Rbl Bank Ltd. · NSE:RBLBANK
Rbl Bank — Non-Deal Roadshow (November 2023)
81 slides from Rbl Bank's roadshow presentation, November 2023
Slide 1: Elevating excellence - year of execution
Elevating excellence - year of execution November 2023 1
Slide 2: Safe Harbor
Safe Harbor By attending the meeting / telephonic call where this presentation is made, or by reading the presentation materials, you agree to be bound by the following limitations: The information in this presentation has been prepared by RBL Bank Limited (the “Company”) for use in presentations by
Slide 3: Agenda
1 Setting the context Agenda 2 Retail asset expansion: Banking on growth 3 Growing microfinance business 4 Industry leading credit card business 5 Diversified wholesale business Liability franchisee supporting asset growth 6 aspirations Other areas supporting our growing 7 business.. 3
Slide 4: Setting the context..
Setting the context.. 01 4
Slide 5: A Reflection of our Journey so Far..
A Reflection of our Journey so Far.. FY 11 to 19 FY 19-22 FY 23 FY 24-26 • Wholesale led banking funding • Stress in select wholesale assets • Year of consolidation focused on • Shift from Product Focus Key events expansion into new businesses and thereafter COVID induced setting the platform right
Slide 6: ..And Our Aspirational Leap..
..And Our Aspirational Leap.. FY 23 FY 26 NNPA 1.10% Asset quality stress fully absorbed 20%+ CAGR in Building on existing “Core” Businesses PCR 69% advances and building scale in nascent verticals CRAR 16.9 60-65% Focus on branch driven asset growth- Well capitalized to fund growth Retail mix LCR :
Slide 7: Our Vision For FY26
Our Vision For FY26 New products & ..enabled by a setup to Commandments of our success.. channels driving deliver personalized and diversifcation of convinient customer Differentiated product approach business.. experience engine.. Branch-led asset growth model ..while ..with leveraging Reimagined d
Slide 8: ..Driving Momentum in Execution
..Driving Momentum in Execution Setting the stage for an expanding growth horizon to FY 26 1.4-1.5% RoA/ 20%+ CAGR 14-15% RoE 30% 55%+ ~2600 Advances & Deposits ROA/ROE Share of new business Granular Deposits Touchpoints Operating model alive to changing market needs and digital growth drivers Vehic
Slide 9: Our Key Priorities In This Journey
Our Key Priorities In This Journey Retail Focus Across assets and liabilities to drive Scale with sustainability customer acquisition. Large scale Build robustness in our investments in people, process and portfolio structure with technology to help drive operating each business contributing leverag
Slide 10: Our Key Priorities In This Journey
Our Key Priorities In This Journey Operating Product to 1 Leverage 7 Customer focus Digital 2 Readiness 8 Brand Recall People 3 Capability 9 ESG Focus Process 4 Efficiencies 10 Data Driven Decisioning IT system 5 stability and Compliance resilience 11 Culture Attracting Oorganisation 6 Talent 12 Res
Slide 11: Bridge To Achieving Our Financial Goals
Bridge To Achieving Our Financial Goals Pre- Tax Return on Assets Bridge ( As % of Total Assets of the Bank) 2.0% Retail turns 1.6% 0.3% 1.5% profitable setting stage for next 1.1% phase of Operating leverage expansion.. improving in wholesale, cards and MFI expanding 2.1% Breakeven in 2.1% 2.1% ret
Slide 12: Incremental Advances Funded Through Granular Retail Deposits
Incremental Advances Funded Through Granular Retail Deposits 70,209 76,324 125,000+ 22% 84,887 89,780 145,000+ 20% 1% 3% 80,000+ 3% ~3% 1% 3% ~3% 2% 16% ~5% 17% New Verticals 8% ~25% 55.0% 31% 9% ~10% 24% 24% 39,393 35,377 ~25% Existing Verticals 43.9% 46% 41.7% 42% ~30% March 23 Sep 23 March 26 Mar
Slide 13: Cross sell potential
Cross sell potential Overall Off us Retail loans (volume, size) Existing Existing Customer Universe (approx.) Opportunity Layer HL – 0.3 Mn ,100K Cr 2 W – 0.2 Mn , 50K Cr 1.8 Mn 4.5 Mn Card 3.5 Mn 7 mn LAP -0.1 Mn,50K Cr PL – 1Mn , 35K Cr Liability MFI Partner Customers GL – 0.2 Mn , 6K Cr Education
Slide 14: Retail asset expansion: Banking on growth
Retail asset expansion: Banking on growth 02 14
Slide 15: Strategic objectives..
Strategic objectives.. Customer Focus Leverage Existing Customer Live the value of “Apno Ka Bank” Better efficiency Increase wallet share of customer Target Multi Product ownership for all customers Better Profitability Improved Revenue per customer Lower cost of acquisition Higher ROA 15
Slide 16: Shifting paradigms – embracing customer centric excellence
Shifting paradigms – embracing customer centric excellence Product Focus Customer focus • Focus on Individual Product Sale • Focus on Customer wallet share • Physical Acquisition Model • Phygital Acquisition Model • Product servicing of customer • Bank servicing of customer Shift to customer wallet
Slide 17: An illustration of this shift..
An illustration of this shift.. Product Focus Customer Focus • Bank processes a • Bank processes a home loan Customer approaches bank home loan to the for a home loan customer • Simultaneous Bank offers him/her - a pre-approved consumer loan • Bank reaches out to limit for his household expenses, cu
Slide 18: Product focus spectrum..
Product focus spectrum.. Grow and Defend existing products ❖ Business Loans including Working Capital ❖ Home Loans ❖ Rural Vehicle Finance 01 ❖ Micro Finance ❖ Credit Cards ❖ Agri and allied products ❖ Small / Micro business loans 02 ❖ Affordable Housing ❖ Two Wheeler Loans ❖ Used Car Loans ❖ Gold L
Slide 19: Business loans – our playfield..
Business loans – our playfield.. Sourcing Mix 5% 10% 24% 15% 15% 20% ~1500 Zero acquisition Tier 3 and tier 4 35% 45% branches markets 50% cost 85% 76% Distribution Better Risk 50% 40% 30% Branch through RFL and adjusted yield Sourcing Cross-sell BCs FY22 FY23 FY24 FY25 FY26 Healthy potential DSA Br
Slide 20: Home Loans – Building Scale
Home Loans – Building Scale Sourcing Mix Book Growth 5% 8% 10% 15% 15% 21000 25% 30% 35% Customer Growth Focus 45% 95% 67% 60% 8000 Granular Loans Risk adjusted 50% 40% 3156 Larger yield 1296 1924 Customer Base Improved FY21 FY22 FY23 FY24(P) FY26(P) profitability FY21 FY22 FY23 FY24(P) FY26(P) DSA/
Slide 21: Digital Shift
Digital Shift New Loan Origination System Use of Analytics for greater share of Customer Wallet Existing Customer Data Mobile Access to Paperless Front End Partners Journey Journey E-Sign, E- Nach, ITR, BRE based Internal Bank API Integrations Banking, GST, underwriting systems KYC Bureau Data CRM D
Slide 22: Rural Vehicle Finance - Journey
Rural Vehicle Finance - Journey FY 2021 FY 2023 FY 2026 RVF Journey Started Added 1 State and Will Cover 14 States with over FY24 in Dec’ 20 increased reach to ▪ Added 3 state along with reaching 545 700+ locations footprints 400+ locations FY 2026 28th Entrant into ▪ Target to achieve 4.5% market s
Slide 23: Success Story of RVF – Straight through digital process..
Success Story of RVF – Straight through digital process.. FY26 ▪ Will be present in 14 states with 700+ Best in class TAT in RVF; aim to replicate across all products.. footprint ▪ Target to achieve 7% market share of New tractor covered industry TAT as a Value Proposition ▪ Aim to reach top 5 among
Slide 24: Retail risk framework
Retail risk framework • Clearly defined threshold of risks are defined for each portfolio, segment, Risk Appetite geography; regular review and internal • Early Indicator of Stress identification Statement calibration of risk thresholds through - Bounce Rates, 6 MOB 30 plus, early mortality, 12 MOB
Slide 25: Credit Risk Monitoring
Credit monitoring framework Acquisition Monitoring to be focused on through the door acquisition quality (Policy parameters of the customer are monitored to align operating guidelines for that product). Disbursement Trends across customer segments, detection of early vintages delinquency/mortality a
Slide 26: Collection Analytics
Collection Analytics FY26 ▪ Will be present in 14 states with 700+ Execute the Right Channel for each risk Category footprint • Digital ▪ Target to achieve 7% market share of New Targeted approach helps in tractor covered industry • Tele calling / IVR ▪ Aim to reach top 5 among all financiers ▪ Pene
Slide 27: Impact of New Product Launches
Impact of New Product Launches FY23 FY26 Higher Profitability leading to higher RoA Retail Disbursals 6,000 cr 24,000 cr 4x Small/Micro LAP Retail Book 12,900 cr 40,000 cr 3x Affordable HL Two-Wheeler Loan Used Car Loan Loan Against Gold No of Products 8 16 2x Education Loan Business Banking Branche
Slide 28: Growing microfinance business
Growing microfinance business 03 28
Slide 29: Microfinance Distribution Network
Microfinance Distribution Network (1) (2) (43) 6 (39) 23 States (82) Active States 101 (26) 27.60 lakhs active (58) (113) Clients: and UTs (2) loan clients 56 (50) 16 (39) (47) 86 6,785 Cr as of 405 24 (67) Portfolio: Sept’23; 88% Districts (83) through RFL 87 (14) RBL Finserve – 821 branches (Exclu
Slide 30: Performance Trend
Performance Trend (FY 2024 – Disbursement achieved till Q2’FY24) Disbursement v/s POS ➢ Conscious slow down due external factors (COVID) during FY 21 7132 – FY22. 6469 6785 5963 ➢ Ready to capitalize on current macro economic growth phase 5038 4852 ➢ Started FY24 with strong disbursement momentum 35
Slide 31: Journey of MFI Business in RBL Bank
Journey of MFI Business in RBL Bank RBL Bank Started Onboarded 4 new RBL Finserve Pvt. Ltd. 100% AADHAAR Introduction to FIS JLG Business BC Partners Re-branding of based eKYC (New LMS) system for through direct (VAYA, TSPL, SWADHAAR, onboarding of JLG JLG business, branches Sonata, Saggraha) Januar
Slide 32: Process & Business Controls – Among The Best In Industry
Process & Business Controls – Among The Best In Industry KNOW YOUR CUSTOMER DISBURSEMENT • eKYC – Biometric customer authentication – No Ghost Customers • 100% loan disbursement in Bank Account • Secondary KYC - Strengthen Credit underwriting • Penny Drop validation & Name Match for 100% Bank • OTP
Slide 33: Risk management framework
Risk management framework ROBUST RISK CONTROLS Risk Appetite • Defined threshold of exposure at state, district, branch level; Thresholds • Inhouse developed scorecard for assessment of customer profile Microfinance PAR – RBL* vs Peer/Industry • Early Indicator of Stress identification through colle
Slide 34: Cross Sell Opportunities - Retail Loans to Microfinance customers
Cross Sell Opportunities - Retail Loans to Microfinance customers • 44% of sample households already have atleast 1 retail loan No. of Retail Loans • Of this, more than half have one of Business Loan, Vehicle Loan or Consumer Durable • BL/VL are a natural progression for a household No. of retail Bu
Slide 35: Large Distribution Network
Large Distribution Network Branch Network & Feet On Street • 1100+ BC Branches • 9000+ Feet on street Business Volume • ~3million customer base LEVERAGING THE MFI BRANCH • 2.5 million loan disbursement annually • ~ 1 million Hospicash insurance enrollment expected FY24 NETWORK – MULTI PRODUCT DISTRI
Slide 36: Identified Asset Products for Cross-Sell
Identified Asset Products for Cross-Sell Specialized Business Line – 1 To focus and drive productivity Two-Wheeler loan Customer Base – Used Car Loan Rural Vehicle Loan 2 Upsell to current customer base (household) as well as NTB Geographical Radius – 3 Coverage of 40 to 50 km from existing premise
Slide 37: Multiproduct – Customer Journey
Multiproduct – Customer Journey TWO-WHEELER/CAR RURAL VEHICLE FINANCE AFFORDABLE HOUSING MSME/GOLD Existing Customer New to Bank/Graduated Target Farming leads during Existng Existing++Graduated Graduated Segment Household + Village Customers/Existing center meetings Customers Customer Households Ec
Slide 38: Liabilities Desk – Garnering Granular Deposits Through Digitized BC Channel
Liabilities Desk– Garnering Granular Deposits Through Digitized BC Channel Upgradation of existing Digital Account accounts – to premium opening for new account liability customer Offering products like RD, FD, to existing SA customers ETB NTB Product Offering SA, RD, FD Dedicated Customer App Futur
Slide 39: Industry leading credit card business
Industry leading credit card business 04 39
Slide 40: Credit Card Industry Share & Growth Trends – Sep’23
Credit Card Industry Share & Growth Trends – Sep’23 Cards (#) Spends (INR) Advances (INR) IndusInd, 3% IndusInd, 4% Others, 2% RBL, 5% RBL, 4% Kotak, 4% Kotak, 6% Kotak, 6% IndusInd, 5% HDFC, 20% HDFC, 22% HDFC, 27% RBL, 9% AXIS, 14% AXIS, 11% SBI, 19% Others, 12% Axis Bank, 17% SBI, 21% Others, 16%
Slide 41: Industry Trends – Disruptions / Fintech / Threats
Industry Trends ……………………. Disruptions / Fintech / Threats Tapping the Untapped CARDS SLICE UNI ICICI/AMAZON AXIS/FLIPKART Empowering and elevating the ‘early’ with focus on the ‘young 1 millennial’ segment who could be a student/NTC/thin files- Product profiles which Banks typically don’t underwrite
Slide 42: Competitive Space – Multiple Evolving Consumer Needs
Competitive Space ………..Multiple Evolving Consumer Needs Multiple Consumer Needs Category Competition Easy Credit Device Rewards & Payments Discounts Credit Card New Entrants Credit Online & History International Builder Acceptance Expanding Enhances Lifestyle Affordability 42
Slide 43: Emerging Credit Card Industry Trends
Where is this space headed… UPI ON CREDIT CARD UPI on RuPay Credit card has been launched. It will increase the ease on QR transactions on credit Card, which further will increase market penetration for low ticket transactions TECHNOLOGY ENABLERS Technology partners are improving technology stack ac
Slide 44: Our Journey So Far
Our Journey So Far 2018-2019 1 Lorem Ipsum • Focus on scaling sourcing and Acquisition • Core system migration from HP to Fiserv Lorem ipsum dolor sit amet, • RBL Mycard App 1.0 launch consectetur adipiscing elit, sed do • CRMNEXT launch • 1 Million customers – July’18 2 eiusmod tempor incididunt ut
Slide 45: Our Journey so far contd.
Our Journey so far contd. New Cards (‘000s) AIF (‘000s) Portfolio Size (Cr) 4433 16,852 2,088 3,789 13,604 12,625 1,581 2,980 1,451 10,637 2,664 1,128 979 1,666 605 5,313 760 2,254 160 244 809 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY17 FY18 FY19 FY20 FY21 FY22 FY23 FY17 FY18 FY19 FY20 FY21 FY22 FY23 Sp
Slide 46: Customer Engagement
Customer Engagement Instant Transparent Convenient Relevant Engagement Exclusive offers Superior Loyalty Customer Service Drive spends with Build stickiness with merchant deals & reward programs exclusive offers EMI facility ement Loy alty Merchant deals gag En Ongoing Relationship Activation Cross-
Slide 47: Digital Convergence
Digital Convergence • Organic lead flow through digital channels • Automated decisioning Acquisition • Instant on-boarding • View and service account related • Collect dues digitally details digitally • Digital SI setup Account • Card controls with user on handy • Ready reckoners for Collections Man
Slide 48: Where we play..
Where we play.. New to Credit Prime Credit Digital Savings A/C Credit on UPI Credit Card Personal Loan • Offer to everyone who • ACQUISITION FUNNEL CREATOR CORE PRODUCT PROGRAM MORE REVENUE PER CUSTOMER applies for a lending product (co-origination) • Onboard customers with low limits / checkout • M
Slide 49: Our relative strengths (1/2)
Our relative strengths (1/2) 2014 - 2017 2018 - 2019 2020 - 2021 > 2021 Brand Value Distribution Product Service Partnership Technology 49
Slide 50: Our relative strengths (2/2)
Our relative strengths (2/2) 2014 - 2017 2018 - 2019 2020 - 2021 > 2021 Collection Customer engagement Digital servicing Risk Audit & Governance 50
Slide 51: Business Segment | Where we will Play (1/2)
Business Segment | Where we will Play (1/2) PREMIUM MILLENIAL MASS/MASS AFFLUENT Persona: Premium/Affluent/HNI Persona: Entry Stage Millennial Persona: Mass/Mass-Affluent Segment Persona & Needs: Dedicated Assistance | Exclusivity | Wealth Needs: Pop-culture enthusiasts | Tech-Savvy | Instant Needs:
Slide 52: Business Segment | Where we will Play (2/2)
Business Segment | Where we will Play (2/2) NICHE: TRAVELLER FINTECH CONSUMER CO-BRAND PSU/NBFC/SMALL BANKS Persona: Traveller (Need-based) Persona : Entry Stage Millenial Persona : Mass/Mass Affluent Persona : Mass/Mass Affluent Segment Needs: Travel (Hotel/Flight) offers | Needs : Tech-Savvy | Val
Slide 53: Digital landscape where we operate..
Digital landscape where we operate.. Acquisition Activation/Engagement Account Management Retention Servicing Collections • Seamless Application • Gamify and engage • Personalized Statements • Modelled personalized • Proactive • Varied Digital modes of Processing and complete redemption offers commu
Slide 54: Segment-wise Technology Tailwinds Ahead (1/2)
Segment-wise Technology Tailwinds Ahead (1/2) PREMIUM MILLENIAL MASS/MASS AFFLUENT • Instant Online Application • Seamless application processing • Bulk Invite/Referral Campaign • Instant Online Application • Preapproved Applications • Digital Marketing • Ready app stack for application sourcing • I
Slide 55: Segment-wise Technology Tailwinds Ahead (2/2)
Segment-wise Technology Tailwinds Ahead (2/2) NICHE: TRAVELLER FINTECH CONSUMER CO-BRAND PSU/NBFC/SMALL BANKS • Instant Online Application • Partner Lead Generation App • Seamless Online Application • Historical Bureau Data API for • Open Banking: API for Online Application • Digital Marketing / OCR
Slide 56: Scale Update FY 2026 goals
Scale Update FY 2026 goals New Card Acquisitions ~ 90 Accounts in force ~83 lacs lakhs 2X of life to date Equal to life to date ❖ Sharper customer segmentation ❖ Deepening marketplace Advances at ~ INR 33,000 Cr engagement 2X of FY 23 ❖ Customer relevant offerings Spends at ~ 3 Lakh Cr Customers at
Slide 57: Franchise for Cross-sell
Franchise for Cross-sell # Card Customers % Population Feb’23 AIF Cards Base ~40,00,000 100% 3+ MOB 35,00,000 89.1% At-least 2 full months of card engagement No off-us 30+ in last 6 months No Historical Delinquency (off-us) 31,00,000 79.8% (strong off-us payment behavior) CIBIL > 730 27,00,000 69.2%
Slide 58: Diversified wholesale banking business
Diversified wholesale banking business 05 58
Slide 59: Our wholesale banking landscape
SegmentOur wholesale banking landscape Client Commercial and Supply Other niche segments Corporates Financial Institutions Chain inc. government Contribution Income 35% 35% 20% 10% Institutional Real Estate & Gems & New Co-operative Tech & Transaction MNCs Digital Finance Infrastructure Jewelry Econ
Slide 60: Coverage across unit ecosystem..
Coverage across unit ecosystem.. Strengthen the core by opting new age Sophisticated solutioning Playing in the niche through business models evolving business offerings PAYMENTS TRADE ECOSPACE • Remittances 84% book A- • Cash management • Escrow services and grade • Term & Working capital • Merchan
Slide 61: Wholesale franchise built on a grounds-up scalable model
Wholesale franchise built on a grounds-up scalable model What will propel us in the next 2-3 years? Commercial Banking growing 20% YoY; Business readiness Client centric coverage - Broad-based Solutioning – Niche segments adding strong pipeline for next 3-4 years; Strategically segmented in Differen
Slide 62: Safeguarding growth through proactive risk management
Safeguarding growth through proactive risk management A B Implementation of robust Early Strengthen Credit Quality assurance Warning Signals (EWS) framework; through dedicated stress identification Systems for taking timely remedial Monitoring Stress identification team and tools action C D Tighter
Slide 63: Our Wholesale Book Saw Asset Quality Challenges in FY20
Our Wholesale Book Saw Asset Quality Challenges in FY20 Slippages and Credit Costs Learnings from our experience ✓ Concentration among customers built up over previous years 2270 ✓ Delay in identifying early warning signals and taking corrective action 1908 ✓ Lending to Holdco with limited access to
Slide 64: Outcomes of the Model Change – Lower Slippages, Granular Exposures
Outcomes of the Model Change – Lower Slippages, Granular Exposures & Improved Rating Profile Net Slippages and Credit Costs Rating Profile 348 Lower slippages reflecting March 2020 Sep 30, 2023 274 derisking in the portfolio 72.8% Consistently 122 83.5% 93 moving up the 47 rating curve 5 20.7% 12.7%
Slide 65: Focus on granularity of business yielding early wins..
Focus on granularity of business yielding early wins.. Increasing share of liability and fee Self-funded Wholesale advances 37% 37% 40% 36% 37% 32,377 32,775 45% 30,078 14% 22% 29,447 37% 40% 38% 40% 28,135 41% 41% 25% 20% 23% 25% 24,796 FY19 FY20 FY21 FY22 FY23 H1FY24 119% Asset NII Liability NII F
Slide 66: Liability franchisee supporting asset growth aspirations
Liability franchisee supporting asset growth aspirations 06 66
Slide 67: Where Do Deposits Come From..
Where Do Deposits Come From… *Map shows states with overall deposits as of October 2023 Deposits ₹ 52,000 Crores Currently in 87 of the Top 100 deposit districts Statewise Deposit Contribution Industry BBB RBL No of State Contribution Contribution branches Maharashtra 21% 28% 137 Delhi 9% 16% 57 Tam
Slide 68: Sustainable & Granular Growth..
Sustainable & Granular Growth… FY’2018 FY’2023 FY’2026 30% Non BBB 40% Non BBB Non BBB Amt in Cr 50% 50% BBB Deposit 60% BBB Deposit BBB Deposit 70% Bank Deposit : 43902 Bank Deposit : 84887 Bank Deposit : 145000+ Branches: 265 Branches: 516 Branches: 740 6L 17L 34L Customer Base of BBB Customer Bas
Slide 69: Expansion Of Bank’s Distribution
Expansion Of Bank’s Distribution Our Branch Growth Our Branch Expansion Strategy RBL Branch Presence Mar’ 1 2026 High Low High RBL Branch Presence & High RBI Deposit Density – ❑ Districts: 190 To strengthen branch distribution in 24% RBI Deposit Density Mar’ existing 15 markets. ❑ States: 24 High 20
Slide 70: Expansion of RBL Bank’s Distribution
Expansion of RBL Bank’s Distribution Deposit Density (FY’23) RBL Metro & Urban Branch Distribution Metro & 74% 88% Semi Urban 26% 12% Branch Vintage <6M 6 M to 1 Y 1 to 3 Y >3 Y Urban Industry RBL Bank & Rural Industry RBL Bank Metro & Urban 4% 4% 35% 57% Deposit Per Branch Trend - Metro & Urban CAS
Slide 71: Branch Led Fee Income Growth – Metro / Urban Branches
Branch Led Fee Income Growth – Metro / Urban Branches OVERALL FEE INCOME 2X of FY’23 Hyper persona based targeting using Analytics Over All fee income 3X X 25% CAGR FY'18 FY'23 FY'26 Projections MONTHLY AVG. FEE INCOME PER BRANCH METRO & URBAN Rs. In Lakhs 3X of 3rd Year 20X 9X X 3X < 6 MONTHS 6 MON
Slide 72: Unique segment-client convergance landscape..
Unique segment-client convergance landscape.. As on Sept 23 32% 12% 21% Segments Managed Dedicated RMs and Service Managers Privilege and rewards; lower product charges Specialized services – investments, insurance, forex, trade, lending Benefits for family members and referrals Elevated and persona
Slide 73: Current account approach
Current account approach Catchment Specific Action Plans Enablers Fund Transfer- NEFT/RTGS/IMPS High Value Mobilizers Trade & Forex Services Working Capital Finance RERA, Capital Account Transactions, Religious Trusts, Companies under Liquidation, Share Application for Start ups., Law Firms/ Consult
Slide 74: Enhanced branch offering – Universal Bank Branch
Enhanced branch offering – Universal Bank Branch Gold Loan Deposit Building Home Loan / Loan against Property Insurance Education Loans Locker Business Loan Transaction Rural Vehicle Finance Used Car Loans Two-Wheeler Loans Service/ Redressal Credit Cards Investment Trade Forex 74
Slide 75: Digital Servicing
Digital Servicing Digital Txn. (Vol.) Mobile Banking MyCard 55 M Users 11.01L 92% Android users Users 38.65L Active 92% Previous % YoY Change • Segmented approach • Converting credit card transactions into EMIs 38.8 M + 42 % • 60+ products & services • Collaboration with multiple vendors • 77% penet
Slide 76: Moving the digital way
Moving the digital way Subscription based Flagship Women’s Savings Account Digital Account - RBL Go Account Digital Fixed Digital Saving Account Deposits - RBL Abacus Account ❑ 55% of our customer acquisition has moved digitally, this number will reach 85% to 90% in next couple of quarters ❑ Paperle
Slide 77: Other areas supporting our growing business..
Other areas supporting our growing business.. 07 77
Slide 78: ESG @ RBL.. Grow sustainably..
ESG @ RBL.. Grow sustainably.. Sustainability continues to be at the core of what we do and make it an integral part of our business practices, including Risk Management practices.. Policy stipulation for managing Bank’s • Ensuring suitable corporate governance practices own E&S footprint, E&S footp
Slide 79: CSR @ RBL.. Community as a cause..
CSR @ RBL.. Community as a cause.. SECTORAL (WHAT) SPATIAL (WHERE) SEGMENTATION (WHO) SUPPORT (HOW) SYNERGY (WHY) Continue investing in H.E.LO. Geographical Expansion Deeper granularity in Grant funding / Board Branding, Partnerships, ESG – Health, Education & • Continue in current beneficiary group
Slide 80: Digital @ RBL..not a choice but our defining path to success..
Digital @ RBL..not a choice but our defining path to success.. Merchant Acquisition and Payments Government initiatives • Leading player in UPI offering; large merchant • Exclusive mandate to issue National Mobility ecosystem for payments business; Cards in Bangalore Metro; in discussion with 3 acqu
Slide 81: Thank you!
Thank You! Thank you! 81