The global economy entered
FY 2025-26 in a state of cautious
optimism. Growth held up across
most major economies, but the
gains were distributed unevenly,
and the risks multiplied. The
International Monetary Fund, in
its April 2026 World Economic
Outlook, projected global growth
at 3.1% for CY 2026, revised down
from prior forecasts, reflecting the
cumulative drag from trade policy
uncertainty, geopolitical conflict,
and the lingering effects of the
global monetary tightening cycle.
Behind these headline numbers
is a more complex picture: ISaagBCWI
advanced economies
decelerating, emerging
markets absorbing external HHHH
pressure, and commodity BmbHbHH
markets responding sharply BHM8
to geopolitical developments. ShBBHH
The most consequential development
of the year was the escalation of
the West Asia conflict beginning
in late February 2026. Its impact
operated through three channels
simultaneously. First, energy: Brent
crude prices rose sharply as Strait
of Hormuz traffic was disrupted,
pushing up fuel costs for importing
economies and adding inflationary
pressure that central banks had
only recently brought under control.
Second, freight: international
shipping costs increased materially
as insurance premiums on key
routes spiked and route diversions
lengthened transit times. Third,
supply chains: sectors dependent on
petrochemical inputs and Gulf-routed
components, including textiles, auto
parts, and chemicals, experienced
tightened availability. For India,
which sources over 85% of its crude
requirements from imports, the timing
was particularly unwelcome, arriving
just as domestic inflation had cooled
to comfortable levels.
The United States economy grew
at a pace well above its peers,
sustained by a resilient labor
market and continued technology
investment, though momentum
moderated through the second half
of CY 2025 as the lagged effects of
higher-for-longer monetary policy
worked through the system. The
Federal Reserve began a cautious
easing cycle in late
CY 2025, cutting rates by a
cumulative 75 basis points, but held
rates stable in early CY 2026 as
energy-driven inflation reignited.
The Euro Area muddled through,
constrained by weak industrial
output in Germany and persistent
demand softness. China, managing
a deflationary domestic environment,
maintained 4.6% growth largely
through export-led expansion, even
as trade tensions with the US and
the European Union escalated
over tariff disputes. Emerging
markets, as a group, proved more
durable than in prior cycles of dollar
strength, supported by stronger
fiscal positions, higher commodity
revenues for exporters, and improved
external buffers.
Trade policy added a second layer of
friction. The United States renewed
tariff agenda, directed at both
adversaries and allies, introduced
uncertainty into global supply chain
planning. Businesses delayed capital
expenditure decisions in the face
of unclear trade costs, and global
merchandise trade growth slowed
materially in CY 2025, below the pre-
pandemic decadal average.
Global growth is expected at 3.1%
in CY 2026, with the IMF explicitly
noting the balance of risks is tilted
to the downside. A prolonged West
Asia conflict that keeps energy
prices elevated would compress
growth in oil-importing economies
while limiting central bank room to
ease. Trade fragmentation remains
structural. For India-focused banks,
the relevant watch points are crude
oil trajectory, rupee direction, and
NRI remittance flows from the Gulf,
each of which feeds directly into
credit demand, deposit costs, and
portfolio performance.
[Source: IMF WEO April 2026 RBI MPC Statement, June 2026
https://www.newsonair.gov.in/rbi-to-announce-its-first-bi-monthly-monetary-policy-statement-for-financial-year-2026-27-today/]
Indian Economy
India closed FY 2025-26 as
the fastest-growing major
economy in the world, with
real GDP estimated at 6.5% for
the year as per the IMFs April
2026 projections, against a
global average of 3.1%. That
performance was achieved
against a backdrop of a weakening
rupee, elevated imported inflation
from energy prices, and a global
trade environment that penalized
open economies. The story was
not one of insulation from global
headwinds but of structural
strength that absorbed them.
The growth composition was broadly
balanced. Agriculture expanded aided
by favorable monsoon conditions
through the kharif season and strong
rabi sowing. The sectors contribution
underpinned rural incomes,
moderated food inflation in the first
half of the year, and supported
credit performance in agricultural
lending portfolios. Manufacturing
and construction were the primary
contributors to industrial growth.
The Index of Industrial Production
for March 2026 recorded 4.1%
growth, with capital goods up 14.6%
year-on-year - a strong indicator
of sustained investment activity.
Infrastructure and construction goods
output grew 6.7%, consistent with
continued government spending
on roads, railways, and urban
infrastructure. Services, Indias
largest sector and the anchor of urban
employment and credit demand,
maintained its growth trajectory
through the year.
Monetary policy navigated a delicate
balance. The Reserve Bank of
India delivered a cumulative 100
basis points of rate cuts through
FY 2025-26, bringing the repo rate
down from 6.25% to 5.25%. At its April
2026 meeting, the Monetary Policy
Committee voted unanimously to
hold rates unchanged, reflecting the
domestic growth momentum being
intact while the West Asia conflict
introduced inflationary risks through
energy prices. CPI inflation for
FY 2025-26 settled at approximately
4.2%, within the RBIs tolerance
band, but the forward projection for
FY 2026-27 was revised to 4.6%. The ,
system liquidity environment improved
materially during the year as the RBI
deployed open market operations,
FX swaps, and variable rate repo
auctions to ease the structural deficit
that had persisted through much of ,
FY 2024-25.
The rupee came under sustained
pressure throughout the year.
The USDS/Rs. rate moved from
approximately Rs.84 at the start of
FY 2025-26 to above Rs.93 by March
2026, reflecting dollar strength,
portfolio outflows, and elevated
import costs from energy. The RBI
intervened to smooth excessive
volatility without defending a specific
level, consistent with its stated policy
of market-determined exchange
rates. For banks with significant
NRI deposit franchises, currency
movement created both a liability
repricing dynamic and an opportunity
to attract remittance flows from the
Gulf and North American diaspora.
The Union Budget for
FY 2026-27 continued the
direction of prior budgets: fiscal
consolidation alongside infrastructure
acceleration. Capital expenditure
allocation remained elevated, and
MSME-oriented credit schemes
were expanded. The revision in
MSME classification thresholds that
took effect on April 1, 2025, more
than doubled the investment and
turnover ceilings, bringing a larger
universe of borrowers within the
formal credit system and expanding V
the addressable market for banks
focused on this segment.
[Source: MoSPI Second Advance Estimates PIB RBI MPC Statement, June 2026
https://www.newsonair.gov.in IIP March 2026, PIB
https://www.pib.gov.in/PressReleasePage.aspxRs.PRID=2256241]
MSMESECTOR UPDATE
- Udyam registrations
crossed 7.3 Crores as of
December 2025
- MSME classification
thresholds revised upward
by 2.5x (investment) and
2x (turnover) effective
April 1, 2025
- Credit Guarantee Scheme
coverage ceiling rose to
10 Crores
- Sector contributes
approximately 31% to
Indias GDP and 45% to
merchandise exports
- 58 Million working
enterprises; 244 Million
employed; 96% sole
proprietorships
The IMF projects Indias real
GDP growth at 6.5% for
FY 2026-27, moderating from
7.6% in FY 2025-26 amid higher
energy costs and tighter global
financial conditions rather than
any structural weakening. The
RBIs June 2026 MPC meeting
reinforced a cautious policy stance,
holding the repo rate at 5.25% for
a third consecutive meeting and
maintaining a neutral outlook. The
central bank revised its FY 2026-27
GDP growth forecast to 6.6% and
raised its inflation projection to
5.1%, citing elevated energy prices,
currency pressures and broader
geopolitical uncertainties as key
risks. With inflation management
and exchange-rate stability taking
precedence, the likelihood of
further rate cuts this fiscal year
has diminished materially. For
MSME-focused lenders, however,
expanded classification thresholds
and ongoing formalization continue
to present a durable structural
growth opportunity, largely
independent of the cyclical rate
environment.
[Source: RBI MPC Statement, June 2026 MoSPI PIB]
recorded its strongest financial
performance in over a decade
in CY 2025. A higher-for-longer
interest rate environment
through the first half of the year
expanded Net Interest Margins
across major economies.
Return on equity for large banks
exceeded 12% in the United
States and 10% in Europe
for the first time in the post-
Global Financial Crisis period.
McKinseys Global Banking
Annual Review noted that
global bank revenues reached
approximately USD 7.1 Trillion
in CY 2025, with the industry
returning close to its cost of
capital across most geographies
for the first time since 2010.
However, return on tangible
equity declined from 12.4% in
CY 2024 to 11.8% in CY 2025,
and banking continues to carry
the lowest price-to-book and
price-to-earnings ratios of any
industry, suggesting investors
remain unconvinced by the
long-term growth story despite
record near-term results.
Those tailwinds are fading. Central
banks in the US, Europe, and the
United Kingdom began cutting
rates in late CY 2025, and the
compression of asset yields is
now outrunning the repricing of
deposit bases. Non-bank financial
intermediaries, spanning private
credit funds, fintech lenders,
and insurance-linked credit
vehicles, continued to gain share
in wholesale and consumer
lending. Technology expenses
are escalating; Al infrastructure,
core banking modernization, and
cybersecurity investments are no
longer optional. Banks that deferred
these investments during the
high-margin years now face a more
difficult rebuild in a
compressed-margin environment.
Customer behavior is shifting in
ways that carry lasting revenue
implications. Fintechs now account
for 17% of combined banking
and fintech revenues and are
growing at 22% annually against
5% for banks. Neobanks are
delivering ROEs of 30-35% on lean
operating models, well above most
incumbents, and have broken
through the traditional growth-
profitability frontier that banks
long considered fixed. Agentic
Al is accelerating this shift:
by enabling real-time balance
comparison, automated account
switching, and personalized
financial optimization, it is
eroding the deposit and lending
stickiness that has underpinned
bank profitability for decades.
Digital-native customers are
more willing to fragment their
banking relationships across
providers, eroding the cross-sell
economics that traditional banks
have long depended on. In Asia,
super-app ecosystems have
embedded financial services
into daily commerce at a scale
that traditional bank branches
cannot match. For banks whose
competitive advantage rests on
relationship depth in the MSME
and self-employed segment,
these shifts make customer
engagement technology
an existential rather than
aspirational investment.
[Source: McKinsey Global Banking Annual Review 2026 (Preview) EY Global Banking Outlook 2025] Wjm
https://www.mckinsey.com/industries/financial-services/our-insights/global-banking-annual-review
EY Global Banking Outlook 2025 Wm
https://www.ey.com/content/dam/ey-unified-site/ey-com/en-cn/insights/financial-services/documents/ey-global-banking-outlook-
gfS
2025-en Ddfl Hi
The global banking industry in
CY 2026 is navigating a
post-peak NIM transition. Banks
that built balance sheet strength
and provisioning buffers during the
high-rate years are better positioned
to absorb margin compression
without sacrificing capital ratios.
The structural challenge is longer-
cycle: sustaining profitability as
non-bank competitors, digital
platforms, and Al-native financial
services providers reduce friction
in markets where traditional banks
have earned relationship premiums.
Institutions with secured, granular,
and relationship-anchored portfolios
in under-served segments, such as
MSME banking in emerging markets,
face a more durable competitive
position.
The strategic imperative, however,
is no longer patience. Al adoption
is crossing age groups at
unprecedented speed, eliminating the
grace period that banks historically
relied upon to ease into technological
change. Banks that respond with
precision and speed, shifting from
static customer segmentation to
dynamic engagement, and from
balance-sheet-led profitability to fee-
based and beyond-banking revenue,
will be best placed to defend and
deepen their customer relationships
in this environment.
[Source: McKinsey Global Banking Annual Review EY Global Banking Outlook 2025
?hIm Indian Bankina
Indias banking sector entered
FY 2025-26 from a position
of structural strength. The
Gross NPA ratio for the system
fell to a multi-decade low of
approximately 2.1% as of
September 2025, a reversal
from the 11.2% peak of
FY 2017-18 achieved through
the Insolvency and Bankruptcy
Codes resolution framework, the
RBIs Asset Quality Review, and
years of sustained provisioning.
Recoveries from stressed assets
under the IBC exceeded Rs.4.11
Trillion cumulatively as of
CY 2025.
SECTOR ASSET QUALITY
- System GNPA at 2.1 % as
of September 2025, a
multi-decade low
- IBC recoveries exceeded
4.11 Trillion cumulatively
- Credit costs normalized to
sub-0.7% for the system
- Capital Adequacy Ratio for
PSBs is stable at 16.1% as
of January 2026
[Source: RBI Brickwork Ratings,
January 2026
https://www.brickworkratings.
com/Research/BrickworkRatings_
BankingSector_lndia_January2026.pdf]
Credit and Deposit Growth
Credit growth ran to 14.5%
year-on-year as of the fortnight
ended February 28, 2026, up from
11% in the corresponding period
of the prior year. Total bank credit
stood at Rs.207.5 Lakh Crores. Deposit
growth, at 13.0% over the same
period, lagged credit expansion,
keeping the credit-to-deposit ratio
elevated at 82.4%, near multi-year
highs. This gap between credit
and deposit growth was the central
structural tension in the banking
system through FY 2025-26. Banks
competed aggressively for retail term
deposits, and the cost of deposits
rose through the first three quarters
of the year before easing modestly
in Q4 as the RBIs rate cuts began to
transmit.
Net Interest Margins
Net Interest Margins came under
pressure across the system. The
RBIs 100 basis points of rate cuts
compressed asset yields faster
than liabilities could be repriced
downward, particularly for banks
with short-duration, floating-rate
loan books. The direction of margin
compression was sector-wide, but
the magnitude differed sharply
by bank: institutions with higher
proportions of fixed-rate, long-
tenure loans and a sticky term
deposit base that was only slowly
maturing and repricing at lower
rates held a structural advantage
through this period. The revised
Liquidity Coverage Ratio norms,
effective April 1, 2026, imposed an
incremental 2.5% run-off buffer on
digital deposits, added a new layer of
liquidity management complexity.
Competitive Landscape
The competitive landscape evolved
in ways that carried longer-term
implications. Non-bank financial
intermediaries, spanning private
credit funds, fintech lenders, and
insurance-linked credit products,
continued to expand their share in
segments where regulatory arbitrage,
speed, or product design gave
them an edge. Digital-first lending
platforms grew their unsecured
retail portfolios, though the sector-
wide stress in microfinance and
unsecured credit in FY 2024-25 had
introduced discipline into underwriting
management uibcubbioii a Analysis
standards. For banks with secured,
granular lending models, the flight
to quality in credit markets following
the unsecured stress cycle worked in
their favor.
Regulatory Developments
The Banking Laws (Amendment)
Act 2025 introduced governance
reforms that standardized reporting
practices and strengthened depositor
protection. Pradhan Mantri Jan Dhan
Yojana accounts crossed Rs.54 Crores
by CY 2025, expanding the formal
banking universe. Digital payment
infrastructure continued its growth:
UPI processed over 18 Billion
transactions per month by early
CY 2026, with merchant acceptance
deepening into Tier 3 and Tier 4
towns. For small business-focused
banks, this infrastructure expansion
translated into higher current account
activation potential and fee income
opportunity.
[Source: RBI Bulletin April 2026
Economic Times BFSI
https://bfsi.economictimes.indiatimes.
com/articles/indias-bank-credit-surges-
14-5-yoy-cd-ratio-stays-elevated-
at-82-4/129622261
Times of India
https://timesofindia.indiatimes.com/
business/india-business/credit-deposit-
ratio-of-banks-touches-a-record-83/
articleshow/129857126.cms]
Credit growth in the Indian banking
system is expected to moderate to
11-12% in FY 2026-27, reflecting
higher funding costs, base effects,
and cautious demand in select
segments. Deposit competition is
likely to remain intense as elevated
credit-deposit ratios and revised LCR
norms increase funding requirements,
placing further pressure on NIMs
before repricing dynamics stabilize.
Asset quality is expected to remain
healthy, with system GNPA levels
projected to stay below 3%. MSME
lending, supported by expanded
classification thresholds and ongoing
formalisation, is likely to remain a
key growth driver, particularly for
banks with secured, relationship-led
franchises.
Risks remain. Elevated energy
prices and currency pressures could
sustain inflation, limit monetary
policy flexibility, and weigh on credit
demand in import-dependent sectors.
At the same time, Al is reshaping
competitive dynamics across
banking. Institutions that deploy it
effectively can improve efficiency,
risk management, and customer
engagement, while those that lag
risk losing ground to digital-first
competitors. For MSME-focused
lenders, the opportunity lies in using
technology to strengthen, not replace
the relationship-led model that
remains their core differentiator.
[Source: Brickwork Ratings January 2026 Economic Times
RBI MPC Statement, June 2026]
https://economictimes.com/industry/banking/finance/banking/psu-banks-profit-set-to-
cross-rs-2-lakh-crore-in-fy26-says-dfs-secretary-nagaraju/articleshow/128064402.cms
RBI MPC April 2026]
? Corrmanv Overview
DCB Bank is a new generation
private sector bank with
a pan India presence,
promoted by the Aga
Khan Fund for Economic
Development (AKFED) and
its affiliate Platinum Jubilee
Investments Limited, which
collectively hold 16.23% of
the Banks equity. AKFED is
an international development
agency dedicated to promoting
entrepreneurship and building
economically sound enterprises
across developing nations,
operating through more than 70
project companies employing
over 60,000 people globally.
This heritage of purpose-driven
institution building shapes the
Banks approach to banking in
India.
The Bank operates 480 branches
across the majority of Indias
states and Union Territories, with
11,374 employees as of
March 31, 2026. Its lending
focus is retail mortgages, MSME
and SME lending, educational
institution finance, agri and
inclusive banking, gold loans,
construction finance, and
co-lending partnerships. The
portfolio is secure and granular
by design.
Vision
The Banks vision is to be the
most innovative and responsive
neighborhood bank in India
serving entrepreneurs, individuals
and businesses by adapting
best practices while ensuring
strong governance, good working
atmosphere for employees and be
responsible towards society and
environment.
Philosophy
DCB Bank is built around a single
customer archetype: the
self-employed Indian. A small
business owner in Tier 2 or Tier 3
India, a sole proprietor running a
trade from a local market, a
first-generation entrepreneur whose
income is real but informal, this is
the customer the Bank was designed
to serve, and the customer around
whom every strategic decision is
made. India has 58 Million working
MSME enterprises employing
244 Million people, with 96% being
sole proprietors. They are the
countrys most productive economic
participants and, for decades,
their most underserved banking
customers. DCB Bank exists to close
that gap.
The Banks philosophy rests on three
convictions.
The first is that secured, granular
lending to this segment, when
done with disciplined underwriting
and genuine relationship depth,
generates better long-term credit
outcomes than volume-led,
intermediary-dependent sourcing.
The second is that a bank earns
the right to grow by demonstrating
consistency: consistent credit quality,
consistent cost discipline, consistent
capital efficiency.
The third is that the full opportunity
of serving a self-employed customer
extends far beyond a single loan.
A customer whose business loan is
secured with the Bank should also
hold their operating current account,
transact their trade finance, insure
their assets, and manage their surplus
and deficit needs with the Bank.
The transition from product-seller to
relationship bank, a single-source,
all-financial-solutions provider, is the
operating philosophy that governs
the Banks internal priorities.
Presence
DCB Bank continued to strengthen
its physical distribution network
across urban, semi-urban, and rural
markets. The Bank also focused on
refurbishing branches using
cost-effective and eco-friendly
materials while maintaining a
consistent look, feel, and customer
experience across locations.
Growth Journey
DCB Bank has adopted a calibrated
growth trajectory, with the objective
of doubling its balance sheet every
three to four years in a consistent
and sustainable manner. Growth will
continue to be anchored in secured
retail lending products, including
mortgages, gold loans, construction
finance, term loans, and overdrafts
for MSME/SME and mid-corporate
customers. Agri and Inclusive
Banking remains an important
segment in achieving priority sector
targets through products such as
tractor finance, Kisan Credit Cards,
and agri gold loans, while also
supporting growth across rural and
underbanked markets.
Over the years, DCB Bank has
significantly strengthened its deposit
franchise by focusing on retail
deposits and reducing dependence
on bulk deposits. The Bank continues
to deepen this franchise through
differentiated offerings such as the
DCB Happy Savings Account, DCB
WOW Account, and customized
products and services for senior
citizens.
The next phase of growth over the
coming years will be driven by two
key pillars: Human Resources and
Information Technology.
Human Resources
DCB Banks people strategy is built
around four pillars - Build, Develop,
Engage, and Care, reflecting
its focus on creating a capable,
performance-driven, and values-led
institution. During the year, the Bank
continued to strengthen productivity,
deepen leadership capability, invest
in employee well-being, and build
long-term talent pipelines aligned
with its growth ambitions.
Information Technology
Technology remains central to
DCB Banks strategy to scale
operations, improve customer
experience, strengthen risk controls,
and drive productivity across the
organization. During FY 2025-26,
the Bank continued to invest in
scalable infrastructure, digital
banking capabilities, cybersecurity,
data intelligence, and automation to
support sustainable long-term growth.
Data Infrastructure Designed for
Scale
DCB Banks technology backbone
is built for scalability, agility, and
data-driven intelligence. The
Bank employs a heterogeneous
technology stack including IBM
Power Servers, Dell and HP
infrastructure, running on AIX, RHEL,
and Windows operating systems. Its
databases include Oracle, MS SQL,
and MySQL. Enterprise Service Bus
(ESB) and middleware platforms
like JBoss, WebSphere, and Tomcat
facilitate seamless transaction
processing. Cutting-edge storage
systems from Hitachi, IBM, HPE,
and NetApp, enhanced by NVMe
technologies, ensure fast and reliable
data access. The Bank modernized
its data protection strategy using
Cohesitys object storage and
tapeless backup architecture,
improving recovery speed,
compliance with data localization
laws, and ransomware protection.
Resilient, Scalable Network for
Always-On Banking
The Bank has strengthened its
network infrastructure with over
1,100 active links to maintain
high availability across branches,
ATMs, data centers, and disaster
recovery sites. The deployment of
Software-Defined Wide Area Network
(SD-WAN) technology optimizes
bandwidth and enhances
branch-level application
performance, ensuring consistent
customer interactions. Additionally,
internet-facing applications
benefit from DNS and DDoS
security measures. This network
architecture supports high-volume
digital transactions and low-latency
payment flows essential for retail
customers, mid-corporates, MSMEs,
and non-resident clients through
systems like UPI, IMPS, NEFT/
RTGS, and real-time reconciliation.
Digital Banking: Driving Seamless
Access and Inclusive Growth
DCB Bank offers various digital
platforms such as the DCB Mobile
Banking App, Internet Banking, and
Business Banking Portal, providing
customers 24/7 access to banking
and investment services. Products
like DCB Zippi Fixed Deposit, DCB
EazyBee Mutual Fund, and DCB
Remit emphasize simplicity, speed,
and safety, contributing to significant
growth in digital adoption.
Data, Al and Automation
The Business Intelligence Unit
continued to strengthen
data-led decision-making through
the Banks Enterprise Data Lake and
Al-enabled analytics capabilities.
Predictive models for attrition, cross-
sell propensity, customer profiling,
campaign response, and early NPA
warning were further expanded
during the year. The Bank also
integrated real-time engagement
capabilities across SMS, email,
WhatsApp, and in-app channels
to improve personalization and
customer outreach. During
FY 2025-26, DCB Bank made
significant progress in embedding
Artificial Intelligence and advanced
analytics across its core business
functions. The Bank enhanced its
Enterprise Data Lake, creating a
unified, governed data foundation
that enables real-time analytical
access across verticals. Building on
this infrastructure, the Bank deployed
Al-driven early warning systems
integrated with bureau trigger
feeds to strengthen proactive credit
monitoring, advanced its fraud and
financial crime detection capabilities
through machine learning models
targeting mule account identification
and transaction anomaly detection,
and enhanced its customer
intelligence through behavioural
scoring frameworks.
In the year ahead, the Bank will
extend this capability into
customer-facing and operational
workflows - bringing intelligent
automation to complex, multi-
step processes that today rely on
manual intervention, and placing
analytical insight directly into the
hands of frontline teams to improve
acquisition, engagement, and
retention outcomes. The Bank is also
investing in agenticAl capabilities
that can reason, retrieve, and act
across structured and unstructured
information -with appropriate
human oversight built in. These
efforts are underpinned by a
deliberate governance framework
and a commitment to building Al
that is not only performant but
trustworthy, auditable, and aligned
with the Banks obligations to
its customers, regulators, and
stakeholders.
Cybersecurity at the Core of
Customer Trust
DCB Bank prioritizes cybersecurity
as a fundamental element of its
technology strategy. The Bank
maintains an ISO 27001-certified
Information Security Management
System (ISMS) supported by a
24x7 Security Operations Center
(SOC) equipped with Al-enabled
monitoring and threat intelligence.
This real-time defense ensures
system integrity across cloud
and on-premises environments.
A strategic partnership with Arcon
strengthens privileged access
management across thousands of
systems, using CyberArkAIM for
automatic rotation of application
and database passwords. In todays
hyperconnected world, cybersecurity
is not merely a regulatory
requirement-it is foundational to
customer trust. "Our layered defence
strategy, augmented with Al-enabled
security capabilities, behavioural
analytics, and advanced access
controls, raises the security level
within the Bank to new heights."
DCB Innovation Centre: Driving
Technological Advancement
The DCB Innovation Centre has
played a pivotal role in accelerating
the Banks progress in
technology-driven initiatives. Through
the Centres efforts, several key
achievements have been realized,
each contributing substantially to
operational efficiency and enhanced
customer experience.
One of the Centres major
achievements was the development
and implementation of the Connected
Banking Platform. This platform has
enabled seamless integration of
banking services, making it easier for
customers and partners to access
the Banks offerings. In addition,
the Centre introduced DCB NIYO,
an innovative product specifically
designed to enhance the customer
experience through improved
accessibility and convenience.
The Innovation Centre also launched
the Secured Credit Card, a
lien-backed credit card linked to
savings accounts, which provides
customers with a secure and
accessible credit solution. This
initiative reflects the Banks
commitment to responsible lending
and financial inclusion. Additionally,
the Centre established the Finmon
application, which serves as an
effective tool for robust monitoring
of office account transactions. The
application ensures operational
transparency and greater control
over account activities.
Furthermore, the Centre streamlined
the One Time Settlement process,
resulting in improved efficiency
and enhanced convenience for
customers. Collectively, these
initiatives demonstrate the Centres
ongoing commitment to technological
advancement and customer-centric
innovation within the Bank.
Recognition
DCB Banks dedication to innovation
has been recognized at the Infosys
Innovation Awards 2025. The Bank
was honored with the Gold Award
in the Process Innovation Category
for its Co-lending Model Solution,
highlighting the Banks achievements
in improving operational processes
through innovative solutions.
Additionally, the Bank received the
Platinum Award for its Al-Behavioral
Biometrics-based Authentication
solution. This recognition
underscores DCB Banks excellence
in adopting modern, technology-led
innovations to strengthen security
and enhance customer trust.
These accolades serve as a
testament to DCB Banks ongoing
commitment to innovation,
operational excellence, and the
adoption of cutting-edge technology.
Technology Highlights
| Initiative | Business Intelligence Unit (BIU) |
Strategic Relevance |
The BIU strengthened DCB Banks Al and analytics capabilities through its |
| Enterprise Data Lake and real-time decisioning infrastructure. During the year, the | |
| Bank expanded predictive models across customer engagement, | |
| cross-sell, attrition, fraud monitoring, AML surveillance, and early warning systems. | |
| Genie, the Banks Al-enabled intelligence layer, delivered next-best-action | |
| recommendations across digital, branch, and relationship banking channels. | |
| Initiative | Tech Pulse 2025 |
Strategic Relevance |
Internal technology showcase featuring 30+ digital products, automation tools, |
| V | and Al-led solutions developed across the Bank. J |
| Initiative | Global Fintech Festival 2025 |
Strategic Relevance |
DCB Banks first participation at the event, where the Bank showcased |
| V | 13 digital products and multiple fintech partnerships. j |
| Initiative | Connected Banking Platform |
Strategic Relevance |
Partnership with Spense Reliable Fintech Solutions Pvt Ltd enabled faster integration of partner-led banking solutions and improved scalability of |
| V | embedded banking services. |
| Initiative | DCB Lens |
Strategic Relevance |
RBI-backed initiative integrating land records and credit data to streamline loan |
| V | appraisal and improve turnaround times. |
| Initiative | Al Conversational Analytics |
Strategic Relevance |
Implemented with GreyLabs Al to strengthen customer interaction analysis, |
| V | voice intelligence, and service quality monitoring. |
| Initiative | Pro-Vakil Automation Tool |
Strategic Relevance |
Centralized platform for litigation, compliance, contract, and collections |
| V | management to improve operational efficiency and oversight. |
| Initiative | Fraud Reporting Integration |
Strategic Relevance |
API integration with I4C strengthened encrypted fraud reporting and response |
| V | capabilities. |
| Initiative | BASE Platform |
Strategic Relevance |
Bharat Aadhaar Seeding Enabler allows customers to digitally view and manage |
| V | Aadhaar mapping status without branch visits. |
| Initiative | NRI Customer Convenience |
Strategic Relevance |
OTP delivery through email enabled for NRI customers frequently traveling |
| V | internationally. |
Initiative |
Behavioral Biometrics |
Strategic Relevance |
Al-enabled behavioral authentication deployed on internet banking channels to |
| V | strengthen fraud prevention and transaction security. |
Initiative |
Modernized Data Protection |
Strategic Relevance |
Adoption of Cohesity object storage and tapeless backup architecture |
| V | enhanced recovery speed, compliance, and ransomware resilience. |
Initiative |
Privileged Access Security |
Strategic Relevance |
CyberArk and Arcon-based privileged access management strengthened |
| V | control over critical systems and sensitive infrastructure access. |
f Initiative |
Enterprise Data Lake A |
Strategic Relevance |
GPU-enabled analytics infrastructure expanded predictive modeling |
| V | capabilities across customer engagement, risk, and collections. |
Brand and Customer
Engagement
DCB Banks marketing approach in
FY 2025-26 combined hyper-local
engagement, digital outreach, and
targeted brand-building initiatives
to strengthen customer acquisition,
deepen engagement, and improve
brand visibility across markets.
Branch banking teams conducted
localised engagement programs,
activations, and customer
interactions across branch
catchments throughout the year.
Initiatives such as Ek Shaam Aap
ke Naam, Rubaroo, Senior Citizen
Talks, were organized to engage with
the prospects and customers. Key
event sponsorships were undertaken,
associated with sports, music,
festivals, plays, marathons, and
fairs, among others, to create
brand visibility and awareness.
Nearly 16,000 plus micro marketing
activities and engagement programs
were conducted across regions
by branch banking and business
acquisition channel.
The Banks signature customer
engagement program Ek Mulaqat
Aur Kuch Baatein was organised in
Goa, Dehradun, Mumbai, Hyderabad
and Jaipur. This strengthened
relationships with customers and
prospects across regions.
FY 2025-26 also marked DCB
Banks first participation at the Global
Fintech Fest, strengthening its
positioning as a technology-focused
bank through the showcase of digital
banking capabilities, partnerships,
and customer-centric innovations.
It was a great branding platform for
the Bank enabling it to connect and
network with partners, customers
and prospects.
The Bank also expanded visibility
through hyphenate outdoor media
campaigns, wall paintings, mobile
van activations, digital screensand
store boards, among others over the
year for brand awareness.
DCB Bank branding was highly
visible atAhmedabad, Kolkata,
Lucknow & Jaipur airports. Mobile
van activation campaigns were
executed across branch locations in
Maharashtra, Telangana, Odisha and
Madhya Pradesh. This was a planned
promotional exercise to reach out
and engage with prospects in the
branch neighborhood. Wall painting
campaigns were undertaken in
Haryana, Punjab, Rajasthan, Gujarat,
Uttar Pradesh and Madhya Pradesh
to promote Banks products and
services across branch locations.
Digital search and performance
campaigns were done across Google
and Meta platforms to promote
Banks products including savings
accounts, fixed deposits, remittance,
gold loan and business loan.
The Bank continued to strengthen
customer communication through
social media engagement, website
content, product campaigns, and
cybersecurity awareness initiatives.
Increased focus on digital content
and customer education also
contributed to improved organic
engagement across platforms.
Product Business Review
Retail Banking
DCB Banks Retail Banking business
offers a diversified range of products
and services designed to meet
the financial needs of individuals
and businesses. The Bank follows
a multi-product approach across
branches, aligned with customer
requirements in respective branch
catchments. The business continues
to focus on customer-centric
offerings, timely service delivery,
and technology-enabled banking
experiences.
Government Business (Collection
of Direct and Indirect Taxes)
DCB Bank is integrated with the
Government of India Income Tax
portal (TIN 2.0) and the Goods and
Services Tax (GST) portal. This
enables individuals and businesses
to make direct tax and GST
payments seamlessly through both
digital channels and branches.
Deposits
DCB Bank continued to deliver
strong deposit growth across
Current, Savings, and Term Deposits
during FY 2025-26, with the overall
deposit book growing by 20.91%
over FY 2024-25. The Bank also
maintained a granular deposit profile,
with the top 20 deposits ratio at
6.55% as of March 31, 2026.
During the year, the Bank continued
to strengthen retail deposit
mobilization through competitive
savings and fixed deposit offerings.
It also launched the DCB Legends
Account, a specialized proposition for
senior citizens offering personalized
services, curated benefits,
tele-counselling support, and special
offers on medicines and healthcare
services.
Mortgage and Micro Mortgage
Loans
Mortgage remains DCB Banks
primary lending product, contributing
approximately 49% of the advance
book. The Bank offers Home Loans,
Business Loans, and Loan Against
Property products to self-employed
and salaried customers across
its branch network. These loans
support property purchase, home
improvement, business expansion,
working capital needs, and personal
requirements such as education,
marriage, and medical expenses.
Micro and small-ticket mortgages
are particularly suited to Tier 2 to
Tier 6 markets. In rural and semi-
urban areas, many customers
operate in informal sectors and
may not possess adequate income
documentation. In such cases, the
Bank assesses household income
through detailed interactions with
borrowers and co-borrowers. This
approach has helped the Bank build
a robust portfolio while advancing
financial inclusion objectives. Most
such loans qualify under RBI Priority
Sector Lending (PSL) norms, while
a portion also qualifies for refinance
support from the National Housing
Bank (NHB).
The Mortgage business continued to
grow during FY 2025-26, supported
by higher sourcing from targeted
customer segments. The Bank
also offers housing loans under the
Pradhan Mantri Awas Yojana (PMAY)
2.0 scheme for affordable housing.
Construction Finance (CF)
The construction sector continues
to remain an important contributor
to economic growth, with affordable
housing remaining a key focus area
for the Government of India. The
implementation of the Real Estate
Regulation & Development Act,
2016 has further improved sector
transparency and financing conditions.
DCB Bank focuses on reputed
developers with strong execution
track records, primarily in affordable
and mid-segment housing projects.
The Bank follows a cautious
approach through calibrated
exposure limits and continuous
monitoring of sales, collections, and
fund utilization.
During FY 2025-26, the sector
witnessed launches across
affordable, mid-segment, premium,
and luxury housing categories. The
Bank, however, continues to see
opportunities primarily in affordable
and mid-segment housing across
geographies.
The Bank also monitors external
conditions, input costs, and sales
momentum, while leveraging agencies
such as CRISIL, Colliers, and Prop
Equity for project due diligence. The
Construction Finance portfolio is
spread across Ahmedabad, Baroda,
Surat, Bengaluru, Delhi, Hyderabad,
Chennai, Visakhapatnam, Pune, and
Mumbai.
Loan Against Gold
Loan Against Gold is offered
across most DCB Bank branches.
The Bank continued to strengthen
customer experience through
process improvements, including
in-house valuation capabilities,
front-end system enhancements,
and automation of verification and
validation processes, resulting in
faster turnaround times and improved
service delivery.
Insurance and Mutual Funds
Distribution
DCB Bank holds corporate agency
tie-ups (License No. CA0089) for
distribution of life, health, and general
insurance products. The Bank also
holds a distributor license (ARN
#0353) for distribution of mutual
fund schemes through empaneled
mutual fund houses. These offerings
support customer engagement while
contributing to fee-based income.
To support these activities,
employees involved in product
distribution are required to obtain
relevant regulatory certifications. As
of March 31, 2026, the Bank had
4,088 employees certified under
IRDA IC-38 Specified Person (SP)
norms and 777 employees certified
under NISM-Series-V-Afor mutual
fund distribution.
Traditional Customer Banking
DCB Bank established a dedicated
Traditional Customer Banking
vertical in FY 2009-10 to strengthen
neighborhood banking relationships
and address the needs of vintage
customers through personalized
banking solutions. The business
focuses primarily on meeting small-
ticket credit requirements including
education, personal, business, and
working capital loans.
Non-Resident Indian (NRI)
Business
The Bank operates a dedicated
NRI business vertical, supported by
specialized Relationship Managers
at select branches and a dedicated
service contact center for NRI
customers. During FY 2025-26,
NRI Savings Account balances
grew by 25%, while FCNR (B)
deposits increased by over 51%. NRI
customers contributed 7.24% of the
Banks total deposits as of March 31,
2026.
Corporate Banking (CB)
DCB Bank continues to maintain
a niche presence in Corporate
Banking, supported by regional
offices in Ahmedabad, Bengaluru,
Chennai, Delhi, Hyderabad, Kolkata,
and Mumbai. The business offers
a comprehensive suite of solutions
across working capital management,
term lending, foreign exchange, trade
finance, deposits, WCDL, NCDs, and
cash management.
The Bank maintains a strong
underwriting and credit framework
with segment-specific risk
assessment capabilities to manage
inherent corporate banking risks.
During FY 2025-26, the Bank added
62 customers in the CB segment,
supported by relationship-led
sourcing and the broader economic
environment. The focus remains on
building a secured loan portfolio and
deepening long-term relationships
with high-quality corporate
customers.
The Corporate Banking unit
continued to maintain a diversified
loan book while strengthening
short-term and customer-centric
offerings. It also actively drives
cross-selling of products, including
wholesale deposits, supporting a
balanced mix of retail and wholesale
deposits across industries. Going
forward, the Bank expects to
sustain momentum through deeper
engagement with existing customers
alongside selective new customer
acquisition.
MSME and SME
The Banks core target segment
is MSMEs/ SMEs. It is a large and
vibrant sector. It is the backbone
of our economy. This segment has
positive signs of growth and rebound.
The Bank strives to be the business
partner of MSMEs/ SMEs by offering
custom-made solutions to meet the
credit demand of the segment. The
Bank offers a range of products
and personalized services including
Working Capital, Foreign Exchange,
Cash Management, Trade Finance
and Internet Banking. Given the
inherent advantages associated
with this segment the Bank aims to
have a large portfolio of small ticket
secured exposures. During the
year the Bank has put in a structure
to address the Mid-Market SME
segment to address the requirements
of Emerging Corporates.
Trade Receivables Discounting
System (TReDS)
DCB Bank commenced participation
on the Trade Receivables
Discounting System (TReDS)
platform in FY 2020-21 to facilitate
faster and assured financing for
MSMEs and SMEs supplying goods
and services to larger corporates.
During FY 2025-26, the Bank
financed 2,041 MSMEs through
6,852 invoices on the TReDS
platform, supporting improved
liquidity and cash flow efficiency for
small businesses.
Trade Finance
Trade Finance is a critical fee
function for the Bank. It is one of
the few products that fully involves
customers in all aspects of banking,
be it transactional Current account,
trade products like Letter of Credit/
Bank Guarantee/Remittance/
Pre-Post shipment financing/
export- import payment or aiding
non-resident customers to remit
money to their loved ones and
vice versa. Trade finance is
cornerstone of our offerings for
retail, wholesale, MSME banking.
The Bank is increasing its focus
on automation and digitization of
Export/lmport documentation to
reduce processing time for our
trade customers. Our EBG platform
(electronic Bank guarantee) helps
in the creation of Bank Guarantee
in matter of hours. DCB Bank offers
letter of credit, bank guarantee,
pre-shipment/post-shipment finance,
trade remittances, DCB Remit
platform for LRS remittances, all
types of inward remittances, invoice
discounting through TReDS platform,
domestic bill discounting, foreign
bill discounting (LC/non-LC), EEFC
(exchange earner foreign currency),
DDA (diamond dollar account),
RFC (D) (resident foreign currency
- domestic accounts) and buyers
credit.
Agri and Inclusive Banking (AIB)
The Agri and Inclusive Banking (AIB) unit focuses on driving financial inclusion,
strengthening Priority Sector Lending (PSL),
and expanding the Banks presence across rural and semi-urban markets. As of March 31,
2026, the unit operated 219
branches across 14 states, with a significant presence in Tier 2 to Tier 6 centers.
AIB continues to serve low-income, underbanked, and unbanked populations through
affordable and need-based products
including zero-balance savings accounts, recurring deposits, small-ticket loans,
agricultural finance, and microfinance solutions.
The unit also plays a central role in coordinating the Banks PSL initiatives and
supporting regulatory inclusion targets.
Initiative / Scheme |
Description and FY 2025-26 Highlights |
Pradhan Mantri Jan-Dhan Yojana (PMJDY) |
National financial inclusion programme providing access to basic
banking services, insurance, pension, and credit facilities. The |
Pradhan Mantri Jeevan Jyoti Bima |
Government-backed life insurance scheme offering affordable |
Pradhan Mantri Suraksha Bima Yojana (PMSBY) |
Affordable accident insurance scheme providing coverage against
accidental death and disability. The Bank enrolled 46,869 |
Atal Pension Yojana (APY) |
Pension scheme targeted at workers in the unorganized sector,
providing guaranteed post-retirement income. The Bank had |
Basic Savings Bank Deposit Account (BSBDA) |
Zero-balance savings account designed to promote banking access for low-income customers. The Bank had 97,881 BSBDA accounts as of March 31, 2026. |
Kisan Mitra |
Modified savings account designed for farmers with zero account |
Retail Agriculture Loans & Kisan Credit Card |
Credit facilities supporting crop cultivation, irrigation, land |
(KCC) |
development, farm equipment purchases, and allied agricultural |
Tractor Loans |
Financing solutions supporting farm mechanization and |
Microfinance Institutions (MFIs) & |
Joint Liability Group (JLG) lending through BC partners |
Business Correspondents (BCs) |
across 14+ states to support income-generating activities for |
BC Loan Technology Platform |
Technology-enabled platform supporting borrower management, |
Financing solutions for schools and vocational institutes |
|
Educational Institute Loans |
supporting infrastructure creation and working capital |
Co-Lending Partnerships
Co-lending remains an important component of DCB Banks growth strategy, enabling the
Bank to expand customer reach,
accelerate speed-to-market, and strengthen product capabilities through partnerships with
NBFCs. These alliances support
customer acquisition and retention while providing access to segments and products beyond
the Banks traditional offerings.
Enabled under the RBIs co-lending framework, the Bank maintained active partnerships
across 16 product categories
as of March 31, 2026. The portfolio remains well diversified across Gold Loans, School
Finance, secured and unsecured
Business Loans, Micro Enterprise Loans, Housing Loans, and other retail lending segments.
Co-lending continues to play a
strategic role in the Banks long-term growth plans.
Alternate Channels and Digital Banking
DCB Bank continued to strengthen its digital banking ecosystem across customer
servicing, payments, cards, and digital
onboarding during FY 2025-26.
Platform/Initiative |
FY 2025-26 Highlights |
Phone Banking & |
Customer Care Associates handled -88,000 calls per month, |
Digital Service Support |
Dedicated Mobility Desk resolved 6,400 digital channel queries |
Omni-Channel Servicing |
Teams were multi-skilled across voice, email, and chat channels, |
Digital Communications |
The Bank processed 12.20 Crores SMS communications during |
UPI Platform |
Processed over 122 Million outward transactions during |
UPI Ecosystem Expansion |
Participated in Global Fintech Fest and became a pilot bank for |
Bharat Bill Payment System (BBPS) |
Enabled access to -22,000 billers across digital channels |
Debit Cards |
Expanded premium portfolio through DCB WOW Debit Card |
DCB Niyo Global |
Continued to strengthen its travel-focused debit card proposition |
DCB DEBIT CARDS
The Bank focuses on constantly
improving offerings, features, and
security for Debit Cards, offering a
wide range of products like Platinum
and Classic cards on leading
networks like Visa and RuPay. To
further expand its premium and
lifestyle portfolio, the Bank introduced
the DCB WOW Debit Card tailored
for women with a higher daily ATM
withdrawal and spending limits.
Additionally, the Bank launched the
DCB LEGEND Debit Card designed
to offer senior citizens elevated
transaction capacity and exclusive
healthcare perks. Alongside these
new launches, the Banks debit cards
continue to offer highly desirable
features. These features include
contactless payment (Tap and
Pay), token creation through Mobile
Banking and Personal Internet
Banking platforms, and e-mandates
for effortless recurring payments.
DCB Niyo Global Cards
The DCB Niyo Global Card is a debit
card powered by Visa and issued in
conjunction with DCB Niyo Savings
Account. This program is segmented
especially for customers traveling
abroad and offers competitive
exchange rates, making the product
a very compelling proposition.
Cardholders are provided with a
mobile application that includes
security features, allowing them
to enable or disable card usage,
adjust transaction limits, and block
or unblock their card. In addition,
customers are onboarded through
a complete end-to-end digital
onboarding journey with an option for
an insta kit.
The Bank has further strengthened
its customer onboarding and
financial inclusion initiatives through
the engagement of Business
Correspondent (BC) partners to
assist customers for DCB Niyo
savings account opening. These BCs
facilitated seamless
Aadhaar-based biometric KYC
using bank-issued devices, ensuring
secure, paperless, and regulatory-
compliant account opening. As
a result, this collaborative model
significantly enhanced the Banks
outreach, improved the overall
customer experience through
doorstep service, and supported
efficient scaling up of operations.
DCB CREDIT CARDS
Organic Cards
The DCB Payless Secured Credit
Card, backed by a fixed deposit,
offers a streamlined and user-friendly
solution for financial management.
With an efficient and hassle-free
application process through the
DCB mobile banking app, this
secured credit card is available in
two variants: Select and Platinum,
to cater to diverse customer needs.
The card provides a comprehensive
suite of features, allowing users to
conveniently manage card limits,
track transactions, adjust billing
cycles, access and download
monthly statements, make payments,
request limit enhancements, and
more, all directly within the app.
Designed for versatility, the Payless
Credit Card supports both domestic
and international transactions
seamlessly.
Adding to its appeal, the DCB
Payless Credit Card offers an array
of exclusive benefits, including
cashback rewards, access to
premium lounges, surcharge waivers,
and other valuable perks, enhancing
the overall customer experience.
Furthermore, aligning with digital
banking advancements, the Bank
integrated UPl-on-Credit-Card
functionality. This enables customers
to execute seamless scan-and-pay
transactions at merchant
locations using their preferred UPI
applications, thereby expanding our
transactional footprint and deepening
customer stickiness.
Co Brand Credit Cards
Building on the momentum of
Organic Cards, DCB Bank has
successfully introduced three co-
branded secured credit cards during
FY 2025-26, viz.
?uvuiao
The DCB Niyo Secured Credit Card
represents a strategic advancement
in accessible financial solutions,
providing customers with instant,
zero-documentation credit lines.
The product is uniquely backed by a
seamless, fully reversible lien on the
customers existing DCB Savings
Account rather than a traditional
long-term fixed deposit. This
innovative collateral mechanism
ensures that user funds remain
secure, fully liquid, and continuously
interest-bearing, while establishing
a credit limit of the earmarked
amount. The Bank has designed
the card for modern consumers
and frequent travelers. The card
features global Visa network
acceptance, provides zero-markup
foreign currency transactions,
robust engagement and sustainable
credit-building opportunities within
the digital banking ecosystem.
The DCB Novio Credit Card
is a feature-rich RuPay Select
credit card secured against fixed
deposits. It is engineered to
drive low-risk credit penetration
and does not require income
proof or credit history, thereby
ensuring approval with a credit
limit on the underlying asset.
While cardholders build their credit
profiles and execute seamless,
reward-earning transactions
via platforms like Novio App,
their deposits continue to yield
attractive interest rates. The
product delivers a strong consumer
value proposition by combining
competitive deposit returns with
lifestyle incentives, including
monthly merchant discounts, which
in turn foster deeper customer
engagement and support stable
low-cost deposit retention.
DCB ZET Credit Card is a strategic,
lifetime-free RuPay credit card
backed by a Fixed Deposit (FD)
designed to drive financial inclusion
and cater to credit beginners. It
operates with a low entry barrier,
no income proof, requiring no prior
credit history. As a result, this product
enables users to seamlessly build
or rebuild their credit profiles while
continuing to earn attractive interest
on their underlying savings. By
leveraging the RuPay network, the
card facilitates instant UPI payments
across major platforms. Users
also enjoy full digital control over
transaction locks, limit management,
and bill payments functionalities
alongside curated rewards and
discounts across popular brands.
This portfolio expansion strengthens
your Banks retail ecosystem, drives
engagement, and delivers a high-
utility, value-driven financial solution
to a broader customer demographic.
FIXED DEPOSIT PARTNERSHIPS
DCB Bank partnered with Upswing
Financial Technologies to distribute
fixed deposits through third-party
digital ecosystems. The partnership
enables paperless onboarding
across fintech platforms, expanding
customer reach, strengthening retail
deposit mobilization, and diversifying
the Banks funding base.
TREASURY, MONEY MARKET
AND FOREIGN EXCHANGE
Treasury
Treasury continued to actively
manage liquidity, compliance with
Cash Reserve Ratio (CRR) and
Statutory Liquidity Ratio (SLR),
trading in fixed income securities
and currencies, and selective
participation in primary equity market
opportunities. Treasury also shared
responsibility for the Banks interest
rate and market risk management.
During FY 2025-26, the Bank further
strengthened its Treasury capabilities
through enhancement in domain
expertise, risk monitoring framework
and technology infrastructure,
enabling better execution, stronger
controls and improved product
delivery.
The Bank actively managed its fixed
income portfolio amid changing
yield curve dynamics. Following
cumulative policy easing during
calendar year 2025, the Reserve
Bank of India maintained the policy
repo rate at 5.25% in April 2026 with
a neutral stance, while monitoring
inflation and global geopolitical
developments. The Bank selectively
optimized duration positioning,
trading opportunities and capital
deployment across investment
portfolios.
Money Market
During FY 2025-26, banking system
liquidity transitioned from intermittent
deficit conditions in the first half to
durable surplus conditions in the
latter part of the year, supported by
proactive liquidity measures by the
RBI through repo operations, foreign
exchange interventions, open market
operations and subsequently variable
rate reverse repo (VRRR) auctions to
absorb excess liquidity.
Short-term money market rates
softened during the year in line
with cumulative policy easing and
improving systemic liquidity. However
in Q4 FY 2026 money market
rates went up largely on account
of increased issuance activity. The
Bank actively managed short-term
funding, deployment and balance
sheet liquidity by leveraging market
opportunities while maintaining
prudent liquidity buffers and
regulatory compliance.
Foreign Exchange (FX)
The Bank actively participated
in the foreign exchange market
through proprietary trading, market
making and facilitating merchant and
interbank flows.
FY 2025-26 witnessed elevated
volatility in global currency markets
driven by geopolitical developments,
crude oil price movements, capital
flow dynamics and changing interest
rate expectations across major
economies, which also impacted the
Indian Rupee. The Bank maintained
disciplined risk management while
capitalizing on market opportunities
across spot, forward and swap
markets.
As of April 2026, Indias foreign
exchange reserves remained robust
at around USD 700 Billion, providing
a strong external buffer against
global uncertainties. The Bank
continued to support clients and
optimize treasury performance while
operating within prudent risk limits.
Collections and Recoveries
The Banks collections and recoveries
function is managed through an
in-house team operating across 480
locations nationwide. During
FY 2025-26, the Bank strengthened
its collections framework through
automated payment reminders,
digital repayment channels,
self-service capabilities, and
predictive analytics-led early warning
systems for proactive SMA and NPA
management.
The Bank also emphasized
customer-centric resolution through
personalized repayment counselling,
restructuring support, and financial
literacy initiatives. In parallel,
centralized legal infrastructure,
workflow optimization, and process
automation enhanced recovery
efficiency, scalability, and compliance
standards.
In FY 2025-26, the Operations
Unit achieved a landmark year
of scale, precision, and strategic
advancement. Amidst unprecedented
transaction volumes across all
business units-including the
critical 24/7 functions of the
Centralized Payments Centre
(CPC) and Clearing units-the Bank
successfully balanced escalating
customer demands with enhanced
efficiency and stringent cost controls.
Our focus remains anchored
in a technology-first approach,
leveraging automation and process
re-engineering to reduce friction and
elevate the customer experience. Our
centralized units demonstrated
world-class execution and reliability.
Digital Transformation & Customer
Onboarding: The revolution of our
customer onboarding journey was
driven by the enhanced CUBE
platform, which processed over
1,62,000 applications this fiscal
year. Over 90% of account opening
forms are now processed the same
day, a significant improvement from
the customer service perspective.
Biometric-enabled KYC refreshes
are now completed within seconds.
Priority processing was introduced
for high-value segments to ensure
an expedited, premium service
experience.
Through the enhancement of the
Delivery Management System (DMS)
and the integration of digital channels
(Bitly/DMS), the unit produced 1.35
Million digital units alongside 9 Lakh+
physical prints. This digital shift has
significantly reduced the Banks cost
to serve for customer communication.
A new initiative called "Two-time
Return Freeze" was initiative during
the year, which helped to reduce
the Return to Origin of customer
deliverables. This helped the Bank to
reduce deliverables-related customer
complaints by about 60% in the year.
Card operational capacity was
expanded through multi-city Manipal
Payment and Identity Solutions
Limited outsourcing, workflow
re-engineering enabled same-day
turnaround time for kits and pins in
most of the cases.
Operational Prowess & 24/7
Payments: Centralized Payments
Centre (CPC), efficiently handled
approximately 346 Lakh transactions
(including NEFT, RTGS, IMPS, and
CMS settlements) with a perfect
record of zero operational loss.
Clearing Unit processed 71 Lakh
transactions with zero loss. A key
milestone was the successful
implementation of the RBIs
Continuous Clearing under the
Cheque Truncation System (CTS),
enabling same-day or near
real-time settlement instead of
traditional batch-based processing.
A new NEFT/RTGS technology
solution now supports 95% of inward
STP transactions via a name-match
module, while LEI validations have
been automated for remittances
above 50 Crores to ensure seamless
regulatory compliance.
To safeguard our growing digital
ecosystem, the Bank strengthened
its User Access Management (UAM)
framework by implementing BAAR
IGA. This comprehensive solution
provides robust Identity and Access
Management, governance, and
Single Sign-on capabilities, ensuring
secure and seamless access for
all employees. UAM team has
implemented 100% end-to-end
access review of all user IDs of the
applications handled by UAM during
the year.
Gold Loan team has further
streamlined the onboarding and STP,
further reducing customer wait time
with the use of IT-enabled process.
Strategic Independence in Trade
Finance - A major highlight of
the year was the Banks focus on
eliminating vendor dependency
and maximizing revenue retention
through in-house innovation. The
Bank successfully migrated Vostro
payment processing from an
outsourced vendor model to an
in-house developed platform,
V-Remit. Featuring automated
SWIFT message processing and
Straight-Through Processing (STP)
for RTGS/NEFT, the platform
processed over 7,520 transactions.
This initiative has allowed the Bank
to retain fully the income generated
from Vostro processing.
In a complex technical achievement,
the Bank transitioned from legacy
SWIFT MT messages to the richer
ISO 20022 XML format, as per
the guidelines. The migration was
completed without any disruption to
payment operations, processing over
5,000 transactions.
The transformation witnessed in
FY 2025-26 is not merely a reflection
of upgraded systems, but a
fundamental shift in our operational
philosophy. Moving forward, our
strategic mandate is to transition
from reactive efficiency to predictive
excellence. We are committed to
a roadmap of hyper-automation,
where the integration of intelligent
workflows and STP eliminates friction
and ensures a seamless, frictionless
experience for every customer.
Delighting customers with every
interaction is the core aim of the
Bank. On a regular basis, customer
complaints and satisfaction levels are
monitored by the Managing Director
& Chief Executive Officer (MD &
CEO) along with our Executive
Director (ED) and the other Senior
Management team. The Bank
has constituted an independent
Service Excellence team to analyze
customer complaints, identify root
causes of service issues, make
process improvements and work with
the various businesses and functions
to continuously enhance service
levels. The Bank has an Integrated
Centralized Complaint Management
system and service standards to
ensure that the customer queries and
complaints are addressed in a timely
and quality manner.
The Bank continues to make steady
progress on the service concept of
ESQ and take numerous process
improvement and automation
measures. As a result, the total
number of complaints received
during the FY 2025-26 declined
by 19.8% to 19,839 from 24,725
complaints received during the
FY 2024-25. The most performance
is observed in terms of pendency of
complaints beyond the timeline of
30 days prescribed by RBI. There
were no complaints pending for more
than 30 days. The Bank intends to
continue to improve its processes
and communications to provide
faster resolutions and efficiencies.
The Bank continuously works on
the six pillars of Service Excellence
- Voice of Customer, Service
Recovery, Attrition Calling, Process
Simplification, Service Culture and
Measures and Metrics. During
Q4 FY 2025-26, the Bank aimed
to transform a service recovery
touchpoint into a relationship building
opportunity by proactively reaching
out to customers to resolve gaps
in instructions-turning friction into
trust. This aimed at becoming a
foundation for deeper engagement
and long-term loyalty. Apart from
leading to repeat purchases. It has
been observed that the Customer
Satisfaction levels for customer
grievances and amendment requests
have improved considerably in Q4
FY 2025-26. For amendments, the
customer satisfaction levels were
86% up to Q3 FY 2025-26 and
improved to 94% in Q4 FY 2025-26.
Likewise, for grievances, it has
improved from 67% (upto Q3
FY 2025-26) to 97% in Q4 FY 2025-26.
DCB Bank Limited offers select
banking services at the doorstep
address registered in the Banks
record for senior citizens and
disabled customers. Additionally,
the Bank has arrangements in place
to provide these select customers
preference in queues to access the
service counter at branches. The
details are available as part of the
Policy on Doorstep Banking on the
Banks website.
The Service Excellence team
continuously interacts with the
frontline staff and key stakeholders
to obtain customer feedback.
Branch surprise visits and mystery
shopping activities are undertaken
by the Service Excellence team,
and instant feedback is provided to
the branch staff and supervisors.
The Bank has constituted three
committees at different levels to
monitor customer service - Branch
Level Customer Service Committees
(BLCSCs), Standing Committee
on Customer Service (SCCS), and
Customer Service Committee of
the Board (CSCB). The Bank, on a
regular basis, through various means
educates its customers to be vigilant
on the rising incidents of
cyber-crimes.
Voice of Customer and Service
Ethos: Elevating Service through
Empathy, Speed and Quality
DCB Banks service philosophy is
anchored in the conviction that an
exceptional customer experience
is built from the inside out. Moving
beyond traditional, lagging customer
surveys, the Bank utilizes its ESQ
(Empathy, Speed and Quality)
framework to systematically listen to
the Voice of Customer (VoC) and act
upon it in real time.
In FY 2025-26, this responsiveness
shifted our culture from reactive
problem-solving to proactive value
creation. By embedding the Voice
of Customer directly into our daily
performance standards, the Bank
ensures that the high-quality service
remains a sustainable competitive
advantage.
Corporate Social Responsibility
In FY 2025-26, DCB Bank
continued to strengthen
its CSR initiatives across
environmental sustainability,
water conservation, biodiversity
restoration, climate resilience,
sustainable livelihoods, and
circular economy practices
through partnerships with
more than 20 implementation
agencies across India.
Key initiatives during the year
included afforestation, mangrove
restoration, watershed development,
lake rejuvenation, sustainable
agriculture, beekeeping-led
livelihood programs, waste
management, and biodiversity
conservation projects across
Maharashtra, Rajasthan, Odisha,
Karnataka, Gujarat, Telangana, Tamil
Nadu, Kerala, Andhra Pradesh, and
West Bengal.
The Bank continued to support
ecological restoration and climate
resilience through native plantation
drives, urban greening interventions,
grassland restoration, and coastal
ecosystem conservation projects.
Water security initiatives such
as watershed development, river
revival, wastewater recycling, and
stepwell restoration also remained
key focus areas during the year.
Sustainable livelihood programs
supported rural and tribal
communities through environmentally
responsible income-generation
initiatives including beekeeping,
dryland farming, and water-efficient
agriculture practices.
Employee participation remained
strong during the year, with
volunteering initiatives spanning
tree plantations, clean-up drives,
awareness campaigns, and
environmental conservation activities
across locations. All CSR initiatives
continued to align with key United
Nations Sustainable Development
Goals (SDGs), reinforcing the Banks
focus on long-term environmental
sustainability and community impact.
O pg55
the growth in Deposits, Advances,
and Investment obligations. The
concentration of large deposits
is monitored on a periodic basis.
Emphasis has been placed on
growing Retail Deposits and
avoiding, as far as possible, Bulk
Deposits. The Bank periodically
conducts liquidity stress testing.
Operational Risk
Operational Risk is the risk of
loss resulting from inadequate or
failed internal processes, people
or systems, or external events.
The Banks Operational Risk
Management framework is defined
in the Operational Risk Management
Policy approved by the Board of
Directors. While the policy provides
a broad framework, Operational Risk
Management Committee (ORCO)
oversees the operational risk
management in the Bank. The policy
specifies the composition, roles, and
responsibilities of the ORCO. The
framework comprises identification,
assessment, management, and
mitigation of risks through advanced
tools and analysis.
Reputational Risk
The Bank pays attention to issues
that may create reputational
risks. Events that can negatively
affect the Banks reputation are
handled cautiously ensuring utmost
compliance and in line with the
values of the Bank.
Information/ Cyber Security Risk
The Bank operates in a highly
automated environment and makes
use of the latest technologies to
support the business and functions.
The Bank has put in place a robust
governance framework, information
security practices and a Business
Continuity Plan to mitigate IT and
cybersecurity-related risks. The Bank
ensures that its information and
cyber security policies are updated
periodically to ensure protection of
customers sensitive information,
transaction integrity, availability of
banking services and be resilient to
emerging cyber security risks. The
Bank has a 24x7 Security Operations
Center (SOC) to monitor security
alerts and take timely appropriate
actions.
External Risks
DCB Bank recognises that its
operating environment is shaped
not only by domestic economic
conditions but also by a range of
external macro-level risks, including
geopolitical developments and
climate-related events. During
FY 2025-26, the Bank closely
monitored evolving geopolitical
tensions in key global corridors,
particularly their transmission effects
on energy prices, supply chain
disruptions, and cross-border trade
flows, which in turn influence credit
quality in sectors such as logistics
and agriculture. The Bank started
considering Climate Risk as one of
the risk drivers under ICAAP. The
Banks Risk Management framework
incorporates scenario-based stress
testing to evaluate the impact of
such external shocks on capital
adequacy, asset quality, and liquidity.
These assessments are periodically
presented to the Risk Management
Committee of the Board to ensure
that the Banks strategic and
operational decisions remain resilient
against external uncertainties.
Compliance Risk
DCB Bank follows a risk-based
compliance monitoring approach,
wherein all business functions and
products are subject to periodic
compliance reviews aligned with
the regulatory calendar. During
the year, the compliance function
actively monitored implementation
of key regulatory changes, including
updated RBI guidelines on
investment classification, the Digital
Personal Data Protection (DPDP)
Act, 2023 requirements, and revised
norms on customer due diligence.
A compliance culture is promoted
across the organisation through
structured training programmes,
policy circulars, and escalation
mechanisms.
Business Conduct Risk
DCB Bank is committed to
maintaining the high standards
of ethical conduct, fair dealing,
and customer-centricity in all its
business activities. Business conduct
risk - encompassing mis-selling,
conflict of interest, unfair treatment
of customers, and violations of the
Banks Code of Ethics - is managed
through a comprehensive framework
of policies, controls, and governance
mechanisms. The Banks Code of
Ethics and Business Conduct sets
clear expectations for all employees
and is reinforced through periodic
training. The Whistle Blower Policy
provides a confidential and protected
channel for employees, vendors, and
other stakeholders to report concerns
relating to improper or unethical
conduct, without fear of retaliation.
Stress Testing:
DCB Banks credit risk management
framework is anchored on a
forward-looking assessment of
portfolio quality, stress testing serves
as a key tool to evaluate resilience
under adverse macroeconomic
conditions. Stress tests are
conducted periodically across the
Banks major credit portfolios -
including mortgages, MSME,
agriculture, and commercial vehicle
loans - using internally developed
scenarios that reflect plausible
deteriorations in borrower repayment
capacity, collateral values, and
sectoral cash flows. The results
of these stress tests inform the
Banks provisioning adequacy
assessment, credit concentration
limits, and capital planning under
the Internal Capital Adequacy
Assessment Process (ICAAP).
The findings are presented to the
Credit Risk Management Committee
(CRMC) and the Risk Management
Committee ofthe Board, enabling
proactive corrective action and
ensuring that the Bank maintains
adequate capital buffers against
potential credit losses.
Business Continuity Planning and
Cyber Drills
DCB Bank has established a
comprehensive Bank-wide Business
Continuity Planning Policy to ensure
continuity of critical operations
during disruptions or disaster events.
The framework is designed based
on the criticality of functions and
systems across the Bank. Periodic
drills and testing are conducted to
assess effectiveness and strengthen
continuity preparedness wherever
required. The Bank significantly
enhanced its cyber resilience
capabilities through structured
Cyber Drill exercises simulating a
range of threat scenarios, including
ransomware attacks, data exfiltration
attempts, and Distributed Denial-
of-Service (DDoS) events. These
drills, conducted in coordination
with internal IT and Information
Security teams, tested the Banks
detection, containment, and recovery
capabilities against a defined
Recovery Time Objective (RTO) and
Recovery Point Objective (RPO). The
my o< oubiaii lauiiuy nepuu
outcomes of each drill are reviewed
by senior management and findings
are used to strengthen playbooks,
patch identified vulnerabilities,
and improve cross-functional
coordination. The Banks 24x7
Security Operations Centre (SOC)
continues to provide real-time threat
monitoring and incident response
support, ensuring that digital and
operational resilience remain core
pillars of the Business continuity
programme.
I Financial Performance
DCB Bank closed FY 2025-26
having delivered what the
management had spent three
years promising: consistent,
predictable, and repeatable
financial outcomes. The Bank
posted its highest-ever annual
Profit After Tax of Rs.732 Crores,
up 18.89% year-on-year, with
Q4 FY 2025-26 contributing
Rs.206 Crores, marking the third
successive quarter of a record
quarterly result. Advances grew
17.58% year-on-year to Rs.60,022
Crores. Deposits grew 20.91%
year-on-year to Rs.72,583 Crores.
The balance sheet crossed
Rs.88,069 Crores. These outcomes
were not inflated by one-time
recoveries or accounting choices;
they reflected an underlying SWaPal
improvement in the quality and HDBfl
composition of the franchise. BBSHH
The Banks strategic intent is to
double the balance sheet every SBSgB
three to four years through BBgBjB
consistent, sustainable growth in IllBMl
secured retail lending, with the SWaPal
MSME and self-employed segment
at the center of the franchise.
Metric |
FY 2024-25 | FY 2025-26 | YoY Change |
Profit After Tax (Rs. Crores) |
615 | 732 | + 18.89% |
Net Interest Income (Rs. Crores) |
2,107 | 2,457 | + 16.61% |
Other Income (Rs. Crores) |
750 | 855 | + 13.94% |
Operating Profit (Rs. Crores) |
1,037 | 1,296 | +24.95% |
Advances (Rs. Crores) |
51,047 | 60,022 | + 17.58% |
Deposits (Rs. Crores) |
60,031 | 72,583 | +20.91 % |
Balance Sheet Size (Rs. Crores) |
76,810 | 88,069 | + 14.66% |
CASA (Rs. Crores) |
14,721 | 16,247 | + 10.37% |
Core Fee Income - Full Year (Rs. Crores) |
555 | 671 | +20.92% |
Gross NPA Ratio |
2.99% | 2.45% | -54 bps |
Net NPA Ratio |
1.12% | 0.89% | -23 bps |
Provision Coverage Ratio |
74.48% | 78.42% | +394 bps |
Return on Assets |
0.89% | 0.91 % | +2 bps |
Return on Equity |
12.30% | 12.77% | +47 bps |
Net Interest Margin (Q4) |
3.29% | 3.39% | +10 bps |
Cost of Funds (Q4) |
7.34% | 6.89% | -45 bps |
Cost to Income Ratio |
63.70% | 60.87% | -283 bps |
Capital Adequacy Ratio |
16.77% | 16.55% | -22 bps |
Tier I Capital |
14.30% | 14.26% | -4 bps |
Book Value Per Share (Rs.) |
171.96 | 190.93 | + 11.03% |
Earnings Per Share (Rs.) |
19.63 | 23.01 | +17.23% |
Branches (Nos.) |
464 | 480 | +16 |
Employees (Nos.) |
11,057 | 11,374 | +317 |
Quarterly PAT Trend
Profit After Tax (Rs. Crores) |
|||
Quarter |
FY 2023-24 | FY 2024-25 | FY 2025-26 |
Q1 |
126.93 | 131.36 | 157.26 |
Q2 |
126.79 | 155.47 | 183.91 |
Q3 |
126.58 | 151.44 | 184.74 |
Q4 |
155.68 | 177.07 | 205.65 |
Full Year |
535.97 | 615.33 | 731.56 |
NIM expanded sequentially through
FY 2025-26, from 3.20% in Q1 to
3.39% in Q4, the highest in five
years, even as 100 basis points of
repo rate cuts compressed asset
yields. This structural resilience
reflects the Banks term deposit
franchise: with an average deposit
duration of 14-15 months, the benefit
of rate cuts on the liability side
continues to accrue through
FY 2026-27. Cost of funds declined
from 7.34% in Q4 FY 2024-25 to
6.89% in Q4 FY 2025-26, a reduction
of 45 basis points year-on-year.
The cost-to-income ratio improved
from 63.70% in FY 2024-25 to
60.87% in FY 2025-26, a 283-basis
points improvement achieved while
growing the balance sheet at
above-industry rates. Net Interest
Income grew 17%, Non-Interest
Income grew 14%, and Operating
Expenses grew 11% (including the
one-time Rs.26.87 Crores labor code
charge in Q3), and Operating Profit
grew 24.95% year-on-year. The
operating profit-to-provisions ratio
(margin of safety) stood at 4.96x in
Q4 FY 2025-26, above the Banks
stated business model floor of 3-4x.
I IMPLEMENTATION OF BASEL III GUIDELINES
In accordance with RBI guidelines, the Bank migrated to Basel III Capital Adequacy
disclosures with effect from
Q1 FY 2013-14. The Bank continues to strengthen its risk management systems and practices
in line with points
best practices. It has implemented the Standardized Approach for Credit Risk, Standardized
Duration Approach for
Market Risk, and Basic Indicator Approach for Operational Risk.
I PROCESS REVIEW
DCB Bank continues to strengthen process controls and customer experience through
continuous process reviews.
The Bank has constituted a cross-functional Management Committee for Approving Processes
(MCAP), supported
by MCAP-SuCo, to review all new and existing processes. The Committee evaluates
operational and compliance
risks and ensures appropriate mitigation measures are implemented. During FY 2025-26, MCAP
reviewed and
approved 92 processes.
H IND AS IMPLEMENTATION
The Ministry of Corporate Affairs (MCA), Government of India, notified the Companies
(Indian Accounting Standards)
Rules, 2015 on February 16, 2015. Subsequently, the MCA outlined the roadmap for
implementation of Indian
Accounting Standards (Ind AS), converged with International Financial Reporting Standards
(IFRS), for banks.
While Ind AS implementation for banks was initially scheduled from April 1,2018, RBI
subsequently deferred the
implementation, and on March 22, 2019, announced further deferment until further notice.
The Bank has constituted a Steering Committee, headed by the Chief Financial Officer
(CFO), to oversee Ind AS
implementation. The Committee comprises representatives from Finance, Risk, Credit,
Information Technology,
and Treasury, and reviews implementation progress and regulatory developments on an
ongoing basis. Meanwhile,
the Bank continues to prepare pro forma Ind AS financial statements on a half-yearly basis
and submits them to
RBI. On April 27, 2026, the Reserve Bank of India issued directions introducing a staging
framework for asset
classification under the Expected Credit Loss (ECL) approach, while retaining the extant
norms for classification of
non-performing assets (NPAs), adoption of a forward-looking approach under the ECL
framework and adoption of
Effective Interest Rate (EIR) method. These directions are called the Reserve Bank of
India (Commercial Banks -
Asset Classification, Provisioning and Income Recognition) Directions, 2026 which shall
come into force with effect
from April 1,2027.
H INTERNAL AUDIT (IA)
IA function directly reports to the Audit Committee of the Board (ACB), which is a
constituent committee of the Board
of the Bank.
The team comprises Chartered Accountants, experienced bankers with expertise in
specific banking functionalities,
and information technology professionals with specialized knowledge across banking and
technology domains.
ACB oversees the IA function, monitors performance, and provides regular guidance for
improving risk control and
compliance across the Bank.
During FY 2025-26, IA further strengthened the use of data analytics, automation,
walkthroughs, and design
effectiveness testing across audits. The function has also successfully implemented
automation of audit workflow for
all types of audits i.e. periodic audit, concurrent audit and continuous monitoring thus
helping in better planning of
audits and resource utilization.
The lAteam makes use of tools like SQL, and SAS, among others, for data analysis in
audits and daily exception
monitoring. During the year, all the branches were subject to continuous monitoring and
review through CAMS audit
application.
Concurrent Audit and Continuous Monitoring Framework
The Bank has established a comprehensive Concurrent Audit Framework to provide
independent and ongoing
assurance over key business processes and risk areas. The framework covers critical
functions like Treasury &
Trade Finance Operations, Retail and Wholesale Banking Operations, Centralised Processing
Centers such as the
Credit Operations, National Processing Centre for account opening, Centralized
Reconciliation Units, Branch audits
and other identified risk-sensitive areas duly covering the scope as per regulatory
instructions.
Concurrent audits are conducted by empanelled Chartered Accountant firms and dedicated
in-house audit personnel
in accordance with applicable regulatory requirements, internal policies, and established
control standards. The
framework is designed to facilitate timely identification of control gaps, operational
risks, and compliance issues,
thereby strengthening the Banks preventive and detective control environment.
Further, the Banks continuous monitoring mechanisms support proactive risk management
through ongoing
surveillance of key processes, transactions, and exception reports. Significant
observations and emerging risk
themes are periodically escalated to Senior Management and the relevant governance
committees for oversight,
/i gi a / o m /-J rrsrra id o m
(Internal Audit Snapshot |
) |
336 |
18 |
Branch audits |
Special audits |
51 |
40 |
Process / business audits |
IT audits |
I COMPLIANCE
DCB Banks Compliance function operates independently of business and operations
functions and is governed
through a Board-approved compliance framework. The function oversees adherence to
regulatory guidelines to
ensure timely identification and mitigation of Regulatory Risk. A well-defined compliance
framework is in place for
timely and continuous feedback from the business and support functions of the Bank,
thereby ensuring a continuous
monitoring of adherence to extant regulatory guidelines. In addition, the Compliance
function undertakes compliance
testing of the products and policies on an ongoing basis to check for adherence to the
regulatory guidelines, enhance
compliance monitoring and promoting compliance culture within the Bank.
The Compliance unit also oversees AML/KYC monitoring through dedicated systems,
software, and analytics-driven
surveillance mechanisms.
I CAUTIONARY STATEMENT
Statements in this Management Discussion and Analysis describing the Banks objectives,
projections, estimates,
and expectations may be forward-looking statements within the meaning of applicable
securities laws and
regulations. Actual results could differ materially from those expressed or implied. The
Bank does not undertake to
update any forward-looking statement.
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