Breaking

Showing posts with label economic growth. Show all posts
Showing posts with label economic growth. Show all posts

Saturday, 30 September 2017

08:23

What is RBI’s 5/25 Scheme?

What is RBI’s 5/25 Scheme?
Infrastructure and core industries projects have a long gestation periods and large capital investments. The repayment period for loans to such sectors should be corresponding to their gestation period of cash flows. However, Banks were unable to provide such long tenor financing due to asset-liability mismatch issues. Banks were restricting their finance to a maximum period of 12-15 years, which strains the viability of the project. RBI’s 5/25 scheme is to enable banks to provide longer repayment period to infrastructure and core industries projects.
RBI introduced the 5:25 scheme i.e., “Flexible Structuring of Long Term Project Loans to Infrastructure and Core Industries”
As per the 5:25 flexible structuring scheme, the banks are allowed to fix longer amortization period say 25 years, based on the economic life or concession period of the project, with periodic refinancing, say every 5 years.
How does the RBI’s 5/25 scheme work:
The bank will sanction the Initial Debt Facility for a medium term, say 5 to 7 years. This is to take care of initial construction period and also cover the period at least up to the date of commencement of commercial operations (DCCO) and revenue ramp up.
Repayment of this loan is done by bullet payment by providing refinance by the same lender or a set of new lenders or by issue of corporate bonds. Such refinancing may repeat till the end of the Amortisation Schedule
The fundamental viability of the project is established on the basis of all requisite financial and non-financial parameters, especially the acceptable level of interest coverage ratio (EBIDTA / Interest payout), indicating capacity to service the loan and ability to repay over the tenor of the loan;
At the time of initial appraisal of such projects, banks will fix an amortisation schedule (Original Amortisation Schedule).
The tenor of the Amortisation Schedule should not be more than 80% of intial economic life/ concession period.
The refinancing (Refinancing Debt Facility) after each of these 5 years would be of the reduced amounts determined as per the Original Amortisation Schedule.
Conditions for 5.25 scheme of RBI:
Only term loans exceeding Rs.500 crores to projects in the infrastructure sector and in the core industries sector
Banks may fix a Fresh Loan Amortisation Schedule for the existing project loansonce during the life time of the project, after the DCCO, based on the reassessment of the project cash flows, without this being treated as ‘restructuring’ provided:
The loan is a standard;
NPV of the loan remains same before and after the change in loan amortisation schedule;
The Fresh Loan Amortisation Schedule should be within 85 per cent of the initial concession period/ initial economic life
The viability of the project is reassessed by the bank and vetted by the Independent Evaluation Committee constituted under the aegis of the Framework for Revitalising Distressed Assets in the Economy.
If a project loan is classified as ‘restructured standard’ asset as on the date of fixing the Fresh Loan Amortisation Schedule this will not be considered as ‘repeated restructuring’, the loan should continue to be classified as ‘restructured standard’ asset.
Any subsequent changes to the above mentioned Fresh Loan Amortisation Schedule will be governed by the extant restructuring norms.
If the project term loan or refinancing debt facility becomes NPA at any stage, further refinancing should stop and the bank which holds the loan when it becomes NPA would be required to recognise the loan as such and make necessary provisions as required under the extant regulations.
Once the account comes out of NPA status, it will be eligible for refinancing in terms of these instructions.
Banks should have a Board approved policy for such financing.

Flexible structuring and refinancing should be carried out only after DCCO.
Source:Bankersclub

Wednesday, 5 July 2017

08:25

Corporation Bank is focussing on innovation

Corporation Bank is focussing on innovation
Corporation Bank is laying emphasis on innovations and excellence in its pursuit to emerge as a model for inclusive growth and innovative banking services, bank Managing Director and CEO Jai Kumar Garg has said. He was addressing the 20th annual general meeting of the bank here. He said that Indian Economy is on transformation path going from cash-driven economy to a cashless economy.
All these, along with opening bank accounts for every household under Jan Dhan Yojana, distributing subsidies and other benefits through these accounts should give a push to inclusive growth and bring in innovative banking solutions, Mr. Garg said.
The bank has also taken steps to innovate and invest in technology to improve security and ease of transaction. The bank has rolled out its latest, most modern version of Core Banking Solutions with Finacle Software and the migration is going on at a brisk pace.
Executive Director of the bank Gopal Murli Bhagat and other senior officials were present.

Source:The Hindu

Saturday, 22 April 2017

16:57

Facts About Indian Economy

Facts About Indian Economy 
Last updated: March, 2017
  • The Indian economy is expected to grow at 7.6 per cent in FY 2017-18, as per the forecast by The World Bank.
  • Foreign direct investment (FDI) inflows rose 22 per cent year-on-year to US$ 35.84 billion during April– December 2016.
  • India's foreign exchange reserves were US$ 367.93 billion in the week up to March 24, 2017, as compared to US$ 366.78 billion over the past week.
  • Mutual Funds asset base reached an all-time high of Rs 17.9 trillion (US$ 276.11 billion) at the end of February 2017, as against Rs 17.37 trillion (US$ 267.93 billion) at the end of January 2017.
  • India’s Index of Industrial Production (IIP) rose 2.7 per cent in January 2017, as against a decline of 0.1 per cent in December 2016. The cumulative IIP growth for April-January 2016-17 was 0.6 per cent as against 2.7 per cent growth for the same period in 2015-16.
  • The eight key infrastructure sectors rose 1 per cent in February 2017 as against 3.4 per cent in January 2017, with steel sector exhibiting the maximum growth of 8.7 per cent. The cumulative growth during April-February 2016-17 increased by 4.4 per cent.
  • India has moved up three index points to 136 in October-December 2016 quarter in Nielsen’s global consumer confidence index. The country's confidence score was 133 in July-September 2016 quarter, and 128 in April-June 2016 quarter.
  • Passenger vehicle sales rose 9 per cent year-on-year to 255,359 units in February 2017, as compared with 14 per cent year-on-year growth to 265,320 units in January 2017.
  • India's current account deficit (CAD) is expected to be around 0.7 per cent of gross domestic product (GDP) in 2016-17, as against a deficit of 1.1 per cent in 2015-16. The CAD in December 2016 stood at US$ 10.4 billion, in comparison to a 16-month high of US$ 13 billion in November 2016.
  • India’s Wholesale Price Index (WPI) inflation rate rose to 6.5 per cent in February 2017 as against 5.2 per cent in January 2017.
  • India’s Consumer Price Index (CPI) inflation rate increased to 3.65 per cent in February 2017, as against a decline of 3.17 per cent in January 2017.
  • Total Merger and Acquisition (M&A) activity declined 43 per cent in volume terms to 75 deals worth US$ 2 billion in February 2017. 
  • Total value of Private Equity (PE)/venture capital (VC) investments declined by 70 per cent year-on-year to US$ 343 million in February 2017. 

 Source:IBEF

Wednesday, 12 April 2017

18:22

Charges on digital transactions

Charges on digital transactions 
 Digital financial transactions are a part of the Government’s strategy to create histories of transactions, including the associated credit, and thereby enable small and micro enterprises to access formal credit, improve tax compliance, and mainstream financial savings into the banking system, which will help mobilise such savings for economic growth.

All payment systems including currency entail costs, which are borne among transacting parties and payment service providers, and the cost structures of various systems differ. Payment systems also differ in the advantages they offer to transacting parties. E.g., digital transactions can be made without having to access cash, and they offer an opportunity to make payments anytime and from anywhere, without loss of interest income. Transacting parties select a payment system not only on the basis of cost but keeping in mind such advantages as well.

State Bank of India has apprised that three cash deposit transactions at branches are available to savings bank accountholders free of charge.  Thereafter, a charge of Rs. 50 plus service tax per transaction is to be levied.  In addition to the free cash deposit transactions at branches, accountholders can also deposit cash using ATM/debit card, into the card-linked account, at cash points (Cash Deposit Machines / Cash Recyclers), any number of times, free of charge.
 This was stated by Shri Santosh Kumar Gangwar, Minister of State in the Ministry of Finance in written reply to a question in Rajya Sabha on 11.04.2017.

Source:PIBNEWS

Saturday, 29 October 2016

18:21

SME and retail sectors next bubble says Shikha Sharma

SME and retail sectors next bubble says Shikha Sharma

“The retail and medium-sized enterprises sectors have been showing credit demand but the banking industry is worried that they could be the next bubble”, said Axis Bank’s Managing Director & CEO, Shikha Shikha Sharma. Shikha Sharma also pointed out that credit growth to the corporate sector has been relatively weak and that working capital demand from the sector has also decreased considerably. Explaining the point, Shikha Sharma said that corporate India has not seen any new projects coming up in the past eighteen months. Hence, working capital demand had also declined.

Shikha Sharma further explained that the reason for the slow growth was that there was a base effect issue as large project funding had taken place three years back. On the brighter side, Shikha Sharma said that there was a lot of headroom for growth in the retail sector and that Axis Bank continued to be optimistic in that regard. Shikha Sharma also added that the corporate credit sector would bounce back, along with investments.

Axis Bank is the third largest private – sector bank in India offering a comprehensive suite of financial products. Headquartered in Mumbai, the bank has 2,959 branches, 12,743 ATMs and nine international offices! The bank employs over 50,000 people and has a market capitalization of ₹1.0583 trillion (US$16 billion) as on September 31st, 2016. It offers the entire spectrum of financial services to customer segments, spanning large and mid-corporates, SME, and retail businesses. Axis Bank has its registered office in Ahmedabad.

The corporate IT sector is the main engine driving the Indian economy’s growth. The lack of new projects for the past eighteen months is a worrying factor. Without new projects, working capital demand from the corporate sector (like IT) will decline thereby affecting the banking sector as well. Loss of jobs is also a possibility in both the sectors, as a result. The government of India should aid the private and public sector banks in giving capital to the corporate sector even after a large project funding has taken place thereby preventing a base effect issue. It should also negotiate with foreign countries and keep new projects coming to the IT industry to enable it to grow, generate jobs and employ more and more people. It should also encourage existing giants and startups in the IT industry to develop new technology and innovative projects so that, India need not completely rely on outsourced foreign projects. If the government of India takes the above mentioned steps, the Indian economy will bounce back from the brink. 

Source:Indianceo 

Thursday, 29 September 2016

07:29

Digital Banking

Digital Banking

‘We need banking but we don’t need banks anymore. Digital technology provides a low-cost way for people in developing countries to send money to each other, buy and sell goods, borrow and save as long as the financial-regulation environment is supportive.’

Bill Gates
Introduction
Financial Inclusion is considered to be the core objective of many developing countries since last decade as many research findings correlate the direct link between financial exclusion and the poverty prevailing in developing nations. According to World Bank report ‘Financial inclusion, or broad access to financial services, is defined as an absence of price or non price barriers in the use of financial services’. The term Financial Inclusion needs to be interpreted in a relative dimension. Depending on the stage of development, the degree of financial inclusion differs among countries. It has been a surprising fact that India ranks second in the world in terms of financially excluded households after China. For the inclusive growth process of economy the Reserve Bank and Government have provided high importance to the financial inclusion.

Financial inclusion or inclusive financing is the delivery of financial services, at affordable costs, to sections of disadvantaged and low income segments of society. There have been many formidable challenges in financial inclusion area such as bringing the gap between the sections of society that are financially excluded within the ambit of the formal financial system, providing financial literacy and strengthening credit delivery mechanisms so as to improvise the financial economic growth.

Thus the term ‘Financial Inclusion’ can be defined as the process of ensuring access to financial services, timely, and adequate credit where needed by vulnerable groups such as weaker sections and low income groups at an affordable cost.

This provision of access to banking services to nearly 47 percent of the reportedly unbanked population in India has the potential to unfold huge growth opportunities for financial services players. In this context, digital platforms are likely to deliver financial services to both the unbanked and the underbanked population, especially in rural / remote regions, at a low cost, and subsequently increase digital financial access to provide high quality, affordable financial services. By using digital channels, transaction costs could be lower than those incurred through traditional channels by as much as 90 percent, thereby bringing down break-even costs.

Though digital banking is in its nascent stage, demand side drivers indicate that suppliers of financial services are lagging in creating digital value propositions. Digital banking is likely to provide huge impetus to financial inclusion.

Mobile phones affect the lives of billions of people around the globe, including the poor. The changing mobile technology has revealed opportunities and allowed nearly three billion people without bank accounts to access financial services.

Sunday, 17 July 2016

08:44

Charan Singh : Banks should perform or be privatised

Charan Singh : Banks should perform or be privatised

The Reserve Bank of India released the financial stability report recently emphasising that economies around the world were experiencing uneven growth, deflationary pressures, and geopolitical risks. In such a situation, no country is immune to policies being pursued in other countries, especially in the advanced economies. Though India is a bright spot in world in terms of growth, its banking sector, which mirrors stress in corporate sector, continues to be a cause of concern. The risks to the Indian banking sector have increased recently on account of deterioration in asset quality and low profitability, while credit and deposit growth have slowed significantly. A risk profile of select industries as on end March 2016, showed that iron and steel, construction, power, telecommunication, and transport, having high leverage ratios, can exert pressure on the deteriorating asset quality of bank loans...Read More >> Click here



Sunday, 15 May 2016

10:15

Retail Banking 2020: Evolution or Revolution?

Retail Banking 2020: Evolution or Revolution?

Powerful forces are reshaping the banking industry. Customer expectations, technological capabilities, regulatory requirements, demographics and economics are creating an imperative to change. Banks and credit unions need to get ahead of these challenges and retool if they are to find success in the upcoming decade.
Subscribe TodayGrowth remains elusive, costs are proving hard to contain and ROE remains stubbornly low. Regulation is impacting business models and economics. Technology is rapidly morphing from an expensive challenge into a potent enabler of both customer experience and effective operations. Non-traditional players are challenging the established order, leading with customer-centric innovation. New service providers are emerging. Customers are demanding ever higher levels of service and value. Trust in financial institutions hovers near historic lows.

Such is the backdrop with which PwC uses to frame its world-class report, “Retail Banking 2020: Evolution or Revolution?” addressing the financial industry’s future head on.

As dire as the current situation facing financial services firms may sound, PwC actually believes traditional institutions a bright future. And despite all the gesticulating, undulating and bloviating from pundits about the “imminent death” of banks and credit unions, PwC doesn’t see “outside disruptors” driving a dagger through the heart of the banking industry — the fundamental concept of a trusted institution acting as a facilitator of transactions and credit resource is not about to change. However, the landscape will change significantly, as customer expectations, regulatory requirements, technology, demographics, new competitors and the fundamental economics underpinning the banking industry all shift and evolve.

PwC says existing banking providers must accept that the status quo is not an option. But does all this change signal a revolution, or an evolution? PwC says it’s both. The industry has historically changed slowly — evolutionary, incremental change. While the changes PwC envisions are less about imagining
some unknown future, and more about implementing and integrating all the things we already know today, the pace of change is intensifying rapidly. Financial institutions that fail to shift gears risk being left in the dust.

To produce their report, PwC integrated insights from 560 client executives from leading financial institutions across 17 markets. They examined the challenges and opportunities of this evolving landscape and how they plan to respond. 70% of global banking executives said they believe it is very important to form a view of the banking market in 2020 — to understand how global trends are impacting the industry, and what they need to do to develop a winning strategy.

Respondents aren’t sure who will be the primary beneficiaries of these trends. Just over half (54%) believe that large banks will be the winners, while the other half (46%) see smaller banks capturing share through increased differentiation. Industry executives are also divided as to the threat posed by non-traditional new players: 55% believe they pose a threat to traditional banks, while 31% believe they present innovative partnership opportunities.

Executives also differ in their views by geography. For example, fewer US executives think it important to form a view of the industry in 2020 (61%) than executives in the emerging markets (79%). And many more US executives view non-traditional new market entrants as a threat (71%), than executives in Asia (42%), where more view them as an opportunity (44%) for partnering and prospering together. This divide between developed and emerging market thinking is a theme throughout PwC’s survey.

Seven Macro-Trends Impacting The Future of Retail Banking

1. Technology will change everything — becoming a potent enabler of increased service and reduced cost. Innovation is imperative. In the last few years technology has rapidly evolved — big data, cloud computing, smartphones and high bandwidth are all now commonplace. PwC says we’ve reached a tipping point that’s analogous with what has already occurred in other industries (e.g. music, video, and print media), where the digital channel will compress revenues, enable new attackers, redefining service and crippling the laggards. The pace of innovation will continue to increase, and financial institutions will need to enable or leverage this innovation if they want to keep up.

2. Every bank will be a direct bank, and branch banking will experience
a significant transformation. PwC says that as technology shifts more and more activities online and as cash
usage drops, traditional branches
will no longer be necessary. Given their high-fixed cost, branches will need to become dramatically more productive,
or significantly less costly (e.g., smaller). Banks and credit unions have already reduced staff levels, closed less viable locations, and are experimenting with new retail concepts. PwC predicts branches will remain relevant, but will adopt many different forms — from flagship “engagement hubs” to compact “smart kiosks.”

3. Competitive reach will no longer be determined by branch networks,
but rather by banking licenses, technology and marketing budgets. When every aspect of banking can be done digitally,
a bank’s target market and competitive arena is no longer defined by its physical footprint, but rather by its technology, its regulatory boundaries and the sheer limitations of its marketing budget. In the US, for example, top regional banks could become viable national players
and ambitious foreign entrants with resources but without any brick-and-mortar footprint could suddenly find themselves compete on a new, larger field. New entrants could sprout up rapidly, potentially spawning dozens of new competitors and refragmenting the landscape further than it already has. Indeed, PwC envisions there will be increased competition from non-bank players. As a result, branding and marketing will be more important than ever before.

4. Banks will organize themselves around customers instead of products or channels. PwC says the winners of tomorrow will offer a seamless customer experience, integrating sales and service across all channels. They will develop the ability to view customers as a “segment of one,” recognizing their uniqueness, and tailoring their offerings so that customers view banks as “meeting their needs” not “pushing products.”

5. Banks (in most countries) will evolve their customer experience to be more female-friendly. In one US survey, 73% of women said they were dissatisfied with the financial services industry. Complaints range from a lack of respect, to being given contradictory advice and worse terms than men. Smart institutions will address this through a combination of branding, products, and service solutions. Furthermore, PwC forecasts that significantly more bankers working in the industry will be women by 2020; many banks publicly state this as an ambition.

6. Social media will be the media. Today, most financial marketers view social media as co-existing alongside traditional channel. By 2020, PwC says social media will be the primary medium with which financial institutions connect, engage, inform and understand consumers — everything from the mass “collective social mindset,” to the minutiae of each and every individual. Information and opinions — both good and bad — will be amplified. Mastery of social media will be a core competency, according to PwC.

7. Cyber security is paramount to rebuilding trust. Winners will invest significantly in this area. Recent high-profile security breaches
and media commentary surrounding cyber attacks have sparked fear and uncertainty, further eroding consumer trust. There are now higher expectations about security of information and privacy among clients, employees, suppliers and regulators. A proactive response is vital.

Six Priorities for 2020

Through PwC’s proprietary research and insights from client worldwide, they were able to identified six critical priorities for success in 2020:
  1. Developing a customer-centric business model
  2. Optimizing retail delivery
  3. Simplifying business and operating models
  4. Obtaining an information advantage
  5. Enabling innovation, and the capabilities required to foster it
  6. Proactively managing regulations, risk and capital

There is broad agreement among banking industry executives that these six areas are all “very” or “somewhat” important, but fewer than 20% feel they are “very prepared” to address these priorities. A similar number report that they are making significant investments in these areas.

Financial institutions seem to universally agree that they are hindered from addressing these priorities by financial, talent, technology and organizational constraints. Banks and credit unions need
to take aggressive action to ease these constraints, and manage themselves in a more agile manner to enable innovation and transformation they so desperately need.

1. Developing a Customer-Centric Business Model

Financial marketers today have a simplistic understanding of their customers and a vastly complex product set. They typically do not know their customers very well. Many still send customers multiple product offers in the hope that something will stick. They struggle to join the dots internally and prepare bank-wide views of a customer relationship, let alone integrate external sources of data. For instance, few can analyze a customer’s deposit account, recognize that their salary increased, and send a note congratulating the customer on their promotion together with an offer of a premium card and a higher credit limit.

PwC says the winners of 2020 will develop a much more complete understanding of their customers. They will need to acquire, integrate and analyze multiple sources of internal and external data. They should be able to understand people’s needs, and be present relevant solutions at the time of need. They will simplify their product sets, redesign their core processes from the customer’s point of view.

PwC’s survey indicates a growing awareness in this area, but a significant gap in preparedness. 61% of industry executives say that a customer-centric business model is “very important,” and 75% are making investments accordingly. But few — if any — have attempted the sort of wholesale transformation PwC prescribes.

2. Optimizing Retail Delivery

Historically, banks with the best and/or biggest branch footprint have dominated, gaining a disproportionate share in their markets. By 2020, much of today’s infrastructure will not be a competitive advantage. Leading institutions will offer an anytime/anywhere service, fully utilizing all banking channels in an integrated fashion.

The shakeup in branch-based banking and the need to optimize distribution networks
is clearly top of mind for banking executives. 85% of respondents in PwC’s survey said they see optimizing retail channels as important. 59% of respondents expect the importance of branch banking to diminish significantly as people migrate to digital channels. Yet, only 16% of respondents viewed themselves as “very prepared” for this shift. Respondents globally view the largest banks as benefitting most from these changes, and smaller regional and community banks being the most threatened.

3. Simplifying the Business and Operating Model

Banks have developed staggeringly complex and costly business models. Now they must simplify. Rising customer expectations, increasingly active regulators and stagnant shareholder returns demand it. Efforts thus far have not been enough. Many financial institutions have been built over decades of acquisitions, and new product and channel development, typically with each development adding additional systems, layers, processes and costs. Few have tackled the difficult and expensive work of integrating, optimizing and simplifying their platforms.

A majority of banking executives (53%) believe that simplification is very important, and 70% are making some level of investment in simplification. Yet, only 17% feel well-prepared. Taking a customer perspective, a majority of executives
believe their banks must simplify products, channels and prices/rates. Taking an internal perspective, a majority of executives believe they must simplify their technology, their processes and their back offices. Bankers believe that simplification will lead to
better service, lower costs and increased profitability.

PwC says you should start with the customer and work backwards. Simplifying the experience requires that products, channels, organization and operations all must change. The most successful banks will learn from other industries. Many consumer products companies (Adidas, Apple) do not own
the entire value chain. They focus on what makes them distinctive — product design, marketing, distribution — and contract out much of the rest to third-party specialists.

Granted, all this sounds like a major undertaking, but PwC says the rewards for those who get it right will be huge.

4. Gaining an Information Advantage

Getting this right will be a game-changer. Fast movers will create competitive advantage in every area of the bank — from customer experience and brand management to underwriting and pricing.

The banking industry and the consumers they serve now generate exponentially more information than ever before. Few banks are positioned to integrate, analyze and act on the insights from the massive data streams available today; imagine how the volume of data will have ballooned even further by 2020.

In the future, PwC say leading players will exploit both structured and unstructured information — from traditional sources (such as credit scores and customer surveys) and from non-traditional sources (such as social media, and cross-channel bank customer interaction data). They will collect and purchase other behavioral data (such as mobile location and purchase data) — particularly as customers grow accustomed to surrendering privacy in a voluntary value exchange.

Leading players will develop advanced analytics capabilities to integrate this
vast library of data, analyze it and create actionable insights. 57% of bank executives consider these capabilities to be “very important,” while 92% considering them at least “very” or “somewhat” important. Three-quarters of institutions are making investments in their data analytics capabilities, yet only 17% believe they are fully prepared.

5. Enabling Innovation

Innovation is the single most important factor driving sustainable top- and bottom-line growth in banking. But PwC points out that financial institutions today are not known as places where innovation thrives, nor are they the first choice for top software engineers. Banks and credit unions need to organize and manage themselves differently, PwC says — protecting and enabling talent, becoming agile in their development processes and being open to partnerships with outside institutions. Successful executives in the future will need to be fluid and savvy — mentally nimble, with an innovative mindset.

Innovation within the banking industry
is considered to be somewhat or very important by 87% of respondents, yet in stark contrast, only 11% believe they are very prepared. And there are significant regional differences — over 60% of executives in Asia-Pacific and the emerging markets view open innovation as very important; however, only 40% of European executives and 28% of US executives agree. We believe developed world executives need to take more of an emerging markets view of the importance of innovation, particularly once the new regulatory framework stabilizes.

Executives believe that the large global and national banks will benefit most and that smaller community banks and credit unions will be the most threatened. Respondents report that their main focus areas for innovation are customer interfaces and channels (57%), followed by customer need identification (53%), products (52%) and core platforms (52%).

6. Proactively Managing Regulations, Risk and Capital

The post-crisis flood of regulations signals a major mindset change for regulators. In the past, regulation was just one of many considerations. Capital was plentiful and not a significant business constraint. Conduct issues were thought to be few and far between. Today, not only are the rules much more complex, but regulators are more suspicious, and less flexible with their demands to improve compliance, reporting, and the underlying business processes and data. Leading banks are taking a different and more comprehensive approach to managing their regulatory obligations. This approach is pragmatic, proactive and increasingly integrated into “business as usual.”

Executives in all regions — unsurprisingly
given what’s transpired in this area over the last few years — consider this the biggest priority they need to address, with 64% citing this as very important. Again, however, very few (only 22%) consider themselves very prepared. Respondents say the biggest obstacles to addressing these issues are the level of financial investments required and technology constraints.

Download Full Report : PWC.COM 

Saturday, 12 March 2016

22:34

Public Investment Essential to Boost Growth: Prime Minister Modi

Public Investment Essential to Boost Growth: Prime Minister Modi

NEW DELHI: Prime Minister Narendra Modi on Saturday said even as India is now the fastest growing economy and ranks at the top in terms of favoured investment destination, reforms will continue to be pursued in the right earnest.

"My agenda for reform to transform is yet to be finished," the prime minister told the "Advancing Asia" summit here co-hosted here by the International Monetary Fund (IMF) and the government of India. "Entrepreneurship is also booming, following a series of steps we have taken."

With IMF Managing Director Christine Lagarde on the dias, Modi said reform of global institutions such as the World Bank and the IMF has to be an on-going process. But even now they don't reflect the global economics realities.

"I am very happy that the IMF has decided to finalise the next round of quota changes by October 2017," he said, a day after his government tabled a supplementary demand of grant of Rs.69,575 crore in parliament for increasing India's quota in IMF with higher voting rights.

Modi said many knowledgeable people have said that the 21st century is and shall remain the Asian Century, where India has a special place. "We are a ray of hope for global economic recovery," he said.

"India has also dispelled the myth that democracy and rapid economic growth cannot go together," Modi said, adding his country has also shown the world that a large, diverse country like India can be managed in a way that can promote economic growth and maintain social stability.

The prime minister said along with focus on macro economic stability, removing corruption and also interference in decisions of banks and regulators, his government is also helping the farm sector but not based on giving hand-outs. 

"We aim to double farmer incomes," he said, adding: "We have increased investment in the rural and agriculture sector, because that is where a majority of India still lives."

Sunday, 20 September 2015

18:03

The need for the government is to create the enabling environment in which businesses can flourish - RBI Governor

The need for the government is to create the enabling environment in which businesses can flourish

RBI Governor Raghuram Rajan talks of strong institutions, slams 'jugaad'

MUMBAI: Coming down hard on quick fixes like 'jugaad' way of working, Reserve Bank Governor Raghuram Rajan today did some plainspeak, saying the key to sustainable growth is strong institutional mechanisms that allow businesses to flourish.

"Jugaad, or working around difficulties by hook or by crook, is a thoroughly Indian way of coping, but it is predicated on a difficult or impossible business environment. And it encourages an attitude of shortcuts and evasions, none of which help the quality of final products or sustainable economic growth," Rajan said while delivering the fourth CK Prahalad memorial lecture here.

"We must have the discipline to stick to the strategy of building necessary institutions and creating a new path of sustainable growth where jugaad is no longer needed," he said.

Emphasising on the need to salute businesses for operating in tough environment, he said "we need to change the system for the better, and while doing so, the business community will have to cooperate," Rajan, the former IMF chief economist, said.

"We need the understanding and cooperation of the business community, not impatience and pressure for quick impossible fixes. Only then, I believe would we realise the true potential as a nation," the academic-turned-central banker said.

Referring to the late marketing guru Prahalad's seminal work around letting businesses find their core competencies, Rajan posed a question on whether nations need to discover their strengths, but seem to advocate against any such moves for fear of vested interests dictating policies.

"It is very hard for public authorities to determine what they are, in face of massive lobbying and disinformation by some interested parties... Remember, the licence permit raj persisted precisely because some industries were favoured over others in the so-called national interest," he said.

The need for the government is to create the enabling environment in which businesses can flourish, he said.

Rajan cited the growth of the information technology sector, saying it grew largely on its own and the government only played an enabling role through investments in technical education and the working of state-owned undertakings like Bharat Electronics.

According to some academics, one should not confuse jugaad with true innovation.

"CK Prahalad believed that Indian businesses were capable of scaling the world heights and so do I... There are no easy ways to the top," Rajan concluded.