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- 5. PORTFOLIO YOU ARE HERE > MONEYCONTROL > MARKETS > BANKS - PRIVATE SECTOR > DIRECTORS REPORT - HDFC Bank HDFC Bank BSE: 500180|NSE: HDFCBANK|ISIN: INE040A01026|SECTOR: Banks - Private Sector SET ALERT Track HDFC Bank Your Alert request for "HDFC Bank" has been created and a verification email has been sent to [email protected] Click the link in the verification email and confirm your request to start receiving moneycontrol alerts on HDFC Bank Note - In most cases you should receive the verification mail within minutes, if not please check your SPAM / Junk Mail folders for the mail. In some cases depending on your email system it could take longer, however, if you don't get an email from us within half an hour, please write to us at [email protected]. | Top of Form ADD TO PORTFOLIO Bottom of Form | Top of Form WATCHLIST Bottom of Form LIVE BSE Apr 16, 10:29
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- 8. Competition Latest Price Stock Performance Market Cap Net Sales Net Profit Total Assets Fund managers holdings COMPANY INFO Management History Background Listing Location ALERTS SMS ALERTS MAIL ALERTS Widgets Top of Form « Mar 10 Bottom of Form Directors Report Year End : Mar '11 The Directors have great pleasure in presenting the Seventeenth Annual Report on the business and operations of your Bank together with the
- 9. audited accounts for the year ended March 31, 2011. FINANCIAL PERFORMANCE (Rs. in crore) For the year ended March 31, 2011 March 31, 2010 Deposits and Other Borrowings 222,980.5 180,320.1 Advances 159,982.7 125,830.6 Total Income 24,263.4 20,155.8* Profit before Depreciation and Tax 6,316.1 4,683.5 Net Profit 3,926.4 2,948.7 Profit brought forward 4,532.8 3,455.6 Total Profit available for Appropriation 8,459.2 6,404.3 Appropriations : Transfer to Statutory Reserve 981.6 737.2
- 10. Transfer to General Reserve 392.6 294.9 Transfer to Capital Reserve 0.4 199.5 Transfer to / (from) Investment Fluctuation Reserve 15.6 (1.5) Proposed Dividend 767.6 549.3 Tax Including Surcharge and Education Cess on Dividend 124.5 91.2 Dividend (including tax/cess thereon) pertaining to previous year paid during the year 2.7 0.9 Balance carried over to Balance Sheet 6,174.2 4,532.8 * Change pursuant to reclassification The Bank posted total income and net profit of Rs. 24,263.4 crore and Rs. 3,926.4 crore respectively for the financial year ended March 31, 2011 as against Rs. 20,155.8 crore and Rs. 2,948.7 crore respectively in the previous year. Appropriations from net profit have been effected as per the table given above. DIVIDEND
- 11. Your Bank has had a consistent dividend policy that balances the dual objectives of appropriately rewarding shareholders through dividends and retaining capital, in order to maintain a healthy capital adequacy ratio to support future growth. It has had a consistent track record of moderate but steady increases in dividend declarations over its history with the dividend payout ratio ranging between 20% and 25%. Consistent with this policy, and in recognition of the overall performance during this financial year, your directors are pleased to recommend a dividend of Rs. 16.50 per share for the financial year ended March 31, 2011, as against Rs. 12 per share for the year ended March 31, 2010. This dividend shall be subject to tax on dividend to be paid by the Bank. AWARDS As in the past years, awards and recognition were conferred on your Bank by leading domestic and international HDFC Bank Limited Annual Report 2010-11 organizations during the fiscal year ended March 31, 2011. Some of them are : - Asian Banker 2011 - Strongest Bank in the Asia Pacific region - Bloomberg UTV’s Financial Leadership Awards 2011
- 12. - Best Bank - Outlook Money 2010 Awards - Best Bank - Businessworld Best Bank Awards 2010 - Best Bank (Large) - NDTV Business Leadership Awards 2010 - Best Private Sector Bank - IDRBT Technology 2009 Awards - Best IT Infrastructure - Best use of IT within the Bank - Dun & Bradstreet Banking Awards 2010 - Overall Best Bank - Best Private Sector Bank - Best Private Sector Bank in SME Financing
- 13. - Celent’s 2010 Banking Innovation Award - Model Bank Award - Global Finance Awards - Best Trade Finance Provider in India for 2010 - The Asset Triple A Awards - Best Cash Management Bank in India - IDC FIIA Awards 2011 - Excellence in Customer Experience - The Banker and PWM 2010 Global Private Banking Awards - Best Private Bank in India - IBA Banking Technology Awards 2010 - Technology Bank of the Year - Best Online Bank
- 14. - Best Customer Initiative - Best Use of Business Intelligence - Best Risk Management System - Forbes Asia - Fab 50 Companies – 5th Year in a Row - MIS Asia IT Excellence Award 2010 - Best Bottom-Line IT Category - FE-EVI Green Business Leadership Award - Best Performer in the Banking Category - Avaya Global Connect 2010 - Customer Responsiveness Award – Banking and Financial Services Category ISSUANCE OF EQUITY SHARES During the year under review, 74.8 lac shares were allotted to the employees of your Bank pursuant to the exercise of options under the
- 15. Employee Stock Option Schemes of the Bank. These include the shares allotted under the Employee Stock Option Schemes of the erstwhile Centurion Bank of Punjab. The Board of Directors of your Bank considered and approved the sub-division (split) of one equity share of your Bank having a nominal value of Rs. 10 each into five equity shares of nominal value of Rs. 2 each. The record date for the same shall be determined subsequently. The sub- division of shares will be subject to approval of the shareholders and any other statutory and regulatory approvals, as applicable. The stock split has been recommended with a view to make the stock more affordable from the retail investors’ perspective and thereby encourage greater participation from the retail segment. EMPLOYEE STOCK OPTIONS The information pertaining to Employee Stock Options is given in an annexure to this report. CAPITAL ADEQUACY RATIO Your Banks total Capital Adequacy Ratio (CAR) calculated in line with the Basel II framework stood at 16.2%, well above the regulatory minimum of 9.0%. Of this, Tier I CAR was 12.2%. SUBSIDIARY COMPANIES
- 16. Your Bank has two subsidiaries, HDFC Securities Limited (HSL) and HDB Financial Services Limited (HDBFS). HSL is primarily in the business of providing brokerage services through the internet and other channels with a focus to emerge as a full-fledged financial services provider offering a bouquet of financial services along with the core broking product. The company continued to strengthen its distribution franchise and as on March 31, 2011 had a network of 150 branches across the country catering to the needs of its customers. During the year under review, the company’s total income amounted to Rs. 260.5 crore as against Rs. 235.3 crore in the previous year. The operations resulted in a net profit after tax of Rs. 77.2 crore. HDBFS is a non-deposit taking non-bank finance company (NBFC), the customer segments being addressed by HDBFS are typically underserviced by the larger commercial banks, and thus create a profitable niche for the company to operate. Apart from lending to individuals, the company grants loans to small and medium business enterprises and micro small and medium enterprises. The principle businesses of HDBFS are as follows : - Loans – The company offers a range of loans in the unsecured and secured loans space that fulfill the financial needs of its target segment. - Insurance Services – HDBFS is a corporate agent for HDFC Standard
- 17. Life Insurance Company and sells standalone insurance products as well as products such as Loan Cover and Asset Cover. - Collections - BPO Services – The Company runs 6 call centers with a capacity of over 1,500 seats. These centers cover collection requirements at over 100 towns through its calling and field teams. Currently the company has a contract with your Bank for collection services. As on March 31, 2011 HDBFS had 100 branches in 65 cities in order to distribute its products and services. During the financial year ended March 31, 2011 the company’s total income increased by over 80% to Rs. 179.4 crore as compared to Rs. 97.6 crore in the previous year. During the same period the company’s net profit was Rs. 16.1 crore as compared to Rs. 9.9 crore in the previous year. During the year under review the loan disbursements made by HDBFS increased to Rs. 1,208 crore as compared to Rs. 525 crore in the previous year. In terms of the approval granted by the Government of India, the provisions contained under Section 212(1) of the Companies Act, 1956 shall not apply in respect of the Bank’s subsidiaries. Accordingly, a copy of the balance sheet, profit and loss account, report of the Board of Directors and the report of the auditors of HSL and HDBFS have not been attached to the accounts of the Bank for the year ended March 31, 2011. Shareholders who wish to have a copy of the annual accounts and
- 18. detailed information on HSL and HDBFS may write to the Bank for the same. Further, the said documents shall also be available for inspection by shareholders at the registered offices of the Bank, HSL and HDBFS. MANAGEMENT’S DISCUSSIONS AND ANALYSIS Macro-economic and Industry Developments After a strong revival last year, the domestic growth cycle remained robust, extending and consolidating the recovery set forth in the fiscal year ended March 31, 2011. While emerging headwinds from tightening monetary conditions and a scale back in fiscal stimulus measures (put in place during the global credit crisis of the calendar year 2008) led to some moderation in industrial growth, service sector growth and agricultural performance were strong and picked up the slack from industry. This is likely to have pushed the headline GDP growth in the year ended March 31, 2011 to 8.6% from 8.0% in the previous year. Stimulus driven government spending has dissipated as a major driver of growth and private demand has successfully taken over. Structural factors such as strong rural demand, low product penetration and favorable demographics have remained key supports for private consumption. While government consumption growth is likely to have eased substantially from 16.4% in the fiscal year ended March 31, 2010 to 2.6% in fiscal year ended March 31, 2011, private consumption has remained strong growing by 8.2% in the financial year ended March 31,
- 19. 2011 as against 7.3% a year ago. However, even as domestic consumption growth has remained robust, investment demand has somewhat disappointed with infrastructure project execution by the government remaining tardy and the corporate capital expenditure cycle remaining subdued. Investments are likely to have grown by 8.2% in the fiscal year ended March 31, 2011 against 12.2% a year ago and this has impinged on industrial performance. Growth in capital goods has fallen from 29.0% in the first half of the fiscal year ended March 31, 2011 to -1.3% in the second half pulling industrial growth lower from 10.3% in the first half of the financial year to 6.3% for the full year. The service sector has however remained strong with services such as finance, insurance, trade, transportation and communication performing well and taking overall service sector growth to 9.6% against 10.0% a year ago, despite a visible slowdown in government related services such as community, personal and social services. Further, a good monsoon season has meant that agricultural production has recovered from last year’s drought. Total food grain production is expected to grow by a strong 8.3% while agricultural growth is likely to have been close to 5.4% against 0.4% a year ago. This, along with income support schemes by the government such as the Mahatma Gandhi National Rural Employment Scheme (MGNREGS) have meant that the rural economy has performed well and has been an active participant in domestic growth dynamics.
- 20. While the rural sector has added to the robustness of the domestic growth cycle it has also contributed to the stickiness in inflationary pressures. Strong agricultural growth has meant that food inflation has cooled from 21% in June, 2010 to 9.2% in March, 2011 but the pace of decline has been diluted by demand-supply mismatches in specific categories such as protein-based food items (milk, eggs, meat, fish) and fruits and vegetables - an indication of rising rural incomes and the change in dietary patterns this entails. This has been exacerbated by supply chain problems and an inefficient food distribution system. As a result, while WPI inflation has fallen from a peak of 11.0 % in April, 2010 it has been slower to ease than initially anticipated settling in the 8.5-9.0% range in the fourth quarter of the fiscal year ended March 31, 2011 and averaging a rate of 9.4% in the full fiscal year. Domestic inflationary pressures however, are no longer driven by food prices alone and inflation has become more broad- based over the past year. Firm international commodity prices, especially items such as crude oil, as well as the return of pricing power amongst domestic manufacturing firms amidst firm demand have pushed manufactured goods inflation higher. Further, ‘core’ inflation or manufactured goods inflation net of food price effects has been rising steadily. While headline inflation eased from 9.0% in October, 2010 to 8.3% in February, 2011, core inflation has picked up from 5.0% to 6.0%. Monetary policy has, as a result, become more restrictive over the past year with the RBI changing policy focus from calibrating the exit from
- 21. an accommodative stance to tackling inflation more aggressively. Policy rates (repo and reverse repo rate) have been hiked by 225-275 basis points over the last year but the effective tightening in rates has been far higher. Structural pressures on banking system liquidity from subdued deposit growth such as leakages from the deposit base towards currency in circulation have meant that the monetary transmission mechanism has been quick. Additionally, frictional liquidity stress from tardy government spending has also kept liquidity under pressure swinging the system from a surplus of over Rs. 1,00,000 crore in March, 2010 ( as measured by the Liquidity Adjustment Facility (LAF) reverse repo window) to an average deficit of a similar magnitude in March, 2011 (as measured by the LAF repo window). A heavy government borrowing target of Rs. 4,37,000 crore has only exaggerated the pressure on the system. As a result, the effective policy rate has shifted from the reverse repo rate (rate consistent with surplus liquidity) to the repo rate (rate consistent with deficit liquidity) involving incremental tightening of 100-150 basis points over and above the policy rate hikes over the year. While short-term interest rates such as the overnight MIBOR has moved higher by close to 300 basis points, the yield on the benchmark 10-yr G-sec has increased by 15-20 basis points. Liquidity pressure has meant that the yield curve has flattened with the spread between the 10-yr G-sec and the 1-yr G-sec yields moving from 280 basis points to 50 basis points. Lending rates have moved higher by an average of 100-150 basis points
- 22. as funding conditions have come under strain. However, credit growth has been robust despite interest rate increases and has gathered pace over the year moving from 16.0% in March, 2010 to 23.0% in March, 2011. While infrastructure has continued to dominate credit growth in the past year, credit off-take has been relatively more broad-based with retail credit disbursements such as vehicle loans and housing loans as well as funding to services such as trade and Non Banking Financial Companies gathering ground. Credit growth towards infrastructure continued to grow at last year’s level of around 40%, growth in personal loans accelerated sharply from 4% to 16% while the growth in service sector credit picked up from 15% to 24%. Deposit rates have also been hiked by an average of 150-200 basis points and while this has helped deposit growth move higher from a low of 14.0% in June, 2010 to 16.9% in March, 2011, deposit mobilization has been weak in the last year. Net foreign inflows into the country have been subdued and have been a major factor constraining money supply and deposit growth. Capital inflows into the country have been strong in the past year and are likely to have been USD 66 billion against USD 54 billion a year ago on the back of strong portfolio flows (both debt and equity), heavy external commercial borrowings and strong trade credit. However, the bulk of these inflows have been absorbed in financing a large current account deficit. The current account gap over the last financial year is likely to be close to 2.5-2.8% of GDP or USD 48 billion leaving net foreign inflows into the country at close to USD 16.4 billion - just slightly higher than net inflows of USD 13.4 billion in the previous year.
- 23. That said, there have been some offsets in recent months. A recovery in export growth and a turn in invisibles (private transfers and service exports) as well as a normalization in import growth in line with moderating industrial momentum in the third quarter of the last fiscal year has meant that the current account gap has reduced from 4.3% of GDP in the second quarter of the last year to 2% in the third quarter. While the drag on foreign inflows during the last year is still expected to be a long term concern, the pressure on external balances has relatively eased in the near term. Reflecting the improvement in global growth conditions driven by fiscal and monetary stimulus measures, export growth in the last quarter of the fiscal year ended March 31, 2011 was a strong 42.0%. Growth was driven by categories such as engineering goods, chemicals, gems and jewellery and electronic goods, this has been a vital support to the domestic industry amidst flagging investment momentum. Import growth slowed down from 32.8% in the first half of the last financial year to 10.0% in the second half, inflows from invisibles picked up pace in the third quarter of the fiscal year ended March 31, 2011 growing by 17.0% on the year against a decline of 2.6% Y-o-Y in the first half of the same year. The risk however is that firm global commodity prices could push import growth higher going ahead and the likelihood of further improvement in external balances is somewhat limited. (Sources : Ministry of Finance, RBI, CSO, Ministry of Commerce)
- 24. Macroeconomic Risks and Concerns While the balance of risks in the last financial year were largely external, rising domestic interest rates as well as firm inflationary pressures have meant that domestic factors have now emerged as points of concern for growth in the current fiscal year. Further, the withdrawal of monetary and fiscal stimulus measures last year has meant that the domestic growth cycle is likely to be far more vulnerable to external shocks going ahead. Even as food inflation is likely to stabilize, firm international commodity prices are likely to keep manufactured goods inflation strong. Rising global oil prices remain a foremost risk to inflation and India’s fiscal and current account deficits this year. With uncertainty surrounding the political crisis in the Middle East and North Africa (MENA) region oil prices are unlikely to move to lower levels in a hurry. The price of crude (as measured by the India crude oil basket) has already spiked up by 40% on the year to USD 108 per barrel and the expectation is that the average price of crude oil is unlikely to fall below the USD 95-100 per barrel mark. It is anticipated that inflation is likely to average close to 8.5% in the fiscal year ended March 31, 2012 just slightly lower than the average inflation rate of 9.4% in the past year, this is likely to see the Reserve Bank of India (RBI) hike its repo and reverse repo rate by a total of 100-125 basis points this year. The risk however is that further escalation in oil prices and a faster than expected build up of
- 25. inflation could push the central bank to tighten interest rates to a level that could impinge on private investment and leveraged consumer spending and constrain future growth. The government has indicated its resolve to tame its imbalances and is targeting a fiscal deficit of 4.6% of GDP in the current year against 5.1% last year. It will be a challenge to achieve this target should key outlays such as oil, fertilizer and food subsidy payments turn out to be higher than budgeted. There is an additional risk that moderating industrial growth could dampen government revenues below budgeted levels. This could entail a larger government draft on the market and the banking system posing an upside risk to interest rates. While the fundamentals of the Indian economy remain strong, the domestic equity markets and for that matter fund flows into the domestic financial system on the whole are dependent on the developments in the global economy and general risk appetite to a large extent. Any adverse changes therefore in the global economic or financial environment could have a negative impact on the domestic markets and the availability of foreign funds. In this regard, we see a few risks on the global front that could adversely impact the domestic markets. The single largest external risk that could impact inflows into the country stems from the normalization in global liquidity and monetary conditions. The great wall of liquidity provided by accommodative monetary conditions in major developed economies like the United States
- 26. of America, Japan, United Kingdom and the Euro-area have been crucial in driving yield seeking flows to risky assets and emerging markets such as India. Inflation concerns however are gradually building up and with global commodity prices likely to remain firm it is unlikely that the magnitude of liquidity pumped into the global financial system over the last two years will continue. However the risks to external balances are not only limited to capital inflows. The likelihood of firm commodity prices as well as escalating oil prices means that the current account deficit could come under stress. With foreign exchange reserves of USD 305 billion in March, 2011 pressure on external liquidity and solvency in this event is unlikely to pose a serious threat to external stability in the near-term. However, there are implications for both exchange rate volatility as well as domestic liquidity. A large current account deficit is likely to trim net foreign inflows into the country placing undue depreciation pressure on the rupee and impacting domestic liquidity. Stress on domestic funding conditions is likely to get exacerbated by an oil price shock and this is likely to make for a challenging operating environment for the banking system. Offsets could come from open market operations by the RBI which bought back government securities of nearly Rs. 70,000 crore in the last fiscal year but the strain on system liquidity could sustain. While adequate capital provisioning and stringent prudential
- 27. regulations largely shielded the domestic banking system from the global crisis, some cyclical deterioration in asset quality remains a concern. There is some evidence, both formal and anecdotal that credit quality in both the retail and wholesale portfolios of banks has deteriorated. There is also some concern that a portion of the loans that banks were allowed to restructure given the sharp cyclical deterioration in the economy may remain impaired and will add to the stock of non- performing loans. Recent stress tests have revealed however that the banking system as a whole remains robust enough to withstand a sharp increase in asset quality slippages. Outlook Further withdrawal of stimulus measures-both fiscal and monetary, are likely to moderate headline GDP growth in the year ahead and the expectation is that growth is likely to soften slightly from 8.6% in the last year to 8.0%. Additional monetary tightening in the current fiscal year could curtail private investment and leveraged consumer spending from entirely picking up the slack from fiscal compression and a cut back in government spending. However, this is unlikely to detract from structural positives and the premium attached to India as a rapidly growing economy. World output is likely to grow by 3.5% in 2011 and despite the configuration of external and domestic risks looming over the horizon, India is likely to continue to outperform the global economy by a large margin. Pressures are likely to be cyclical and key structural supports from a growing rural economy, favorable demographics and low product penetration are likely to continue to keep
- 28. private consumption strong. Structural positives are likely to therefore offset downside risks to growth and keep India an attractive investment destination next year. Mission and Business Strategy Your Bank’s mission is to be ‘a World Class Indian Bank’, benchmarking itself against international standards and best practices in terms of product offerings, technology, service levels, risk management and audit and compliance. The objective is to continue building sound customer franchises across distinct businesses so as to be a preferred provider of banking services for its target retail and wholesale customer segments, and to achieve a healthy growth in profitability, consistent with the Bank’s risk appetite. Your Bank is committed to do this while ensuring the highest levels of ethical standards, professional integrity, corporate governance and regulatory compliance. The Bank’s business strategy emphasizes the following : - Develop innovative products and services that attract its targeted customers and address inefficiencies in the Indian financial sector; - Increase its market share in India’s expanding banking and financial services industry by following a disciplined growth strategy focusing on balancing quality and volume growth while delivering high quality customer service;
- 29. - Leverage its technology platform and open scaleable systems to deliver more products to more customers and to control operating costs; - Maintain high standards for asset quality through disciplined credit risk management; - Continue to develop products and services that reduce its cost of funds; and - Focus on healthy earnings growth with low volatility. Financial Performance : The financial performance of your Bank during the fiscal year ended March 31, 2011 remained healthy with total net revenues (net interest income plus other income) increasing by 20.3% to Rs. 14,878.3 crore from Rs. 12,369.5 crore in the previous financial year. Revenue growth was driven both by an increase in net interest income and other income. Net interest income grew by 25.7% primarily due to acceleration in loan growth to 27.1% coupled with a stable net interest margin (NIM) of 4.3% for the year ending March 31, 2011. From April 01, 2010 the RBI mandated that interest payable on savings deposits be calculated on daily average balances, this resulted in an increase in savings deposit costs by approximately 70-80 basis points. Further, due to tight liquidity conditions that were prevalent in the monetary system during the second half of the fiscal year ended March
- 30. 31 2011, your Bank witnessed an increase of over 200 basis points in its retail term deposit rates during this period. Your Bank has however maintained steady NIMs which are amongst the highest within its peer group by managing the yields across its various customer and product segments in line with its cost of funds. Other income grew 8.8% over that in the previous year to Rs. 4,335.2 crore during the financial year ended March 31, 2011. This growth was driven primarily by an increase in fees and commissions earned and income from foreign exchange and derivatives, offset in part by a loss on sale / revaluation of investments of Rs. 52.6 crore as compared to a gain of Rs. 345.1 crore in the previous financial year. In the fiscal year ended March 31, 2011, commission income increased by 19.7% to Rs. 3,596.7 crore with the primary drivers being commissions from the distribution of third party insurance and mutual funds, fees on debit and credit cards, transactional charges and fees on deposit accounts and processing fees on retail assets. The banking industry witnessed regulatory changes that resulted in the capping of earnings from the distribution of insurance products, however the increase in your Bank’s sales volumes partly made up for the reduction in unit commissions, as a result the growth in income from the distribution of third party products remained a healthy 28.0%. Foreign exchange and derivatives revenues grew by 26.2% from Rs. 623.2 crore in the previous financial year to Rs. 786.3 crore in the fiscal year ended March 31, 2011. Operating (non-interest) expenses grew in line with net revenues and increased from Rs. 5,939.8 crore in the previous financial year to Rs.
- 31. 7,152.9 crore in the year under consideration. During the year your Bank opened 261 new branches and over 1,200 ATMs which resulted in higher infrastructure and staffing expenses. In spite of that, the ratio of operating cost to net revenues (excluding bonds gains) for your Bank improved to 47.9% during the fiscal year ended March 31, 2011, from 49.4% in the previous year. Total loan loss provisions including specific provisions for non-performing assets and floating provisions decreased from Rs. 1,988.9 crore to Rs. 1,433.0 crore for the financial year ended March 31, 2011, on account of healthy asset quality across customer and product segments. Your Bank’s provisioning policies for specific loan loss provisions remain higher than regulatory requirements, the coverage ratio based on specific provisions alone without including write- offs technical or otherwise was 82.5% and that including general and floating provisions was well over 100% as on March 31, 2011. Your Bank has made contingent provisions on account of contingencies towards the loans that it has extended to micro finance institutions, in view of the credit concerns arising out of the disruptions in that sector. The Reserve Bank of India had reduced the general provisioning requirements for certain asset classes in May 2008, this reduced the requirements for general provisions for the Bank’s loan book. Your Bank however, continued to maintain the general provisions that were already created. As a result of the above, the requirement for general asset provisions was lower than what the Bank held on its books as on March 31, 2011 and the Bank did not have to make any additional general asset provisions on account of the increase in its loan book.
- 32. Your Bank’s profit after tax increased by 33.2% from Rs. 2,948.5 crore in the previous financial year to Rs. 3,926.4 crore in the year ended March 31, 2011. Return on average net worth was 16.5% while the basic earnings per share increased from Rs. 67.56 to Rs. 85.02 per equity share. As at March 31, 2011, your Bank’s total balance sheet size was Rs. 277,353 crore an increase of 24.7% over Rs. 222,458 crore as at March 31, 2010. Total Deposits increased 24.6% from Rs. 167,404 crore as on March 31, 2010 to Rs. 208,586 crore as on March 31, 2011. Savings account deposits grew by 27.2% to Rs. 63,448 crore while current account deposits at Rs. 46,460 crore witnessed an increase of 24.8% as compared to those on March 31, 2010. Adjusting current account deposits for one offs at year end amounting to Rs. 3,700 crore the growth was 14.9%. The proportion of core current and savings deposits (CASA) to total deposits continued to be healthy at 51% as on March 31, 2011. During the financial year under review, gross advances grew by 26.8% to Rs. 161,359 crore, while system loan growth was approximately 21%. Your Bank’s loan growth was driven by an increase of 26.8% in retail advances to Rs. 80,113 crore, and an increase of 26.7% in wholesale advances to Rs. 81,246 crore. The Bank had a market share of 3.7% in total system deposits and 4.2% in total system advances. The Bank’s Credit Deposit (CD) Ratio was 76.7% as on March 31, 2011. Adjusted for overseas funding by its international operations, primarily funded from term borrowings, the CD Ratio was lower at 74.5%. Business Segments’ Update :
- 33. Consistent with its performance in the past, in the last financial year, your Bank has achieved healthy growth across various operating and financial parameters. This performance reflected the strength and diversity of the Bank’s three primary business franchises - retail banking, wholesale banking and treasury, and of its disciplined approach to risk - reward management. Retail Banking Your Bank caters to various customer segments with a wide range of products and services. The Bank is a ‘one stop shop’ financial services provider of various deposit products, of retail loans (auto loans, personal loans, commercial vehicle loans, mortgages, business banking, loan against gold jewellery etc.), credit cards, debit cards, depository (custody services), investment advisory, bill payments and several transactional services. Apart from its own products, the Bank distributes third party financial products such as mutual funds and life and general insurance. The growth in your Bank’s retail banking business was robust during the financial year ended March 31, 2011. The Bank’s total retail deposits grew by over 23.3% to - 139,961 crore in the financial year ended March 31, 2011, driven by retail savings balances which grew much faster at 28.0% during the same period. The Bank’s retail assets grew by 26.8% to - 80,113 crore during the financial year ended March 31, 2011 driven primarily by a growth in mortgages, business banking, commercial
- 34. vehicle loans and auto loans. Branch Banking This year your Bank expanded its distribution network from 1,725 branches in 779 cities as on March 31, 2010 to 1,986 branches in 996 Indian cities on March 31, 2011. The Bank’s ATMs increased from 4,232 to 5,471 during the same period. Your Bank’s branch network is deeply entrenched across the country with significant density in areas conducive to the growth of its businesses. The Bank’s focus on semi-urban and under-banked markets continued, with over 70% of the Bank’s branches now outside the top nine Indian cities. The Bank’s customer base grew in line with the growth in its network and increased product penetration initiatives, this currently stands at 21.9 million customers. The average savings balance per account which is a good indicator of the strength of the Bank’s retail liability franchise grew over 17%. The Bank continues to provide unique products and services with customer centricity a key objective. In order to provide its customers increased choices, flexibility and convenience the Bank continued to make significant headway in its multi channel servicing strategy. Your Bank offered its customers the use of ATMs, internet, phone and mobile banking in addition to its expanded branch network to serve their banking needs. The increase in the Bank’s debit card base this year coupled with a growth in its ATM network translated to an increase in ATM transactions
- 35. by 14%. The Bank also made strong inroads in its internet banking channel with around 60% of its registered customers now using net banking facilities for their banking requirements. Your bank now offers phone banking in 996 locations in addition to giving its customers the convenience of accessing their bank accounts over their mobile phones. The success of the Bank’s multi-channel strategy is evidenced in the fact that over 80% of customer initiated transactions are serviced through the non-branch channels. Retail Assets Your Bank continued to grow at a healthy pace in almost all the retail loan products that it offers and further consolidated its position amongst the top retail lenders in India. The Bank grew its retail asset portfolio in a well balanced manner focusing on both returns as well as risk. While the Bank’s auto finance business remained a key business driver for its retail asset portfolio, other retail loan products exhibited robust growth rates and good asset quality. The Bank continued its focus on internal customers for its credit cards portfolio. Overall credit cards remained a profitable business for your Bank with over 5 million cards in force as at March 2011. As part of its strategy to drive usage of its credit cards the Bank also has a significant presence in the ‘merchant acquiring’ business with the total number of point-of-sale (POS) terminals installed at over 120,000.
- 36. In addition to the above products the Bank does home loans in conjunction with HDFC Limited. Under this arrangement the Bank sells loans provided by HDFC Limited through its branches. HDFC Limited approves and disburses the loans, which are booked in their books, with the Bank receiving a sourcing fee for these loans. HDFC Limited offers the Bank an option to purchase up to 70% of the fully disbursed home loans sourced under this arrangement through either the issue of mortgage backed pass through certificates (PTCs) or by a direct assignment of loans; the balance is retained by HDFC Limited. Both the PTCs and the loans thus assigned are credit enhanced by HDFC Limited upto a AAA level. The Bank purchases these loans at the underlying home loan yields less a fee paid to HDFC Limited for the administration and servicing of the loans. Your Bank originated approximately an average Rs. 700 crore of mortgages every month in the financial year ended March 31, 2011, an increase from the Rs. 550 crore per month that it originated in the previous year. During the year the Bank also purchased from HDFC Ltd. under the “loan assignment” route approximately Rs. 4,300 crores of AAA credit enhanced home loans most of which qualified as priority sector advances. Your Bank also distributes life, general insurance and mutual fund products through its tie-ups with insurance companies and mutual fund houses. The income from these businesses continued to demonstrate robust growth largely due to an expanded branch network and the increased penetration of the Bank’s managed portfolio despite the fact that during the year there were regulatory changes which in some cases impacted the commission paid by the manufacturers of these products to
- 37. the Bank. The success in the distribution of the above products has been demonstrated with the growth in the Bank’s fee income. Third party distribution income contributes approximately 25% of total fee income. The Bank’s data warehouse, Customer Relationship Management (CRM) and analytics solutions have helped it target existing and potential customers in a cost effective manner and offer them products appropriate to their profile and needs. Apart from reducing costs of acquisition, this has also led to deepening of customer relationships and greater efficiency in fraud control and collections resulting in lower credit losses. The Bank is committed to investing in advanced technology in this area which will provide cutting edge in the Bank’s product and service offerings. Wholesale Banking The Bank provides its corporate and institutional clients a wide range of commercial and transactional banking products, backed by high quality service and relationship management. The Bank’s commercial banking business covers not only the top end of the corporate sector but also the emerging corporate segments and some small and medium enterprises (SMEs). The Bank has a number of business groups catering to various segments of its wholesale banking customers with a wide range of banking services covering their working capital, term finance, trade services, cash management, foreign exchange and electronic banking requirements.
- 38. The business from this segment registered a healthy growth in the financial year ended March 31, 2011. The Bank’s wholesale deposits grew by around 27.4%, while wholesale advances showed a growth of over 26.7% both of which were significantly faster than the growth in the system during the same period. Your Bank provides its customers both working capital and term financing. The Bank witnessed an increase in the proportion of its medium tenor term lending, however working capital loans and short tenor term loans retained a large share of its wholesale advances. While the duration of the Bank’s term loans largely remained small to medium term, the Bank did witness an increase in its longer duration term loans, and project lending including loans to the infrastructure segment. During the financial year ended March 31, 2011, growth in the wholesale banking business continued to be driven by new customer acquisition and higher cross-sell with a focus on optimizing yields and increasing product penetration. Your Bank’s cash management and vendor & distributor (supply chain) finance products continued to be an important contributor to growth in the corporate banking business. Your Bank further consolidated its position as a leading player in the cash management business (covering all outstation collection, disbursement and electronic fund transfer products across the Bank’s various customer segments) with volumes growing to over Rs. 30 trillion. The Bank also strengthened its market leadership in cash settlement services for major stock exchanges and commodity exchanges in the country. The Bank met the overall priority sector lending requirement
- 39. of 40% of net bank credit and also strived for healthy growth in the sub-targets such as weaker sections, direct agriculture and the micro and SME segments. The Bank’s financial institutions and government business group (FIG) offers commercial and transaction banking products to financial institutions, mutual funds, public sector undertakings, central and state government departments. The main focus for this segment remained offering various deposit and transaction banking products to this segment besides deepening these relationships by offering funded, non-funded treasury and foreign exchange products. International Operations The Bank has a wholesale banking branch in Bahrain, a branch in Hong Kong and two representative offices in UAE and Kenya. The branches offer the Bank’s suite of banking services including treasury and trade finance products to its corporate clients. Your Bank has built up an asset book over USD 1 billion through its overseas branches. The Bank offers wealth management products, remittance facilities and markets deposits to the non-resident Indian community from its representative offices. Treasury The treasury group is responsible for compliance with reserve requirements and management of liquidity and interest rate risk on the
- 40. Bank’s balance sheet. On the foreign exchange and derivatives front, revenues are driven primarily by spreads on customer transactions based on trade flows and customers’ demonstrated hedging needs. During the financial year ended March 31, 2011, revenues from foreign exchange and derivative transactions grew by 26.2% to Rs. 786.3 crore. These revenues were distributed across large corporate, emerging corporate, business banking and retail customer segments for plain vanilla foreign exchange products and across primarily large corporate and emerging corporate segments for derivatives. The Bank offers Indian rupee and foreign exchange derivative products to its customers, who use them to hedge their market risks. The Bank enters into foreign exchange and derivative deals with counterparties after it has set up appropriate counterparty credit limits based on its evaluation of the ability of the counterparty to meet its obligations in the event of crystallization of the exposure. Appropriate credit covenants may be stipulated where required as trigger events to call for collaterals or terminate a transaction and contain the risk. Where the Bank enters into foreign currency derivative contracts with its customers it lays them off in the inter-bank market on a matched basis. For such foreign currency derivatives, the Bank does not have any open positions or assume any market risks but carries only the counterparty credit risk (where the customer has crystallized payables or mark-to-market losses). The Bank also deals in Indian rupee derivatives on its own account including for the purpose of its own balance sheet risk management. The Bank recognizes changes in the market value of all rupee derivative instruments (other than those designated as hedges) in the profit and loss account in the period of change. Rupee derivative
- 41. contracts classified as hedge are recorded on an accrual basis. Given the regulatory requirement of holding government securities to meet the statutory liquidity ratio (SLR) requirement, your Bank maintains a portfolio of government securities. While a significant portion of these SLR securities are held in the ‘Held-to-Maturity’ (HTM) category, some of these are held in the ‘Available for Sale’ (AFS) category. Information Technology Since its inception, your Bank has made substantial investments in its technology platform and systems, built multiple distribution channels, including an electronically linked branch network, automated telephone banking, internet banking and banking through mobile phones, to offer its customers convenient access to various products. The Bank has templatized credit underwriting through automated customer data de-duplication and real-time scoring in its loan origination process. Having enhanced its cross selling and up-selling capabilities through data mining and analytical customer relationship management solutions, the Bank’s technology enables it to have a 360 0 view of its customers. Your Bank employs event detection technology based customer messaging and has deployed an enterprise wide data warehousing solution as a back bone to its business intelligence system. Implementation of a risk management engine for internet transactions
- 42. has reduced the phishing and man in the middle attacks significantly. The bank has also implemented a digital certificates based security engine for corporate internet banking customers. Credit and debit cards usage of the Bank’s customers is secured by powerful proactive risk manager technology solutions which does rules based SMS alerts as well as prompts customer service representatives to call the customer on detecting abnormal usage behavior. This prevents frauds and minimizes losses to customers, if the card has been stolen and yet to be hot listed. Sophisticated automated switch-over and switch-back solutions power the Bank’s disaster recovery management strategy for key core banking solutions in its data center, improving availability of your Bank’s services to its customers. With the various initiatives that your Bank has taken using technology, it has been successful in driving the development of innovative product features, reducing operating costs, enhancing customer service delivery and minimizing inherent risks. Service Quality Initiatives Your Bank was one of the few banks in the country to have put in place a team dedicated to improve service quality through the Lean and Six Sigma methodologies with a focus on right origination, cost effective and error free operations and effective complaint resolution. The Bank continued driving improvements in Service Quality (SQ) initiatives
- 43. encompassing all customer touch points namely branches, ATMs, phone banking, net banking, e-mail service as well as back office support functions impacting customer service through a dedicated Quality Initiatives Group (QIG) team. Some of the key elements covered by the QIG team are workplace management, etiquette and courtesy, lobby management, complaints management, management of turn-around times, overall customer service and compliance with the Bank’s internal processes as well as regulatory compliance. The group also runs programs such as ‘voice of the customer’ and ‘voice of the employee’ for effective complaint resolution and process improvement. Various departments of the Bank are empowered to deliver superior customer experience through improvements in products, processes and people skills. To this effect, your Bank has designed and implemented customized Lean Sigma Project Management (LSPM) methodology that incorporates the Lean philosophy into the Six Sigma framework to deliver faster and sustainable results clubbed with customer delight and improved profitability. The Bank also takes advantage of various information technology platforms to improve products, processes and services. Your Bank does not believe in designing a product and fitting it into the customers’ needs rather it designs products to meet customer needs. The Bank has always ensured that its products and services are delivered through processes which are in line with the prevalent regulatory framework and has adequate controls to safe-guard against possible misuse. Your Bank has taken various steps to improve the effectiveness of its grievance re-dressal mechanism across its delivery channels. Some key
- 44. measures taken up by the Bank include a three layered grievance re-dressal mechanism, bank-wide online complaint resolution system, root cause remediation, customer service committees at the branch level and at the corporate headquarters level with representation from customers. The levels of customer service are periodically reviewed by the board of directors of the Bank. Apart from the above, your Bank continued with the ongoing service quality initiatives which include the audit of services as well as mystery shopping at various customer touch points to capture and improve customer experiences. Your Bank has also set up a robust training mechanism; both on the online platform as well as using conventional class room sessions, to enable its employees improve the quality of customer service. Risk Management and Portfolio Quality Taking on various types of risk is integral to the banking business. Sound risk management and balancing risk-reward trade-offs are critical to a bank’s success. Business and revenue growth have therefore to be weighed in the context of the risks implicit in the Bank’s business strategy. Of the various types of risks your Bank is exposed to, the most important are credit risk, market risk (which includes liquidity risk and price risk) and operational risk. The identification, measurement, monitoring and management of risks accordingly remain a key focus area for the Bank. For credit risk, distinct policies and processes are in place for the retail and wholesale businesses. In the
- 45. retail loan businesses, the credit cycle is managed through appropriate front-end credit, operational and collection processes. For each product, programs defining customer segments, underwriting standards, security structure etc., are specified to ensure consistency of credit buying patterns. Given the granularity of individual exposures, retail credit risk is monitored largely on a portfolio basis, across various products and customer segments. During the financial year ended March 31, 2008 the Bank obtained an ISO 9001:2008 certification of its retail asset underwriting. Last year, the second surveillance audit was conducted successfully at key locations and the certification was confirmed with no instances of non-conformity. For wholesale credit exposures, management of credit risk is done through target market definition, appropriate credit approval processes, ongoing post-disbursement monitoring and remedial management procedures. Overall portfolio diversification and reviews also facilitate mitigation and management. The Risk Policy and Monitoring Committee of the Board monitors the Bank’s risk management policies and procedures, vets treasury risk limits before they are considered by the Board, and reviews portfolio composition and impaired credits. As of March 31, 2011, the Bank’s ratio of gross non-performing assets (NPAs) to gross advances was 1.05%. Net non- performing assets (gross non-performing assets less specific loan loss provisions, Export Credit Guarantee Corporation (ECGC) claims received and provision in lieu of diminution in the fair value of restructured assets) were 0.2% of
- 46. customer assets as of March 31, 2011. The specific loan loss provisions that the Bank has made for its non-performing assets continue to be more conservative than the regulatory requirement. In accordance with the guidelines issued by the Reserve Bank of India on Basel II, your Bank migrated to the standardized approach for Credit Risk and the Basic Indicator approach for operational risk in the financial year ended March 31, 2009. Through the year, your Bank has been continuing work on various initiatives which would enable it to comply with the standards laid out for the more advanced capital approaches under Basel II. While the core systems which support such initiatives are more or less in place, the Bank has been working towards testing the results and fine-tuning such systems and plugging the gaps to meet the operational requirements for the advanced approaches. This is a long process, which requires not only having the quantitative inputs in place, but also a strong culture of risk management and awareness in the Bank, which rely on these inputs for decision making. The Bank has made reasonable progress in this regard. The implementation of the Basel II framework is in harmony with the Bank’s objective of adopting best practices in risk management. INTERNAL AUDIT AND COMPLIANCE The Bank has Internal Audit and Compliance functions which are responsible for independently evaluating the adequacy of all internal controls and ensuring operating and business units adhere to internal processes and procedures as well as to regulatory and legal
- 47. requirements. The audit function also pro- actively recommends improvements in operational processes and service quality. To ensure independence, the audit department has a reporting line to the Chairman of the Board of Directors and the Audit and Compliance Committee of the Board and only a dotted line to the Managing Director. To mitigate operational risks, the Bank has put in place extensive internal controls including restricted access to the Bank’s computer systems, appropriate segregation of front and back office operations and strong audit trails. The Audit and Compliance Committee of the Board also reviews the performance of the audit and compliance functions and reviews the effectiveness of controls and compliance with regulatory guidelines. CORPORATE SOCIAL RESPONSIBILITY Your Bank views Corporate Social responsibility as its commitment to operate ethically and contributing to economic development while improving the quality of life of its employees as well as that of the local communities and society at large. Pursuing a vision towards the socio-economic empowerment of underprivileged and marginalized sections of society, the Bank reiterates its commitment to support social initiatives with a special focus on education and livelihood support. The major initiatives that your Bank has taken in this direction over the last few years cover the following areas : - Education
- 48. - Livelihood training and support - Environmental sustainability - Employee welfare, health and well being - Employee engagement Education Initiatives School adoption project This is a public private partnership to ensure that children in municipal schools have access to quality education; the program provides direct learning inputs to slow learners through academic support centers. These centers provide children with access to concept based, child friendly focused teaching methods. Teachers are also assisted with innovative teaching methods and learning material. Your Bank is presently supporting seven schools in Mumbai covering 1,850 children; in addition the Bank is working with 10 schools in Pune on a reading program that covers over 5,000 children. Special educational sponsorships for the girl child Girls who are at the risk of dropping out of school on account of affordability and poor academic performance are identified and
- 49. supported under a special sponsorship program. This program covers their material needs with regard to their education as well as provides them with academic support. Presently, this program covers 1,500 girls in Mumbai, Sheopur and Chattisgarh. Educational assistance Under this program your Bank provides education support to children who have dropped out of school with an aim to reintegrate them into the mainstream education channels. Simultaneously, support classes are also conducted in high risk areas to reduce dropouts and increase the level of learning. Over 1,000 children in Mumbai, Bangalore, Hyderabad and Kolkata are being covered through this educational assistance program. Pre-schools The Bank has initiated partnerships to operate pre-schools in areas where there is a high concentration of out of school children. These are focused predominantly towards first generation learners, the pre-primaries prepare children for schooling while at the same time counseling their parents on the importance of education. On completion of the pre-school module children are enrolled into school. Your Bank currently reaches out to over 9,000 children in Mumbai, Delhi and Hyderabad under this program. Financial Literacy
- 50. We believe that by inculcating sound economic practices in rural children, we can tangibly demonstrate the power of the savings habit. This financial education program aims to inculcate practices in children that would over time empower them with the right decision making skills in terms of saving money, making financial decisions based on real needs, and differentiate between good and bad spending. Your Bank has tied up with 464 schools in Maharashtra covering over 69,000 children through this program. Livelihood Training and Support With the economic upliftment of the underprivileged in mind, the Bank provides support for vocational training to individuals in order to enable them to have regular and sustainable income. Under this program your Bank supports non formal vocational and technical education programs in trades such as welding, plumbing, electrical maintenance, mobile repair, tailoring etc. We also support training courses in making of paper bags, gel candles, wax candles, chef caps and courses on physiotherapy for visually challenged candidates. Further through onsite skills up-gradation courses in basic trades related to the construction industry, we are reaching out to the unorganized sector and have provided training to over 2,650 youth and women. Your bank has an active lending program wherein it focusses on lending to customers typically below the poverty line for income generation purposes through the formation of self- help groups. The bank believes
- 51. that this lending should be supported with training programs that nurture the appropriate skill sets as well as the provision of market linkages to the primary markets in order to ensure that the livelihood activities are sustainable. To this effect your bank conducts capacity building and training sessions that focus on enhancing the skills of the borrowers, some of these in the past have included basket weaving, agarbatti rolling etc. The bank also has in place a program that assists in providing market linkages to the self help groups so that they can sell the products produced at a fair price and in a hassle free manner. In addition to the above the bank provides counselling to all the self help groups that it works with on the benefits of the savings habit, wise investing habits etc. Environmental Sustainability Your Bank believes in taking responsibility for the effects of its operations in society and on the environment and this belief embodies its approach to the reduction of carbon emissions. Taking forward this commitment the Bank has undertaken the following projects : Annual Foot-printing / Calculation of its carbon emissions The Bank has developed and put in place a template to collate and calculate its carbon emissions on an annual basis. This provides us with our emissions regarding travel, electricity, paper and other
- 52. utilities, which then enables us to take efforts in specific areas in order for the Bank to reduce the impact of its operations on the environment. Carbon Disclosure Project The Bank has been associated with the carbon disclosure project since 2007, adhering to their disclosure practices, each year we have strived to improve the quality of reporting and the number of parameters that go into the disclosure. In the year 2010, your Bank registered as a signatory to the carbon disclosure project. Carbon Management Awareness Employees are made aware of the importance of conservation of natural resources and smart resource management techniques through various e-mailers and other communications sent out periodically. Sustainability Reporting We have engaged consultants to create an in-house capability for triple bottom line / sustainability reporting, based on the Global Reporting Initiative guidelines. This is a disclosure tool used to communicate important information regarding the organization and its performance across social, environmental, and economic parameters to stakeholders. Green Initiative
- 53. In line with its commitment to green and sustainable development your bank has followed green principles in the construction of its back office premises located in Mumbai. The building core and shell has been designed and implemented in lines with a LEED rating of gold. All materials used in the construction of the interiors of the building conform to green norms for commercial premises. The operations of the premises consume less than one watt per square foot of space. Indoor air quality is monitored through Co2 control and sewage for the building is treated and recycled. Employee Health, Welfare and Well Being Your Bank has its people as one of its stated values. Keeping in line with this we ensure equal opportunities, living wages, social security and well being of our employees. Employee development is integral to the bank, which is achieved through a range of training and developmental program and activities. Employee Participation The Bank encourages employee participation at all levels to strengthen its corporate social responsibility initiatives as well as inculcate a stronger sense of ownership amongst its employees of each of these initiatives. Employee Payroll Giving
- 54. Employees are provided with an easy and convenient system to donate through the employee payroll giving. The donor enjoys the flexibility of choice with regards to the amount that they wish to donate and the cause that they wish to support. The Bank adds a matching amount to the contribution to endorse its support to the cause chosen by the employees. Employee Volunteering Employees are an integral part of the Bank’s social initiatives, they are encouraged to participate in philanthropy work involving their time and skills in many possible ways. Employees can choose NGO partners they would like to work with and the manner in which they would like to dedicate their time and skill. Your Bank’s employees have increasingly participated in summer camps; conducted english-speaking classes; collected paper waste, assisted in academic support programs, donated blood and so on. With its focus on creating self-reliance and promoting education in the interiors of the country, your Bank has been able to make meaningful differences a small group of individuals through its many programs. Going forward we would like to look at CSR not as a stand-alone function but as an ideology that is interwoven into every aspect of your Bank’s operations. FINANCIAL INCLUSION
- 55. Over the last few years, your Bank has been working on a number of initiatives to promote Financial Inclusion across identified sections of rural, under-banked and un-banked consumers. These initiatives target segments of the population that have limited or no access to the formal banking system for their basic banking and credit requirements, by building a robust and sustainable model that provides relevant services and viable and timely credit that ultimately results in economically uplifting its customers. The Banks financial inclusion initiatives have been integrated across its various businesses, across product groups. By March 31, 2014 your Bank will endeavor to bring 10 million households currently excluded from basic banking services under the fold of this program. Rural Initiative The Bank has a number of its branches in rural and under- banked locations. In these branches the Bank offers products and services such as savings, current, fixed & recurring deposits, loans, ATM facilities, investment products such as mutual funds and insurance, electronic funds transfers, drafts and remittances etc. The Bank also leverages some of these branches as hubs for other inclusion initiatives such as direct linkages to self help groups and to promote mutual guarantee micro-loans, POS terminals and information technology enabled kiosks, as well as other ICT initiatives such as mobile banking in these locations. The Bank covers over 4,000 villages in the country through various distribution set ups, these include branches and business
- 56. correspondents. Over half of the above villages are those having a population of less than 2,000 that have typically been financially excluded from the formal banking sector. A number of retail credit products such as two-wheeler loans, car loans, mortgages etc. that are consumption products in urban centers happen to be means of income generation for rural consumers. Apart from loans directly linked to agriculture such as pre and post harvest credit, there are many other credit products that the Bank uses to aid financial betterment in rural locations. The Bank has extended provision of its retail loans to large segments of the rural population where the end use of the products acquired (by availing our loans) is used for income generating activities. For example, loans for tractors, commercial vehicles, two wheelers etc. supplement the farmer’s income by improving productivity and reducing expenses. No Frills Savings Accounts A savings account is the primary requirement for the provision of other banking services; the account promotes the habit of saving, provides security, and inculcates confidence among the target segment in the banking sector. The Bank provides ‘No Frills’ savings accounts through all its branches as a stepping stone towards financial inclusion. These accounts are offered only to customers who do not have any other bank account (are un-banked) and who are either beneficiaries of a government welfare
- 57. scheme or have annual incomes less than a defined threshold (constitute the bottom of the economic pyramid). Apart from the basic no frills savings account your Bank also offers these segments other accounts such as no frills salary accounts and limited KYC accounts. Your Bank has been empanelled by the unique identification authority of India in 444 districts of the country allowing citizens to open small savings accounts with your Bank in a convenient, hassle free manner at the time of registration for the ‘Aadhar’. Loans to Self Help Groups and Mutual Guarantee Micro loans Your Bank has been working with various non government organizations (appointing them as business correspondents) in order to cover a wider consumer base than that it could have reached through its branch network. The NGOs that the Bank partners work with the objective of providing credit for income generation activities, (often by providing training, vocational guidance and marketing support to their members). Leveraging their distribution, credit expertise and on-ground knowledge, the Bank funds self help groups. Over the last one year the Bank has accelerated its direct linkage program to self-help groups, under this program the Bank itself works at the grass root level with women in villages, conducts financial literacy programs, forms groups and then funds these groups for income generation activities. Till date the Bank has lent to over 54,000 self help groups covering approximately 8 lakh households. Your Bank also disburses loans to its rural customers under the mutual guarantee micro loan product. This product works on the principle of group guarantees and provides clean
- 58. (not backed by any collateral) loans to the borrowers based on a guarantee by other borrowers. Agriculture and Allied Activities A large portion of India’s un-banked population relies on agriculture as the main source of livelihood. We believe provision of credit to marginal farmers through various methods that your Bank has employed replaces the traditional money lending channel, while at the same time providing income generating activities. The Bank provides various loans to farmers through its suite of specifically designed products such as the Kisan Gold Card, tractor and cattle loans etc. In addition the Bank offers post-harvest cash credit, warehouse receipt financing and bill discounting facilities to mandi (markets for grain and other agricultural produce) participants and farmers. These facilities enable the mandi participants to make timely payments to farmers. The Bank carries out this business through over 200 branches that are located in close proximity to mandis. The Bank targets specific sectors to capture supply chain of certain crops from the production stage to the sales stage. On the basis of these cashflows, your Bank is able to finance specific needs of the farmers. This is further supported by using business correspondents closer to their respective locations and helping them to create a savings and banking habit. This model has currently been implemented with dairy and sugarcane farmers.
- 59. The initiative currently underway includes the appointment of dairy societies and sugarcane co-operatives as business correspondents, through whom the Bank opens accounts of individual farmers attached to these societies. The societies route all payments to the farmers through this account. Small and Micro Enterprises One of the means to financial inclusion is by supporting small and micro enterprises which in turn provide employment opportunities to the financially excluded. Though indirect, we believe this model may in many instances be more effective than providing subsidies that are often unsustainable, or never reach the intended beneficiary. The Bank offers complete banking solutions to micro, small and medium scale enterprises across industry segments including manufacturers, retailers, wholesalers / traders and services. The entire suite of financial products including cash credit, overdrafts, term loans, bills discounting, export packing credit, letter of credit, bank guarantees, cash management services and other structured products are made available to these customers. Gold Loans Gold loans are the simplest and most effective means of unlocking the value of the widest held security in India. The Bank offers loans against gold jewellery to its customers at interest rates that are fair
- 60. in a quick hassle free manner. A number of these loans are availed by housewives, small entrepreneurs and farmers both for income generation activities as well as for emergency needs. This product provides customers with easy credit as and when they need it without their having to resort to loans disbursed by local money lenders typically at usurious rates of interest. Promoting Financial Awareness In addition to providing various products and services to the financially excluded, that Bank believes that imparting education and training to these target segments is equally essential to ensure transparency and create awareness. To this effect the Bank has put in place various training programs, these are conducted by Bank staff in local languages and cover not only the customers but also various intermediaries such as the Bank’s business correspondents. Through these programs the Bank provides credit counseling and information on parameters like savings habit, better utilization of savings, features of savings products, credit utilization, asset creation, insurance, income generation program etc. HUMAN RESOURCES The total number of employees of your bank were 55,752 as of March 31, 2011. The Bank continued to focus on training its employees, both on - the - job as well as through training programs conducted by internal and external faculty. The Bank has consistently believed that broader
- 61. employee ownership of its shares has a positive impact on its performance and employee motivation. HDFC Bank lists ‘people’ as one of its stated core values. The Bank believes in empowering its employees and constantly takes various measures to achieve this. STATUTORY DISCLOSURES The information required under Section 217(2A) of the Companies Act, 1956 and the rules made there under as ammended, are given in the annexure appended hereto and forms part of this report. In terms of section 219(1)(iv) of the Act, the Report and Accounts are being sent to the shareholders excluding the aforesaid annexure. Any shareholder interested in obtaining a copy of the said annexure may write to the Company Secretary at the Registered Office of the Bank. The Bank had 55,752 employees as on March 31, 2011. 84 employees employed throughout the year were in receipt of remuneration of more than Rs. 60 lacs per annum and 8 employees employed for part of the year were in receipt of remuneration of more than Rs. 5 lacs per month. The provisions of Section 217(1)(e) of the Act relating to conservation of energy and technology absorption do not apply to your Bank. The Bank has, however, used information technology extensively in its operations. The report on Corporate Governance is annexed herewith and forms part
- 62. of this report. The Ministry of Corporate Affairs has issued “Corporate Governance Voluntary Guidelines” in December 2009. While these guidelines are recommendatory in nature, the Bank has adopted most of these guidelines as detailed in the Corporate Governance Report. The Bank will examine the possibilities of adopting the remaining guidelines in an appropriate manner. RESPONSIBILITY STATEMENT The Board of Directors hereby state that i) In the preparation of the annual accounts, the applicable accounting standards have been followed along with proper explanation relating to material departures; ii) We have selected such accounting policies and applied them consistently and made judgments and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the Bank as on March 31, 2011 and of the profit of the Bank for the year ended on that date; iii) We have taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of the Companies Act, 1956 for safeguarding the assets of the Bank and for preventing and detecting frauds and other irregularities; and
- 63. iv) We have prepared the annual accounts on a going concern basis. DIRECTORS Mr. Ashim Samanta will retire by rotation at the ensuing Annual General Meeting and is eligible for re-appointment. Mr. C. M. Vasudev, who has been a Director of the Bank since October 2006, has been appointed as the Chairman of the Bank with effect from August 26, 2010 with the approval of the Reserve Bank of India for a period of 3 years. The Reserve Bank of India has also granted approval for the remuneration payable to him. The approval of the shareholders is being sought at the ensuing Annual General Meeting for the appoinment of the Chairman and remuneration payable to him. Mr. Partho Datta, Mr. Bobby Parikh and Mr. Anami N Roy have been appointed as additional directors by the Board during the year and they shall hold office up to the conclusion of the ensuing Annual General Meeting. The Bank has received notices pursuant to Section 257 of the Companies Act, 1956 from some of its shareholders proposing the candidature of Mr. Partho Datta, Mr. Bobby Parikh and Mr. Anami N Roy as Directors of the Bank at the ensuing Annual General Meeting. Mrs. Renu Karnad retired as a Director of the Bank in July 2010 on
- 64. completion of a tenure of eight years as permitted under the Banking Regulation Act, 1949. Mrs. Karnad has been re-appointed as an additional director in January 2011 in accordance with the relevant applicable guidelines of the Reserve Bank of India, subject to the approval of the shareholders. The Bank has received a notice pursuant to Section 257 of the Companies Act, 1956 from a shareholder proposing the candidature of Mrs. Karnad as a Director at the ensuing Annual General Meeting. Mr. Jagdish Capoor retired as the Chairman of the Board with effect from the close of business hours on July 05, 2010. Mr. Gautam Divan retired as a Director of the Bank with effect from July 22, 2010 on attaining the age of 70 as prescribed by the Reserve Bank of India. Mr. Arvind Pande and Mr. Keki Mistry ceased to be directors of the Bank with effect from the close of business hours on January 14, 2011 and March 26, 2011 respectively on completing the permitted tenure of eight years as Directors as per the Banking Regulation Act, 1949. Your Directors would like to place on record their sincere appreciation of the contributions made by Mr. Jagdish Capoor, Mr. Gautam Divan, Mr. Arvind Pande and Mr. Keki Mistry during their tenure as Directors of the Bank. The brief resume / details relating to Directors who are to be appointed / re-appointed are furnished in the report on Corporate Governance.
- 65. AUDITORS The Auditors, M/s. BSR & Co., Chartered Accountants will retire at the conclusion of the forthcoming Annual General Meeting and are eligible for re-appointment. Members are requested to consider their re-appointment on remuneration to be decided by the Audit and Compliance Committee of the Board. ACKNOWLEDGEMENT Your Directors would like to place on record their gratitude for all the guidance and co-operation received from the Reserve Bank of India and other government and regulatory agencies. Your Directors would also like to take this opportunity to express their appreciation for the hard work and dedicated efforts put in by the Bank’s employees and look forward to their continued contribution in building a World Class Indian Bank. On behalf of the Board of Directors C. M. Vasudev Mumbai, April 18, 2011 Chairman Source : Dion Global Solutions Limited Quick Links for hdfcbank
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