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IE Online Media Services Pvt Ltd More Top News A lot of things have fundamentally changed. how good is that? Get home building tips offers and expert advice in your inbox Written by George Mathew Shaji Vikraman | New Delhi | Updated: December 22 2015 2:22 pm Uday Kotak Top News Kotak Mahindra group chief Uday Kotak says the time is opportune to build India thanks to a very favourable commodity cycle What is needed now is a structural solution to Indian banking which moves beyond patchwork Kotak said in an interview to SHAJI VIKRAMAN and GEORGE MATHEW Q What are the changes you foresee in the banking industry here especially with the licensing of payment and small banks I believe everyone needs to be on their edge because if you’re complacent you are in trouble Payment banks and others have challenges It’s not an easy market but as a banker I am alert and I want to learn from what they will do I’m pretty clear that they will make an impact but if an existing bank is alert and ready to change there’s an opportunity For financial services it is essentially three things: transaction risk and knowledge skill Transaction is where the biggest competition will be there Everyone wants to do transactions That is where margins will be more under pressure There is an attempt to commoditise risk also… through credit scoring B2B lending all that I believe models are no substitute for risk So good risk management will always be valuable in a bank I am less worried about risk where good risk management will always have a say On knowledge and skill it’s like giving money between mutual fund and ETF ETF is just formula Among the three most competition will be in transactions Q One of the biggest challenges for the government and the regulator has been the huge pile of bad loans and cleaning up of balance sheets How do you see this playing out The issue in Indian banking is our industry structure which still has 70 per cent state owned That is a big challenge There are a set of things which are the right things to do There is a set of things which are difficult things to do The right thing to do is too broad base public ownership of state-owned banks Don’t privatise but issue new shares to the public and broad base the shareholding below 50 per cent And over time as these banks raise capital government ownership keeps on getting diluted The issue is that if we do that it has to be combined with a very serious desire to fix governance I don’t think its easy to get management change for 25 PSU banks You can get it for five For those five also you require the commitment from the highest office in India — do this for the country Q The other worry is corporate leverage Isn’t that still a big worry in the current context of low nominal GDP growth Corporate assets growth is of WPI That means asset values are not increasing at all And most of these leveraged companies are paying 12 per cent interest rate Asset value is not growing and interest is accumulating at 12 per cent What happens In four or three and half years your debt goes up 50 per cent And your value has remained there only So there is a bloating Simultaneously unfortunately… has there been a full recognition of the problem For you are showing 100 plus interest as normal where the ability of leveraged corporate is not there Q Do you see deleveraging by Indian corporates If you look at the last 15 or 20 years most of corporate India believed… inflate your way out My assets… borrow money… inflation will be faster than the cost of money because real interest rates will be negative And over time the asset value will be more than the money that borrowed That was the game… which is the new world Grandfather days mean borrowing is more expensive than buying and buying out of borrowing is more expensive That is what is happening The challenge that we are finding in the Indian corporate sector is the cost of debt is growing faster than the value of the underlying assets So with each growing day the leverage that corporate India is not disposing of assets and continuing the leverage the gap is getting larger Delevaraging can happen in two ways: through operating cash flows and sale of assets Now they (Indian promoters) are all trying to sell assets They are trying to do it together Now you have a market where everybody wants to sell Who is the buyer If you’re a buyer and ten people are coming to you you will say ‘I will wait’ Q How do you see the issue of cleaning up of bank balance sheets being addressed We have to face the reality: bite the bullet I genuinely believe that we need a structural solution to the Indian banking and the time has come for more fundamental solution We should move beyond patchwork My view is that a stressed asset fund should not be managed by the government It can help Assuming that you’re a bank and you have got problem assets there’s an independently managed stressed asset fund The bank is showing the asset at Rs 100 Stressed assets fund says it’s ready to buy at Rs 30 How are going to make the transfer If you make it at Rs 30 who takes Rs 70 If you take Rs 70 hit who is going to give capital The government wants to keep 51 per cent You can consider a stressed asset fund provided you have clear governance mechanism for Indian banking If you dont do that in 5-7 years time we will back to the same problem There should be significantly empowered management team which more understands the new world Second much higher levels of risk management and ability to assess projects and the ability to say ‘no’ Today’s customer is a very demand customer The customer doesn’t care what the problems of governance of PSU backs are They will just move That’s the mindset change There is an intent to have reform mindset We also need to have significant dose of liberalisation Q With banks in balance sheet repair mode and given the huge funding needs for infrastructure projects are there other ways of looking at financing such projects The question is all about risk management We had IDBI IFCI UTI… my view is that it is about managing project risk What happened is that lot of projects got conceived based on arbitrage You had cheap resources and permanent availability of those resources at low prices based on which projects were set up That’s over Now you will have to buy it at market prices There’s very significant institutional waiting to invest in India One of our investors is Canadian pension fund CPPI and various other pension funds looking to put long-term money into infrastructure Therefore one of the challenges is private sector promoter driven business model has challenges A lot of promoters have run out of money You need a professional model with bulk of the money backing that professional institution Give those professionals small skin in the game and institutional money backing professional team that is what I think is the future You see that happening in technology all the time So why not in infrastructure Q What is the model you have in mind There are outstanding professionals in the country These professionals do well everywhere in the world Look at the biggest companies like Microsoft this and that… Indian professionals are everywhere Why can’t we build institutionaly backed model for high quality professionals to build infrastructure Why do you need a lala We do we need a promoter Is it because of their ability to manage the political class Is that a skill we need to have at all in the new era where are moving towards transparency auctions open architecture… Why do you need those skills For example there’s a distressed company today A set of professionals backed by PE firms etc support these professionals and at a fair clearing price buy out those stressed assets — either from a stressed fund or anywhere else If an asset is worth Rs 30-200 at Rs 30 the deal should get done Then the question is what happens to that bank The government says I can’t manage 25 banks… I will make five winners and the rest I will make public or I will make them narrow banks For a fundamental solution to the banking structure the time has come We need a substantive solution to India’s financial structure First is the structure of banks and the ability to attract talent. and his experiments go back to his student days at the Fine Arts College in Thiruvananthapuram,the ?


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