Chanda Kochhar Quotes

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It is crucial to bridge the critical gap between manpower availability and employability by providing sustainable livelihood opportunities for all to grow and prosper.

To reap this demographic dividend, we need to enable the youth to acquire skills required to get the job or become self-employed.

ICICI Bank was the first bank to recalibrate its ATMs for 2000 and then also for 500 rupee notes, and now we have some ATMs which give out 2000, 500, 100 - all of them.

Even if it does not become cashless economy, it will become a less cash economy, and I think that itself is going to be a good and big achievement, and I think we are, as a country, gone through many of large changes, and ICICI has been a leader in many of them.

The whole thing of moving the currency through currency sorting and detection machines and so on that was the whole process actually encouraging electronic transactions.

I think we have to pick up some sectors where we can make India the global hub in the entire value chain, and the most important sector to pick up should be electronics.

Punjab is central to our business strategy, and we are an active partner in the state's growth.

We will leverage technology to collaborate with the government in its e-governance initiatives.

I think it's important to celebrate your successes. It's important to feel happy about them, but it's equally important to look forward to the next big move.

What I was told by my parents was that, you know, take this inhibition out whether you're a girl or a boy. Basically, pursue your dream, and as long as you're a capable and hardworking human being, you will be able to follow and fulfill your dream.

Two eyes are given for a reason. One eye to always look at the opportunity. The second eye to always keep looking at the challenges. Because if you don't balance both, it's very easy to get carried away one way or the other. And it's when you balance the two that you find the most sustainable model.

My father, in a way, was a mentor in the way he instilled the basic values and ethics in me. My mother was a mentor by showing me an example to say that if women have tenacity, they can achieve whatever they have to.

Our parents treated all three of us - two sisters and a brother - equally. When it came to education, or our future plans, there was no discrimination between us based on our gender.

I was only a young girl of 13 when my father passed away from a sudden heart attack, leaving us unprepared to take on life without him. We had been protected from life's challenges so far. But without warning, all that changed overnight.

She worked hard till she saw all of us through college and we became independent. I never knew that my mother had such a wealth of self-assurance and belief within her.

Remember that relationships are important and have to be nurtured and cherished. Also keep in mind that a relationship is a two way street, so be ready to give a relationship just as you would expect the other person to be giving to you.

The restructuring theme can be of various kinds. Some amount of debt gets serviced out of cash flows, some gets back-ended and resolved with sale of non-core assets of the company, and some debt gets converted into equity which might today look like a haircut.

The real underlying value comes if you can put a company back into a running state and it becomes a successful viable entity if it continues to repay loans.

Lending has come back in retail; it has come back in working capital. It has also come back in other forms, like government contract being given out to companies.

My priorities are going to be to play a very balanced role in the sense that I have to keep an eye on the challenges in the environment. At the same time, I have to keep an eye on the optimism that is there for India.

What's important is that we see each year what the opportunities are, and make use of the opportunity.

Successful strategic vision lay in the fact that we visualized the retail business to be much bigger, ahead of what others thought it to be.

As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.

Our focus is more on secured retail business like housing and car loans. While we will do some unsecured loans - credit cards and personal loans - we will do it primarily with existing customers.

We believe that rural India is going to be the next driver of growth. You cannot make money overnight there, as you have to set up infrastructure there; the value of transactions is lower - you need a few years before you can really make all those businesses profitable.

Every quarter, we need to see the portfolio and follow the accounting practice of mark-to-market that values investments according to the prevailing market prices and at the price at which they are made.

We don't understand the equity market well, and so we deploy funds in fixed-income securities, and like any other securities, investment in those securities also need to follow the mark-to-market accounting principle.

Mark-to-market losses are not real loss. It's a notional loss. What we can monitor is the credit quality of the underlying papers. Are the companies paying interest on time? Is there any deterioration in the credit quality of these companies?

We are monitoring the global companies on a daily basis, and their rating continues to be investment grade. We will take immediate action if anything goes wrong.

We have always said that over the medium and long term, we will disinvest some part of our holding in our major subsidiary companies, and life insurance is our largest subsidiary company.

If you look at the numbers from 2002 to 2016, we have consistently been market leaders. We have followed a well-articulated strategy, and our focus is to continue that strategy.

The consolidation that we started in 2009 was clearly the requirement of that time.

It's not that the regulator doesn't want the banking industry to grow. The growth of the industry has always been in relation to the GDP (gross domestic product) growth.

The growth that we are targeting for our bank is in line with the banking industry.

Our approach on lending has always been that we will lend to India-linked assets, because that's the risk that we understand, and that is the business that has been doing very well.

Our institutional framework needs to be bolstered further. We have to implement laws like the proposed Bankruptcy Code and GST (Goods and Services Tax), which will create efficiencies and strongly support the business environment.

We have to address impediments that stall implementation of projects and streamline the process to ensure smooth execution going forward. We need to address the leverage levels among corporates to restart investment cycle.

We have to understand that India is a complex country. Everything takes time for the real impact to get translated to the economy.

A demography that is digitising rapidly, and the potential to invest in infrastructure, are the key strengths of India.

When we in our sector talk of the adoption of Indian consumers to new products and innovative ways of doing banking, they always exceed our expectations.

In India, we have the opportunity to give innovation the kind of scale that no other country in the world can. Innovation is a necessity.

India did not innovate with the ATMs. But when we brought ATMs into India and made the machines talk in 15 regional languages to the people in rural India, we got millions of transactions on the ATM.

If you take existing ideas and make them affordable and scalable, you substantially change business models. India lacks an education system that is research- and creativity-oriented.

Power projects are differently placed to road projects. There's difference stress across different companies across different groups based on their leverage levels.

My belief is India's banking industry will continue to grow at two and a half times the GDP growth rate.

We need to take the country in the right direction, whether it is around administrative policy decisions or legislative changes or ensuring the macroeconomic stability.

I have always been saying that while - the legislative reforms are good, but there are so many low-hanging fruits that we have look for by taking executive decisions. I think the government is actually moving in the right direction.

The increase in coal production and the efficiency in coal movement are all administrative things that can add a lot to the economic growth.

As far as discom reforms are concerned, they have to be a combination of two parts. One is the existing balance sheet and, therefore, taking care of that. The second important is the reduction in losses going forward.

The MBA entrance exams are so quantitative-oriented that it keeps out more and more women from joining the MBA classes. If we were to make the entrance exams more all-rounded, you could see more participation.

You can maintain work-life balance even while pursuing careers.

We believe the new banks will complement the existing banking system, and there will be opportunities for players to identify mutually beneficial partnerships.

The scope of activities for payments banks mainly includes acceptance of demand deposits, issuance of ATM/debit cards, payment and remittance services, and distribution of third-party products.

Payments banks can also act as business correspondents of other banks.

Rather than worrying about entities, we should worry about the trends in technology that may cause disruptions... if we get so paranoid that banking is no longer going to exist and banks are going to get disrupted, I think that is a different worry.

Any of our businesses will not exist in the form that is today, will not exist in the same form one year later, two years later... We have to worry about the disruptions in the business models and the practices.

Only if you aspire for more will you achieve more.

Practise and practise to make your dreams turn into reality.

I thought work and family complete life. Aarti's enthusiasm and energy levels made me realise that life can be even more wholesome and fuller.

I use my interaction with both my kids to know how the youth today relates to technology, their expectations in terms of mobility and social solutions by customer services-oriented businesses like banking.

I believe that India's long-term growth story is strong, and foreign investors are keen to be a part of it.

ICICI Group has always been a catalyst in India's growth and continues to support the country in every sphere.

We have a vision of a strong and prosperous India and an equally strong belief that this vision is achievable.

Over the years, we have financed projects in core industrial sectors like steel, cement, aluminium and petrochemicals, and in manufacturing sectors like automobiles and textiles.

We have no exposure in Europe and not made any finances to the companies there. So the question of Greek debt crisis impacting the bank does not arise.

Remember to be sensitive to the feelings of people around you.

You have to handle the challenges and emerge stronger from them, rather than allow them to bog you down.

While working hard for my career, I looked after my family and have been there for my mother and in-laws when they needed me around. They reciprocated in kind with their unconditional love and support for my career.

I learnt to always keep my mind open to new ideas and looked at each new assignment as an opportunity to learn and prove myself.

Adaptability is a great asset to have because life is so unpredictable, and things can change overnight for any of us.

Aim for the sky, but move slowly, enjoying every step along the way. It is all those little steps that make the journey complete.

Don't cut corners or compromise to achieve your dreams.

Take destiny in your own hands.

I believe in fate, but I also believe that hard work and diligence plays a very important role in our lives.

In a larger sense, we all write our own destiny.

Make sure you have that conviction to do what you know is right, and once you have it, don't let skeptics distract you from your path.

What women need are not benefits and advantages but a merit-based selection process that will allow them to automatically benefit from various opportunities.

I remember the reactions I got when we first visited factories to inspect the projects that we were funding. It was not easy for people to see a woman there. That was a time when most of these workplaces were not even equipped with a loo for women.

A leader has to find opportunities in any environment.

Aggression at a time when the economy was growing at substantial rates and the retail lending as an industry was growing at a substantial rate was an appropriate aggression. Caution at a time when the economic environment is so uncertain is an appropriate caution.

What is important for a leader is that you walk in a stable manner in your own shoes and do not trip.

When people come and invest in India, they invest on a certain premise, and the fact that the very premise can change worries them a lot.

There are lots of India-related business which is nourished overseas. I mean India-related business that is done off-shore. There are lot of funds that are invested in India and run by Indians but are being operated from outside, mainly because of the taxation laws.

Getting small things like Visa or driving licence should be made easier as we, in financial service sectors, are dealing with financial regulations and tax constraints.

I take all the stress on myself so everyone else can work without stress.

If there is a course that is quant-oriented, you need to focus on that, but if it is a course that is more general management-oriented, do you not need entrance examinations which are more all round?

The Indian banking industry has always been full of competition, and there is enough room for growth.

When I moved from consumer banking to international banking, I thought I brought a lot of insights from India we could implement globally.

When I moved from corporate to consumer banking, I brought a lot of synergy with me.

All my challenges have become opportunities.

Moving from corporate banking to retail banking to international banking to supervisory roles has meant completely reinventing myself.

It's not easy to have it all. Frankly, you know, you have to give as much to the career that the career requires and, at the same time, you have to give as much to the family as the attention that's required.

I think competition is good. It finally delivers the best value to the customer, and I think it keeps all the players on their toes.

I think I have it all. But I won't say that the credit for all that goes to me. I think the credit for all that goes to everybody around me. I mean, I have it all because my entire family is so cooperative. I have it all because my children did not whine and cry when I was not there. So, I think it's, you know, in a way, a two-way street.

ICICI has been a meritocracy. So, a huge amount a lot of responsibilities, big roles, challenges, have been given to women, not because they are men or women or so on, but they were just given to people who have - who the organization believes has the capability to perform.

Business models that are relevant today are not relevant tomorrow and were not in existence yesterday.

As far as the banking industry is concerned - and I am sure it must be true for various industries as well - is that the only thing that is constant is change. Your business models are changing, the customer demands are changing and the regulations are changing constantly.

It's very important to have the comfort of the regulator in every geography where you operate.

I think India's growth itself will give opportunities for Indian banks to become substantially bigger.

We have to always set an aspiration for ourselves and then strive to get there.

All three of us - two sisters and a brother - were brought up with an emphasis on academics.

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