Indian Economy: Concise UPSC Notes, Quick Revision & Practice

    Indian Economy is pivotal for UPSC. These concise notes cover growth & development, national income, money and banking, monetary-fiscal policy, inflation, taxation, budget, financial markets, external sector & trade, agriculture, industry, services, infrastructure & logistics, MSME & startups, social sector and inclusive growth, with quick-revision points and practice MCQs.

    Chapter index

    Economics

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    Economics Playlist

    18 chapters0 completed

    1

    Introduction to Economics

    10 topics

    2

    National Income

    17 topics

    3

    Inclusive growth

    15 topics

    4

    Inflation

    21 topics

    5

    Money

    15 topics

    6

    Banking

    38 topics

    Practice
    7

    Monetary Policy

    15 topics

    8

    Investment Models

    9 topics

    9

    Food Processing Industries

    9 topics

    10

    Taxation

    28 topics

    11

    Budgeting and Fiscal Policy

    24 topics

    12

    Financial Market

    34 topics

    13

    External Sector

    37 topics

    14

    Industries

    21 topics

    15

    Land Reforms in India

    16 topics

    16

    Poverty, Hunger and Inequality

    24 topics

    17

    Planning in India

    16 topics

    18

    Unemployment

    17 topics

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    Chapter 6: Banking

    Chapter Test
    38 topicsEstimated reading: 114 minutes

    Banking and Functions of Banks

    Key Point

    Banks are financial institutions authorised by the government to accept deposits and provide loans. They act as intermediaries between people who have surplus money and those who need funds. They perform both primary and secondary functions, contributing to economic growth.

    Banks are financial institutions authorised by the government to accept deposits and provide loans. They act as intermediaries between people who have surplus money and those who need funds. They perform both primary and secondary functions, contributing to economic growth.

    Banking and Functions of Banks
    Detailed Notes (19 points)
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    What are Banks?
    Banks are authorised financial institutions that accept deposits and provide loans.
    They channelise surplus funds from depositors to borrowers and businesses.
    Their primary motive is profit but they also support development of trade, industry and services.
    Primary Functions of Banks
    Accepting Deposits:
    Current Account Deposits: Payable on demand; mainly used by businesses; no interest.
    Savings Account Deposits: Aimed at individuals to encourage savings; small interest rate.
    Fixed Deposits (Time Deposits): Locked for a fixed period; earn higher interest but cannot be withdrawn before maturity.
    Granting Loans and Advances:
    Banks keep a fraction of deposits as reserve and lend the rest.
    Cash Credit: Short-term loan against security; borrower can withdraw up to sanctioned limit.
    Short-term Loans: Given for working capital or personal needs, repayable in one or more instalments.
    Secondary Functions of Banks
    Discounting Bills of Exchange: Bank buys a bill before maturity at a discount and collects full value later. The difference is bank’s profit.
    Credit Creation: By giving loans, banks increase money supply in the economy.
    Financing Foreign Trade: Accept and collect foreign bills, deal in foreign currencies, support exporters/importers.
    Agency Functions: Banks act as agents for customers – collecting cheques, paying taxes, buying/selling securities, transferring funds etc.
    General Utility Services: Providing lockers, issuing traveller’s cheques, gift cheques, credit/debit cards, internet banking etc.

    Types of Deposits

    TypeDescriptionInterest
    Current AccountPayable on demand; mainly used by businessesNo interest
    Savings AccountFor individuals to save; flexible withdrawalsLow fixed rate
    Fixed DepositsLocked for fixed period; cannot be withdrawn earlyHigher interest

    Mains Key Points

    Banks are crucial intermediaries in the financial system.
    They perform both deposit-taking and lending functions, which are essential for economic growth.
    Their secondary functions like credit creation and foreign trade financing support business expansion.
    Banks also provide agency and utility services, improving convenience for customers.
    Strong banking systems promote financial inclusion and overall stability in the economy.

    Prelims Strategy Tips

    Primary functions: Accepting deposits + Granting loans.
    Secondary functions: Discounting bills, credit creation, financing foreign trade.
    Current Account = no interest, Savings Account = low interest, Fixed Deposit = higher interest.

    History of Banking Structure in India

    Key Point

    The history of banking in India can be divided into two phases: Pre-Independence (till 1947), dominated by private banks and presidency banks, and Post-Independence (after 1947), marked by nationalisation, establishment of RBI as central authority, creation of RRBs and specialised banks.

    The history of banking in India can be divided into two phases: Pre-Independence (till 1947), dominated by private banks and presidency banks, and Post-Independence (after 1947), marked by nationalisation, establishment of RBI as central authority, creation of RRBs and specialised banks.

    Detailed Notes (22 points)
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    Pre-Independence Phase (Till 1947)
    Banking was dominated by private banks organised as joint-stock companies.
    First joint-stock type bank: Bank of Bombay (1720).
    Other early banks: Bank of Hindustan (1770, Calcutta) and General Bank of India (1786).
    Presidency Banks: Bank of Calcutta (1806), Bank of Bombay (1840), Bank of Madras (1843). Merged in 1921 to form Imperial Bank of India.
    First Indian-owned bank: Allahabad Bank (1865). Later Punjab National Bank (1895, Lahore) and Bank of India (1906, Mumbai).
    Swadeshi Movement (1906) encouraged Indian-owned commercial banks such as Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank, Bank of Mysore (1906–1913).
    Reserve Bank of India (RBI) was established in 1935 based on Hilton Young Commission recommendations.
    Post-Independence Phase – I (1947–1991)
    At independence, all banks including RBI were in private sector.
    Severe crisis in 1948 – more than 637 banks failed due to weak prudential practices.
    RBI was nationalised in 1949; Banking Companies Act, 1949 gave RBI supervisory powers.
    By 1967, banking sector consolidated due to RBI’s policy of amalgamation and mergers.
    Nationalisation milestones:
    Imperial Bank of India nationalised in 1955 → became State Bank of India (SBI).
    14 major commercial banks nationalised in 1969.
    6 more commercial banks nationalised in 1980.
    Regional Rural Banks (RRBs) established in 1975 to strengthen rural credit.
    Specialised Banks set up:
    Export-Import Bank (EXIM), 1982.
    National Housing Bank (NHB), 1988.
    Small Industries Development Bank of India (SIDBI), 1990.

    Key Milestones in Indian Banking History

    YearEvent
    1770Bank of Hindustan established in Calcutta (first bank in India)
    1806Bank of Calcutta established
    1840Bank of Bombay established
    1843Bank of Madras established
    1921Three Presidency Banks merged to form Imperial Bank of India
    1935Reserve Bank of India established
    1955Imperial Bank nationalised as State Bank of India
    196914 major commercial banks nationalised
    1975Regional Rural Banks established
    1982Export-Import Bank (EXIM) established
    1988National Housing Bank (NHB) established
    1990Small Industries Development Bank of India (SIDBI) established

    Mains Key Points

    Pre-independence banking was dominated by presidency banks and private joint-stock banks.
    Swadeshi movement boosted Indian ownership in banking sector.
    Post-independence reforms included RBI nationalisation (1949) and commercial banks nationalisation (1969, 1980).
    SBI and its associates expanded banking to rural and semi-urban areas.
    Establishment of RRBs and specialised banks like EXIM, NHB, SIDBI targeted sector-specific needs.
    These steps laid the foundation of financial inclusion and stronger regulatory oversight.

    Prelims Strategy Tips

    First Indian-owned bank: Allahabad Bank (1865).
    Imperial Bank → SBI in 1955.
    14 banks nationalised in 1969, 6 in 1980.
    RBI was established in 1935 on Hilton Young Commission recommendations.

    History of Banking Structure in India – Post-Independence Phase II (1991 onwards)

    Key Point

    After 1991, with LPG reforms (Liberalisation, Privatisation, Globalisation), Indian banking entered a modern phase with private banks, foreign banks, financial sector reforms, technology-driven banking, digitalisation and stronger regulations.

    After 1991, with LPG reforms (Liberalisation, Privatisation, Globalisation), Indian banking entered a modern phase with private banks, foreign banks, financial sector reforms, technology-driven banking, digitalisation and stronger regulations.

    Detailed Notes (20 points)
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    Post-Independence Phase II (1991 onwards)
    Economic reforms of 1991 changed the financial sector landscape in India.
    Narasimham Committee (1991, 1998) recommended major banking reforms including financial liberalisation, reducing NPAs, and strengthening supervision.
    Entry of private and foreign banks allowed – ICICI Bank, HDFC Bank, Axis Bank, Kotak Mahindra Bank emerged as new-generation private banks.
    Emphasis on prudential norms: Capital Adequacy Ratio (CAR), asset classification, income recognition norms introduced.
    RBI adopted modern regulatory framework aligned with Basel norms (Basel I, II, III).
    Financial inclusion became priority with schemes like Jan Dhan Yojana, RBI's push for rural banking.
    Key Developments since 1991
    Liberalisation: Private and foreign banks allowed greater participation.
    Technological changes: Introduction of ATMs, Core Banking Solutions (CBS), internet banking, mobile banking.
    Payment innovations: NEFT, RTGS, IMPS, UPI (2016), Bharat Bill Payment System, RuPay.
    Banking consolidation: Merger of public sector banks to improve efficiency and capital strength (e.g., SBI with associates in 2017, Bank mergers 2019–2020).
    Focus on NPAs: Insolvency and Bankruptcy Code (2016) introduced for faster resolution of bad loans.
    Financial inclusion: Pradhan Mantri Jan Dhan Yojana (2014) gave crores of people first-time access to bank accounts.
    Digitalisation: Digital India initiative, UPI and Aadhaar-enabled payments pushed India towards a cashless economy.
    Current Trends
    Rise of fintechs and digital payment apps (PhonePe, Paytm, Google Pay).
    Expansion of credit facilities like Mudra loans for MSMEs.
    Central Bank Digital Currency (CBDC) pilot by RBI.
    Ongoing consolidation of banks and emphasis on global competitiveness.

    Major Banking Reforms after 1991

    YearReform/Development
    1991Narasimham Committee I – Banking reforms roadmap
    1998Narasimham Committee II – Strengthening banking sector
    2001Introduction of Core Banking Solutions
    2005NEFT system introduced by RBI
    2010Mobile banking and digital wallets expanded
    2016UPI launched, IBC enacted for NPAs
    2017SBI merged with its associate banks
    2019–20Major PSU bank mergers (e.g., PNB + OBC + United Bank)
    2022Pilot launch of RBI's Digital Rupee (CBDC)

    Mains Key Points

    Post-1991 reforms modernised the Indian banking system with private banks, foreign banks and stronger prudential norms.
    Technology adoption (ATMs, internet banking, UPI) revolutionised banking services.
    Consolidation of PSU banks aimed at creating globally competitive banks.
    NPA crisis addressed through IBC 2016, improving credit culture.
    Financial inclusion became central with Jan Dhan Yojana, Aadhaar-enabled payments.
    Digitalisation and fintechs transformed banking into customer-centric, efficient and cashless system.

    Prelims Strategy Tips

    Narasimham Committees (1991 & 1998) recommended reforms in banking.
    14 banks nationalised in 1969, 6 in 1980; post-1991 focus shifted to privatisation & consolidation.
    UPI launched in 2016 by NPCI, revolutionised digital payments.
    IBC 2016 crucial for NPA resolution.
    CBDC (Digital Rupee) pilot started by RBI in 2022.

    Reserve Bank of India (RBI)

    Key Point

    The Reserve Bank of India (RBI) is India’s central bank, established in 1935 under the RBI Act, 1934. It regulates the banking system, issues currency, manages foreign exchange, controls monetary policy, and acts as banker to the government and banks.

    The Reserve Bank of India (RBI) is India’s central bank, established in 1935 under the RBI Act, 1934. It regulates the banking system, issues currency, manages foreign exchange, controls monetary policy, and acts as banker to the government and banks.

    Reserve Bank of India (RBI)
    Detailed Notes (25 points)
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    Establishment
    Established on 1st April 1935 under the Reserve Bank of India Act, 1934.
    Initially privately owned, but nationalised in 1949. Today fully owned by Government of India.
    Head office: Mumbai.
    Major Functions of RBI
    Monetary Authority: Formulates and implements monetary policy to control money supply, credit creation and inflation.
    Issuer of Currency: Issues and manages currency notes, withdraws damaged/unfit currency, ensures security features in notes.
    Lender of Last Resort: Provides emergency funds to banks during financial crises to maintain stability.
    Banker to the Government: Manages accounts of central and state governments, issues borrowings through government securities.
    Banker’s Bank: Maintains accounts of scheduled commercial banks, provides clearing and settlement facilities.
    Regulator & Supervisor: Sets rules for banks under RBI Act, 1934 and Banking Regulation Act, 1949; ensures financial stability.
    Manager of Foreign Exchange: Regulates forex market under FEMA, 1999, facilitates international trade, stabilises rupee value.
    Governance and Structure of RBI
    RBI is governed by the Central Board of Directors appointed by the Government of India.
    Composition of Central Board:
    Official Directors: Governor (one) and up to four Deputy Governors.
    Non-Official Directors: 10 nominated by the government from various fields + 2 government officials.
    Four Directors: One each from four Local Boards (North, South, East, West).
    Local Boards of RBI
    Four Local Boards: Northern, Southern, Eastern, and Western regions.
    Each Local Board has 5 members appointed by the Central Government for 4 years.
    Functions:
    Advise the Central Board on regional/local matters.
    Represent interests of local cooperative and indigenous banks.
    Perform functions delegated by the Central Board.

    Key Facts about RBI

    AspectDetails
    Established1st April 1935 under RBI Act, 1934
    Nationalised1949
    HeadquartersMumbai
    Ownership100% Government of India
    GovernorAppointed by Govt. of India (4-year term, extendable)
    ActsRBI Act 1934, Banking Regulation Act 1949, FEMA 1999

    Mains Key Points

    RBI plays a central role in monetary policy, inflation targeting, and financial stability.
    It acts as banker to government, banker’s bank, currency issuer, and regulator.
    RBI’s independence vs government influence is a key debate in policy-making.
    Its role in managing NPAs, digital payments, and monetary transmission is crucial for economic growth.
    RBI also drives financial inclusion and manages external sector stability through forex management.

    Prelims Strategy Tips

    RBI was established in 1935 and nationalised in 1949.
    Section 22 of RBI Act: Exclusive right to issue currency in India.
    Section 25: Govt. approval required for design, form of notes.
    Manages forex under FEMA, 1999.
    Governor is the chief executive of RBI; appointed by Government of India.

    Appointment of RBI Governor, Offices, and Subsidiaries

    Key Point

    The Governor of RBI is the highest authority in India’s central bank. He, along with Deputy Governors, is appointed through a structured process involving the Cabinet Secretary and Appointments Committee of the Cabinet. RBI also functions through its zonal offices, specialized departments, and subsidiaries to manage diverse financial and regulatory tasks.

    The Governor of RBI is the highest authority in India’s central bank. He, along with Deputy Governors, is appointed through a structured process involving the Cabinet Secretary and Appointments Committee of the Cabinet. RBI also functions through its zonal offices, specialized departments, and subsidiaries to manage diverse financial and regulatory tasks.

    Detailed Notes (26 points)
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    Appointment of Governor and Deputy Governors
    Selection is done by Financial Sector Regulatory Appointment Search Committee (FSRASC), headed by the Cabinet Secretary.
    Final approval is given by the Appointments Committee of the Cabinet (ACC), headed by the Prime Minister.
    Tenure: Usually 3 years, but reappointment is possible. It is not strictly fixed in all cases.
    Example: Shaktikanta Das, appointed in December 2018 for 3 years, was reappointed for another 3 years in December 2021, extending his tenure till December 2024 (total 6 years).
    RBI Offices and Departments
    RBI has 31 offices across India.
    Four main Zonal Offices:
    Northern Zone: Delhi
    Eastern Zone: Kolkata
    Southern Zone: Chennai
    Western Zone: Mumbai
    Key Departments:
    Consumer Education and Protection Department
    Corporate Strategy and Budget Department
    Department of Communication
    Department of Currency Management
    Department of Economic and Policy Research
    Department of External Investments and Operations
    And many others managing specialized tasks.
    Subsidiaries of RBI (Fully Owned)
    Deposit Insurance and Credit Guarantee Corporation of India (DICGC): Provides insurance to bank deposits.
    Bharatiya Reserve Bank Note Mudran Private Limited (BRBNMPL): Handles printing of currency notes.
    Reserve Bank Information Technology Pvt Ltd (ReBIT): Focuses on cybersecurity and IT systems for RBI.
    Indian Financial Technology and Allied Services (IFTAS): Provides IT-enabled financial services and solutions.
    Reserve Bank Innovation Hub (RBIH): Promotes financial innovation, fintech, and digital solutions.

    RBI Key Facts – Appointments and Subsidiaries

    AspectDetails
    Governor AppointmentBy ACC after recommendation of FSRASC
    TenureUsually 3 years, extendable (reappointment possible)
    Zonal OfficesDelhi, Kolkata, Chennai, Mumbai
    Total Offices31 offices across India
    Major SubsidiariesDICGC, BRBNMPL, ReBIT, IFTAS, RBIH

    Mains Key Points

    RBI Governor’s appointment reflects balance between political oversight and central bank independence.
    Subsidiaries like DICGC and BRBNMPL strengthen banking safety and currency management.
    Zonal offices help RBI manage region-specific financial challenges effectively.
    Departments like Currency Management and Economic Research ensure specialized handling of policy and operations.
    Governor’s role is crucial in monetary policy, inflation control, and crisis management.

    Prelims Strategy Tips

    FSRASC recommends Governor; ACC headed by PM approves appointment.
    Governor’s tenure is usually 3 years but can be extended.
    Shaktikanta Das is current Governor (tenure till Dec 2024).
    RBI has 31 offices and 4 main zonal offices.
    DICGC insures bank deposits; BRBNMPL prints notes.

    Classification of Banks in India

    Key Point

    Banks in India can be classified based on different criteria such as function, ownership, and legal schedule under the RBI Act, 1934. This helps understand the diversity of financial institutions serving different purposes like trade, agriculture, industry, and overall economic development.

    Banks in India can be classified based on different criteria such as function, ownership, and legal schedule under the RBI Act, 1934. This helps understand the diversity of financial institutions serving different purposes like trade, agriculture, industry, and overall economic development.

    Classification of Banks in India
    Detailed Notes (13 points)
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    Based on Function
    Commercial Banks: Accept deposits and provide short-term loans/advances to promote trade and commerce. Example: SBI, ICICI Bank, HDFC Bank, Citibank.
    Development Banks: Provide medium and long-term loans to promote industry, agriculture, and other key sectors. Example: IFCI, State Financial Corporations.
    Co-operative Banks: Owned and run by members on cooperative principles of mutual help and democratic decision-making. Example: State Cooperative Banks.
    Specialised Banks: Focused on specific areas such as foreign exchange, agriculture, industry, and exports. Example: EXIM Bank, SIDBI, NABARD.
    Differentiated Banks: Operate with limited/differentiated licences focusing on specific needs like small finance and payment systems. Example: Small Finance Banks, Payment Banks.
    Central Bank: Supervises and regulates the entire banking system of the country. Example: Reserve Bank of India (RBI).
    Based on Ownership
    Public Sector Banks: Majority ownership lies with the Government of India or RBI. Example: SBI, Bank of Baroda, Canara Bank.
    Private Sector Banks: Majority ownership is in the hands of private individuals. Example: ICICI Bank, Kotak Mahindra Bank, Axis Bank.
    Based on Schedule
    Scheduled Banks: Listed in the Second Schedule of the RBI Act, 1934. Example: All nationalised banks.
    Non-Scheduled Banks: Not listed in the Second Schedule of the RBI Act, 1934. Example: Bangalore City Co-operative Bank Ltd, Baroda City Co-op Bank Ltd.

    Classification of Banks – At a Glance

    BasisTypesExamples
    FunctionCommercial, Development, Cooperative, Specialised, Differentiated, CentralSBI, NABARD, EXIM Bank, Payment Banks, RBI
    OwnershipPublic Sector, Private SectorSBI, Canara Bank, ICICI, Axis
    ScheduleScheduled, Non-ScheduledPNB, Bank of Baroda / Bangalore City Co-op Bank

    Mains Key Points

    Classification of banks reflects the diversity of financial needs in India’s economy.
    Commercial banks cater to trade and general credit; development banks support long-term industrial and agricultural growth.
    Cooperatives play a key role in rural and agricultural finance, promoting financial inclusion.
    Differentiated banks like Small Finance Banks target underserved populations, supporting inclusive banking.
    Scheduled vs Non-scheduled status ensures regulatory oversight and trust in banking institutions.

    Prelims Strategy Tips

    Scheduled banks are listed in the Second Schedule of RBI Act, 1934.
    Central Bank of India = RBI, which regulates all other banks.
    Public sector banks have majority government ownership; private sector banks are majority privately owned.
    Differentiated banks include Small Finance Banks and Payment Banks.

    Difference between Scheduled Banks and Non-Scheduled Banks

    Key Point

    Scheduled Banks are those listed in the Second Schedule of the RBI Act, 1934 and must maintain minimum capital and reserves with RBI, while Non-Scheduled Banks are not included in the schedule and are smaller in scale with fewer privileges.

    Scheduled Banks are those listed in the Second Schedule of the RBI Act, 1934 and must maintain minimum capital and reserves with RBI, while Non-Scheduled Banks are not included in the schedule and are smaller in scale with fewer privileges.

    Detailed Notes (12 points)
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    Scheduled Banks
    Included in the Second Schedule of the RBI Act, 1934.
    Must maintain a minimum paid-up capital of at least ₹5 lakh and comply with RBI guidelines.
    Maintain their Cash Reserve Ratio (CRR) with RBI.
    Eligible to borrow from RBI and obtain loans/debts at the bank rate.
    Examples: SBI, HDFC, ICICI, Axis Bank.
    Non-Scheduled Banks
    Not included in the Second Schedule of the RBI Act, 1934.
    Reserve capital is less than ₹5 lakh and they need not follow all RBI guidelines strictly.
    Maintain CRR themselves and not necessarily with RBI.
    Cannot borrow from RBI under normal circumstances, but in emergencies RBI may grant loans.
    Examples: Capital Local Area Bank Ltd, Subhadra Local Area Bank Ltd (Kolhapur).

    Scheduled vs Non-Scheduled Banks

    AspectScheduled BanksNon-Scheduled Banks
    Legal StatusIncluded in Second Schedule of RBI Act, 1934Not included in Second Schedule
    Minimum CapitalAt least ₹5 lakh paid-up capital and reservesLess than ₹5 lakh capital
    ComplianceMust follow RBI guidelines strictlyNot required to follow all RBI guidelines
    CRRMaintained with RBIMaintained by banks themselves
    Borrowing from RBIEligible for loans/debts at bank rateNot eligible, except in emergencies
    ExamplesSBI, HDFC, ICICI, Axis BankCapital Local Area Bank, Subhadra Local Area Bank

    Mains Key Points

    Scheduled banks have higher credibility and are closely monitored by RBI, ensuring financial stability.
    Non-scheduled banks are small, mostly localised institutions with limited scope and higher risk.
    Scheduled banks are critical for monetary policy implementation through CRR and RBI lending.
    Non-scheduled banks play a limited but important role in catering to local credit needs.
    The distinction reflects RBI’s effort to balance financial stability with inclusiveness.

    Prelims Strategy Tips

    Scheduled banks = listed in RBI Act, 1934 Second Schedule.
    Scheduled banks must have minimum ₹5 lakh capital; Non-scheduled have less.
    CRR of scheduled banks is maintained with RBI, while non-scheduled maintain it themselves.
    Non-scheduled banks cannot normally borrow from RBI.

    Banking Structure in India – Commercial Banks

    Key Point

    Commercial Banks are the oldest and largest banking institutions in India. They are regulated by RBI under the Banking Regulation Act, 1949. They accept deposits from the public and lend funds to borrowers, earning profit from the spread between deposit and lending interest rates.

    Commercial Banks are the oldest and largest banking institutions in India. They are regulated by RBI under the Banking Regulation Act, 1949. They accept deposits from the public and lend funds to borrowers, earning profit from the spread between deposit and lending interest rates.

    Detailed Notes (32 points)
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    Overview
    Commercial Banks form the backbone of India’s financial system.
    They accept deposits from the public and lend money to businesses, individuals, and the government.
    The profit comes from the difference between the lending rate (higher) and the deposit rate (lower), called the spread.
    Regulated and supervised by RBI under the Banking Regulation Act, 1949.
    Types of Commercial Banks
    # Scheduled Commercial Banks (SCBs)
    Listed in the Second Schedule of the RBI Act, 1934.
    Eligible to borrow from RBI at lower interest rates.
    ## Classification of SCBs by RBI:
    1. Public Sector Banks:
    At least 51% of ownership held by RBI or Government of India.
    As of April 2022, there are 12 Public Sector Banks in India.
    State Bank Group: SBI and its associate banks. Earlier, RBI held shares of SBI, but later transferred them to the Government to separate regulatory and ownership roles.
    Example: SBI, Punjab National Bank, Bank of Baroda.
    2. Private Sector Indian Banks:
    Majority ownership held by private shareholders.
    As of April 2022, there are 21 private sector banks in India.
    Old Private Banks: Those that existed before 1990 reforms (e.g., Federal Bank, Karur Vysya Bank).
    New Private Banks: Established after the 1990s liberalisation (e.g., HDFC Bank, ICICI Bank, Axis Bank).
    3. Foreign Banks:
    Entered India after 1991 economic reforms.
    Headquartered abroad but operate in India through branches or subsidiaries.
    As of November 2023, there are 46 foreign banks in India.
    Examples: Citi Bank, HSBC, Deutsche Bank.
    4. Differentiated Banks:
    Created with specific objectives and licences from RBI.
    Focus on limited services like payments, small savings, or microfinance.
    Examples: Small Finance Banks, Payments Banks.
    Universal Banks vs Differentiated Banks
    Universal Banks: Provide a wide range of financial services including commercial banking, investment banking, insurance, etc. (e.g., SBI, Canara Bank).
    Differentiated Banks: Restricted to specific areas like payments, small loans, or savings accounts (e.g., Paytm Payments Bank, AU Small Finance Bank).

    Types of Scheduled Commercial Banks

    TypeOwnership/FeaturesExamples
    Public Sector Banks51% or more government/RBI ownershipSBI, PNB, Bank of Baroda
    Private Sector BanksOwned by private shareholdersHDFC, ICICI, Axis Bank
    Foreign BanksHeadquartered abroad but operate in IndiaCiti Bank, HSBC, Deutsche Bank
    Differentiated BanksSpecial licenses with limited scopeAU Small Finance Bank, Paytm Payments Bank

    Mains Key Points

    Commercial banks form the backbone of credit creation and financial intermediation in India.
    Public Sector Banks play a major role in financial inclusion and rural credit expansion.
    Private Banks bring efficiency, technology, and innovation to the banking sector.
    Foreign Banks help in global integration of India’s financial markets.
    Differentiated Banks target niche areas, helping expand financial services to unserved and underserved populations.

    Prelims Strategy Tips

    Public Sector Banks require 51%+ government ownership.
    As of April 2022: 12 Public Sector Banks and 21 Private Sector Banks exist.
    Foreign Banks in India: 46 as of Nov 2023.
    Universal Banks = provide all services; Differentiated Banks = limited services.

    Differentiated Banks: Payment Banks vs Small Finance Banks

    Key Point

    Differentiated banks in India operate under RBI’s special licensing framework. They aim to promote financial inclusion by serving specific needs like small savings, remittances, and credit to underserved sectors. India currently has 6 Payment Banks and 11 Small Finance Banks.

    Differentiated banks in India operate under RBI’s special licensing framework. They aim to promote financial inclusion by serving specific needs like small savings, remittances, and credit to underserved sectors. India currently has 6 Payment Banks and 11 Small Finance Banks.

    Detailed Notes (30 points)
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    Overview
    Differentiated Banks are created to cater to specific financial needs rather than provide full banking services.
    Two key types in India: Payment Banks (focus on deposits and payments) and Small Finance Banks (focus on savings + credit).
    Both are registered as public limited companies under the Companies Act, 2013.
    Payment Banks
    Objective: Promote financial inclusion by providing small savings accounts and remittance/payment services.
    Eligible Promoters: Telecom companies, NBFCs, Pre-paid Payment Instrument issuers, corporates, supermarkets, cooperatives, resident individuals with experience.
    Scope of Activities:
    Accept demand deposits only (up to ₹1 lakh per customer).
    Issue ATM/Debit cards but NOT credit cards.
    Offer payment/remittance services via ATMs, mobile banking, and business correspondents.
    Provide non-risk financial services like insurance and mutual fund distribution.
    Utility bill payments.
    Restrictions: Cannot lend money, cannot accept NRI deposits, cannot offer fixed deposits (FDs) or recurring deposits (RDs).
    CRR & SLR: Must maintain CRR with RBI; for SLR, 75% of demand deposits invested in govt securities and T-bills.
    Examples: Airtel Payments Bank, India Post Payments Bank, Paytm Payments Bank.
    Small Finance Banks (SFBs)
    Objective: Promote financial inclusion by providing savings accounts and supplying credit to underserved sectors.
    Eligible Promoters: Resident individuals with 10+ years banking/finance experience; NBFCs, MFIs, Local Area Banks with good track record.
    Scope of Activities:
    Accept all kinds of deposits (no cap on balance per customer).
    Can lend money to unserved and underserved groups like small businesses, farmers, micro industries.
    Must direct at least 75% of Adjusted Net Bank Credit to priority sector lending.
    50% of loans must be up to ₹25 lakh.
    Can issue both credit and debit cards.
    Can distribute insurance, pension, and mutual fund products with RBI approval.
    May transition into universal banks if they meet required capital/net worth.
    Restrictions: Must comply with PSL norms; focus largely on small-ticket loans.
    CRR & SLR: Must maintain both CRR and SLR like regular banks.
    Examples: Ujjivan Small Finance Bank, AU Small Finance Bank.

    Comparison: Payment Banks vs Small Finance Banks

    BasisPayment BanksSmall Finance Banks
    ObjectiveSmall savings + payments/remittancesSavings + credit to underserved sectors
    Legal FrameworkPublic Ltd Co. under Companies Act, must add 'Payments Bank' in namePublic Ltd Co. under Companies Act, must add 'Small Finance Bank' in name
    Eligible PromotersTelecoms, NBFCs, corporates, coops, resident individualsIndividuals with 10+ yrs exp, NBFCs, MFIs, LABs with 5+ yrs track record
    DepositsDemand deposits only, ₹1 lakh cap per customerAll types of deposits, no cap
    LendingCannot lendCan lend; 75% in PSL, 50% loans ≤ ₹25 lakh
    CardsATM/Debit only, no Credit cardBoth Credit and Debit cards
    Other ActivitiesInsurance, MF distribution, utility bill paymentsInsurance, MF, pension (with RBI approval); can become universal bank
    CRR/SLRMaintain CRR; 75% deposits in govt securities for SLRMaintain both CRR & SLR
    ExamplesAirtel, Paytm, India Post Payments BankUjjivan SFB, AU SFB

    Mains Key Points

    Differentiated banks play a crucial role in India’s financial inclusion strategy.
    Payment Banks increase reach of digital payments and safe savings but cannot provide credit.
    Small Finance Banks bridge the credit gap for small businesses, farmers, and unorganised sectors.
    They help reduce dependence on informal moneylenders.
    Challenges include profitability due to narrow scope for Payment Banks and regulatory compliance for SFBs.

    Prelims Strategy Tips

    Payment Banks cannot lend; max balance ₹1 lakh per customer.
    SFBs must allocate 75% of lending to priority sector.
    Both PBs and SFBs are scheduled banks once operational.
    SFBs can become universal banks if they meet RBI norms.

    India Post Payments Bank (IPPB), Non-Scheduled Banks, Local Area Banks, and Cooperative Banks

    Key Point

    India Post Payments Bank (IPPB) was launched in 2018 under the Department of Posts with 100% Government of India ownership. Alongside, India has a mixed banking structure with Scheduled and Non-Scheduled Banks, Local Area Banks for rural mobilisation, and Cooperative Banks working on mutual-help principles.

    India Post Payments Bank (IPPB) was launched in 2018 under the Department of Posts with 100% Government of India ownership. Alongside, India has a mixed banking structure with Scheduled and Non-Scheduled Banks, Local Area Banks for rural mobilisation, and Cooperative Banks working on mutual-help principles.

    Detailed Notes (27 points)
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    India Post Payments Bank (IPPB)
    Established under Department of Posts, Ministry of Communication.
    100% equity owned by Government of India.
    Launched on 1st September 2018 by Prime Minister.
    By January 2022, crossed 5 crore customers in just 3 years, making it the world’s largest digital financial literacy programme.
    Accounts opened digitally and paperless through 1.36 lakh post offices (1.20 lakh rural).
    1.47 lakh doorstep banking agents involved.
    Customer profile: 48% women, 52% men, 41% youth (18–35 years).
    Focus on rural financial inclusion and digital banking adoption.
    Non-Scheduled Commercial Banks
    Not listed in 2nd Schedule of RBI Act, 1934.
    Cannot borrow from RBI for normal operations (only in emergencies).
    Example: Jammu & Kashmir Bank.
    Local Area Banks (LABs)
    Non-scheduled private commercial banks with jurisdiction over 2–3 contiguous districts.
    Introduced in 1996, registered under Companies Act, 1956.
    Purpose: mobilise rural savings locally and provide credit for local development.
    Currently 3 LABs exist: Coastal LAB Ltd., Krishna Bhima Samruddhi LAB Ltd., Subhadra LAB Ltd.
    RBI allowed LABs to convert into Small Finance Banks (2014), if they meet eligibility.
    LABs must maintain CRR and SLR.
    Cooperative Banks
    Formed by people as cooperative societies under Cooperative Societies Act, 1912.
    Engage in banking business on 'no profit, no loss' principle.
    Operate on principle: one person, one vote (democratic election of board).
    Regulated by RBI (banking functions) and Registrar of Cooperative Societies (administrative functions).
    NABARD: apex body for overall regulation of apex cooperative banks.
    Cooperative banks focus more on mutual help, unlike commercial banks that focus on profits.

    Commercial Banks vs Cooperative Banks

    AspectCommercial BanksCooperative Banks
    Governing LawsBanking Regulation Act, 1949Banking Regulation Act, 1949 + Cooperative Societies Act, 1965
    MotiveProfit-orientedMutual help (no profit-no loss)
    BorrowingOpen to all customersPriority to members first
    Voting RightsBased on shareholdingOne member, one vote
    ObjectiveProvide financial services & earn profitCooperation and welfare of members
    Eligibility for RBI windowsRepo/MSF eligibleLimited eligibility (only some cooperative banks)

    Mains Key Points

    IPPB is crucial for last-mile financial inclusion, especially in rural areas.
    Non-scheduled banks show limitations of India’s dual banking structure.
    Local Area Banks mobilise local savings but face limited growth scope.
    Cooperative banks strengthen rural credit but face governance and NPAs issues.
    Balancing regulation between commercial and cooperative banks is a policy challenge.

    Prelims Strategy Tips

    IPPB is fully owned by Govt of India under Dept of Posts.
    Non-scheduled banks are not in RBI’s 2nd schedule and cannot borrow normally from RBI.
    Local Area Banks operate in 2–3 districts and can be converted into SFBs.
    Cooperative banks follow 'one person, one vote' unlike commercial banks.

    Types of Co-operative Banks in India

    Key Point

    Co-operative banks in India are divided into Rural (PACS, CCBs, StCBs) and Urban (UCBs). They function on the principles of mutual help and democratic control. Additionally, Land Development Banks provide long-term credit for agricultural development.

    Co-operative banks in India are divided into Rural (PACS, CCBs, StCBs) and Urban (UCBs). They function on the principles of mutual help and democratic control. Additionally, Land Development Banks provide long-term credit for agricultural development.

    Detailed Notes (28 points)
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    Rural Co-operative Banks
    # (i) Primary Credit Societies (PACS)
    Formed at village/town level with borrower and non-borrower members of one locality.
    Funds from members’ share capital, deposits, and loans from Central Co-operative Banks.
    Provide short-term loans directly to farmers.
    # (ii) District Central Co-operative Banks (CCBs)
    Operate at district level, membership includes PACS within the district.
    Provide loans to PACS and act as a link between State Co-operative Banks and PACS.
    # (iii) State Co-operative Banks (StCBs)
    Apex-level co-operative banks in each state.
    Mobilise funds and channel them into agriculture and rural credit systems.
    Funds flow: StCBs → CCBs → PACS → individual borrowers.
    Urban Co-operative Banks (UCBs)
    Primary co-operative banks located in urban/semi-urban areas.
    Provide funds and services to small borrowers, shopkeepers, small industries, and businesses.
    Registered under State Co-operative Societies Act or Multi-State Co-operative Societies Act, 2002 (if multi-state operations).
    Regulation Notes
    PACS are outside Banking Regulation Act, 1949; not regulated by RBI.
    StCBs/CCBs are registered under State Co-operative Societies Act and regulated by RBI + NABARD.
    Multi-State Co-operatives are covered under Multi-State Co-operative Societies Act, 2002.
    Land Development Banks (LDBs)
    Quasi-commercial type co-operative banks focusing on agricultural credit.
    Provide long-term loans for land development and increasing agricultural production.
    Sources: share capital, deposits, debentures, borrowings from SBI, commercial banks, and State Co-operative Banks.
    Long-term debentures are the major funding source (issued only by Central LDBs).
    Federal structure:
    Central LDB: at State level.
    Primary LDB: at district or Taluka level.

    Types of Co-operative Banks

    RegionTypeDescription
    RuralPACSVillage-level societies providing loans to farmers.
    RuralCCBsDistrict-level banks linking PACS with State Co-op Banks.
    RuralStCBsState-level apex co-op banks mobilising and distributing funds.
    UrbanUCBsUrban/semi-urban banks serving small borrowers & businesses.
    All IndiaLDBsProvide long-term agricultural credit, structured as Central & Primary LDBs.

    Mains Key Points

    Rural cooperative structure (PACS–CCBs–StCBs) is the backbone of agricultural credit.
    Urban cooperative banks provide affordable finance to small urban borrowers.
    Land Development Banks play a key role in providing long-term loans for land improvement.
    Challenges: political interference, governance issues, and rising NPAs in cooperative sector.
    Reforms needed: Professional management, RBI-NABARD coordination, and digitisation.

    Prelims Strategy Tips

    PACS are outside RBI regulation (not under Banking Regulation Act, 1949).
    NABARD inspects State and Central Cooperative Banks.
    Multi-State Co-operatives fall under Multi-State Co-operative Societies Act, 2002.
    LDBs mainly raise funds via long-term debentures.

    Significance and Issues of Cooperative Banks in India

    Key Point

    Cooperative banks play a vital role in financial inclusion, rural credit, and strengthening the agricultural economy. However, they face governance, administrative, and financial challenges, including dual regulation, weak financial health, and high NPAs.

    Cooperative banks play a vital role in financial inclusion, rural credit, and strengthening the agricultural economy. However, they face governance, administrative, and financial challenges, including dual regulation, weak financial health, and high NPAs.

    Detailed Notes (22 points)
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    Significance of Cooperative Banks
    Financial Inclusion: Provide traditional banking services to underserved segments of society.
    Productive Loans: Encourage borrowing for productive purposes (farming, business) instead of personal consumption.
    Affordable Loans: Work on 'no profit, no loss' principle; offer low-interest loans and higher interest on savings.
    Agricultural Credit: Strengthen agricultural lending by financing seeds, fertilisers, and farm equipment.
    Rural Economy: Provide long-term loans for agriculture, rural industries, and housing; boost rural capital formation.
    Issues with Cooperative Banking Sector
    # 1. Governance Issues
    Multiple regulators (RBI and State authorities) cause dual control and confusion.
    State interference in governance reduces autonomy and credibility.
    Ambiguous division of powers weakens accountability.
    # 2. Administrative & Management Issues
    State subject: Different states follow different cooperative laws, leading to non-standardised practices.
    Shortage of skilled staff and training for modern banking operations.
    Limited adoption of digital banking services like net banking, mobile apps, ATMs.
    Narrow coverage: Many co-ops serve only a few villages or members.
    Political interference and corruption erode trust.
    # 3. Financial Issues
    Weak financial health due to poor loan recovery.
    Dependence on refinancing from government, RBI, and NABARD; low self-reliance.
    High NPAs: Urban Cooperative Banks had gross NPAs of 11.3% (March 2021).
    Lack of diversification: Over-focus on agriculture, where repayment capacity is often weak.

    Significance vs Issues of Cooperative Banks

    AspectSignificanceIssues
    Financial InclusionBring underserved into formal banking.Limited coverage; many areas excluded.
    LoansAffordable, productive, agriculture-focused loans.High NPAs and poor recovery weaken financial base.
    GovernanceDemocratic 'one member, one vote' principle.Dual regulation and political interference erode autonomy.
    TechnologyPotential to expand rural digital banking.Slow modernisation; lack of e-banking/ATM adoption.

    Mains Key Points

    Cooperative banks are crucial for rural credit and financial inclusion but suffer from structural weaknesses.
    Governance challenges due to dual regulation reduce accountability and efficiency.
    High NPAs and weak recovery mechanisms undermine sustainability.
    Urgent reforms: digitalisation, professionalisation of management, and reduction of political interference.
    Strengthening cooperative banks is essential for achieving inclusive growth and doubling farmers’ income.

    Prelims Strategy Tips

    Cooperative banks work on 'no profit, no loss' principle.
    Urban Cooperative Banks NPAs were 11.3% (March 2021).
    Dual regulation: RBI + State Registrar; NABARD inspects StCBs/CCBs.
    PACS are outside RBI regulation.

    Banking Regulation (Amendment) Act, 2020 & Regional Rural Banks (RRBs)

    Key Point

    The Banking Regulation (Amendment) Act, 2020 empowered RBI to directly supervise cooperative banks. Regional Rural Banks (RRBs), established under the 1976 Act, are jointly owned by the Centre, States, and sponsor banks, focusing on rural credit and financial inclusion.

    The Banking Regulation (Amendment) Act, 2020 empowered RBI to directly supervise cooperative banks. Regional Rural Banks (RRBs), established under the 1976 Act, are jointly owned by the Centre, States, and sponsor banks, focusing on rural credit and financial inclusion.

    Detailed Notes (13 points)
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    Banking Regulation (Amendment) Act, 2020
    Amended the Banking Regulation Act, 1949.
    Brought cooperative banks under direct supervision of RBI.
    RBI now has power to: grant/revoke licenses, oversee management, regulate operations, and resolve financial stress in cooperative banks.
    Objective: Strengthen governance, improve transparency, and prevent financial crises in cooperative banks.
    Regional Rural Banks (RRBs)
    Established in 1975 under Regional Rural Banks Act, 1976.
    Ownership pattern: Central Govt (50%), State Govt (15%), Sponsor Bank (35%).
    Focus: Rural credit delivery, lending to weaker sections at concessional rates.
    Classified as Scheduled Commercial Banks, but operations generally limited to 1–2 districts.
    Priority Sector Lending (PSL) target: 75% of total loans.
    Examples: Assam Gramin Vikash Bank, Allahabad UP Gramin Bank, Baroda Gujarat Gramin Bank.
    As of April 2022, 43 RRBs operate in India.

    Comparison: Cooperative Banks vs Regional Rural Banks

    AspectCooperative BanksRegional Rural Banks
    RegulationEarlier dual (State + RBI); now under RBI direct supervision (2020 Act).Fully regulated by RBI under 1976 Act.
    OwnershipOwned by members on cooperative principle.Centre (50%), State (15%), Sponsor Bank (35%).
    CoverageUrban + rural; often small in scale.Primarily rural; 1–2 districts.
    ObjectiveMutual help, community-based finance.Enhancing rural credit, priority sector lending.

    Mains Key Points

    Amendment of 2020 resolved dual regulation issue in cooperative banks by bringing them under RBI.
    RRBs are crucial for rural financial inclusion, agriculture, and weaker sections’ credit access.
    Challenges for RRBs: limited geographical coverage, small capital base, operational inefficiency.
    Reforms needed: consolidation of RRBs, digital banking, better risk management.
    Together, cooperative banks and RRBs form backbone of rural banking in India.

    Prelims Strategy Tips

    Banking Regulation (Amendment) Act, 2020 gave RBI direct control over cooperative banks.
    RRBs established under Regional Rural Banks Act, 1976.
    Ownership split: Centre (50%), State (15%), Sponsor Bank (35%).
    RRBs must allocate 75% of loans to priority sector.

    Development Banks in India

    Key Point

    Development banks provide long-term finance and support to sectors that are high-risk and underserved by commercial banks. They play a key role in agriculture, rural development, MSMEs, housing, exports, and microfinance.

    Development banks provide long-term finance and support to sectors that are high-risk and underserved by commercial banks. They play a key role in agriculture, rural development, MSMEs, housing, exports, and microfinance.

    Detailed Notes (32 points)
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    Overview
    Development banks are specialized financial institutions that provide long-term capital to sectors where commercial banks hesitate due to risk or low profitability.
    Unlike commercial banks that focus on short-term working capital, development banks aim at building infrastructure, industry, and rural economy.
    NABARD (National Bank for Agriculture and Rural Development)
    Established: 12 July 1982 under NABARD Act, 1981, based on Sivaraman Committee (1979).
    Purpose: Development bank for fostering rural prosperity.
    Fully owned by Government of India; initial capital was ₹100 crore, paid-up capital as on March 2024 stood at ₹17,080 crore.
    Functions: Provides refinance support to agriculture & rural banks, regulates co-operative banks and RRBs.
    Mission: Promote sustainable and equitable agriculture and rural development through innovations, financial and non-financial interventions.
    SIDBI (Small Industries Development Bank of India)
    Established: 2 April 1990.
    Role: Principal financial institution for MSMEs.
    Provides credit flow, financial and developmental support to micro, small, and medium enterprises.
    Operates schemes like Credit Guarantee Fund and Small Enterprises Development Fund (SEDF).
    EXIM Bank (Export-Import Bank of India)
    Established: 1982 under Export-Import Bank Act, 1981.
    Purpose: Promotes India’s cross-border trade and investment.
    Provides loans, foreign currency credit, and export-import facilitation.
    NHB (National Housing Bank)
    Established: 9 July 1988 under NHB Act, 1987, based on recommendations of Dr. C. Rangarajan Committee.
    Apex institution for housing finance in India.
    Initially fully owned by RBI; later RBI sold its stake, making NHB fully government-owned.
    HQ: New Delhi.
    MUDRA Bank (Micro Units Development & Refinance Agency)
    Established to support and refinance microfinance institutions (MFIs).
    Focus: Develop micro-enterprises engaged in manufacturing, services, and trading.
    Works through NBFCs, SHGs, Primary Cooperative Societies, and other last-mile lenders.
    IFCI (Industrial Finance Corporation of India)
    Established in 1948 to provide medium and long-term finance to industries.
    Converted to a Public Limited Company in 1993 under Companies Act, 1956.
    Registered with RBI as a Systemically Important NBFC (NBFC-ND-SI).
    Notified Public Financial Institution under Companies Act, 2013.

    Major Development Banks in India

    BankYear EstablishedFocus Area
    NABARD1982Agriculture and Rural Development
    SIDBI1990Micro, Small & Medium Enterprises (MSMEs)
    EXIM Bank1982International Trade and Investment
    NHB1988Housing Finance
    MUDRA Bank2015Microfinance & Small Businesses
    IFCI1948Industrial Finance

    Mains Key Points

    Development banks bridge long-term credit gaps in agriculture, MSMEs, housing, exports, and rural development.
    They reduce dependence on commercial banks and create specialized funding mechanisms.
    NABARD plays a vital role in rural credit and regulating co-operative banks and RRBs.
    SIDBI and MUDRA are crucial for employment generation via MSMEs and micro-enterprises.
    Challenges: NPAs, governance issues, limited reach, and need for modernization.
    Future: Greater digitalisation, integration with financial inclusion schemes, and green financing.

    Prelims Strategy Tips

    NABARD established in 1982 on Sivaraman Committee recommendation.
    SIDBI is the apex institution for MSMEs.
    EXIM Bank: set up under EXIM Bank Act, 1981.
    NHB: Apex housing finance body, HQ in New Delhi.
    MUDRA Bank: Refinances MFIs and supports micro-businesses.
    IFCI: First development bank in India (1948).

    Non-Banking Financial Companies (NBFCs)

    Key Point

    NBFCs are financial institutions registered under the Companies Act, 1956 that provide loans, investments, leasing, hire purchase, insurance, and chit funds. They act as intermediaries in mobilizing savings and providing credit but cannot accept demand deposits like banks.

    NBFCs are financial institutions registered under the Companies Act, 1956 that provide loans, investments, leasing, hire purchase, insurance, and chit funds. They act as intermediaries in mobilizing savings and providing credit but cannot accept demand deposits like banks.

    Detailed Notes (31 points)
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    Overview
    NBFCs perform important financial intermediation by lending to borrowers not fully served by banks.
    They cater to both rural and urban customers, support small industries, affordable housing, and inclusive growth.
    Significance
    Promote financial inclusion by reaching underserved segments.
    Finance small-scale industries and affordable housing.
    Offer small-ticket loans in rural and semi-urban areas.
    Difference from Banks
    NBFCs cannot accept demand deposits (like savings/current accounts).
    They cannot issue cheques or provide NEFT/RTGS/IMPS facilities.
    No deposit insurance coverage from DICGC for NBFC depositors.
    Repayment of NBFC deposits is not guaranteed by RBI.
    Regulation of NBFCs
    Regulated by RBI under RBI Act, 1934 through Department of Non-Banking Supervision (DNBS).
    RBI issues guidelines for registration, deposit acceptance, and supervision.
    Punitive actions include cancellation of registration or winding up.
    New Scale-Based Regulation (SBR) Framework implemented from 1 Oct 2022: Ensures financial stability with lighter regulations for small NBFCs.
    Categories of NBFCs (Pre-SBR Framework)
    1. Based on Liabilities: Deposit-taking NBFCs and Non-deposit NBFCs.
    2. Based on Size: Systemically Important (NBFC-NDSI) and Others (NBFC-ND).
    3. Based on Activity:
    Asset Finance Company (AFC): Finances physical assets like vehicles, tractors, machinery.
    Investment Company (IC): Focuses on acquiring securities.
    Loan Company (LC): Provides finance via loans/advances, not asset financing.
    Infrastructure Finance Company (IFC): Provides infrastructure loans.
    Core Investment Company (CIC-ND-SI): Large firms acquiring shares/securities.
    Infrastructure Debt Fund (IDF-NBFC): Long-term debt for infrastructure projects.
    NBFC-MFI: At least 85% of assets in microfinance loans.
    NBFC-Factor: Specialises in factoring business.
    Mortgage Guarantee Companies (MGC): Mortgage guarantee services.
    NOFHC: Non-Operative Financial Holding Company, for bank promotion.

    Difference between NBFCs and Commercial Banks

    AspectCommercial BanksNBFCs
    DepositsCan accept demand deposits (savings/current)Cannot accept demand deposits
    Cheque FacilityCan issue cheques, part of payment systemCannot issue cheques, not part of clearing system
    Deposit InsuranceDeposits insured by DICGCNo deposit insurance
    RegulationRegulated under Banking Regulation Act, 1949Regulated by RBI under RBI Act, 1934
    Repayment GuaranteeBacked by RBINot guaranteed by RBI

    Mains Key Points

    NBFCs are crucial for financial inclusion, especially for MSMEs, rural borrowers, and housing finance.
    They complement banks by catering to customers excluded from formal banking.
    Their regulation is lighter than banks, but they pose systemic risks if not monitored (e.g., IL&FS crisis).
    SBR framework brings proportionate regulation based on size and risk of NBFCs.
    Challenges: NPAs, governance issues, over-dependence on wholesale borrowing, and limited liquidity access.

    Prelims Strategy Tips

    NBFCs are registered under Companies Act, 1956.
    NBFCs cannot accept demand deposits or issue cheques.
    Deposit Insurance by DICGC not available for NBFC deposits.
    SBR Framework for NBFCs effective from October 2022.

    Revised Categorisation of NBFCs under SBR Framework

    Key Point

    From October 2022, RBI introduced a Scale-Based Regulatory (SBR) Framework to regulate NBFCs. It classifies NBFCs into four layers—Base, Middle, Upper, and Top—depending on their size, systemic importance, and risk potential.

    From October 2022, RBI introduced a Scale-Based Regulatory (SBR) Framework to regulate NBFCs. It classifies NBFCs into four layers—Base, Middle, Upper, and Top—depending on their size, systemic importance, and risk potential.

    Detailed Notes (27 points)
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    Overview
    SBR introduced to ensure proportionate regulation of NBFCs.
    Objective: Prevent systemic risk, bring NBFC regulation closer to banks, and protect financial stability.
    All NBFCs will be placed into one of four regulatory layers: Base, Middle, Upper, or Top.
    Base Layer (NBFC-BL)
    Non-deposit taking NBFCs with asset size < INR 1,000 crore.
    Least regulatory burden since systemic risk is minimal.
    Middle Layer (NBFC-ML)
    Includes larger non-deposit taking NBFCs (asset size > INR 1,000 crore).
    Covers NBFC-ICC, NBFC-MFI, NBFC-Factor, and NBFC-MGC.
    Stricter rules than Base Layer to reduce regulatory arbitrage with banks.
    Upper Layer (NBFC-UL)
    Includes NBFCs identified by RBI as systemically significant.
    Top 10 NBFCs by asset size automatically included.
    RBI may add others (out of top 50 NBFCs or based on judgment).
    Once included, must remain in this layer for 5 years regardless of asset changes.
    Regulatory framework nearly bank-like.
    Top Layer (NBFC-TL)
    Includes NBFCs from Upper Layer if RBI deems them as carrying very high systemic risk.
    RBI will prescribe higher capital norms and enhanced supervision.
    Ideally, this category remains empty unless extraordinary risks are observed.
    NBFCs Regulated by Other Authorities
    Some entities involved in financial activities do not require NBFC registration with RBI because they are regulated by other regulators:
    Insurance Companies → IRDAI
    Housing Finance Companies → NHB
    Stock Brokers, Merchant Bankers, Mutual Funds, Venture Capital Funds, Collective Investment Schemes, Chit Funds → SEBI
    Nidhi Companies → MCA

    SBR Framework – Layers of NBFCs

    LayerCriteriaRegulation
    Base Layer (NBFC-BL)Non-deposit NBFCs < ₹1000 Cr assetsLeast regulatory burden
    Middle Layer (NBFC-ML)Non-deposit NBFCs > ₹1000 Cr assetsStricter than base layer
    Upper Layer (NBFC-UL)Top 10 NBFCs by size + RBI identified systemically important NBFCsBank-like regulation, 5-year minimum stay
    Top Layer (NBFC-TL)NBFCs with very high systemic risk (shifted from Upper Layer)Highest capital + strictest supervision

    Mains Key Points

    SBR Framework brings proportionate regulation based on size and systemic risk.
    Helps reduce regulatory arbitrage between NBFCs and banks.
    Ensures stricter oversight of large NBFCs with systemic impact.
    Top Layer acts as a warning mechanism for extraordinary risks.
    Challenge: Balancing financial stability with ease of doing business for small NBFCs.

    Prelims Strategy Tips

    SBR Framework for NBFCs effective from October 2022.
    NBFCs divided into 4 layers: Base, Middle, Upper, Top.
    Top 10 NBFCs by asset size are mandatorily in the Upper Layer.
    Top Layer ideally remains empty unless extraordinary systemic risk arises.

    Other Organisations Related to Banking Sector

    Key Point

    Apart from RBI and banks, several specialised institutions like FSIB, NPCI, and BCSBI (now dissolved) play important roles in governance, payments, and customer protection in the Indian banking ecosystem.

    Apart from RBI and banks, several specialised institutions like FSIB, NPCI, and BCSBI (now dissolved) play important roles in governance, payments, and customer protection in the Indian banking ecosystem.

    Detailed Notes (25 points)
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    Financial Services Institutions Bureau (FSIB)
    Constituted by Union Government w.e.f. 1 July 2022.
    Purpose: (i) Recommend persons for appointment as whole-time directors and non-executive chairpersons in PSBs, Financial Institutions, and state-run insurers, (ii) Advise on personnel management issues.
    Replaced Bank Board Bureau (BBB) set up in 2016 on PJ Nayak Committee’s recommendation.
    FSIB functions under Department of Financial Services, Ministry of Finance.
    # Functions:
    Selection and appointment of directors in PSBs, Financial Institutions, Public Sector Insurance companies.
    Advising government on extension/termination of tenure of directors.
    Helping banks develop robust leadership succession planning.
    Maintaining data bank of performance of PSBs, FIs, and their officers.
    # Why FSIB replaced BBB?
    Delhi High Court ruled BBB was not competent to select general managers/directors of state-run insurers.
    Several appointments had to be vacated. FSIB was given clear legal mandate to fill this gap.
    National Payments Corporation of India (NPCI)
    Umbrella organisation for operating retail payments and settlement systems in India.
    Established in 2008 as RBI & Indian Banks’ Association initiative under Payment and Settlement Systems Act, 2007.
    Incorporated as a 'Not for Profit' Company (Section 25 of Companies Act 1956, now Section 8 of Companies Act 2013).
    Provides physical and electronic payment infrastructure to the banking system.
    Brings innovations in retail payment systems to increase efficiency and reach.
    Products: UPI, BHIM, RuPay, Bharat Bill Payment System, IMPS, Bharat QR, NACH, etc.
    Banking Codes and Standards Board of India (BCSBI)
    Set up in 2006 by RBI as independent body to ensure fair treatment of customers through voluntary codes of conduct by banks.
    RBI dissolved BCSBI later and transferred its functions to CEPD (Consumer Education and Protection Department).
    RBI issued Charter of Customer Rights (CoCR) and strengthened the Ombudsman mechanism.
    CEPD acts as single nodal point for all complaints related to services of RBI-regulated entities.

    Key Organisations Related to Banking Sector

    OrganisationYearRole
    FSIB2022Appointment & succession planning for PSBs, FIs, insurers
    NPCI2008Umbrella organisation for retail payment infrastructure (UPI, RuPay, IMPS etc.)
    BCSBI (dissolved)2006Framed customer protection codes; now replaced by CEPD

    Mains Key Points

    FSIB strengthens governance in PSBs and insurers by transparent appointments.
    NPCI is key for India's digital payments revolution (UPI, RuPay, BHIM).
    Dissolution of BCSBI shows RBI’s focus on centralising consumer protection under CEPD.
    Together, these bodies supplement RBI’s role in ensuring stability, innovation, and customer welfare in banking.

    Prelims Strategy Tips

    FSIB replaced BBB in 2022 after Delhi HC ruling.
    NPCI products: UPI (2016), RuPay (2012), BHIM (2016), IMPS (2010), Bharat QR (2016).
    BCSBI dissolved; CEPD is now the nodal department for customer protection.

    Terms Related to Banking Sector

    Key Point

    Key banking terms like Debit Card, Credit Card, Prepaid Card, Smart Card, ATMs, POS, MDR, and IFSC are important for understanding how modern banking transactions work in both offline and online modes.

    Key banking terms like Debit Card, Credit Card, Prepaid Card, Smart Card, ATMs, POS, MDR, and IFSC are important for understanding how modern banking transactions work in both offline and online modes.

    Detailed Notes (36 points)
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    Debit Card
    Payment card linked directly to your bank account.
    Lets you spend your own money and withdraw cash from ATMs.
    Works online, at stores, and with mobile wallets (Apple Pay, Google Pay, etc.).
    Credit Card
    Card that allows you to borrow money from bank or financial institution.
    You pay interest if dues are not cleared in time.
    Often comes with rewards like cashback, discounts, or air miles.
    Suitable for building credit history but can lead to debt if misused.
    Prepaid Card
    Card with pre-loaded balance that acts as spending limit.
    Not linked to bank account or credit line.
    Needs to be recharged once balance is used.
    May include fees for use.
    Smart Card
    Physical card with embedded chip acting as a security token.
    Used for secure payments, access systems, ID verification, etc.
    Works via contact (chip & dip) or contactless (NFC, RFID).
    Automated Teller Machine (ATM)
    Specialised computer that allows cash withdrawal, deposit, fund transfers, and balance checks without visiting a bank.
    Components: screen, card reader, keypad, cash dispenser, printer.
    White Label ATMs
    ATMs owned and operated by non-bank entities.
    Customers of any bank can use them but with a small service fee.
    Point of Sale (POS)
    Place where customers pay for goods/services.
    Can be physical (stores, restaurants, petrol pumps) or digital (online checkout page).
    POS system usually includes machine + software + scanner + card reader + printer.
    Merchant Discount Rate (MDR)
    Fee charged to merchants by banks/payment processors for using debit/credit cards.
    Usually 1–3% of transaction value.
    Also called Transaction Discount Rate (TDR).
    Indian Financial System Code (IFSC)
    Unique 11-character alphanumeric code for each bank branch.
    Essential for online money transfers: NEFT, RTGS, IMPS.
    Found in cheque book, passbook, or bank’s website.

    Banking Cards and Systems – At a Glance

    TermDescription
    Debit CardLinked to account, uses own money, ATM + POS use
    Credit CardBorrowed money with interest, rewards/benefits
    Prepaid CardPre-loaded balance, recharge after use
    Smart CardChip-based secure card, contact/contactless use
    ATMMachine for cash & banking services
    White Label ATMOwned by non-banks, service fee applicable
    POSPlace/system for payment processing
    MDRFee charged to merchant (1–3% per transaction)
    IFSCUnique branch code for online fund transfers

    Mains Key Points

    Debit/Credit/Prepaid/Smart Cards show diversification of payment instruments in banking.
    ATMs and POS systems are backbone of cash and digital transactions in India.
    MDR impacts small merchants’ acceptance of digital payments – a policy debate area.
    IFSC plays critical role in secure and efficient electronic fund transfers.

    Prelims Strategy Tips

    Debit Card = own money; Credit Card = borrowed money.
    White Label ATMs are owned by non-bank entities.
    MDR = Merchant Discount Rate, usually 1–3%.
    IFSC = 11-character alphanumeric code for bank branches.

    Banking Related Terms and Institutions

    Key Point

    These terms and institutions are essential for understanding modern banking, global transactions, anti-corruption initiatives, and regulatory mechanisms. They cover payment codes, compliance systems, anti-bribery innovations, risk management, insolvency, and credit databases.

    These terms and institutions are essential for understanding modern banking, global transactions, anti-corruption initiatives, and regulatory mechanisms. They cover payment codes, compliance systems, anti-bribery innovations, risk management, insolvency, and credit databases.

    Detailed Notes (39 points)
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    MICR Code (Magnetic Ink Character Recognition)
    A unique 9-digit code assigned by RBI to each bank branch.
    Used mainly in ECS (Electronic Clearing System) and cheque clearance.
    Ensures faster and error-free cheque processing.
    Works alongside IFSC in online transfers like NEFT, RTGS, IMPS.
    SWIFT Code
    Full form: Society for Worldwide Interbank Financial Telecommunications.
    Used for international money transfer instructions between banks.
    Standard format for Bank Identifier Codes (BIC).
    Each bank in SWIFT network has unique code; SWIFT = BIC.
    Know Your Customer (KYC)
    Regulatory process to verify customer identity and address.
    Prevents money laundering and terror financing.
    Required for opening bank accounts, investing, loans, etc.
    Documents include Aadhaar, Passport, Driving Licence, Voter ID, etc.
    Zero Rupee Note
    An initiative by NGO '5th Pillar' in Tamil Nadu to fight corruption.
    People hand over 'zero rupee note' instead of bribes.
    Not legal tender, but a symbolic protest tool against bribery.
    Printed in multiple languages like Hindi, Telugu, Kannada, Malayalam.
    Legal Entity Identifier (LEI)
    20-character alpha-numeric global code identifying entities in financial transactions.
    Improves transparency and risk management in financial markets.
    In India, issued by Legal Entity Identifier India Ltd. (LEIL).
    Digital Lending
    Lending process carried out fully online using apps and secure platforms.
    Combines financial technology (fintech) and data analytics.
    Offers quick, automated loans to individuals and businesses.
    Examples: Banks, P2P lending platforms (RBI-regulated), Venture capital funds (SEBI-regulated).
    Insolvency and Bankruptcy Board of India (IBBI)
    Established under Insolvency and Bankruptcy Code (IBC), 2016.
    Regulates insolvency resolution for companies, partnerships, and individuals.
    Oversees insolvency professionals, agencies, and information utilities.
    Promotes entrepreneurship, improves credit availability, and balances stakeholder interests.
    Public Credit Registry (PCR)
    A central database of all borrowers’ credit information.
    Proposed by RBI’s High-Level Task Force (Chair: Y.M. Deosthalee, 2018).
    Maintained by RBI, ensures lenders have accurate credit history of borrowers.
    Improves transparency, reduces bad loans, and aids informed lending.

    Important Banking Codes & Institutions

    TermDescription
    MICR Code9-digit RBI code for cheque clearance and ECS payments
    SWIFT CodeInternational Bank Identifier Code for money transfers
    KYCIdentity verification process to prevent money laundering
    Zero Rupee NoteNGO initiative to protest bribery
    LEI20-digit code for legal entities in financial transactions
    Digital LendingOnline loan services using fintech platforms
    IBBIRegulator for insolvency and bankruptcy resolution (2016)
    PCRCentral database of borrower credit information by RBI

    Mains Key Points

    MICR and SWIFT codes ensure smooth domestic and international transactions.
    KYC is a critical tool for preventing money laundering and terror financing.
    Zero Rupee Note is an innovative social movement against corruption.
    LEI improves global financial transparency and systemic risk management.
    Digital lending is reshaping credit delivery but raises data privacy concerns.
    IBBI has streamlined insolvency resolution in India, improving ease of doing business.
    PCR will reduce NPAs by providing a transparent borrower credit history database.

    Prelims Strategy Tips

    MICR = 9-digit code for cheque clearing; IFSC = 11-character alphanumeric code for online transfers.
    SWIFT Code = also called BIC (Bank Identifier Code).
    Zero Rupee Note = started by NGO '5th Pillar' in Tamil Nadu.
    LEI = mandatory for large financial institutions and corporates in India.
    IBBI established under Insolvency and Bankruptcy Code, 2016.
    PCR proposed by RBI task force (Chair: Y.M. Deosthalee, 2018).

    Current Indian Banking Context & Key Institutions

    Key Point

    India’s financial ecosystem includes public and private players that collect, store, and use borrower credit data. Alongside this, institutions like Nidhi Companies, Lead Bank Scheme, and technological solutions like Core Banking have deepened financial inclusion and efficiency.

    India’s financial ecosystem includes public and private players that collect, store, and use borrower credit data. Alongside this, institutions like Nidhi Companies, Lead Bank Scheme, and technological solutions like Core Banking have deepened financial inclusion and efficiency.

    Detailed Notes (27 points)
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    Credit Data Infrastructure in India
    Four private Credit Information Companies (CICs): TransUnion CIBIL, Equifax, Experian, and CRIF High Mark. All banks/NBFCs must report borrower credit info to them (mandated by RBI).
    RBI-managed databases:
    CRILC (Central Repository of Information on Large Credits): Covers borrowers with exposure above ₹5 crore.
    BSR-1 (Basic Statistical Return-1): Sectoral distribution of credit across all borrowers, but does not track individuals.
    Information Utilities (under IBC, 2016): Store verified debt and financial information to establish defaults.
    Nidhi Companies
    Mutual-benefit companies, registered under Companies Act, 2013, regulated by Ministry of Corporate Affairs.
    Aim: Promote thrift and savings among members; accept deposits and lend only to members.
    Exempted from most RBI NBFC regulations (since they deal only with members).
    Popular in South India for providing lower-interest loans compared to banks.
    Must first register as a public limited company; only individuals can be members.
    Lead Bank Scheme (1969)
    Based on Gadgil Study Group and Banker’s Committee recommendations.
    Allocates one bank (with largest rural presence) as 'lead bank' for a district.
    Role: Coordinate credit flow to agriculture, MSMEs, rural industries, and weaker sections.
    Promotes rural credit penetration via Service Area Approach.
    Core Banking Solution (CBS)
    Technology platform linking all bank branches to a centralized server.
    Enables anywhere-banking: internet/mobile banking, ATMs, NEFT/RTGS, POS, kiosks.
    Stores data in centralized datacentres with security.
    Benefits: Real-time updates, faster transactions, improved customer convenience.
    Net Demand and Time Liabilities (NDTL)
    NDTL = Demand + Time liabilities (deposits received) – deposits placed with other banks.
    Demand Liabilities: Payable on demand (savings/current deposits).
    Time Liabilities: Payable after a period (fixed deposits, recurring deposits).
    Used by RBI to calculate CRR and SLR obligations of banks.

    Key Entities in Indian Banking Data

    EntityFunction
    CICs (CIBIL, Equifax, Experian, CRIF)Private companies storing borrower credit info
    CRILCLarge borrower (> ₹5 cr) database (RBI)
    BSR-1Sectoral credit data (no individual details)
    Information UtilitiesStore verified debt/default info (IBC, 2016)
    Nidhi CompaniesMutual-benefit savings & loans for members
    Lead Bank SchemeDistrict-level rural credit coordination
    CBSCentralized banking technology for anywhere banking
    NDTLBank deposits net of inter-bank deposits (basis for CRR/SLR)

    Mains Key Points

    CICs and RBI databases together strengthen India’s credit information system.
    Nidhi Companies are important for financial inclusion in semi-urban and rural areas.
    Lead Bank Scheme remains critical for ensuring rural credit flow and regional development.
    CBS revolutionized customer experience by enabling 'anywhere, anytime' banking.
    NDTL reflects banking system liquidity and determines statutory reserve requirements.

    Prelims Strategy Tips

    India has 4 CICs: CIBIL, Equifax, Experian, CRIF High Mark.
    CRILC = borrowers with loans > ₹5 crore.
    Nidhi Companies = regulated by MCA, not RBI.
    Lead Bank Scheme launched in 1969 (Gadgil Committee).
    CBS enables anywhere banking via central servers.
    NDTL used by RBI to calculate CRR/SLR.

    Understanding Financial Position of a Bank

    Key Point

    The stability of a bank depends on depositor trust, its ability to absorb risks, and compliance with international banking standards. Key terms include Bank Run (sudden withdrawals), Capital Adequacy Ratio (CAR), and Basel Norms (global risk management rules).

    The stability of a bank depends on depositor trust, its ability to absorb risks, and compliance with international banking standards. Key terms include Bank Run (sudden withdrawals), Capital Adequacy Ratio (CAR), and Basel Norms (global risk management rules).

    Detailed Notes (20 points)
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    Bank Run
    A bank run happens when depositors lose confidence and rush to withdraw their money fearing the bank may fail.
    As more people withdraw, the bank’s reserves shrink, leading to panic and further withdrawals.
    Historically common during crises like the Great Depression (1929).
    Today, deposit insurance reduces the chances of bank runs, but risk still exists during financial instability.
    Capital Adequacy Ratio (CAR)
    CAR = (Tier I Capital + Tier II Capital) ÷ Risk Weighted Assets.
    Risk Weighted Assets (RWA): Loans and investments adjusted by risk (e.g., unsecured loans = riskier than home loans with collateral).
    Tier I Capital: Core capital (shareholders’ equity, retained earnings, profits) – absorbs shocks without closure.
    Tier II Capital: Secondary capital (revaluation reserves, hybrid instruments, subordinated debt) – absorbs losses if bank faces closure.
    Higher CAR = stronger bank, more resilient in financial crises.
    In India: RBI mandates CAR of 12% for public sector banks, 9% for scheduled commercial banks.
    Basel Norms
    Basel = city in Switzerland where Bank for International Settlements (BIS) is headquartered.
    BIS promotes cooperation among central banks to ensure global financial stability.
    Basel Committee on Banking Supervision (BCBS) develops standards to manage risks of banks.
    Basel I (1988): Introduced concept of minimum capital adequacy requirements.
    Basel II (2004): Focused on risk management (credit, operational, market risks).
    Basel III (2010, post-2008 crisis): Strengthened capital requirements, introduced liquidity ratios, and reduced systemic risk.
    India has adopted Basel standards, sometimes stricter than BCBS norms.

    Capital Adequacy Ratio Components

    ComponentDescriptionExamples
    Tier I CapitalCore capital, absorbs shocks without closureEquity, Profits, Retained Earnings
    Tier II CapitalSecondary capital, absorbs losses during closureRevaluation Reserves, Hybrid Instruments, Subordinated Debt
    Risk Weighted AssetsAssets adjusted by riskUnsecured loans vs secured housing loans

    Basel Norms Overview

    Basel AccordYearKey Focus
    Basel I1988Capital adequacy requirements
    Basel II2004Credit, operational, market risk management
    Basel III2010Stricter capital + liquidity requirements, systemic risk control

    Mains Key Points

    Bank runs demonstrate the importance of depositor trust in banking stability.
    CAR protects not only banks but also depositors by ensuring minimum risk capital.
    Basel norms create global uniformity in banking standards and reduce systemic risks.
    RBI enforces stricter CAR norms compared to BCBS, showing India’s cautious approach.
    Learning from crises like the Great Depression and 2008 crash, India adopted proactive regulation.

    Prelims Strategy Tips

    Bank Run = sudden mass withdrawals due to loss of confidence.
    CAR ensures banks can absorb risk-weighted losses.
    Tier I capital is stronger than Tier II capital.
    Basel III introduced after 2008 crisis to strengthen global banking.
    India requires 12% CAR for public sector banks, 9% for others.

    Basel Norms (I, II, III)

    Key Point

    Basel norms are international banking standards set by the Basel Committee on Banking Supervision (BCBS) to strengthen global financial stability. Their aim is to ensure banks have enough capital, manage risks effectively, and maintain transparency.

    Basel norms are international banking standards set by the Basel Committee on Banking Supervision (BCBS) to strengthen global financial stability. Their aim is to ensure banks have enough capital, manage risks effectively, and maintain transparency.

    Detailed Notes (31 points)
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    Aims of Basel Norms
    Strengthen banking sector to withstand financial stress.
    Reduce systemic risk in global financial systems.
    Increase transparency and disclosure among banks.
    Basel I (1988)
    First international framework for capital adequacy.
    Focus: Credit Risk (risk of borrower default).
    Introduced concept of Risk-Weighted Assets (RWA) – safer loans carry less risk weight, riskier loans carry more.
    Required banks to maintain minimum capital adequacy ratio (CAR) = 8% of RWA.
    Basel II (2004)
    A refined version of Basel I, introduced three pillars:
    1. Capital Adequacy: Banks must hold at least 8% of RWA.
    2. Supervisory Review: Banks should improve risk management (credit, market, and operational risks).
    3. Market Discipline: Greater disclosure of CAR, risk exposure, financial health.
    Still not fully implemented in India and some other countries.
    Basel III (2010, after 2008 Crisis)
    Response to 2008 global financial crisis where banks were undercapitalized, overleveraged, and dependent on short-term funds.
    Objective: Build a more resilient global banking system.
    Key focus: Capital, leverage, funding, liquidity.
    # Key Principles of Basel III
    1. Minimum Capital Requirements:
    Common Equity Requirement raised from 2% (Basel II) to 4.5%.
    Additional 2.5% buffer capital → total 7% minimum requirement.
    Tier 1 capital requirement increased from 4% (Basel II) to 6%.
    2. Leverage Ratio:
    Introduced a non-risk-based ratio = Tier 1 Capital ÷ Total Assets.
    Must be > 3% globally; US Fed: 5% for insured banks, 6% for SIFI banks.
    3. Liquidity Requirements:
    Liquidity Coverage Ratio (LCR): Maintain highly liquid assets to survive 30 days of stress.
    Net Stable Funding Ratio (NSFR): Maintain stable funding for 1 year during prolonged stress.
    Phased implementation: LCR from 2015 → full by 2019; NSFR operational by 2018.

    Basel Norms Comparison

    NormYearFocusCapital Requirement
    Basel I1988Credit Risk8% of RWA
    Basel II20043 Pillars: Capital, Supervision, Disclosure8% of RWA
    Basel III2010Capital, Leverage, Liquidity, Funding7% (4.5% core equity + 2.5% buffer), Tier I = 6%

    Mains Key Points

    Basel norms strengthen global financial stability by regulating bank capital and risk exposure.
    Basel I was a starting point, but too narrow (focused only on credit risk).
    Basel II expanded risk management but lacked implementation before 2008 crisis.
    Basel III addressed weaknesses by focusing on liquidity, leverage, and capital buffers.
    For India, stricter Basel compliance ensures stronger banking resilience but may constrain credit growth.

    Prelims Strategy Tips

    Basel I (1988) → Credit risk, 8% CAR.
    Basel II (2004) → 3 Pillars: Capital Adequacy, Supervisory Review, Market Discipline.
    Basel III (2010) → Post 2008 crisis, focus on liquidity and leverage.
    LCR = 30 days liquid assets; NSFR = 1 year stable funding.
    India adopted Basel standards but with stricter norms in some areas.

    India and Basel Norms

    Key Point

    India adopted Basel banking norms in 2003 (Basel I) and has been implementing Basel II and Basel III in phases. The RBI has been praised internationally for stricter capital standards, but challenges remain due to high capital and liquidity requirements.

    India adopted Basel banking norms in 2003 (Basel I) and has been implementing Basel II and Basel III in phases. The RBI has been praised internationally for stricter capital standards, but challenges remain due to high capital and liquidity requirements.

    Detailed Notes (23 points)
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    Implementation Timeline in India
    Basel I norms introduced by RBI in 2003.
    Basel II implementation announced in 2007.
    Basel III scheduled for March 2019 → extended to March 2020 → further extended to April 2021 due to COVID-19.
    Currently: Indian banks are gradually implementing Basel III norms in phases.
    Basel III Guidelines in India
    Common Equity Tier 1 (CET1) ≥ 5.50%.
    Additional Tier 1 Capital ≥ 1.50% of CET1.
    Total Tier 1 Capital ≥ 7.00%.
    Capital to Risk-Weighted Assets Ratio (CRAR) ≥ 9.00%.
    Indian banks average around 8% capital adequacy, lower than Basel III’s global 10.5% requirement (with 2.5% buffer).
    Basel Committee has credited RBI for its stricter implementation efforts.
    Challenges for India
    Higher capital requirements reduce lending capacity and profitability of banks.
    Maintaining liquidity (LCR) alongside RBI’s own SLR and CRR norms puts extra pressure.
    Balancing growth vs stability is difficult as Indian banks already face stress due to NPAs.
    Counter-Cyclical Capital Buffer (CCCB)
    Part of Basel III framework, adopted by RBI.
    Calculated as a fixed percentage of a bank’s risk-weighted loan book.
    Objective:
    Build a capital buffer during good economic times to maintain credit flow during downturns.
    Prevent excessive credit growth and reduce systemic risk.
    Works like a 'shock absorber' for the banking sector.

    Basel Implementation in India – Key Timeline

    YearPhaseDetails
    2003Basel IIntroduced by RBI focusing on credit risk.
    2007Basel IIAdopted with focus on 3 Pillars: Capital, Supervision, Disclosure.
    2019-21Basel IIIPhased implementation, delayed due to COVID-19.

    Mains Key Points

    India adopted Basel norms to align with global standards and strengthen financial stability.
    RBI has imposed stricter capital adequacy requirements compared to global Basel norms.
    Challenges: Lower profitability of banks due to higher reserve requirements, balancing LCR + SLR + CRR.
    CCCB ensures resilience by forcing banks to build buffers in good times.
    Effective implementation of Basel III is crucial for India’s banking system facing NPAs and capital shortages.

    Prelims Strategy Tips

    India adopted Basel I in 2003; Basel II in 2007; Basel III phased since 2019.
    Basel III: CRAR ≥ 9%, CET1 ≥ 5.5%, Tier 1 ≥ 7%.
    CCCB: Buffer built in good times for use during downturns.
    RBI norms are stricter than BCBS global standards.

    Bad Loans and Types of Loans (Interest Rate Based)

    Key Point

    A bad loan is one that the borrower is unlikely to repay due to financial difficulty or unwillingness. Loans can be structured with floating or fixed interest rates, each with its own benefits and drawbacks.

    A bad loan is one that the borrower is unlikely to repay due to financial difficulty or unwillingness. Loans can be structured with floating or fixed interest rates, each with its own benefits and drawbacks.

    Detailed Notes (25 points)
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    Bad Loan
    A loan becomes 'bad' when the borrower is unable or unwilling to repay the money borrowed.
    Such loans often result in financial losses for banks and can lead to legal proceedings for recovery.
    Example: A borrower takes a car loan but loses their job. Unable to pay installments, the loan turns bad. If the borrower declares bankruptcy, the bank may not recover the full loan amount.
    Types of Loans Based on Interest Rate
    # 1. Floating Interest Loan
    The interest rate changes with market conditions and is linked to a benchmark rate (e.g., repo rate, RBI external benchmark).
    EMI can increase or decrease depending on rate movement.
    Benefits:
    Usually 1–2.5% lower than fixed rates.
    If benchmark rate falls, borrower saves money.
    Drawbacks:
    Monthly installments vary, making budgeting harder.
    If rates rise, EMIs increase.
    Teaser Loan: Special floating loan where initial years have low interest, but later years carry higher rates. RBI introduced stricter rules in 2011.
    # 2. Fixed Interest Loan
    Interest rate remains constant throughout loan tenure.
    EMI does not change, regardless of RBI or government changes.
    Benefits:
    Easier to budget and plan savings.
    Stable repayment structure.
    Drawbacks:
    1–2.5% higher than floating loans.
    If rates fall in the economy, existing fixed loans do not benefit.
    Example: Crop loans up to ₹3 lakh for farmers at 7% fixed rate remain unchanged during tenure.

    Fixed vs Floating Interest Loans

    AspectFixed Interest LoanFloating Interest Loan
    Rate StabilityConstant throughout tenureVaries with benchmark rate
    EMISame every monthChanges with market rates
    Cost1–2.5% higherUsually lower
    BudgetingEasy to planDifficult due to fluctuation
    RiskLow risk for borrowerHigher risk due to variability

    Mains Key Points

    Bad loans reduce bank profitability and require provisioning.
    Floating interest loans are market-sensitive, suitable for borrowers expecting rate drops.
    Fixed loans are safer for borrowers who prefer predictability despite higher cost.
    Policy reforms by RBI ensure transparency (e.g., external benchmark for floating loans).
    Both types of loans have implications for financial planning and monetary transmission.

    Prelims Strategy Tips

    Bad Loan = unlikely to be repaid, leads to write-offs.
    Floating loan rates must now be linked to an external benchmark (RBI, 2019 circular).
    Teaser loans = low rate initially, higher later; RBI restricted in 2011.
    Fixed loans easier for budgeting but costlier than floating loans.

    Types of Loans Based on Borrowers, Teaser Loans and NPAs

    Key Point

    Loans can be classified based on the type of borrower (prime, subprime, overleveraged). Teaser loans offer initially low rates that later increase. NPAs are loans where repayment has stopped for over 90 days, creating stress in the banking sector.

    Loans can be classified based on the type of borrower (prime, subprime, overleveraged). Teaser loans offer initially low rates that later increase. NPAs are loans where repayment has stopped for over 90 days, creating stress in the banking sector.

    Detailed Notes (26 points)
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    Types of Loans Based on Borrowers
    # 1. Prime Borrower
    Borrower with strong repayment capacity and good credit history.
    Considered low risk for banks.
    # 2. Subprime Borrower
    Borrower with poor credit history or weak repayment capacity.
    Considered high risk; higher chances of defaulting.
    Example: Subprime home loans in USA (2007–08) triggered the Global Financial Crisis.
    # 3. Overleveraged Borrower
    Businesses/individuals with too much debt compared to income and equity.
    High Debt-to-Equity ratio.
    Risk of insolvency and defaults increases.
    Teaser Loans
    Loans with low introductory interest rate for first few years; rate increases later.
    Example: Home loan at 6% for first 3 years, then 8% thereafter.
    Common in credit cards (zero-interest offers) and adjustable-rate mortgages.
    Attractive for borrowers but risky if repayment capacity weakens after rate hike.
    RBI has warned that banks often don’t check repayment capacity after teaser period ends.
    Non-Performing Assets (NPA)
    Loan that stops generating income for bank.
    RBI defines NPA as:
    Interest/principal overdue > 90 days for a term loan.
    Account ‘out of order’ in case of overdraft or cash credit.
    Bill overdue > 90 days for purchased/discounted bills.
    For agriculture: principal/interest overdue for 2 crop seasons (short crops) or 1 crop season (long crops).
    NPAs reduce bank profitability and affect credit availability in economy.

    Types of Borrowers

    Borrower TypeDescriptionRisk Level
    Prime BorrowerGood credit history, strong repayment capacityLow
    Subprime BorrowerPoor credit history, weak repayment capacityHigh
    Overleveraged BorrowerExcessive debt compared to equity and incomeVery High

    Mains Key Points

    Subprime borrowers and teaser loans pose systemic risks (as seen in 2007–08 crisis).
    Overleveraged borrowers increase default probability and reduce bank stability.
    NPAs weaken financial health of banks, reduce credit supply, and create stress in economy.
    RBI regulations (like stricter norms on teaser loans) are aimed at protecting financial stability.

    Prelims Strategy Tips

    Prime vs Subprime = Risk classification of borrowers.
    2007–08 Global Financial Crisis triggered by Subprime Home Loan crisis in USA.
    Teaser Loans = low initial rate, higher later; RBI imposes stricter norms.
    NPA = Overdue > 90 days (term loan, OD, bills, or agriculture criteria).

    Categories of NPAs, Provisioning, GNPA & NNPA, Loan Write-off vs Waive-off

    Key Point

    Non-Performing Assets (NPAs) are classified into substandard, doubtful, and loss assets. Banks make provisions to cover NPAs, which reduce profitability. GNPA and NNPA are key indicators of NPA levels. Write-off and waive-off are two different tools for handling bad loans.

    Non-Performing Assets (NPAs) are classified into substandard, doubtful, and loss assets. Banks make provisions to cover NPAs, which reduce profitability. GNPA and NNPA are key indicators of NPA levels. Write-off and waive-off are two different tools for handling bad loans.

    Detailed Notes (16 points)
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    Categories of NPAs (Based on period of default)
    Substandard Assets: Loans that remain NPA for ≤ 12 months.
    Doubtful Assets: Loans that stayed in Substandard category for more than 12 months.
    Loss Assets: Loan where loss is identified by bank or RBI but not fully written off (some recovery may still be possible).
    NPA Provisioning
    Banks must set aside part of their profits to cover potential losses from NPAs.
    Known as 'Provisioning Coverage Ratio'.
    Example: Loan of ₹1 crore becomes NPA → Bank must keep aside a fixed percentage as provision.
    Reduces bank's profitability but ensures safer balance sheet.
    GNPA and NNPA
    GNPA (Gross NPA): Total value of all NPAs reported by bank in a quarter/year.
    NNPA (Net NPA): GNPA – Provisions made by bank.
    NNPA reflects the 'real' burden of NPAs after provisioning.
    Loan Write-off vs Waive-off
    Loan Write-off: Bad loan removed from bank’s balance sheet for accounting purposes, but recovery efforts continue.
    Loan Waive-off: Borrower is freed from repayment; government usually announces waiver (e.g., farmers' loans during natural calamities).

    Categories of NPAs

    CategoryDescription
    Substandard AssetsNPA for ≤ 12 months
    Doubtful AssetsStayed in Substandard for > 12 months
    Loss AssetsIdentified loss by bank/RBI but not fully written off

    Write-off vs Waive-off

    AspectLoan Write-offLoan Waive-off
    MeaningLoan removed from balance sheet but recovery continuesBorrower freed from repayment completely
    AuthorityDone by banksUsually announced by government
    Effect on borrowerStill liable to repay if recovery madeNo repayment needed
    CollateralBank can confiscate collateralCollateral returned to borrower
    PurposeBalance sheet clean-up & reduce tax liabilityRelief during natural calamities/social distress

    Mains Key Points

    High NPAs affect credit flow, profitability, and overall financial stability.
    Provisioning norms ensure resilience but reduce profitability of banks.
    GNPA and NNPA are important indicators for RBI and investors to judge bank health.
    Write-off is accounting adjustment; waive-off has socio-economic implications (e.g., farmer loan waivers).

    Prelims Strategy Tips

    Substandard ≤ 12 months, Doubtful > 12 months, Loss Asset = identified as irrecoverable.
    Provisioning reduces profits but strengthens bank stability.
    GNPA = Gross bad loans; NNPA = GNPA – Provisions.
    Write-off ≠ Waive-off → Write-off = accounting move; Waive-off = borrower relieved.

    NPA Crisis in India

    Key Point

    India’s NPA (Non-Performing Assets) crisis peaked after 2015, mainly due to over-leveraged corporates and stressed public sector banks, called the 'Twin Balance Sheet Problem'. The crisis originated in the mid-2000s investment boom, worsened by global financial crisis, rupee depreciation, high inflation, and falling commodity prices. NPAs touched ₹10.35 lakh crore in 2018 but have since reduced.

    India’s NPA (Non-Performing Assets) crisis peaked after 2015, mainly due to over-leveraged corporates and stressed public sector banks, called the 'Twin Balance Sheet Problem'. The crisis originated in the mid-2000s investment boom, worsened by global financial crisis, rupee depreciation, high inflation, and falling commodity prices. NPAs touched ₹10.35 lakh crore in 2018 but have since reduced.

    Detailed Notes (27 points)
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    Background
    Feb 2016: NPAs rose so high that provisioning (reserves set aside) ate up operating earnings of banks.
    Credit Suisse: ~40% of corporate debt was with companies whose Interest Coverage Ratio < 1 (i.e., not enough earnings to pay even interest).
    Experts called this 'Twin Balance Sheet Problem' (corporates overleveraged + banks stressed).
    Origin of NPA Problem
    2000s boom: India’s GDP growth 9–10% per year, firms invested massively (esp. infrastructure: power, steel, telecom).
    Investment-GDP ratio jumped to 38% (2007-08).
    This was financed by credit boom – non-food bank credit doubled (2004-2009).
    Issues began: Land & environmental clearances delayed, costs soared, financing costs rose.
    2007-08 Global Financial Crisis slowed growth to ~5%.
    RBI raised interest rates → domestic borrowing costly.
    Rupee depreciated from ₹40/$ to ₹60-70/$ → foreign debt repayments ballooned.
    2013: 1/3rd corporate debt with firms having ICR < 1 (esp. power & steel).
    2015: China slowdown → steel prices collapsed → Indian steel firms suffered huge losses.
    March 2018: Gross NPAs ₹10.35 lakh crore, 85% with Public Sector Banks.
    Reasons for Rising NPAs
    Diversion of borrowed funds; misuse through shell companies.
    Wilful defaults, frauds, misappropriation.
    Over-optimistic business projections & project delays.
    Poor monitoring by banks of end-use of loans.
    Twin Balance Sheet Problem
    Companies: Overleveraged (too much debt, low earnings).
    Banks: High NPAs → capital erosion & reduced lending ability.
    Current Status
    Economic Survey 2021-22: GNPA ratio fell from 11.2% (2018) → 6.9% (2021); NNPA from 6% → 2.2%.
    Economic Survey 2022-23: GNPA further fell to 5% (Sept 2022, 7-year low); NNPA 1.3% (10-year low).
    FSR Dec 2022: Even under stress tests, banks maintain CRAR above required limits (baseline 14.9%, medium stress 14%, severe stress 13.1%).

    NPA Crisis Snapshot

    YearGNPA (%)NNPA (%)Key Note
    2017-1811.26.0Peak of NPA crisis
    20207.52.9Improving trend
    20216.92.2Further decline
    20225.01.3Lowest in a decade

    Mains Key Points

    NPA crisis weakened India’s banking system, especially PSBs.
    Originated from over-ambitious corporate investment boom, worsened by global and domestic shocks.
    Twin Balance Sheet Problem hampered investment and growth.
    Reforms like Insolvency and Bankruptcy Code (IBC) and better provisioning have reduced NPAs in recent years.

    Prelims Strategy Tips

    Twin Balance Sheet Problem = Overleveraged corporates + Banks with high NPAs.
    GNPA touched ₹10.35 lakh crore in March 2018.
    Majorly in power, steel, telecom sectors.
    Current GNPA ratio ~5% (2022, 7-year low).

    Slippage in Banking & Measures to Tackle NPAs

    Key Point

    Slippage occurs when fresh loans turn into NPAs due to non-payment of interest for 90+ days. High slippages increase GNPA, reduce profits, and force higher provisioning. Recent years saw reduction in GNPA mainly due to large-scale loan write-offs. India has adopted a 3R approach—Rectification, Restructuring, Recovery—using tools like SARFAESI, IBC, ARCs, and Mission Indradhanush reforms.

    Slippage occurs when fresh loans turn into NPAs due to non-payment of interest for 90+ days. High slippages increase GNPA, reduce profits, and force higher provisioning. Recent years saw reduction in GNPA mainly due to large-scale loan write-offs. India has adopted a 3R approach—Rectification, Restructuring, Recovery—using tools like SARFAESI, IBC, ARCs, and Mission Indradhanush reforms.

    Detailed Notes (31 points)
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    Slippage in Banking
    Slippage = fresh addition of NPAs (loans that stop generating income).
    Example: If Gross NPA rises from 12% to 15% in a year, slippage = 3%.
    High slippage → higher provisioning burden → reduced profitability.
    Low slippage → better asset quality, higher liquidity, more risk capacity.
    Recent trend: GNPA decline due to large-scale write-offs (~₹10 lakh crore written off in 5 years, as per RBI RTI data, 2022).
    RBI’s 3R Framework
    # Rectification
    Asset Quality Review – detects hidden stressed assets in bank balance sheets.
    # Restructuring
    5/25 Refinancing Scheme – extend infra project loans to 20–25 years with refinancing every 5–7 years.
    Corporate Debt Restructuring – for large stressed corporates.
    Strategic Debt Restructuring – lenders convert debt into equity, take management control.
    S4A (Scheme for Sustainable Structuring of Stressed Assets) – bifurcates sustainable vs unsustainable debt.
    ARCs (Asset Reconstruction Companies) – buy NPAs from banks, provide 15% cash + 85% Security Receipts.
    # Recovery
    SARFAESI Act (2002): empowers banks to seize, auction assets of defaulters; not applicable to farm loans.
    Insolvency & Bankruptcy Code (2016): time-bound resolution of corporate insolvency.
    DRTs/DRATs (Debt Recovery Tribunals & Appellate Tribunals): speedy adjudication of loan defaults.
    Credit Information Bureau (CIBIL, 2000): maintains borrower credit records to curb wilful default.
    Lok Adalats (2001): settlement of small loans.
    ARCs (ARCIL, ASREC, etc.): specialised in distressed asset resolution.
    Mission Indradhanush (2015)
    Comprehensive PSB reform plan with 7 elements:
    A – Appointments: separate MD & non-executive Chairman.
    B – Bank Board Bureau: selection of PSB directors (later replaced by FSIB).
    C – Capitalisation: via recapitalisation bonds + market raising.
    D – De-stressing: strengthening DRTs for faster recovery.
    E – Empowerment: less govt interference, more autonomy.
    F – Framework of Accountability: KPIs linked with asset quality, inclusion, RoC.
    G – Governance Reforms (later added): improve transparency & efficiency.

    Key Measures for NPA Resolution

    MeasureFocus Area
    Asset Quality ReviewDetect stressed assets
    5/25 SchemeInfra loan restructuring
    SARFAESI ActAsset seizure & auction
    IBC 2016Time-bound insolvency resolution
    DRTsDebt recovery mechanism
    Lok AdalatsSmall loan settlements
    ARCsDistressed asset resolution
    Mission IndradhanushPSB reforms & recapitalisation

    Mains Key Points

    High slippage reduces profitability & capital adequacy of banks.
    India’s 3R framework targets early detection (rectification), restructuring viable projects, and recovery from wilful defaulters.
    IBC 2016 has been a game-changer in resolving large stressed assets.
    Mission Indradhanush aims to make PSBs more transparent, autonomous, and accountable.

    Prelims Strategy Tips

    Slippage = fresh addition of NPAs.
    Loan write-offs help reduce GNPA on paper but recovery is still pursued.
    SARFAESI not applicable to farm loans.
    Mission Indradhanush = PSB reform plan (A–G).

    Governance Reforms & Insolvency and Bankruptcy Code (IBC)

    Key Point

    Governance reforms were introduced to improve efficiency of Public Sector Banks (PSBs), strengthen their balance sheets, and address bad loans. Key measures included Strategic Debt Restructuring (SDR), Asset Quality Review (AQR), and S4A scheme. Later, the Insolvency and Bankruptcy Code (2016) was enacted to create a time-bound, transparent mechanism to resolve insolvency of companies, partnerships, and individuals. The 2021 Amendment introduced a pre-packaged insolvency process for MSMEs.

    Governance reforms were introduced to improve efficiency of Public Sector Banks (PSBs), strengthen their balance sheets, and address bad loans. Key measures included Strategic Debt Restructuring (SDR), Asset Quality Review (AQR), and S4A scheme. Later, the Insolvency and Bankruptcy Code (2016) was enacted to create a time-bound, transparent mechanism to resolve insolvency of companies, partnerships, and individuals. The 2021 Amendment introduced a pre-packaged insolvency process for MSMEs.

    Detailed Notes (27 points)
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    Governance Reforms
    Aim: Improve efficiency of PSBs and strengthen governance.
    Example: Gyan Sangam conclave (discussion platform for PSBs and FIs).
    Strategic Debt Restructuring (SDR, 2015): Banks could convert part or all of stressed corporate debt into equity shares. Purpose – ensure promoters share revival risk and allow banks to change ownership if required.
    Asset Quality Review (AQR, 2015): RBI inspected bank balance sheets to identify hidden stressed loans. Result – revealed very high NPAs in PSBs.
    Sustainable Structuring of Stressed Assets (S4A, 2016): Divides loans into sustainable (repayable) and unsustainable (to be converted into equity).
    Insolvency and Bankruptcy Code (IBC, 2016)
    Purpose: Streamline insolvency resolution, protect small investors, improve ease of doing business.
    Coverage: Individuals, companies, LLPs, partnership firms.
    Key Institutions:
    Insolvency Professionals (IP): Manage debtor assets and resolution process.
    Insolvency Professional Agencies (IPAs): Certify & regulate IPs.
    Information Utilities (IUs): Store financial info, debts, defaults.
    Adjudicating Authorities: NCLT (for companies), DRT (for individuals).
    Insolvency and Bankruptcy Board of India (IBBI): Regulates IPs, IPAs, and IUs.
    # Resolution Process
    Initiation: By debtor or creditor; resolution professional appointed.
    Moratorium: Legal actions against debtor paused during process.
    Committee of Creditors (CoC): Formed by financial creditors; decides repayment/restructuring/liquidation.
    Timeline: 180 days (extendable up to 330 days as per 2021 amendment).
    Liquidation: If resolution fails, debtor’s assets sold. Priority order – insolvency costs → secured creditors → workers/employees → unsecured creditors → government dues → shareholders.
    Insolvency and Bankruptcy Code (Amendment), 2021
    Introduced Pre-Packaged Insolvency Resolution Process (PIRP) for MSMEs.
    Time-bound CIRP (Corporate Insolvency Resolution Process) capped at 330 days.
    PIRP: Initiated by MSME debtor with approval of 66% financial creditors. Base plan submitted by debtor; if rejected, alternate plans invited.
    During PIRP: Debtor’s management continues, unlike CIRP.
    Threshold: Minimum default = ₹1 lakh (Govt may raise up to ₹1 crore).

    Comparison: CIRP vs PIRP

    FeatureCIRPPIRP (for MSMEs)
    InitiationBy debtor or creditorsOnly by debtor (MSME)
    ManagementTaken over by Resolution ProfessionalContinues with debtor
    TimelineUp to 330 days90 days (extendable to 120)
    Approval NeededCoC approval by 66%CoC approval by 66%
    Base Resolution PlanNot applicableMandatory by debtor

    Mains Key Points

    Governance reforms like SDR, AQR, and S4A aimed at proactive stress detection and resolution.
    IBC created a unified insolvency framework replacing multiple fragmented laws.
    IBC improved India’s Ease of Doing Business ranking (World Bank).
    PIRP (2021) balances speedy resolution with MSME protection by keeping management with debtor.

    Prelims Strategy Tips

    SDR (2015): Banks convert debt into equity.
    AQR (2015): RBI detected hidden NPAs in PSBs.
    IBC (2016): Covers individuals, companies, LLPs, partnerships.
    IBC (Amendment 2021): Introduced PIRP for MSMEs, max CIRP timeline = 330 days.

    Bad Bank, PCA Framework & Systemically Important Banks (SIBs)

    Key Point

    Budget 2021 introduced the concept of a 'Bad Bank' to address India’s NPA crisis. National Asset Reconstruction Company Ltd (NARCL) acts as India’s bad bank, buying stressed loans from banks. The RBI also uses the Prompt Corrective Action (PCA) framework to supervise weak banks. Separately, some large banks are classified as Systemically Important Banks (SIBs), as their failure could destabilize the financial system.

    Budget 2021 introduced the concept of a 'Bad Bank' to address India’s NPA crisis. National Asset Reconstruction Company Ltd (NARCL) acts as India’s bad bank, buying stressed loans from banks. The RBI also uses the Prompt Corrective Action (PCA) framework to supervise weak banks. Separately, some large banks are classified as Systemically Important Banks (SIBs), as their failure could destabilize the financial system.

    Detailed Notes (23 points)
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    Bad Bank (NARCL)
    Concept: A bad bank is not a traditional bank. It is an Asset Reconstruction Company (ARC) set up to buy and resolve stressed assets (bad loans) from commercial banks.
    Aim: Clean bank balance sheets, reduce NPAs, and allow banks to focus on fresh lending.
    India’s Bad Bank: National Asset Reconstruction Company Ltd (NARCL), approved in early 2022.
    Mechanism: NARCL buys NPAs from banks → provides 15% cash upfront → issues Security Receipts (85%) → recovery happens later.
    Prompt Corrective Action (PCA) Framework
    Supervisory tool by RBI imposed when banks breach critical thresholds related to:
    Capital adequacy (CRAR).
    Net NPAs (bad loans ratio).
    Return on Assets (RoA).
    Actions under PCA: Higher provisioning for NPAs, restrictions on fresh lending to risky borrowers, limits on dividend distribution, curbs on branch expansion, etc.
    Coverage:
    Until Sept 2022: Only Scheduled Commercial Banks (except SFBs, Payment Banks, RRBs).
    From Oct 2022: Extended to NBFCs (based on March 2022 position).
    Systemically Important Banks (SIBs)
    'Too Big To Fail (TBTF)' banks – failure can severely affect economy and financial system.
    Advantages: These banks get easier access to funding due to perceived government support.
    Assessment Indicators:
    1. Size – Larger balance sheet = greater risk if it fails.
    2. Interconnectedness – More linkages with other banks increase systemic risk.
    3. Substitutability – If no substitutes exist for services of a big bank, failure has higher impact.
    4. Complexity – More complex banks are harder and costlier to resolve.
    Domestic Systemically Important Banks (D-SIBs) in India: SBI, ICICI Bank, HDFC Bank.

    Comparison of PCA and Bad Bank

    FeatureBad Bank (NARCL)PCA Framework
    ObjectiveResolve NPAs by transferring to NARCLSupervise weak banks and restrict risky activities
    Who manages?Government-backed ARC (NARCL)RBI
    FocusClean balance sheetsPrevent further risk & ensure capital adequacy
    CoverageStressed loans from all commercial banksCommercial Banks (till 2022), NBFCs (after 2022)

    Mains Key Points

    Bad Bank (NARCL) helps reduce NPA burden but recovery effectiveness depends on ARC efficiency.
    PCA ensures banks take corrective action before risks escalate.
    Systemically Important Banks require higher capital buffers as their failure can destabilize the economy.
    Together, these measures strengthen banking sector resilience and restore trust in financial stability.

    Prelims Strategy Tips

    Bad Bank in India = NARCL (2022).
    NARCL provides 15% cash and 85% security receipts to banks.
    PCA = Prompt Corrective Action by RBI on weak banks/NBFCs.
    Current D-SIBs: SBI, ICICI Bank, HDFC Bank.

    Bad Bank (NARCL-IDRCL)

    Key Point

    A Bad Bank is a financial entity that purchases Non-Performing Assets (NPAs) from banks at a discounted price, helping banks clean their balance sheets. In India, the National Asset Reconstruction Company Ltd (NARCL) and India Debt Resolution Company Ltd (IDRCL) were set up in 2021-22 as the 'Bad Bank' structure.

    A Bad Bank is a financial entity that purchases Non-Performing Assets (NPAs) from banks at a discounted price, helping banks clean their balance sheets. In India, the National Asset Reconstruction Company Ltd (NARCL) and India Debt Resolution Company Ltd (IDRCL) were set up in 2021-22 as the 'Bad Bank' structure.

    Detailed Notes (35 points)
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    What is a Bad Bank?
    Entity that buys NPAs/stressed loans from banks and FIs at discounted market prices.
    Works to recover, restructure, or sell assets through professional management.
    Arguments in Favour
    Helps banks get rid of NPAs and focus on lending.
    Enables RBI to push banks to pass on rate cuts.
    One government-backed entity can take faster decisions compared to multiple PSBs.
    International success: Sweden, Malaysia, Spain, after 2008 financial crisis.
    Concerns/Challenges
    Requires huge capital for buying stressed assets.
    Private investors may hesitate without governance control.
    Doesn’t fix deeper issues in PSB governance (political interference, reckless lending).
    Ownership, pricing of bad loans, and professional manpower remain challenges.
    PARA Proposal (2017 Economic Survey)
    Suggested a Public Sector Asset Rehabilitation Agency (PARA) as India’s Bad Bank.
    PARA would buy largest NPAs, negotiate directly with borrowers, raise funds via govt. securities and markets.
    PARA was never established → instead NARCL announced in Budget 2021-22.
    NARCL-IDRCL Structure
    (i) NARCL (National Asset Reconstruction Company Ltd): Government-owned ARC, buys NPAs (~₹2 lakh crore). PSBs hold 51% stake.
    (ii) IDRCL (India Debt Resolution Company Ltd): Service company to sell/restructure acquired NPAs. Private banks hold majority (51%).
    How It Works?
    NARCL buys bad loans → pays 15% cash + 85% Security Receipts (SRs).
    IDRCL manages resolution/sale of assets.
    Govt. Guarantee: ₹30,600 crore for 5 years to cover shortfall between expected value and actual recovery.
    Benefits
    Better value realisation for stressed loans.
    Banks can focus on fresh lending instead of chasing NPAs.
    Improves bank valuation and market capital raising ability.
    Solves issue of contradictory views among multiple lenders.
    Challenges
    Lack of trained professionals for holistic asset resolution.
    Risk of moral hazard – banks may lend recklessly again, knowing NPAs can be shifted.
    Only shifts bad loans – doesn’t fix root governance issues in PSBs.
    Conclusion
    Bad Bank (NARCL-IDRCL) is a useful tool to clean up NPAs, but must be accompanied by deeper reforms in governance and accountability in PSBs.

    Difference between NARCL and IDRCL

    AspectNARCLIDRCL
    Ownership51% PSBs51% Private Sector
    FunctionBuys NPAs from banksResolves/sells NPAs
    RegistrationARC under SARFAESI ActService company (operational entity)
    Government Guarantee₹30,600 crore for 5 yearsNot applicable

    Mains Key Points

    Bad Bank helps clean up NPAs but doesn’t fix root causes like poor credit appraisal and PSB governance.
    Government guarantee reduces risk for banks but increases fiscal burden.
    Need for professional asset managers and global best practices for effective resolution.
    Reforms in lending governance must go hand in hand with NARCL-IDRCL structure.

    Prelims Strategy Tips

    Bad Bank in India = NARCL-IDRCL (2021-22).
    NARCL pays 15% cash + 85% Security Receipts to banks.
    Govt guarantee: ₹30,600 crore for 5 years.
    PSBs own 51% of NARCL; private sector owns 51% of IDRCL.

    Committees on Banking Sector Reforms

    Key Point

    Several expert committees were formed in India to reform the banking sector. The most important are the Narasimham Committee I (1991), Narasimham Committee II (1998), Nachiket Mor Committee (2013), and Urjit Patel Committee (2014). These committees aimed to make banks more professional, financially strong, customer-friendly, and aligned with global standards.

    Several expert committees were formed in India to reform the banking sector. The most important are the Narasimham Committee I (1991), Narasimham Committee II (1998), Nachiket Mor Committee (2013), and Urjit Patel Committee (2014). These committees aimed to make banks more professional, financially strong, customer-friendly, and aligned with global standards.

    Detailed Notes (32 points)
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    Narasimham Committee I (1991) – Committee on Financial System
    Aim: To bring efficiency, autonomy, and professionalism in Indian banks.
    Recommended reduction of high SLR (38.5%) and CRR (15%) that were locking bank funds. Current: SLR 18%, CRR 4%.
    Suggested phasing out 'Directed Credit Programmes' that forced banks to lend at low rates to certain sectors, reducing profitability.
    Wanted interest rates to be decided by the market, not the government.
    Proposed restructuring of banks through mergers to make them stronger and more efficient.
    Recommended setting up Asset Reconstruction Fund (ARF) Tribunal to deal with bad loans.
    Emphasized giving banks freedom and autonomy in decision making.
    Narasimham Committee II (1998) – Banking Sector Committee
    Purpose: To review progress of 1991 reforms and suggest next steps.
    Recommended mergers among large public sector banks to make them globally competitive, but warned against merging weak banks with strong ones.
    Introduced the concept of 'Narrow Banking' where weak banks with high NPAs should invest mainly in safe government securities.
    Suggested RBI should act only as regulator, not as owner of banks.
    Recommended reducing government ownership in banks to increase efficiency.
    Stressed on reducing NPAs and recommended Asset Reconstruction Companies. This led to SARFAESI Act, 2002.
    Suggested increasing Capital Adequacy Ratio (safety capital of banks).
    Proposed raising minimum entry capital for foreign banks from $10 million to $25 million.
    Nachiket Mor Committee (2013)
    Formed by RBI to improve financial inclusion, especially for small businesses and low-income households.
    Suggested that every Indian above 18 years should have a full-service electronic bank account (linked to Aadhaar).
    Recommended setting up a wide network of electronic payment access points (for easy deposit and withdrawal).
    Proposed convenient access to affordable credit, savings, insurance, and risk management products for poor households.
    Recommended increasing Priority Sector Lending (PSL) target from 40% to 50% of total credit.
    Suggested removing cap on interest rate for small loans (should be base rate + 8%).
    Proposed setting up a unified Financial Redress Agency (FRA) to handle customer complaints across all financial services.
    Urjit Patel Committee (2014)
    Formed by RBI to strengthen monetary policy framework.
    Recommended RBI should focus mainly on controlling inflation.
    Suggested CPI (Consumer Price Index) as the main measure for inflation control.
    Proposed an inflation target of 4% (with tolerance band of +/-2%).
    Recommended creation of Monetary Policy Committee (MPC) chaired by RBI Governor to decide monetary policy collectively.
    Suggested separating Open Market Operations (OMOs) from government’s borrowing and link them only to liquidity management.

    Banking Reforms Committees – Key Aspects

    CommitteeYearMain Focus
    Narasimham Committee I1991Reduce SLR/CRR, bank autonomy, bad loan resolution
    Narasimham Committee II1998Mergers, NPAs, reduce govt ownership, strengthen banks
    Nachiket Mor Committee2013Financial inclusion, universal bank account, PSL reform
    Urjit Patel Committee2014Inflation targeting, MPC, monetary policy reform

    Mains Key Points

    Banking reforms committees laid the foundation of modern Indian banking.
    Narasimham Committees aimed at efficiency, autonomy, and tackling NPAs.
    Nachiket Mor focused on financial inclusion for poor households.
    Urjit Patel brought inflation targeting and MPC for stable monetary policy.
    Together, these reforms ensured global competitiveness and customer protection in Indian banking.

    Prelims Strategy Tips

    Narasimham I (1991): Introduced financial sector reforms; reduced SLR & CRR.
    Narasimham II (1998): SARFAESI Act (2002) was an outcome.
    Nachiket Mor (2013): Universal electronic bank account linked with Aadhaar.
    Urjit Patel (2014): CPI-based inflation targeting; MPC introduced.

    Merger of Public Sector Banks in India

    Key Point

    Bank mergers in India involve combining two or more public sector banks (PSBs) into a single entity to improve efficiency, financial stability, and global competitiveness. Between 2017 and 2021, the number of PSBs reduced from 27 to 12 due to large-scale consolidations.

    Bank mergers in India involve combining two or more public sector banks (PSBs) into a single entity to improve efficiency, financial stability, and global competitiveness. Between 2017 and 2021, the number of PSBs reduced from 27 to 12 due to large-scale consolidations.

    Detailed Notes (28 points)
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    What is Bank Merger?
    A bank merger happens when two or more banks combine their assets, liabilities, and operations under one institution.
    Usually, the merged entity keeps the name of the larger or acquiring bank.
    Example: SBI merged with its associate banks and Bharatiya Mahila Bank in 2017.
    Example: Vijaya Bank and Dena Bank merged with Bank of Baroda in 2019.
    Example: 10 PSBs merged into 4 big banks in 2021, reducing PSBs from 27 (2017) to 12 (2022).
    Arguments in Favour of Mergers
    Too many PSBs: Too many small PSBs compete against each other, hurting their own business.
    NPA Crisis: Stronger banks can absorb weaker banks’ Non-Performing Assets (bad loans).
    Better Business: Bigger banks get larger customer base, more services, and wider reach.
    Global Banks: Creates globally competitive Indian banks.
    Cost Efficiency: Reduces duplication of operations and overall costs.
    Geographical Expansion: Combines regional strengths (e.g., Vijaya in South + BoB in West).
    Greater Capital & Liquidity: Helps banks meet international norms like Basel III.
    Human Resources: Larger pool of skilled staff reduces inefficiency.
    Employee Benefits: Equalizes wages and service conditions across merged banks.
    Arguments Against Mergers
    Dominance of Government: Decisions are often politically driven, affecting minority shareholders.
    Burden on Stronger Banks: Strong banks may suffer if merged with weak banks.
    Only Temporary Relief: Doesn’t solve root problems like governance and corruption.
    Setback to Financial Inclusion: Regional banks serving local needs may lose focus.
    Systemic Risks: Very large banks may become 'too big to fail,' risking financial stability.
    Employee Concerns: Trade unions resist mergers fearing job losses or pay disputes.
    Management Challenges: Aligning different HR and cultural practices is tough.
    Technology Issues: Different IT systems and platforms create operational problems.
    Conclusion
    Mergers should be based on synergies, cost savings, and efficiency, not political decisions.
    Government must ensure governance reforms, professional autonomy, and minimal interference.

    Major Bank Mergers in India (2017–2021)

    YearMerger DetailsAfter Merger Entity
    2017SBI with Associate Banks & Bharatiya Mahila BankState Bank of India (SBI)
    2019Vijaya Bank + Dena Bank with Bank of BarodaBank of Baroda
    202110 PSBs consolidated into 4 large banks12 PSBs remained in total

    Mains Key Points

    Bank mergers reduced PSBs from 27 (2017) to 12 (2022).
    Aim: reduce NPAs, increase capital, achieve economies of scale.
    Mergers have pros like efficiency, stronger banks, global competitiveness.
    But challenges include governance issues, systemic risks, employee concerns.
    Conclusion: Mergers must be driven by economic logic, not political decisions.

    Prelims Strategy Tips

    2017: SBI merged with associate banks & Bharatiya Mahila Bank.
    2019: Vijaya & Dena Bank merged with Bank of Baroda.
    2021: 10 PSBs merged into 4, reducing total PSBs to 12.
    Objective: Stronger banks, global competitiveness, cost efficiency.

    Privatisation of Public Sector Banks

    Key Point

    Privatisation of PSBs means transferring bank ownership from the government (public sector) to private sector players. This is done when the government reduces or sells its stake. Example: In 2019, IDBI Bank was privatised by selling majority stake to LIC. In Union Budget 2021-22, the government announced the plan to privatise two more PSBs.

    Privatisation of PSBs means transferring bank ownership from the government (public sector) to private sector players. This is done when the government reduces or sells its stake. Example: In 2019, IDBI Bank was privatised by selling majority stake to LIC. In Union Budget 2021-22, the government announced the plan to privatise two more PSBs.

    Detailed Notes (23 points)
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    What is Privatisation of Banks?
    Transfer of ownership and control of public sector banks to private entities.
    Government reduces its majority stake in PSBs.
    Example: IDBI Bank privatised in 2019 after LIC purchased majority stake.
    Union Budget 2021-22: government announced privatisation of two more PSBs.
    Arguments in Favour of Privatisation
    Better Services: Private banks are known for fast, modern, and customer-friendly services.
    Higher Efficiency: Private banks are more efficient in decision-making and operations compared to PSBs.
    Foreign Investment: Global investors prefer private banks, boosting FDI in the sector.
    NPAs: Private banks have stricter rules against bad loans, hence lower NPAs compared to PSBs.
    Competitive Spirit: Privatisation introduces competition, forcing banks to perform better.
    Innovation: Private banks launch new products and digital services faster.
    Reduced Government Burden: Government need not spend taxpayers’ money on recapitalising weak PSBs.
    Arguments Against Privatisation
    Social Welfare Role: PSBs provide loans for agriculture, education, and weaker sections that private banks may avoid.
    Macroeconomic Stability: PSBs play a bigger role in stabilising economy during crises compared to private banks.
    Financial Inclusion: PSBs dominate in rural and semi-urban areas; private banks prefer profit-oriented urban markets.
    Monetary Policy: PSBs help transmit RBI policies effectively, e.g., reducing lending rates during slowdowns.
    Job Security: Employees of PSBs fear layoffs and reduced job security after privatisation.
    Systemic Risks: History shows private banks often fail (1500+ banks failed between 1935–1969). Recently, RBI had to rescue Yes Bank and Lakshmi Vilas Bank.
    Conclusion
    Privatisation can improve efficiency and attract investment, but may weaken financial inclusion and social banking goals.
    A balanced approach is needed: improve governance of PSBs while allowing selective privatisation with safeguards.

    Privatisation of Banks – Key Facts

    YearEvent
    2019IDBI Bank privatised (LIC acquired majority stake)
    2021-22Government announced privatisation of 2 more PSBs in Union Budget

    Mains Key Points

    Privatisation aims to reduce government burden and increase efficiency of banks.
    Private banks outperform PSBs in innovation, technology, and services.
    However, PSBs are crucial for social banking, inclusion, and rural outreach.
    Privatisation could worsen inequality by reducing credit access for weaker sections.
    Balanced approach needed: selective privatisation + governance reforms in PSBs.

    Prelims Strategy Tips

    Privatisation = transfer of ownership from government to private sector.
    2019: IDBI Bank privatised (LIC stake).
    Union Budget 2021-22: plan to privatise 2 more PSBs.
    Pros: efficiency, innovation, less NPAs; Cons: social welfare, inclusion, systemic risk.

    Financial Inclusion in India

    Key Point

    Financial inclusion means providing affordable access to useful financial services such as savings accounts, credit, insurance, remittances, and financial literacy to weaker and low-income groups. The aim is to bring everyone, especially the poor and vulnerable, under the formal financial system to improve their economic security and opportunities.

    Financial inclusion means providing affordable access to useful financial services such as savings accounts, credit, insurance, remittances, and financial literacy to weaker and low-income groups. The aim is to bring everyone, especially the poor and vulnerable, under the formal financial system to improve their economic security and opportunities.

    Detailed Notes (40 points)
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    What is Financial Inclusion?
    Ensuring access to affordable financial services for weaker and low-income groups.
    Services include: savings and current accounts, low-cost credit, insurance, remittances, financial advice, etc.
    Promotes savings culture and reduces exploitation by moneylenders.
    Need for Financial Inclusion in India
    Lack of Awareness: Many poor and rural people are unaware of financial products due to low literacy levels.
    Financial Exclusion: Reasons include lack of income, high costs, insufficient documents, and remoteness.
    Low Access: As of Census 2011, only 58.7% households used banking services.
    Helps vulnerable sections protect wealth during emergencies.
    Reduces exploitation by informal lenders through formal credit access.
    Challenges to Financial Inclusion
    Inadequate Infrastructure: Especially in remote rural and hilly areas.
    Poor Connectivity: Digital divide limits online banking in many places.
    Low Financial Literacy: Lack of awareness about banking and mobile apps.
    Socio-Cultural Barriers: Caste, gender inequality, and traditions restrict access.
    Security Concerns: Fear of frauds in online/digital payments.
    Measures Taken to Promote Financial Inclusion
    Nationalisation: LIC (1956), Banks (1969 & 1980), Insurance (1972).
    Banking Expansion: RRBs, cooperative banks, NBFCs, priority sector lending, payment banks, small finance banks, India Post Payments Bank.
    SHG-Bank Linkage (1990s): Self-help groups linked with banks.
    Microfinance Institutions (MFIs): Improved access to small credit.
    Business Correspondents (BCs): Local ‘Bank Saathis’ providing deposits, withdrawals, subsidies, remittances in remote villages.
    Aadhaar Enabled Payment Systems (AEPS): Use Aadhaar as identity to do basic banking.
    PM Jan Dhan Yojana (2014): Zero balance accounts; 43.2 crore accounts opened by 2021.
    JAM Trinity: Jan Dhan + Aadhaar + Mobile for direct benefit transfers.
    PMJJBY (2015): Life insurance of ₹2 lakh with ₹330 premium/year.
    PMSBY (2015): Accident insurance of ₹2 lakh with ₹12 premium/year.
    Financial Literacy Programmes: RBI guidelines, Financial Literacy Centres, Financial Literacy Week, and CFLs at block level.
    National Strategy for Financial Inclusion (2019–2024)
    Released by RBI in Jan 2020 with inputs from Govt, SEBI, IRDAI, PFRDA.
    6 Strategic Objectives:
    1. Universal access to financial services.
    2. Providing basic bouquet of financial services.
    3. Access to livelihood and skill development.
    4. Financial literacy and education.
    5. Customer protection and grievance redressal.
    6. Effective coordination among stakeholders.
    Milestones:
    Banking access within 5 km radius of every village/hamlet by March 2020.
    Strengthening digital services and moving towards a cashless society by March 2022.

    Key Financial Inclusion Initiatives in India

    YearInitiativePurpose
    1956Nationalisation of LICExpand insurance coverage
    1969 & 1980Nationalisation of BanksExtend banking to rural India
    1972Nationalisation of General InsuranceExpand risk coverage
    1990sSHG-Bank Linkage ProgrammeProvide credit to rural poor
    2014PM Jan Dhan YojanaUniversal access to banking
    2015PMJJBY & PMSBYAffordable life and accident insurance
    2016India Post Payments BankLeverage postal network for banking
    2019National Strategy 2019-24Universal financial inclusion goals

    Mains Key Points

    Financial inclusion reduces poverty, inequality, and exploitation by informal lenders.
    India has achieved remarkable progress via PMJDY, JAM, AEPS, and insurance schemes.
    Still challenges remain: infrastructure gaps, low literacy, socio-cultural barriers.
    RBI’s 2019-24 Strategy aims at universal access and digital financial services.
    Way forward: strengthen digital infra, financial literacy, customer protection.

    Prelims Strategy Tips

    2014 PMJDY: World’s largest financial inclusion scheme.
    JAM Trinity = Jan Dhan + Aadhaar + Mobile.
    PMJJBY & PMSBY launched in 2015 for low-cost insurance.
    National Strategy 2019-24: 6 objectives of financial inclusion.

    Recent Updates in Banking – Digital Banking Units (DBUs)

    Key Point

    In 2022, RBI released guidelines on Digital Banking Units (DBUs). A DBU is a fixed-point business unit set up by banks with digital infrastructure to provide banking products and services in a fully digital, self-service mode. DBUs aim to expand digital banking reach, improve customer convenience, and strengthen financial inclusion.

    In 2022, RBI released guidelines on Digital Banking Units (DBUs). A DBU is a fixed-point business unit set up by banks with digital infrastructure to provide banking products and services in a fully digital, self-service mode. DBUs aim to expand digital banking reach, improve customer convenience, and strengthen financial inclusion.

    Detailed Notes (22 points)
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    What are Digital Banking Units (DBUs)?
    Specialised fixed-point outlets set up by existing commercial banks.
    Provide digital banking products and services anytime, mainly in self-service mode.
    Expand digital banking reach across India in line with 'Digital India' and financial inclusion goals.
    Products and Services by DBUs
    Liability Services: Account opening, internet/mobile banking, debit card, UPI QR code, POS machines, digital kits for customers and merchants.
    Asset Services: Digital onboarding for loans (retail, MSME, government schemes).
    Digital Services: Cash withdrawal, fund transfer, KYC update, grievance redressal, onboarding for APY, PMJJBY, PMSBY, etc.
    RBI Guidelines on DBUs
    Customer Education: DBUs must educate customers on safe digital banking practices.
    Leadership: Each DBU to be headed by a senior bank executive (Chief Operating Officer – COO).
    Cyber Security: Banks must ensure strong safeguards for cyber security.
    Reporting: Banks must report performance, opening/closure, or shifting of DBUs to RBI.
    Business Correspondents: Banks can use digital business facilitators/BCs to expand outreach.
    Customer Grievances: Adequate mechanisms for real-time complaint redressal are mandatory.
    Difference between Digital Banking Units (DBUs) and Digital Banks
    Legal Status:
    DBUs: Do not have separate legal personality; treated as 'banking outlets' of existing banks under Banking Regulation Act, 1949.
    Digital Banks: Proposed to have legal personality, their own balance sheet, and full banking license under Banking Regulation Act, 1949.
    Innovation & Competition:
    DBUs: Improve digital delivery channels but only existing commercial banks can set them up. Limited role in promoting competition.
    Digital Banks: Proposed framework aims to encourage new entrants, competition, and innovation in banking sector.

    Difference between DBUs and Digital Banks

    ParameterDBUsDigital Banks
    Legal StatusNot separate legal entity; treated as branch/outlet of bankSeparate legal entity with full license under Banking Regulation Act, 1949
    Balance SheetNo independent balance sheetIndependent balance sheet
    InnovationImprove existing digital services; no new competitionEncourage new players, competition, and innovation
    OwnershipOnly existing commercial banks can set them upCan be set up by new entrants with RBI license

    Mains Key Points

    DBUs expand reach of digital banking, reduce dependence on physical branches.
    Improve financial inclusion in remote areas through Business Correspondents.
    Ensure customer awareness and security in digital banking.
    Difference between DBUs and Digital Banks highlights RBI’s cautious approach.
    Way forward: strengthen DBUs while enabling digital bank licensing framework.

    Prelims Strategy Tips

    DBUs introduced by RBI in 2022 to expand digital banking reach.
    DBUs are not independent banks, but outlets of existing commercial banks.
    DBUs focus on customer education, cyber security, grievance redressal.
    Digital Banks are separate licensed entities, unlike DBUs.

    Fincluvation & Development Financial Institutions (DFIs)

    Key Point

    Fincluvation is a joint initiative launched by India Post Payments Bank (IPPB) during Azadi Ka Amrit Mahotsav to collaborate with fintech startups for innovative financial inclusion solutions. Development Financial Institutions (DFIs), like NaBFID established in 2021, are specialized financial institutions providing long-term finance for infrastructure and high-risk sectors, where normal banks cannot lend easily.

    Fincluvation is a joint initiative launched by India Post Payments Bank (IPPB) during Azadi Ka Amrit Mahotsav to collaborate with fintech startups for innovative financial inclusion solutions. Development Financial Institutions (DFIs), like NaBFID established in 2021, are specialized financial institutions providing long-term finance for infrastructure and high-risk sectors, where normal banks cannot lend easily.

    Detailed Notes (36 points)
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    About Fincluvation
    Launched by IPPB as a permanent platform to co-create inclusive financial solutions with fintech startups.
    Aim: To accelerate financial inclusion for underserved and unserved populations.
    Startups are invited to Participate, Ideate, Develop, and Market tailored solutions.
    Three innovation tracks:
    1. Creditization – Develop inclusive credit products using IPPB’s postal network.
    2. Digitization – Converge traditional services with digital payments (e.g., digital money orders).
    3. Market-led Solutions – Any relevant solutions to improve financial inclusion via IPPB/DoP.
    Benefits: Brings together startups, postal network, and IPPB’s technology stack for innovation.
    Improves user experience by creating customer-centric products unlike traditional procurement-led models.
    Need for Fincluvation
    New Business Opportunities: Combining technology + financial services + postal network creates new markets.
    Enhanced User Experience: Bridges gap between customer expectations and banking service delivery.
    Ownership: Encourages startups to build user-focused solutions with accountability.
    Development Financial Institutions (DFIs)
    NaBFID (National Bank for Financing Infrastructure and Development) created in 2021 with capital of ₹1 lakh crore.
    Will provide ₹1 trillion infrastructure lending target; operational from FY23 Q1.
    Regulated by RBI as an All-India Financial Institution (AIFI).
    Fifth AIFI after EXIM Bank, NABARD, NHB, and SIDBI.
    DFIs provide long-term finance where risks are too high for normal banks.
    DFIs do not accept deposits; they raise funds from market, govt, and global institutions.
    Supported through govt guarantees to reduce funding risks.
    Categories of DFIs
    All-India DFIs: Operate nationwide (e.g., NABARD, SIDBI, NaBFID).
    State DFIs: Work at state level for industrial finance.
    Regional DFIs: Focus on smaller regions/industries.
    Funding Sources of DFIs
    Government Grants.
    Borrowings from Govt and RBI (e.g., Long-Term Operations).
    Loans from Multilateral Institutions (World Bank, ADB).
    Issuing Bonds (banks invest in these to meet SLR requirements).
    Functional Classification of All-India DFIs
    Term-lending Institutions: Long-term finance to industries (e.g., ICICI Ltd., IDFC Ltd.).
    Investment Institutions: Invest in bonds, equity, etc. (e.g., LIC, GIC).
    Specialized Institutions: Sector-specific finance (e.g., PFC Ltd., IRFC Ltd.).
    Refinancing Institutions: Provide refinance to intermediaries financing agriculture, MSMEs, housing (e.g., NABARD, SIDBI, NHB).

    Fincluvation – Key Features

    AspectDetails
    Launched ByIndia Post Payments Bank (IPPB) under Azadi Ka Amrit Mahotsav
    AimInnovative financial inclusion solutions with fintech startups
    TracksCreditization, Digitization, Market-led solutions
    BenefitUser-focused products leveraging postal network + technology

    Functional Classification of All-India DFIs

    TypeFunctionExamples
    Term-lending InstitutionsLong-term finance to industriesICICI Ltd., IDFC Ltd.
    Investment InstitutionsInvest in bonds, equityLIC, GIC
    Specialized InstitutionsSector-specific financingPFC, IRFC
    Refinancing InstitutionsRefinance intermediaries in agri, MSME, housingNABARD, SIDBI, NHB

    Mains Key Points

    Fincluvation bridges gap between fintech innovation and rural financial inclusion.
    IPPB leverages vast postal network for digital financial services.
    DFIs like NaBFID provide long-term funds for infrastructure and risky sectors.
    DFIs complement banks by financing projects beyond banks’ risk limits.
    Way forward: strengthen fintech-bank collaboration and governance of DFIs.

    Prelims Strategy Tips

    Fincluvation launched by IPPB to promote fintech-led financial inclusion.
    NaBFID established in 2021 under NaBFID Act with ₹1 lakh crore capital.
    NaBFID is 5th AIFI after EXIM, NABARD, NHB, SIDBI.
    DFIs do not accept deposits; they raise funds from govt, markets, and multilaterals.

    NaBFID Act, 2021 & Financial Services Institution Bureau (FSIB)

    Key Point

    The National Bank for Financing Infrastructure and Development Act, 2021 establishes NaBFID as a Development Financial Institution (DFI) for long-term infrastructure financing. FSIB, created in 2022, replaced the Bank Board Bureau (BBB) to handle appointments, succession planning, and personnel management in public sector banks, insurers, and financial institutions.

    The National Bank for Financing Infrastructure and Development Act, 2021 establishes NaBFID as a Development Financial Institution (DFI) for long-term infrastructure financing. FSIB, created in 2022, replaced the Bank Board Bureau (BBB) to handle appointments, succession planning, and personnel management in public sector banks, insurers, and financial institutions.

    NaBFID Act, 2021 & Financial Services Institution Bureau (FSIB)
    Detailed Notes (32 points)
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    National Bank for Financing Infrastructure and Development (NaBFID)
    Set up under NaBFID Act, 2021 as a corporate body with authorized share capital of ₹1 lakh crore.
    Initially, central government holds 100% shares but it can reduce up to 26% later.
    Shareholders may include: Central Govt, Multilateral institutions, Sovereign Wealth Funds, Pension Funds, Insurers, FIs, Banks, etc.
    Functions of NaBFID
    Provide loans and advances for infrastructure projects.
    Take over or refinance existing infrastructure loans.
    Attract private and institutional investors for infrastructure projects.
    Facilitate foreign participation in infrastructure financing.
    Act as mediator for dispute resolution with govt authorities in infrastructure projects.
    Provide consultancy services in infrastructure financing.
    Management of NaBFID
    Governed by Board of Directors.
    Board includes:
    Chairperson (appointed by Central Govt in consultation with RBI).
    Managing Director.
    Up to 3 Deputy Managing Directors.
    2 directors nominated by Govt.
    Up to 3 directors elected by shareholders.
    Independent directors as specified.
    Financial Services Institution Bureau (FSIB)
    Established by Union Govt from 1 July 2022 replacing Bank Board Bureau (BBB).
    Works under Department of Financial Services, Ministry of Finance.
    Main functions:
    Recommend appointments of whole-time directors and non-executive chairpersons in state-run FIs, PSBs, and insurers.
    Advise on extension or termination of tenure of directors.
    Develop leadership succession plans for banks and financial institutions.
    Maintain performance databank of PSBs, insurers, and officers.
    Why FSIB replaced BBB?
    Delhi High Court ruled BBB was not a competent body to select general managers/directors of PSU insurers.
    Many directors appointed by BBB had to vacate their positions.
    FSIB created with clear legal mandate to oversee appointments in PSBs, insurers, and FIs.

    NaBFID – Key Features

    AspectDetails
    Established UnderNaBFID Act, 2021
    PurposeLong-term infrastructure financing
    Authorized Capital₹1 lakh crore
    Initial Ownership100% by Central Govt (can reduce to 26%)
    RegulatorRBI as All-India Financial Institution (AIFI)

    FSIB vs BBB

    AspectBBBFSIB
    Year Established20162022
    Legal StatusQuestioned by Delhi HC; not competent for insurer appointmentsClear mandate with legal authority
    ScopePublic Sector Banks (mainly)PSBs, Insurers, and other Financial Institutions
    Key FunctionBoard-level appointmentsAppointments + succession planning + databank

    Mains Key Points

    NaBFID strengthens India’s infrastructure financing ecosystem with long-term capital.
    It reduces dependence on commercial banks for risky infra projects.
    NaBFID aligns with govt vision of infra-led growth (National Infrastructure Pipeline).
    FSIB ensures transparent appointments, leadership planning, and governance in PSBs and insurers.
    Together, NaBFID + FSIB aim to strengthen financial stability and institutional capacity.

    Prelims Strategy Tips

    NaBFID: Established by NaBFID Act, 2021 with ₹1 lakh crore capital.
    Initially 100% owned by Govt; can be reduced to 26%.
    NaBFID is 5th All-India Financial Institution (AIFI) after EXIM, NABARD, NHB, SIDBI.
    FSIB replaced BBB in 2022 with wider mandate including PSBs + Insurers.

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