RBI Governor stresses transparency in loans

RBI governor stresses transparency in loans TIMES NEWS NETWORK Pune: Reserve Bank of India (RBI) governor D Subba Rao said on Thursday that the RBI will ensure greater transparency in the loans sanctioned and disbursed by banks. "We will take steps to make lending procedures more transparent and bring accountability in bank lending," Rao told media on the sidelines of a function where he inaugurated the RBI centre for financial literacy and financial inclusion here. Every effort will be made to ensure that the flow of development finance reaches them who need it the most, Rao added. Rao’s statement assumes significance in the background of serious irregularities in housing loans that came to light on Wednesday in which banks and financial institutions are involved. The RBI Governor, however, said he would not respond to any media query other than about the event that he was attending. Rao also said the apex bank is seized of the concerns over the operations of microfinance institutions, especially in the governance and operational aspects. "We have appointed a committee to go into these issues and the report of this committee will come by the end of January 2011," he said. Rao said financial literacy and financial inclusion is a challenge that has to be shared by the entire banking industry. "We have advised banks to undertake their own campaigns to achieve the objective of higher financial literacy and greater financial inclusion. The centre in Pune is the second after the one started in Chandigarh and one more will be opened in Bangalore soon, Rao said. The Pune centre will organise workshops for capacity building in these two areas, besides undertaking studies to ascertain impediments to financial inclusion initiatives to aid policy formation. Apart from holding events for bankers and executives, it will also promote visits by school and college students, housewives and workers from the unorganised sector.

Be a more effective manager

DOERS DON’T ALWAYS MAKE GREAT managers. Such people are sincere. They progress at a normal rate, but can easily be replaced. To be an effective manager, a doer must have vision, be a people person and above all, be creative. TV Rao, professor of human resource and development at Indian Institute of Management Ahmedabad, offers several examples in his recent book ‘Managers Who Make a Difference’, to illustrate what qualities make an effective manager. He says that by communicating the company’s aspirations and culture to his subordinates, a manager could be more effective than others. An effective manager, he tells Dibyajyoti Chatterjee, is driven internally and does not leave things to chance, luck and other external factors.

1 Be action-oriented Your entire focus should be to achieve your goals — that is the key to earn credibility. Shantanu Prakash, MD & CEO of Educomp, an education company, says that when he started, his first office didn’t even have a fan. But that didn’t bother him. He was focussed on what he was doing. Today, Educomp is the largest education company in terms of market capitalisation. Unless a manger is target-driven, he cannot accomplish much.


2 Be a team person Managers who want to be different give more priority to the team’s goals over individual goals. This is based on a simple fact: if the teams don’t do well, the organisation won’t either. An effective manager has to have strong interpersonal skills to build a team. Such managers think beyond themselves and think of the larger perspective.


3 Do things differently Managers who make a difference are also creative. Training and HR programmes should be initiated to revive creativity among subordinates. Moreover, one needs to practise creativity constantly. Working in teams creates an atmosphere for innovation. Tata Steel is a case in point. Vice chairman B Muthuraman, transformed spectators into participants in the making of company’s strategies. Every week workers from various departments got together for a three-hour meeting with no one from the management. Thoughts from them were exhibited in an exhibition. The company saved Rs 700 crore in a single year through various such initiatives.


4 Manage time and talent No one is so fortunate as to be able to use all the talent he has. But one has to keep maximising the opportunities to use talent by managing one’s time. The key to time management is to allow yourself to use your competencies and delegate those tasks that others can do a lower cost. In today’s environment, human capital is a precious resource, and competencies of people need to be properly utilised.


5 Keep your integrity Never commit to do things that you cannot do, and do not say things you do not believe in to please others. It adds to the overheads of your company and affects you negatively in the long run. A manager shouldn’t just be value-driven himself, but should also inculcate values among those he works with. Moreover, he should work towards the values of the organisation.

Banks can easily bear cost of Financial Inclusion

BANKS CAN EASILY BEAR  COST OF FINANCIAL INCLUSION

‘Absence of a delivery system the main stumbling block’ RBI Deputy Governor K C Chakrabarty said financial inclusion was no longer a policy choice but a policy compulsion  While banks are seeking government support, at least partially, to fund their financial inclusion programmes, the Reserve Bank of India (RBI) thinks the lenders can bear the cost comfortably. It says the challenge is not funding but to have a viable business and delivery model based on information, communication and technology. “In reality, the truth is that without appropriate technology, they (banks) could not have done it (financial inclusion) even when willing. It is not their willingness but lack of ability to deliver which is coming in the way,” RBI Deputy Governor KC Chakrabarty said in Bhubaneswar on Saturday. “In reality, the cost can easily be borne by the banks. The overall cost of financial inclusion will not be more than `3,000-4,000 crore per year. State and central governments can obviously provide a helping hand. Thus, the basic problem is not cost or willingness but absence of a business model and an ICT-based delivery model,” he said. RBI is pushing banks to achieve financial inclusion and the initial plan is to provide basic banking services to villages with a population of above 2,000 in the next two years. The banks also need to plan to cover villages with population of less than 2,000 in an integrated manner over next three to five years. The objective is also to provide banking services to the entire population in urban and metro centers Chakrabarty said if the country was aiming for financial stability, economic stability and inclusive growth with stability, it was not possible without financial inclusion. “Financial inclusion is no longer a policy choice but a policy compulsion today. And banking is a key driver for inclusive growth,” he said. The regulator had asked banks to submit their financial inclusion plans, duly approved by the respective broads. According to the plans submitted by the banks, close to 2,00,000 business correspondents and customer service points to be deployed over the next two-anda-half years. In addition, more than 4,000 branches will be opened in unbanked villages, besides over 100 million nofrills accounts. “The banks will really have to gear up for implementation of these plans. The numbers look good and if we can successfully execute the plans, India can present a role model to the world,” Chakrabarty said.