Q1-FY24 · Uday Kotak
I think it's a great time to be building and nurturing business in India from a medium-term perspective.
Kotak Mahindra Bank · tone and specificity signals across the available quarters.
Language signals
I think it's a great time to be building and nurturing business in India from a medium-term perspective.
We will dare to be different, we will dare to be bold. We'll take calls which may seem, at the point of time we take the calls, a little ahead of what has to be done.
I share, as I've said, both excitement and paranoia when I look at 3-5 years ahead.
The power of being a financial services conglomerate... allows us to meet the holistic needs of our customers.
We are on track, exactly where we thought we wanted to be, maybe even slightly ahead.
Our goal to kind of get to mid-teens on our unsecured retail book continues, and hopefully we get back to that once the embargo is lifted.
We believe it has peaked in this quarter and we expect it to be stable and hopefully better in the second half of the year.
Unless there are further rate cuts, we expect the NIM to stabilize over the year.
The MFI stress started building and reflecting in the books from the Q3 of last year... clearly, the gross NPA, which sort of flowed during Q3, Q4, given the provisioning norms of 75%, 25%, I think all accumulated towards the Q1 hit.
The night watchman piece also reminds me, you would have seen our announcement earlier in the day regarding receipt of the RBI approval for our recommendation of Ashok Vaswani as the next MD and CEO of the bank.
If you look at just yield on advances, it's about the same level. If you look at cost of deposits, it's up by about 20, yeah? So roughly, that's the NIM drop. The delta 15 is arising out of all the other aspects which Jaimin mentioned. Most of it is unlikely to repeat next quarter.
I call these invisible changes because if a firm is focused only on the visible front ends and journeys, they can easily lose track of the mega upgrades in talent, processes, and back-end technologies that are required to fortify their own cores.
I've always talked about Kotak being a financial conglomerate, and a conglomerate compared to a plane flying with multiple engines. And this quarter, if you see, three of the four engines grew at over 50% year on year.
Our first priority is to fix our technology estate and get out of jail.
We are working exceedingly hard on systematically knocking out any kind of points of failure... At some stage, the RBI will determine that we've made enough progress to lift the embargo off us.
We expect credit costs to gradually moderate over the next two quarters.
We don't want to do anything crazy. We want to make sure that we're going to get this right.
Our focus will now be to gradually build back our retail unsecured business.
Scaling is not just for the sake of size. Scaling is for remaining and becoming relevant as India steps up to become the third-largest economy in the world.
Our philosophy that our profit growth should grow faster than our asset growth, remains our abiding principle in this business.
We will have to keep on innovatively looking at sources of funding for the purpose of our balance sheet, and also look at how do you optimize cost of funds.
We will grow the business at about one and a half to two times normal GDP growth. And that continues to be the benchmark by which we will direct and manage this business.
The conversations have been helpful, and they provided us guidance, which I'm very grateful for. It's very hard to predict at what stage the RBI will say, 'We're going to lift out of jail.'
Our secured book, touch wood, is behaving very, very well. We don't anticipate any issues there.
Our strategy is clear, execution is progressing well, and we are seeing good traction in customer acquisitions, deposit, and asset levels.
The unsecured credit cost is behind us now, and that's what is effectively resulting in the reduction what we saw during the quarter.
We look at every single transaction that comes up in the marketplace... we essentially have three criteria: strategic fit, valuation, and integration bandwidth.
We've developed a plan to mitigate the impact on these businesses. The plan focuses on protecting our existing customer base and deepening relationships with them.
Our efforts have fallen short of the expectations of the regulator. This, in our view, is on account of, number one, that tech changes take time to play out, and number two, demand is growing at an ever-increasing pace.
We are not going to go for a wholesale change in risk appetite, not so early out, right? We will continue to grow the business. We will seek to grow the business faster than competitors.
We are committed to driving our strategy and executing on our mission to move from product centricity to customer centricity.
The real way to look at this is our cost of funds. You will see our cost of funds still is about the best there is in the industry because of the way we manage CASA, Active Money, and TD.
We have learned some very, very, very important lessons from this painful episode, and we are committed not to making those mistakes again.
Our objective remains to transform the franchise for scale while building a responsible, well-governed bank which generates returns of equity in the high teens, added with a couple of points of ROE from the subs.
We are taking a watchful stance, monitoring leading indicators, particularly at the lower end of the spectrum and potential second and third order effects.
We will continue to focus on the fixed cost reduction as well going forward, which we have been doing for last one year. That obviously will continue to result in cost to asset going down and improving the ROA.