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Booklet on "Responsive & Responsible PSBs Banking Reforms Road map for a New India"
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....ooklet on "Responsive & Responsible PSBs Banking Reforms Road map for a New India" <br>News and Press Release<br>Dated:- 27-1-2018<br><BR>PDF DOWNLOAD ============= Document 1 Responsive & Responsible PSBs Banking Reforms Roadmap for a New India Enhanced Access & Service Excellence Customer Responsiveness Responsible Banking Credit Off-take MSME UdyamiMitra for MSMEs M Deepening Financial Inclusion & Digitalisation Ensuring Outcomes - Governance/HR सतà¥à¤¯à¤®à¥‡à¤µ जयते Department of Financial Services Ministry of Finance Government of India राजीव कà¥à¤®à¤¾à¤° सचिव Rajiv Kumar Secretary Tel.: +91-11-23343478 +91-11-23340222 Fax: +91-11-23340027 D.O. No.7/38/2014- BOA सतà¥à¤¯à¤®à¥‡à¤µ जयते à¤à¤¾à¤°à¤¤ सरकार वितà¥à¤¤à¥€à¤¯ सेवाà¤à¤ विà¤à¤¾à¤— वित मंतà¥à¤°à¤¾à¤²à¤¯ जीवन दीप à¤à¤µà¤¨, à¤....
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....¤à¥€à¤¸à¤°à¥€ मंजिल १०, पारà¥à¤²à¤¿à¤¯à¤¾à¤®à¥‡à¤¨à¥à¤Ÿ सà¥à¤Ÿà¥à¤°à¥€à¤Ÿ, नई दिलà¥à¤²à¥€- ११०००१ GOVERNMENT OF INDIA DEPARTMENT OF FINANCIAL SERVICES MINISTRY OF FINANCE 3rd FLOOR, JEEVAN DEEP BUILDING, SANSAD MARG, NEW DELHI-110 001 E-mail: [email protected] 24 January, 2018 Dear PSB Chairmen & CEOs, PSBs are 70% of the Indian banking system. The criticality of PSBs to the nation's banking landscape therefore needs little emphasis. PSBs have the reach and competence to meet multifarious banking requirements of a variety of customers, especially, underserved sectors and segments. Time and again, PSBs have risen to the occasion to address customer needs, both in normal and difficult times. Public confidence in PSBS has in turn led to higher expectations from them. 2. The massive recapitalization of PSBs was approved by the Government in October 2017 in this context. It is incumbent on PSBs that trust reposed by Government translates into economic returns for the country. Holisti....
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....c and wide ranging reforms need to therefore take place alongside, so that this capital is effectively utilized towards faster economic growth. This PSB Reforms Agenda - "Ease of Access Service Excellence" (EASE), is based on the recommendations made by PSB Whole Time Directors (WTDs) and senior executives in 'PSB Manthan' in November, 2017. It encapsulates a synergistic approach to ensuring prudential and clean lending, better customer service, enhanced credit availability, focus on MSMEs and better governance. EASE would once again prove that the orientation of PSBs to meeting customer needs remains strong. 3. PSBs can and must be benchmarks of excellence. We have a shared commitment to carrying out the time bound Roadmap that we have jointly signed up to. Effective and time bound implementation in all its seriousness will ensure that 'Brand PSB' will become a byword for responsive and responsible banking. To All PSB Chairmen & CEOs. Yours sincerely, 21/17/18. (Rajiv Kumar) Reforms Agenda for Responsive & Responsible PSBs The following PSB Reforms Agenda has emerged, aimed at EASE - Enhanced Access & Service Excellence based on recommendations on six themes m....
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....ade by Public Sector Banks (PSBs) in Manthan on November 11-12, 2017. Customer Responsiveness: EASE for customer comfort Responsible Banking: Financial stability, governance for ensuring outcomes, and EASE for clean & commercially prudent business Credit Off-take: EASE for the borrower and proactive delivery of credit PSBs as UdyamiMitra: EASE of financing and bill discounting for MSMEs Deepening Financial Inclusion & Digitalisation: EASE through near-home banking, microinsurance and digitalisation Ensuring outcomes – HR: Developing personnel for Brand PSB Capital infusion is dependent on PSB performance on these reform themes. Bank Boards would approve bank's plans to implement PSB Reforms Agenda and monitor it in Board meetings quarterly. Whole Time Directors of PSBs would be assigned theme-wise Reforms Agenda for monitoring and evaluated for their performance in implementing the assigned Reforms Agenda, as part of their Key Responsibility Areas. Banks' Whole Time Directors reporting to the bank chief executive would also be evaluated on their performance in implementing the Reforms Agenda by bank Boards. ACTION POINTS FOR BANKING REFORMS 1 CUSTOMER RE....
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....SPONSIVENESS EASE FOR CUSTOMER COMFORT 2 RESPONSIBLE BANKING EASE of banking from the comfort of home EASE in grievance redressal EASE for senior citizens and the differently abled EASE through forms simplification EASE through pleasing ambience Introduction of EASE ranking annually FINANCIAL STABILITY, IMPROVED GOVERNANCE, AND EASE FOR CLEAN & PRUDENT BUSINESS Creation of a Stressed Asset Management Vertical (SAMV) Corporate lending through rigorous due diligence Tie-up with Agencies for Specialised Monitoring (ASMs) for clean & effective post-sanction follow-up in loans above Rs. 250 crore Institute efficient practices for large consortium loans, minimum 10% exposure Strict segregation of pre- and post-sanction roles & responsibilities Ring fence cash flows Differentiated Banking Strategy EASE through transparent and robust OTS Furthering Financial Stability Check aggressive and imprudent lending Monetise realisable non-core assets Rationalise overseas operations Improving Governance Board-approved strategic vision and business focus Boards to evaluate performance of Banks' Whole Time Directors Strengthening and empowerment of....
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.... Boards LEARNING FROM THE PAST, STRENGTHENING PSBS - BUILDING INDIA 3 CREDIT OFF-TAKE 4 PSBS AS UDYAMIMITRA FOR MSMEs PROACTIVE DELIVERY OF CREDIT Improving processes EASE for the borrower Proactive reach-out to borrowers EASE OF FINANCING AND BILL REALISATION FOR MSMES Online application @Udyamimitra.com Decision within 15 days EASE of bill realisation for MSMEs EASE of financing for MSMEs Single-point MSME Relationship Officers Revival Framework for stressed MSMES Strategy plans for key industry-based market segments 5 DEEPENING FINANCIAL INCLUSION & DIGITALISATION 6 ENSURING OUTCOMES - HR EASE THROUGH NEAR-HOME BANKING, MICROINSURANCE AND DIGITALISATION EASE through near-home banking within 5 Kms Social security through microinsurance EASE through digital payments Customer protection against cyber-frauds DEVELOPING PERSONNEL FOR BRAND PSB Reward select top-performers identified through a Performance Management System (PMS) Specialisation through job families Mandate annual role-based e-learning BUILDING THE FUTURE Customer AP- 1. EASE for customer comfort: 1. Banking from home and mobile to progressively make brick-and-....
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....mortar branch visits redundant: Promote digital banking, such as Internet banking, mobile banking, integrated mobile apps and phone banking for EASE of opening accounts and fixed deposits, nomination, sanction of overdraft facility, online loan application, e-payments, return preparation, etc. 2. Simplification of forms: 3. 4. 5. (a) Maximum two pages for KYC, and two pages for account-opening (inclusive of nomination, Form 60/61, and all other services) (b) Online forms with auto-filling of information already held by bank, and likely default entries (e.g., current address same as permanent address) Suite of financial services for one-stop access to customers, including banking-plus services such as insurance and investment: (a) Board-approved plan (b) Implementation, with partnerships and skilling of personnel Pleasing ambience of customer service area, with proper seating, uncluttered surroundings, cleanliness, proper whitewashing and painting, etc. Courteous & smartly attired staff: Bank-approved code of customer interface Basic customer amenities: Customer access to clean toilets and safe drinking 6. water. 7. Uniform and attractive signage for custo....
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....mer assistance in languages as per RBI's instructions Responsiveness AP-2. EASE in grievance redressal : 8. System-driven grievance redressal mechanism with― (a) real-time complaint status tracking by complainant; (b) time-bound auto-escalation, compliant with time limits laid down by RBI; feedback from complainant to check the quality of redressal; and (d) root cause analysis and effective action on common grievances to avoid recurrence AP-3. EASE for senior citizens and the differently abled: 9. Doorstep banking 10. Preference in service, or dedicated counters 11. Free cheque-book issuance, without visit 12. Online update of pension life certificate 13. Automatic benefits of senior citizens accounts 14. Visually handicapped may withdraw through authorised person 15. Providing TDS exemption forms proactively AP-4. Introduction of EASE Rankings on customer EASE: 16. Annual EASE Ranking survey to measure banks' customer-responsiveness, assessed on all EASE items, through customer survey and objective measurement EASE Ranking Index to be to be published annually. Responsible AP-5. Creation of a Stressed Asset Management Vertical (SAMV): & 17. (a) Fo....
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....r focussed recovery efforts through a dedicated, specialised and motivated team for enhanced and timely recovery, under a Board- approved policy delineating its scope, roles and responsibilities (b) Appropriate staffing, with incentive structure linked directly to benchmarked enhancements in recovery levels (c) Migration of identified Stressed Assets and high-value Special Mention Accounts (SMAs) to SAMV AP-6. Clean corporate lending through rigorous due diligence and & 18. appraisal for sanction: (a) Ensure that necessary regulatory clearances/ approvals are in place, and appropriate backward and forward linkages are tied up before disbursement (b) Scrutinise group balance-sheet and ring-fencing of cash flows (c) Consider non-fund and tail risk embedded in project financing (d) Initiate process for use of technology and analytics for comprehensive due diligence across data sources (e) Lead banks in consortium to build capacity for techno-economic valuation, and their consortium banks to build requisite capacity to validate/assess such valuation AP-7. Tie-up with Agencies for Specialised Monitoring (ASMs) for clean and effective post-sanction follow-up, on com....
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....mon engagement basis in case of consortium lending, for : & 19. (a) aspects requiring domain expertise (e.g., inspection and stock audit); and (b) large credit exposures (say, above Rs. 250 crore) and exposures of a specialised nature. AP-8. Institute efficient practices for effective coordination in large consortium loans: 20. 21. 22. Observe a minimum threshold for participating in consortium loans (say, 10%) Adopt an SOP for the valuation process in consortium loans to synchronise date, periodicity and methodology of valuation, supported by online mechanism for sharing among consortium members Model SOP for coordination among Joint Lenders' Forum (JLF) members Banking AP-9. Strict segregation of pre- and post-sanction roles & responsibilities & for enhanced accountability : 23. & 24. (a) Board-approved policy for strict segregation of roles and assignment of responsibilities for appraisal, monitoring and recovery (b) Identification, training and placement of staff AP-10. Differentiated Banking Strategy (DBS) through smaller banks to leverage their competitive advantage for strong regional and market segment connect, covering Board-approved: (a) busi....
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....ness plan, including asset swap/sale plan to achieve desired risk weighted asset mix, with limited corporate exposure (about 25% of total risk weighted assets) and initial reduction of corporate exposure share by Mar 2019 to below 40% or by at least 15% from Sep 2017 level; (b) branch network rationalisation plan; and (c) plan for realigning organisational resources (including HR, IT and partnerships). Illustrative categorisation: •National retail banks, & •Regional retail banks AP-11. EASE through transparent and robust One-Time Settlement & 25. (OTS) mechanism, for timely and better realisation through an online OTS platform with: (a) End-to-end processing, till repayment or recovery in case of non- adherence to OTS; and (b) Automated escalation and monitoring. Responsible Banking FURTHERING FINANCIAL STABILITY AP-12. Check aggressive and imprudent lending through proactive, dynamic & systemic risk management 26. 27. : Institute and implement Risk Appetite Framework for a structured approach to manage, measure and control risk, with following features: (a) Cover policies, processes, controls and systems for both material and reputational ....
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....risks (b) Include a risk appetite statement, risk limits, and outline of roles and responsibilities of those overseeing implementation and monitoring Institute and implement Risk Based Pricing for pricing loans, keeping in view risk-adjusted return 28. Appointment of Chief Risk Officer with requisite skills, having direct reporting lines to the MD & CEO / Risk Management Committee of the Board 29. Stress-testing to be carried out semi-annually, as per RBI's Stress Testing Guidelines, for eight quarters, and report of the results to be presented to the Board, with particular attention to: (a) concentration exposures at the borrower, group and sector levels, and (b) contingency plans under the stress-test scenarios. AP-13. Monetise realisable value from sale of non-core assets to & strengthen the bank and focus on core business, as per asset-wise, time-bound Board- approved plan for: 30. (a) Exit from all ‘strategic equity investment' in unrelated businesses and sale of all real estate not used for bank operations; and (b) Divestment of stake for optimal realisation of value in viable complementary businesses. AP-14. Rationalise overseas operations within a....
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....nd across PSBs for cost efficiencies and synergies in overseas markets: & 31. (a) Based on competitive strength and viability (b) Draw up Business-Unit-wise Board-approved plan, for time-bound closure/consolidation as per due procedure, to: Close non-viable branches; (ii) Consolidate operations in the same geography, taking into account operations of other PSBs; and (iii) Consolidate equity stake in joint venture having multiple PSB partners. ENSURING OUTCOMES GOVERNANCE AP-15. Board-approved strategic vision and business focus plan for & five years, consistent with its Risk Appetite Framework and, where applicable, 30 Differentiated Banking Strategy AP-16.Boards to evaluate performance of Banks' Whole Time & Directors 31. reporting to the bank chief executive on implementation of the Reforms Agenda Credit Off-take AP-17. EASE for the borrower: 32. 33. 34. 35. Online application facility for home, education, vehicle and other personal loans, with 100% processing on automated basis, for time- bound decision-making and transparent status-tracking Digitalise non-retail credit appraisal process on end-to-end basis Step up cash-flow financing substantiall....
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....y Rationalise decision-making layers: maximum three layers AP-18. Proactive reach-out to borrowers: 36. 37. Dedicated feet-on-street :- as against reliance on branch-based reach-in Broad-base bank's business-connect: (i) Institute credit-plus services for handholding borrowers for improved access to finance as a result of enhanced bankability of proposals (ii) Reach-out to entrepreneurs, in association with chambers of commerce and industry associations AP-19. Strategy plans for key industry-based market segments: Board-approved plans for key industry-based market segments: 38. (a) Differentiated products and services (b) Development of industry-wise technical expertise PSBs as UdyamiMitra for MSMEs AP-20. EASE of bill realisation for MSMEs: 39. Registration of all banks on TReDS platform for faster bill discounting AP-21. EASE of financing for MSMEs: 40. 41. 42. Board-approved policy for enhanced working capital to GST- registered MSMEs, and its roll-out Enable MSME financing through cluster-based financing and FinTech: (a) Substantially step up cluster-based lending (b) Improve due diligence, better risk assessment and faster turnaround through FinT....
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....ech (financial technology innovation for business transaction) Time-bound and automated processing of MSME loan proposals, including (a) 15-day decision timeframe for proposals on www.udyamimitra.com, and (b) online application facility and automated decision for all micro-enterprise loans AP-22. Single-point MSME Relationship Officers: 43. Designated single-point MSME Relationship Officers for the top-20 MSME accounts in every MSME-Specialised Branch (total 3,319 branches across PSBs) AP-23. Revival Framework for stressed MSMEs: 44. 45. Identification of all SMA-1/2 MSME accounts needing help through the Revival Framework in every MSME-Specialised Branch At least two meetings of the Framework Committee to be held by Mar 2018 to take up all identified cases Deepening Financial Inclusion & Digitalisation AP-24. EASE through near-home banking: 46. 47. 48. Banking Outlets within 5 km of every village as approved by State Level Bankers' Committees Most branch-based services through Bank Mitras for branchless banking Mobile ATM in every under-served district by the district lead bank, with pre-announced programme of availability to customers at various loca....
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....tions AP-25. Social security through microinsurance: 49. Massive expansion in microinsurance coverage by tagging with MSME, agricultural and other retail loan disbursements to cover borrowing individuals & employees of borrowing entities, under Pradhan Mantri Suraksha Bima Yojana and Pradhan Mantri Jeevan Jyoti Bima Yojana AP-26. EASE through digital payments: 50. 51. 52. RuPay debit card issuance to all Pradhan Mantri Jan Dhan Yojana accountholders Aadhaar-seed all operative current & savings accounts, as per Prevention of Money-Laundering Rules Enable Aadhaar-seeding through OTP on mobile 53. Massive expansion in Aadhaar-enabled payment Points of Sale through BHIM-Aadhaar devices, as per bank-wise target for deployment of 20 lakh devices AP-27. Customer protection against cyber-frauds: 54. 55. 56. Ensure credit-back against unauthorised debit in electronic transaction, within 10 working days, of notification by customer, as per mandated norms Real-time alerts for customer protection through data analytics, process automation and intelligent monitoring Free customer-level security updates for apps and Internet-based utilities Developing Personnel for....
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.... Brand PSB AP-28. Reward select top-performers identified through a Performance Management System (PMS): 57. 58. Performance Management System (PMS) based policy for rewarding select top-performers, approved by the Board, covering: (a) classification of roles as measurable and non-measurable; (b) objective grading framework that distinguishes top performers; and (c) incentive & fast-track promotion for the top performers. Incorporate with PMS, end-to-end digitised Annual Appraisal Reports of all staff, covering both filing and assessment, beginning with the performance appraisal for 2018-19 AP-29. Specialisation through job families—Appropriately identify and optimally allocate personnel to enable: & 59. (a) identification of roles for each job family; (b) obtaining of options; and (c) optimal allocation of personnel to job families through an objective process AP-30. Mandate annual role-based e-learning programme for all officers, & 60. and a fellowship & training programme for senior executives: (a) Assign weightage in appraisal for e-learning programme (b) Develop e-learning role-based lessons with randomised, variable question bank for evaluation,....
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.... and lay down minimum number of online lessons to be successfully completed annually (c) Assign weightage for exit evaluation in appraisal for fellowship & training programme सतà¥à¤¯à¤®à¥‡à¤µ जयते Department of Financial Services Ministry of Finance Government of India Reforms Agenda for PSBs Recommendations by PSBs' Whole Time Directors and Senior Executives at PSB Manthan have resulted in a six-point action plan on Enhanced Access & Service Excellence or EASE, based on the twin touchstones of customer responsiveness and responsible banking. EASE delineates the steps necessary for PSBs to improve their performance and ensure financial stability, improved governance, and clean, commercially prudent business practices. The goals of digitalisation and financial inclusion will be furthered under EASE through near-home banking and micro-insurance. Capital Infusion will be dependent on PSBs performance on reforms and bank Boards will approve and monitor plans aimed at implementing these reforms. Whole Time Directors will be accountable and evaluated on their performance in implementing assigned reforms. EASE aims to br....
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....ing about much-needed change to PSBs because a changing India needs a revitalised Banking Sector. Clean & Commercially Prudent Business Rs. Value for Stakeholders Banks with Financial Stability & Improved Governance Hv Technology-driven Smart Banking<BR> News - Press release - PIB....