Chanda Kochhar Quotes

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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.

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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...

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...

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.

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