services launched under the aegis of the IBA and developing the company’s short- and long-term strategy, among others.

Veinu Nehru Dutta, director — financial services, ABC Consultants, explained that banks have been hiring former central bankers and defence personnel from the operations side to help them in strategic terms with compliance and new policies.

When PSBs hire former bankers in operational roles, it is a more product-specific move. “They have limits on how much compensation they can pay and they may not want to pay a lot in certain locations. Former bankers who already have the experience and are still active fit well here,” she said, adding, “so apart from controlling costs, you also ensure that attrition remains low in these roles.”

Recruiting retired bankers allows lenders to benefit from their experience without having to invest afresh in skill development. This helps them save on employee costs and reduces the chances of employees quitting to take up better-paying roles in the private sector.

For H1FY21, SBI’s employee cost stood at Rs 26,062 crore, up 10% year-on-year (y-o-y). The wage bill is set to rise further after the last round of wage negotiations, where the IBA reached a settlement with bank employee unions and agreed to a 15% annual wage hike, effective November 1, 2017.

After SBI’s Q2FY21 results, chairman Dinesh Kumar Khara told analysts that the bank had made a one-time provision worth Rs 1,600 crore on account of the revised wage bill.

“When it comes to this increase in salary on account of negotiation, this is only one-time and it will stop, but, yes, of course, there is going to be an increased salary bill, which will be about Rs 200 crore a month for us, which means that about Rs 600 crore a quarter would be the additional cost,” he said.

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