DOCSLIB.ORG

Digital Banking New Horizons in a Cash-Light India Financial Foresights Editorial Team Contents Jyoti Vij [email protected] 1

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Digital Banking New Horizons in a Cash-Light India Financial Foresights Editorial Team Contents Jyoti Vij Jyoti.Vij@Ficci.Com 1 Financial Foresights April 2017 Digital Banking New horizons in a cash-light India Financial Foresights Editorial Team Contents Jyoti Vij [email protected] 1. PREFACE . 2 Anshuman Khanna 2. INDUSTRY INSIGHTS . 3 [email protected] n Digital Banking - Transforming India ? . 5 Bhaskar Som Supriya Bagrawat Country Head [email protected] India Ratings & Research Advisory Services n Digital Banking & Technologies of Tomorrow . 8 Amit Kumar Tripathi Rajiv Anand [email protected] Executive Director & Head – Retail Banking Axis Bank n Digital Banking - An Indian Perspective. 12 Raghavendra Bhat M. About FICCI General Manager Karnataka Bank FICCI is the voice of India's n Making Banking More Human . 15 business and industry. K P Sunny General Manager, Digital Banking, Strategic Initiative & Optimization Established in 1927, it is Federal Bank India's oldest and largest n Digital Banking in India . 18 apex business organization. Prasanna Lohar Head Technology – Innovation & Architecture FICCI is in the forefront in DCB Bank Limited articulating the views and n ‘SMART Digital Banking Platforms’ for Enriched Customer Experience and concerns of industry. It Growth . 24 services its members from the Murali Mahalingam Industry Director, Banking & FS Indian private and public SAP corporate sectors and n Digital Banking - New Horizons in a Cash-light India . 28 multinational companies, AKS Namboodiri General Manager IT & IRMD drawing its strength from Dhanlaxmi Bank Limited diverse regional chambers of n Smart Apps & Bots – The New Face of Indian Banking . 31 commerce and industry Shantanu Sengupta Managing Director & Head - Consumer Banking Group across states, reaching out to DBS Bank India over 2,50,0000 companies. n New Horizons in Less Cash India. 34 Deepak Sharma Chief Digital Officer Kotak Mahindra Bank Disclaimer n Digital Banking – The Holy Grail for the Banking Industry . 36 All rights reserved. The Sujatha Mohan Head, Digital & New Initiatives content of this publication RBL Bank may not be reproduced in whole or in part without the 3. FICCI'S DATA CENTRE. 39 consent of the publisher. The n publication does not verify Equity Capital Markets . 40 n any claim or other Mergers & Acquisitions . 43 information in any n Debt Capital Markets . 45 advertisement and is not n Loan Markets. 47 responsible for product claim n Project Finance . 49 & representation. n Investment Banking Revenue . 51 Articles in the publication represent personal views of the distinguished authors. FICCI does not accept any claim for any view mentioned in the articles. Financial Foresights 1 Financial Foresights Editorial Team Contents Jyoti Vij [email protected] 1. PREFACE . 2 Anshuman Khanna 2. INDUSTRY INSIGHTS . 3 [email protected] n Digital Banking - Transforming India ? . 5 Bhaskar Som Supriya Bagrawat Country Head [email protected] India Ratings & Research Advisory Services n Digital Banking & Technologies of Tomorrow . 8 Amit Kumar Tripathi Rajiv Anand [email protected] Executive Director & Head – Retail Banking Axis Bank n Digital Banking - An Indian Perspective. 12 Raghavendra Bhat M. About FICCI General Manager Karnataka Bank FICCI is the voice of India's n Making Banking More Human . 15 business and industry. K P Sunny General Manager, Digital Banking, Strategic Initiative & Optimization Established in 1927, it is Federal Bank India's oldest and largest n Digital Banking in India . 18 apex business organization. Prasanna Lohar Head Technology – Innovation & Architecture FICCI is in the forefront in DCB Bank Limited articulating the views and n ‘SMART Digital Banking Platforms’ for Enriched Customer Experience and concerns of industry. It Growth . 24 services its members from the Murali Mahalingam Industry Director, Banking & FS Indian private and public SAP corporate sectors and n Digital Banking - New Horizons in a Cash-light India . 28 multinational companies, AKS Namboodiri General Manager IT & IRMD drawing its strength from Dhanlaxmi Bank Limited diverse regional chambers of n Smart Apps & Bots – The New Face of Indian Banking . 31 commerce and industry Shantanu Sengupta Managing Director & Head - Consumer Banking Group across states, reaching out to DBS Bank India over 2,50,0000 companies. n New Horizons in Less Cash India. 34 Deepak Sharma Chief Digital Officer Kotak Mahindra Bank Disclaimer n Digital Banking – The Holy Grail for the Banking Industry . 36 All rights reserved. The Sujatha Mohan Head, Digital & New Initiatives content of this publication RBL Bank may not be reproduced in whole or in part without the 3. FICCI'S DATA CENTRE. 39 consent of the publisher. The n publication does not verify Equity Capital Markets . 40 n any claim or other Mergers & Acquisitions . 43 information in any n Debt Capital Markets . 45 advertisement and is not n Loan Markets. 47 responsible for product claim n Project Finance . 49 & representation. n Investment Banking Revenue . 51 Articles in the publication represent personal views of the distinguished authors. FICCI does not accept any claim for any view mentioned in the articles. Financial Foresights 1 Preface inancial Foresights, the flagship quarterly publication of FICCI’s financial sector team, provides a platform to industry, policy makers and other stakeholders to exchange ideas and views on important financial Fsector developments in the country. The current issue of the publication focuses on the topic: ‘Digital banking - New horizons in a cash-light India.’ and presents insightful write-ups contributed by industry leaders from the digital banking space. As you go through the pages of this edition, you would see that all our authors agree that innovation is increasingly becoming a part of the banking system in India. Yes, the speed with which different banks are moving in this direction may vary, but there is agreement that there has to be a well thought out strategy to deliver services to customers in a more efficient manner and at a time and place of customers choosing. There are three trends that are shaping the future of the digital banking space in India. First, is the rapid growth of the more nimble Fintech players that are working to deliver services in a manner never seen before. Banks will have to work alongside such players to improve the customer facing side of their business as well as their own Industry Insights internal processes. Second, the experience of customers in other industries be it e-commerce, healthcare, education or transportation is improving at such a fast pace that they are now expecting similar delivery and interface even in the banking industry. Third, and this perhaps is the most important, is the whole push government is giving to digital economy in the country and which itself is inducing a change in consumer behaviour and making customers ask for more convenience from their banks. While on this subject, one must mention that the way India Stack has developed, we can see this is one of the most transformative platforms created anywhere in the world for delivering services including financial services to people in a very transparent manner. UPI, BHIM app or the Aadhar based payment systems which may not even require one to have a phone for carrying out some of the banking transactions is a fascinating story to follow in itself and the government deserves full credit for ushering in such great innovations in the Indian marketplace. Our authors talk about this and other developments such as ‘wearable banking’, ‘predictive banking’ etc. – all of which are destined to change the face of banking in coming times. In this issue, our financial sector team has tried to highlight the prospects of Digital banking in India and we hope that you will find it an interesting read. We are thankful to all our contributors for sharing their views, insights and perspectives. It is through such a collaborative effort that FICCI facilitates pushing the knowledge frontier for all stakeholders and bringing to light some of the key issues that merit debate and discussion. As always, we look forward to your feedback. With best wishes Dr. A. Didar Singh Secretary General FICCI Financial Foresights 2 Financial Foresights 3 Preface inancial Foresights, the flagship quarterly publication of FICCI’s financial sector team, provides a platform to industry, policy makers and other stakeholders to exchange ideas and views on important financial Fsector developments in the country. The current issue of the publication focuses on the topic: ‘Digital banking - New horizons in a cash-light India.’ and presents insightful write-ups contributed by industry leaders from the digital banking space. As you go through the pages of this edition, you would see that all our authors agree that innovation is increasingly becoming a part of the banking system in India. Yes, the speed with which different banks are moving in this direction may vary, but there is agreement that there has to be a well thought out strategy to deliver services to customers in a more efficient manner and at a time and place of customers choosing. There are three trends that are shaping the future of the digital banking space in India. First, is the rapid growth of the more nimble Fintech players that are working to deliver services in a manner never seen before. Banks will have to work alongside such players to improve the customer facing side of their business as well as their own Industry Insights internal processes. Second, the experience of customers in other industries be it e-commerce, healthcare, education or transportation is improving at such a fast pace that they are now expecting similar delivery and interface even in the banking industry. Third, and this perhaps is the most important, is the whole push government is giving to digital economy in the country and which itself is inducing a change in consumer behaviour and making customers ask for more convenience from their banks. While on this subject, one must mention that the way India Stack has developed, we can see this is one of the most transformative platforms created anywhere in the world for delivering services including financial services to people in a very transparent manner.
Load more

Recommended publications
  • Regional Financial Disparity in India: Can It Be Measured?
    Journal of Institutional Economics (2021), 17, 836–860 doi:10.1017/S1744137421000291 RESEARCH ARTICLE Regional financial disparity in India: can it be measured? Rashmi U. Arora* and P. B. Anand Faculty of Management, Law & Social Sciences, University of Bradford, Bradford, UK *Corresponding author. Email: [email protected] (Received 25 November 2019; revised 7 April 2021; accepted 8 April 2021) Abstract In this study, we examine disparities in financial development at the regional level in India. The major research questions of the study are: how do we measure the level of financial development at the sub- national level? How unequal is financial development across the states? Does it vary by ownership of financial institutions? To explore these research questions, our study develops a composite banking devel- opment index at the sub-national level for three different bank groups – public, private and foreign for 25 Indian states covering 1996–2015. Our findings suggest that despite reforms, banking development is sig- nificantly higher in the leading high income and more developed regions compared to lagging ones. Furthermore, we find that all bank groups including public banks are concentrated more in the developed regions. Overall, over the years the position of top three and bottom three states in the aggregate banking index have remained unchanged reflecting lop-sidedness of regional development. We also note improve- ment in the ranking of some north-eastern states during the period 2009–15. Key words: Banking development index; financial development; financial inclusion; India JEL codes: D63; G21; O16; O53 1. Introduction Recent discussions on inequality have focused on increasing global income and wealth inequality between individuals, inequality between countries and inequality among different population groups within a country (Atkinson, 2015; Pickety, 2014; Stiglitz, 2013, 2015).
    [Show full text]
  • What Is Merchant Banking?
    MERCHANT BANKING DEFINITION WHAT IS MERCHANT BANKING? A bank that specializes not in lending out its own funds, but in providing various financial services such as accepting bills arising out of trade, underwriting new issues, and providing advice on acquisitions, mergers, foreign exchange, portfolio management, etc. Known as ³accepting and issuing houses´ in the U.K. and ³investment banks´ in the U.S. EVOLUTION IN WORLD Italian states, Middle Ages Later, the center for merchant banking shifted from the Italian states to Amsterdam London, eighteenth century By the end of the eighteenth century, however, the British merchant houses had increased in size and sophistication and began specializing in trade, marketing, or finance. IN INDIA In India the merchant banking business started in 1967, when Grindlays bank established their merchant banking division 1970, Citibank 1972, State Bank of India Many other banks like Central bank, Syndicate bank, Bank of Baroda followed after it. Among development banks: - ICICI, 1973 - IFCI, 1986 - IDBI,1991 FUNCTIONS MANAGEMENT OF DEBT & EQUITY OFFERINGS UNDERWRITING DE IDING T E APITAL STRU TURE ORPORATE ADVISORY PORTFOLIO MANAGEMENT LOAN SYNDI ATION OFF S ORE FINAN ING MANAGEMENT OF DEBT & EQUITY OFFERINGS Assists the companies in raising funds from the market Instrument designing Pricing the issue Registration of the offer document Underwriting support Marketing of the issue Listing on stock exchanges. UNDERWRITING The procedure by which an underwriter brings a new security issue to the investing public in an offering. In such a case, the underwriter will guarantee a certain price for a certain number of securities to the party that is issuing the security (in exchange for a fee).
    [Show full text]
  • Opinion and Order Mufg Union Bank, N.A
    Case 1:19-cv-10023-KPF Document 215 Filed 10/16/20 Page 1 of 68 UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK PETROLEOS DE VENEZUELA S.A.; PDVSA PETROLEO S.A.; and PDV HOLDING, INC., Plaintiffs, 19 Civ. 10023 (KPF) -v.- OPINION AND ORDER MUFG UNION BANK, N.A. and GLAS AMERICAS LLC, Defendants. KATHERINE POLK FAILLA, District Judge: Before the Court is a weighty question with a convoluted answer: Can Venezuela’s state oil company unburden itself of its contractual obligations, pursuant to a transaction consummated four years ago, by dint of foreign law or sovereign act? The question arises from a bond swap transaction (the “Exchange Offer”) that occurred in October 2016. Plaintiff Petróleos de Venezuela, S.A. (“PDVSA”), with the guaranty of Plaintiff PDVSA Petróleo, S.A. (“PDVSA Petróleo”), had previously issued two sets of bonds that were scheduled to come due in April and November of 2017 (the “2017 Notes”), with an aggregate principal amount of $9,150,000,000. However, in the years following the issuance of the 2017 Notes, the Venezuelan oil market had become volatile, and by September 2016 it seemed unlikely that PDVSA would be able to pay the significant obligations that would be due the following year. In an effort to forestall a potential default on the 2017 Notes, PDVSA engineered the Exchange Offer, by which it would swap the 2017 Notes for bonds scheduled to come due in 2020 (the “2020 Notes”). Controversially, the Case 1:19-cv-10023-KPF Document 215 Filed 10/16/20 Page 2 of 68 2020 Notes were secured by a pledge of 50.1% of the equity in CITGO Holding (“CITGO”), which was pledged by PDV Holding, Inc.
    [Show full text]
  • International Capital Market Offerings Status As on : 31/08/2021
    INTERNATIONAL CAPITAL MARKET OFFERINGS STATUS AS ON : 31/08/2021 OFFERS COMPLETED (1.4.1992 ONWARDS) SL. COMPANY INSTR. ISSUE AMOUNT AMOUNT BOOK-RUNNING LEAD MANAGERS LISTING AT NO. DATE US$M (Rs.lacs) EQUITY 1 RELIANCE INDUSTRIES LTD. GDS 27/05/1992 150.42 43351.04 MORGAN STANLEY INTERNATIONAL LUXEMBOURG, NASDAQ LEHMAN BROS.INTERNATIONAL (EUROPE) LTD. 2 GRASIM INDUSTRIES LTD. GDS 25/11/1992 90.00 25650.00 CITICORP INVESTMENT BANK LTD. LUXEMBOURG, NASDAQ 3 HINDALCO INDUSTRIES LTD. GDR-W 22/07/1993 72.02 22758.32 ROBERT FLEMING & CO. LUXEMBOURG 4 SOUTHERN PETROCHEMICAL INDUSTRIES CORP.LTD. GDR 29/09/1993 74.75 23568.68 JAMES CAPEL & CO. LUXEMBOURG 5 ITC LTD. GDR-W 14/10/1993 68.85 21708.40 MERRILL LYNCH INTERNATIONAL LTD. LUXEMBOURG 6 BOMBAY DYEING & MANUFACTURING CO.LTD.,THE GDR-W 16/11/1993 50.00 15686.85 CREDIT SUISSE FIRST BOSTON LUXEMBOURG 7 MAHINDRA & MAHINDRA LTD. GDR 30/11/1993 74.75 23452.81 PARIBAS CAPITAL MARKETS LUXEMBOURG 8 INDO GULF FERTILISERS & CHEMICALS CORP.LTD. GDR 18/01/1994 100.00 31440.00 BARCLAYS DE ZOETE WEDD SECURITIES LTD. LUXEMBOURG 9 INDIAN RAYON & INDUSTRIES LTD. GDR 25/01/1994 125.00 39300.00 KLEINWORT BENSON SECURITIES LTD. LUXEMBOURG 10 VIDEOCON INTERNATIONAL LTD. GDR 26/01/1994 90.00 28296.00 JARDINE FLEMING INTERNATIONAL LTD. LUXEMBOURG MERRILL LYNCH INTERNATIONAL LTD. 11 ARVIND MILLS LTD.,THE GDR 03/02/1994 125.00 39300.00 GOLDMAN SACHS (ASIA) LTD. LUXEMBOURG 12 RELIANCE INDUSTRIES LTD. GDS 15/02/1994 300.00 94320.00 MORGAN STANLEY & CO. LUXEMBOURG 13 GREAT EASTERN SHIPPING CO.LTD.,THE GDR 17/02/1994 100.00 31370.00 JARDINE FLEMING INTERNATIONAL LTD.
    [Show full text]
  • 2019 Annual Report
    ANZ 2019 ANNUAL REPORT Our success depends on improving the financial wellbeing of our customers For personal use only COVER STORY Supporting drought affected communities in rural Australia Brian and Heather Coxon established BJ & HD Coxon Oyster Farmers in 1985 – a time when stocks were plentiful and business was booming. Since that time, the business has faced some difficult times. An ANZ customer for 10 years, Brian has appreciated the bank’s Brian recently found himself seeking the assistance of one of support through those times. “During the algae bloom in 2010 those agencies, reaching out to the Rural Financial Counselling I went to ANZ and pleaded relief. We did not know when things Services (Southern NSW). The service, which is free, supports would pick up. I am grateful for ANZ sticking with us through rural businesses through ongoing drought, poor production or that time”. anything else affecting their business and their life. Fast forward to 2019 and Brian’s business is once again facing “When you’re doing it tough it’s all too hard, and the state you difficulties, this time as a result of the drought impacting much are in does not always lead to rational decisions,” says Brian. “The of Australia. financial counsellor looks at you as a person, as well as a business.” “Oyster farming needs fresh water,” says Brian. “Famine on the land Brian looks forward to building up the business again, but he means famine in the sea. The oysters have poor growth, it’s difficult doubts things will ever be as good as they were in 1985.
    [Show full text]
  • A Study on Merchant Banking
    ADALYA JOURNAL ISSN NO: 1301-2746 A STUDY ON MERCHANT BANKING S. RAJA. I A A S, M.Com., MBA, BL, PGDPM, Director of Audit and part time research scholar, Department of Commerce, University of Madras. Introduction Merchant Banking is an essential service provided by financial institutions and the services help the growth of corporate sector that ultimately, help for the overall growth of the economic development of the country. Hence, it is a still oriented, purely, professional service provided to their clients, concerning their financial needs for adequate consideration in the form of fee. Commercial Banking and Investment Banking are often confused with Merchant Banking. In many ways, there may be similarities in their functions. However, in certain ways, Merchant Banking is distinctly, different from commercial Banking and Investment Banking. In different Countries the term Merchant Banking used differently. Merchant Bankers A Merchant Banker means any person who is engaged in the business of Issue Management either by making arrangements regarding selling, buying or subscribing to Securities as Manager, Consultant, Adviser of rendering Corporate Advisory Service in relation to such Issue Management. Hence, the Merchant Bankers have pre and post issue obligations. In the case of pre issue of shares, the Merchant Bankers have to make arrangements for filling the prospectus & other relevant records before the Securities and Exchange Board of India (SEBI) and in the case of part issue of shares, they have to make arrangements for getting the shares allotted and send within the specified period to the applicants. Objectives of the study (a) Merchant Banking and it’s functions (b) Role of Merchant Banking as financial intermediaries (c) Describing issue management in Merchant Banking.
    [Show full text]
  • A Examination of Size Efficiency in Indian Banking Subhash C
    University of Connecticut OpenCommons@UConn Economics Working Papers Department of Economics September 2004 Are Some Indian Bank Too Large? A Examination of Size Efficiency in Indian Banking Subhash C. Ray University of Connecticut Follow this and additional works at: https://opencommons.uconn.edu/econ_wpapers Recommended Citation Ray, Subhash C., "Are Some Indian Bank Too Large? A Examination of Size Efficiency in Indian Banking" (2004). Economics Working Papers. 200428. https://opencommons.uconn.edu/econ_wpapers/200428 Department of Economics Working Paper Series Are Some Indian Bank Too Large? A Examination of Size Effi- ciency in Indian Banking Subhash Ray University of Connecticut Working Paper 2004-28 September 2004 341 Mansfield Road, Unit 1063 Storrs, CT 06269–1063 Phone: (860) 486–3022 Fax: (860) 486–4463 http://www.econ.uconn.edu/ Abstract In this paper we use data from the years 1997 through 2003 to evaluate the size efficiency of Indian banks. Following Maindiratta (1990) we consider a bank to be too large if breaking it up into a number of smaller units would result in a larger output bundle than what could be produced from the same input by a single bank. When this is the case, the bank is not size efficient. Our analysis shows that many of the banks are, in deed, too large in various years. We also find that often a bank is operating in the region of diminishing returns to scale but is not a candidate for break up. The author thanks Abhiman Das of Reserve Bank of India for providing the data. ARE SOME INDIAN BANKS TOO LARGE? AN EXAMINATION OF SIZE EFFICIENCY IN INDIAN BANKING Despite the presence of over seventy banks of public, private, and foreign ownership, the Indian banking industry is dominated by only a handful of them.
    [Show full text]
  • Profile of Speakers
    Profile of Speakers 1 Mr. Jaspal Bindra Chairman, FICCI Maharashtra State Council and Executive Chairman, Centrum Capital Ltd. Mr. Jaspal Singh Bindra has been an Executive Chairman and Director of Centrum Capital Limited since April 21, 2016. Mr. Bindra served as the Chief Executive of Asia at Standard Chartered PLC. Mr. Bindra served as StanChart Asia Group Executive Director at Standard Chartered Bank (Singapore) Limited. He served as the Chief Executive Officer and Group Executive Director of Standard Chartered Saadiq Malaysia Berhad. He served as the Global Head of Client Relationships for Standard Chartered Bank (Singapore) Limited. He served as the General Manager at Standard Chartered Bank India. He served as Group Head of Client Relationships and Wholesale Banking of Standard Chartered Bank Australia Ltd. until March 2005. Before moving to Singapore in January 2003, he served as a Regional General Manager of India for Standard Chartered Bank. He served as the Chief Executive Officer and General Manager at Standard Chartered Bank, India and served as Regional General Manager of South Asia at Standard Chartered PLC until March 2005, where he successfully led the acquisition of ANZ Grindlays to make SCB the largest international bank in India. He served as the Chief of Asia at Standard Chartered Bank. Mr. Bindra served as General Manager of South East & South Asia at Standard Chartered PLC since March 2005. He joined Standard Chartered in 1998, after four years with UBS Investment Banking. He began his career with Bank of America in 1984, where he worked across Treasury, Capital Markets and Consumer Banking in India and Singapore.
    [Show full text]
  • Lilha Education Centre Money & Banking + Economic Affairs Imp
    LILHA EDUCATION CENTRE MONEY & BANKING + ECONOMIC AFFAIRS IMP. QUES + NOTES 1. Which was the first bank, starting the services of Merchant Banking in India? a. Punjab National Bank b. State Bank of India c. United Bank of India d. Bank of Baroda (Although many sources suggest Grindlays Bank as the first to start Merchant Banking in India, but the first Indian Bank to start Merchant Banking is SBI in 1972) 2. Who regulates the business of mutual funds in India? a. RBI b. Ministry of finance c. SEBI d. Stock Exchanges (SEBI acts as regulator for the Asset Management Companies who manages the Mutual Fund) 3. A promissory Note is an instrument in writing, containing an unconditional undertaking to pay a certain amount and signed by the a. Payee b. Maker c. Bank d. Witness 4. The main purpose of crossing a cheque is that that the payment of cheque will be made by the bank a. To any person www.lilhaeducationcentre.in Contact: 9305907823 b. To the concerned customer c. From the counter in cash d. To representative of the customer Note: 1. Crossing a cheque does not restrict its endorsement, it will be payable to a banker only and if it is Special Crossing then it is payable to a specific bank only. 2. Cheques are always payable on demand, it may be payable to „Bearer‟ or “on Order” 3. Demand draft is a bill of exchange drawn upon a specific buyer LIST OF PUBLIC SECTOR BANKS IN INDIA 1 Allahabad Bank 2 Andhra Bank 3 Bank of Baroda 4 Bank of India 5 Bank of Maharashtra 6 Canara Bank 7 Central Bank of India 8 Corporation Bank 9 Dena Bank 10 Indian Bank 11 Indian Overseas Bank 12 Oriental Bank of Commerce 13 Punjab National Bank 14 Punjab & Sind Bank 15 Syndicate Bank 16 Union Bank of India 17 United Bank of India 18 UCO Bank www.lilhaeducationcentre.in Contact: 9305907823 19 Vijaya Bank 20 IDBI Bank Ltd.
    [Show full text]
  • Investor Presentation – Q3 FY 2016 January 2016
    Investor Presentation – Q3 FY 2016 January 2016 DCB Bank Limited Disclaimer This presentation is strictly confidential and may not be copied, published, distributed, redistributed, disseminated or transmitted, directly or indirectly, in any manner. The information in this presentation is being provided by DCB Bank Limited (the “Bank”). This presentation has been prepared for information purposes only, without regard to any specific objectives, financial situations or informational needs of any particular person, and is not an offer or invitation, directly or indirectly, to buy or sell any securities of the Bank by any person in any jurisdiction, including India and the United States, nor shall a part, or all, of this presentation form the basis of or be relied on in connection with any contract or investment decision or commitment to purchase or subscribe in relation to any securities. No information contained herein has been independently verified by anyone else. This presentation is not an offer document or a prospectus under the Companies Act, 2013, as amended, the Securities and Exchange Board of India (Issue of Capital and Disclosure Requirements) Regulations, 2009, as amended and any other applicable law. No representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions contained in this presentation. Such information and opinions are in all events not current after the date of this presentation. Further, past performance is not necessarily indicative of future results. This presentation is not a complete description of the Bank. This presentation may contain forward-looking statements based on the currently held beliefs and assumptions of the management of the Bank, which are expressed in good faith and, in their opinion, reasonable.
    [Show full text]
  • Cover New.Pmd
    C M Y K Red Herring Prospectus Dated September 20, 2006 Please read Section 60B of the Companies Act, 1956 100% Book Building Issue Development Credit Bank Limited (Being a company incorporated under the Companies Act, 1956 and a banking company within the meaning of the Banking Regulation Act, 1949 pursuant to its conversion from Development Co-operative Bank Limited, a co-operative bank, to a joint stock banking company on May 31, 1995.) Registered Office: 154, S.V.Patel Road (East), Dongri. Mumbai – 400 009, Telephone: 91-22-2289 9999; Fax: 91-22-2287 6112 Corporate Office: 204, Raheja Centre, Nariman Point, Mumbai – 400 021, Telephone: 91-22- 2287 2465, Fax: 91-22- 2287 6112 Contact Person: Mr H.V Barve, Email: [email protected], Website: www.dcbl.com PUBLIC ISSUE OF 71,500,000 EQUITY SHARES OF RS. 10 EACH FOR CASH AT A PRICE OF RS. [] PER EQUITY SHARE AGGREGATING RS. [] MILLION BY DEVELOPMENT CREDIT BANK LIMITED (THE “BANK” OR “ISSUER”) (THE “ISSUE”). THE ISSUE COMPRISES A NET ISSUE TO THE PUBLIC OF UP TO 68,997,500 EQUITY SHARES OF RS. 10 EACH (THE “NET ISSUE”) AGGREGATING RS. [] MILLION AND A RESERVATION FOR ELIGIBLE EMPLOYEES OF 2,502,500 EQUITY SHARES OF RS. 10 EACH AGGREGATING RS. [] MILLION, AT THE ISSUE PRICE. THE ISSUE WOULD CONSTITUTE 48.43% OF THE FULLY DILUTED POST ISSUE PAID-UP CAPITAL OF THE BANK. PRICE BAND: RS. 22 TO RS. 26 PER EQUITY SHARE OF FACE VALUE RS. 10 THE FACE VALUE OF THE SHARE IS RS. 10 AND THE FLOOR PRICE IS 2.2 TIMES OF THE FACE VALUE AND THE CAP PRICE IS 2.6 TIMES OF THE FACE VALUE.
    [Show full text]
  • Grindlay Or the Bank
    GRINDLAYS BANK The following is extracted from the book: ‘100 Years of Banking in Asia and Africa, 1863 – 1963’ by Geoffrey Tyson: Chapter XV. Forming New Alliances.. Published in London in 1963. Prints of Indian scenes are by Grindlay. ROBERT MELVILLE GRINDLAY (1786-1877) was that peculiarly English product, the gifted amateur. He was born at St. Mary-le-Bone, then a village near London and, to put the event into historical perspective, it occurred two years after the passing of Pitt's India Act and two years before Warren Hastings' impeachment and trial began. The years of Grindlay's youth were thus a time when Indian affairs loomed large in English life, and at the age of 17 he secured a nomination as a cadet in the East India Company's Army, arriving in Bombay in 1803. A year later he was promoted to lieutenant, and by 1817 he had reached the exalted rank of captain which remained the high water mark of his military career. At the end of 1820 he retired on half-pay, which for his rank amounted to five shillings a day at that period. By this time he was 34 years old and it might have seemed that, with his relegation to a half-pay officer on the strength of the 2nd battalion of the 7th Bombay Native Infantry, his working days were over. Such were the conditions in which upper middle-class young Englishmen of the period might expect their careers to be moulded. At this stage a foreshortened and undistinguished record as a soldier and some talent as an artist were pretty well all Grindlay had to offer to the world of business or administration.
    [Show full text]