1. Global Economy
The global economy is entering a new, more uncertain phase driven by rising tariffs and policy unpredictability Tariffs are causing widespread disruptions, but the effect varies across regions. The IMF predicts a modest growth of 2.8% in 2025 and 3.0% in 2026, indicating a challenging economic environment.
Uncertainty, especially that regarding multiple waves of tariffs by the US against trading partners, has surged to unprecedented levels. The degree of impact across countries, will depend on exposures to protectionist measures, geopolitical relationships, and financial linkages. Global headline inflation continues to rule above the target for most economies with persistent services and core inflation hindering the pace of disinflation. IMF in its April 2025 ‘World Economic Outlook predicts global inflation to reach 4.3% in 2025 and 3.6% in 2026, with notable upward revisions for advanced economies and slight downward revisions for EMDEs (Emerging Market and Developing Economies) in 2025. The growing divergence in growth-inflation dynamics across countries resulted in varying monetary policy responses. Most central banks have become less restrictive but continue to remain vigilant and data dependent. Nevertheless, the pace of divergence increased further in the second half of 2024 and early 2025, when some countries extended easing cycle, some maintained status quo while some tactically started hiking rates to control any surge in inflation. Going ahead, geopolitical conflicts, uncertainty surrounding tariffs, individual policy responses and financial market volatility can lead to lower investment spending, subdued consumer confidence and a slowdown in global trade. These may pose downside risks to global economic growth.
2. Indian Economy
Despite facing various global economic challenges such as trade disputes and geopolitical uncertainties, Indias resilience shines through with a GDP growth of 6.2% in Q3FY25 compared to 5.6% in Q2FY25. The growth was driven by an improvement in consumer demand, higher export growth and increased government expenditure. However, it is lower than the growth rate of 9.51% YoY (revised) in the same period last year. RBI forecasts Indias
GDP to be at 6.5% for FY26. While the YoY GDP growth of the country is below potential, India still remains one of the fastest growing economies in the world. On the inflationfront, domestic inflation 5.36% YoY in FY24 to 4.63% YoY in FY25 indicating moderation in overall price levels. This is the lowest annual inflation since FY20. This milestone effectiveness of the RBIs pro-growth monetary policy balancing growth and price stability. Notably, the year-on- year inflation for Mar25 fell to 3.34% - the inflation rate since Aug 2019. RBI CPI-inflation will progressively align towards the inflation target of 4% in FY26. Assuming a normal monsoon, the inflation is predicted to be at 4.0% in FY26.
The high-frequency indicators during FY25 showed mixed trends. While the industrial growth (IIP) slowed, the PMI for manufacturing and services remained in the expansionary zone (above 50-mark). Some of the indicators performed well in the last quarter of FY25 suggesting steady growth in economic activity. For instance, the manufacturing PMI rose to 8-month high in Mar25. GST collection rose to 22.1 lakh Cr in FY25, compared to 20.2 lakh Cr in FY24, recording a YoY growth of 9.4%. Further to this, Q4FY25 recorded a highest YoY growth of 19.4% in e-way bill generation. This indicates heightened economic activity in the last quarter of FY25 compared to previous quarters. On the external sector front, Indias merchandise trade deficit expanded in FY25 to a pickup in gold imports. Services surplus expanded, as services exports rose at a faster pace than imports. Going forward, net services and remittance receipts are expected to remain in large surplus, partly offsetting the trade deficit. The CAD for FY25 and FY26 are expected to remain well within the sustainable level. The Indian rupee, after months of depreciation, demonstrated relative strength and stability in Mar25. Overall, Indias external sector remains resilient as key indicators stay robust. Going forward, Governments push for consumption and capex through measures announced in Union Budget, record GST collections, robust outlook of agricultural sector, strong corporate and bank balance sheets will provide impetus to growth momentum. With cyclical recovery already underway, monetary policy support in terms of rate cuts, liquidity support and regulatory easing will further help strengthen Indias domestic growth amid rising uncertainties (especially the US trade policies and riskofreciprocaltariffs onIndia)
Union Budget FY25
The Union Budget 2025-26 promises to continue Governments efforts to accelerate growth, secure inclusive development, stimulate private sector investments, uplift household sentiments and enhance spending power of Indias rising middle class. It highlights that Agriculture, MSME, Investment and Exports are four engines of development. With the theme – Sabka Vikas, the budget 2025-26 aims to stimulate balanced growth across all regions.
The nominal GDP for FY26 is estimated at 357 lakh crore, a 10.1% growth over FY25. The fiscal deficit for FY25 is estimated at 4.8% of GDP, with FY26 target at 4.4%. A lower deficit fiscal Expectations on strong tax collections and contribution from disinvestment revenue and a large dividend from the RBI and other central public sector undertakings will help reduce the fiscal deficit. The Government has emphasized agriculture as the foremost engine of Indias development, focusing on improving productivity, farmer incomes, rural infrastructure and self-sufficiency in key commodities. It has focused on leveraging technology, institutional and capacity development and enabling credit availability. MSMEs are described as the second power engine for development as they contribute 45% of exports. To help MSMEs achieve higher efficiencies of scale, technological upgradation and better access to capital, the investment and turnover limits for classification of all MSMEs enhanced to 2.5 and 2 times, respectively. Investment is categorized into three key areas investment in people, economy and innovation. Under investment in people, setting up of Atal Tinkering Labs and enhanced financial support under PM Research Fellowship Scheme will bring improvement in learning outcomes amongst students. It will boost productivity through better research in new technologies like AI. Under the investment in Economy, infrastructure-related ministries will come up with a 3-year pipeline of projects in PPP mode. Under the investment in innovation, an allocation of 20,000 Cr is announced to implement private sector driven Research, Development and Innovation initiative.
With exports as the fourth engine of growth, the government announced that a dedicated Export Promotion Mission, headed by the Ministries of Commerce, MSME, and Finance, aims to integrate MSMEs into global supply chains. A digital public infrastructure, ‘BharatTradeNet (BTN) for international trade was proposed as a unified platform for trade documentation and financing solutions. The Government continues to focus on the ‘Make in India, Make for the World initiative, with specific assistance to industries such as toys, leather, food processing, electric vehicles, and electronics through customs tariff rationalisation. In the banking and financial sector, increased insurance penetration with raised FDI limit, will increase investments in India. The move will facilitate technology transfer and enhance Indias ease of doing business. It will create job opportunities and potentially lower insurance premiums. will reduce the fiscal Further, NaBFID will support infrastructure companies by providing partial credit enhancement for their corporate bond issuances.
It has introduced several reforms that are set to shape the banking sector in India. Some of the key trends are expected to emerge in the banking sector include:
Lessen tax burden
The revision in individual income tax structure (rebate for incomes up to 12 lakh, with 5% tax for the 4-8 lakh bracket compared with 3-7 lakh earlier) will raise the purchasing power of the urban middle class. These measures are expected to boost household consumption next fiscal, due to increase in disposable incomes. Some of this increase would be channeled towards household savings, (which has softened in recent years) and towards repayment of household debt.
The new tax proposals may lead to an additional deposit mobilisation of around 45,000 crore by the banks in 2025-26, boosting their liquidity for enhancing credit flows.
Boosting MSMEs
Enhancement of the investment and turnover limits for classification of all MSMEs by 2.5 and 2 times respectively, is expected to improve efficiency, technological adoption and employment generation.
To improve credit access for MSMEs, credit guarantee cover will be increased from 10 Cr to 20 Cr for startups. For micro and small enterprises, the cover has been enhanced from 5 Cr to 10 Cr leading to an additional credit of 1.5 lakh Cr in next five years. Enhancing credit guarantee cover for micro enterprises and scheme for startups can play a vital role in addressing the considerable funding gap faced by MSMEs, which impacts micro enterprises the most. Customized Credit Cards with 5 lakh limit for micro enterprises registered on Udyam portal and 10 lakh cards to be issued in the firstyear. This will address working capital needs of Udyam registered micro enterprises.
RBI Monetary Policy
RBIs Monetary Policy Committee (MPC) at its first meeting of FY26 held during 7-9th Apr25 decided to cut the repo rate by 25 bps to 6% and shifted stance to ‘accommodative. The decision came amid cooling inflation and slowing growth momentum. This is the second time in a row that the central bank has cut repo rate to aid growth amid global uncertainties. Last time in Feb policy, the RBI had cut repo rate for the first time in five years.
Recent developmental and regulatory policy measures taken by RBI
During FY25, the Reserve Bank of India (RBI) has announced several developmental and regulatory policy measures aimed at fostering a transparent and digitallyadvancedfinancial
The RBI cuts CRR of all banks by 50 bps in two equal tranches of 25 bps each to 4% of net demand and time liabilities The move led to an injection of 1.16 lakh Cr into the banking system.
RBI released revised Priority Sector Lending (PSL) guidelines effective from 1st Apr25 aiming to expand credit access to priority sectors. These include:
Reduction of lending targets: Urban co-operative banks priority sector lending target reduced from
75% to 60% of adjusted net bank credit or off-balance sheet exposures.
Renewable energy loans: Limits set at 350 million for powergenerators/publicutilities and 1.00 million for individual households.
Housing sector limits: Categorized by population size - 5.0 million (5 million and above population), 4.50 million (1 to below 5 million population), and 3.50 million (below 1 millionpopulation); w of foreign directoutflo some exclusions apply.
Weaker Sections: Expanded borrower eligibility and removal of loan caps for individual women beneficiaries by urban cooperative
Broader coverage: Enhancements aimed at better targeting priority sectors, facilitating economic growth.
RBI proposed new LCR norms wherein banks would be required to maintain a higher stock of high-quality liquid assets to manage sudden withdrawals. A key part of these norms was an additional 2.5% run-off factor for retail deposits accessed through internet and mobile banking.
The draft project finance which were issued onnorms,
May 3, proposed tighter guidelines on project financing under which lenders would have to make provisions of up to 5% on the outstanding exposures during construction, as against 0.4% currently, which would be reduced to 2.5% once the asset turns operational. As per the proposed norms, lenders are required to make the 5% provision in a phased manner-2% in 2024-25 (Apr-Mar), 3.5% in FY26 and 5% in FY27. The above two proposed norms were initially scheduled to take effect from1 st Apr25. However, it has been deferred by a year now; the earliest implementation date is now set for 31st Mar26, on concerns raised by both public and private sector banks regarding potential liquidity challenges that these norms could introduce.
The enhancement of UPI Limits is intended to encourage wider adoption of limit for UPI123Pay is being increased from 5,000 to 10,000, and the limits for UPI Lite are also being raised. UPI Lite wallet limit increased to 5,000 from existing 2000 and per-transaction limit to 1,000 from 500.
The increase in interest rate ceilings on Foreign Currency Non-Resident Bank (FCNR(B)) deposits will allow banks to offer Alternative Reference Rate (ARR) plus 400 bps for deposits of 1 year to less than 3 years from existing
250 bps, and ARR plus 500 bps for deposits with maturitiesbetween 3 to 5 years from existing350 bps. This adjustment aims to attract more capital inflows.
3. Banking Sector:
Global economic factors, such as the pause in rate cuts by theU.S.andtheongoingtariffwar, have triggered investment (FDI), leading an to tight liquidity conditions in the country. However, timely intervention by the Reserve Bank of India (RBI) through various measures including CRR reduction, repo rate cuts, regulatory adjustments, Open Market Repos (VRR), and Operations currency swaps etc., effectively stabilized the situation
The liquidity crunch and higher base impacted credit growth in banks. Bank credit was driven by government-led capital expenditure and robust demand for housing and vehicle loans. However, the rollback of the risk weight circular on bank lending to
Non-Banking Financial Companies (NBFCs), combined with a reduction in the repo rate, improved liquidity conditionsand measures in the Union Budget, are expected to bolster credit expansion in FY26. Over the past decade, household savings have undergone a significant transformation. Rising inflation has played a key role in this shift, diminishing the appeal of traditional bank deposits and encouraging savers to explore alternative asset classes such as capital markets, real estate and gold, which offer higher returns. technology have empowered customers with greater flexibility in managing their funds, further slowing deposit growth.
To counterbalance the gap between credit growth and deposit accumulation, banks have introduced innovative deposit products, such as green deposits, auto-sweep facilities, and floating-rate deposits, alongside increased interest rates on fixed deposits.
are anticipated to enhance deposit growth. The Gross Non-Performing Assets (GNPA) ratio improved for the banks attributed to lower slippage and stronger recoveries. Improved asset quality has also positively influenced weighted Assets Ratio (CRAR).
Looking ahead, banks may face margin pressure in FY26 due to an anticipated decline in interest average assets. Slower deposit growth has compelled banks to offer higher interest rates on term deposits, keeping deposit rates elevated. Simultaneously, the expected repo rate reduction by the end of this fiscal year may further weigh on interest income.
Year Ahead
Overall, the outlook for the Indian economy appears positive. In the face of a turbulent global environment, the country continuesto demonstrate resilience. The growth momentum of the domestic economy is supported by easing inflationary pressure, stable currency, proactive monetary support, growing consumption demand, fiscal discipline and a resilient financial sector. Having said that, uncertainties surrounding global developments pose a key risk to domestic growth outlook for FY26.
4. DETAILED BUSINESS OVERVIEW
Global Business recorded a YoY growth of 8.5% reaching a level of 13,25,294 Cr in Mar25 as against 12,21,773 Cr in Mar24. Domestic Business recorded a growth of 7.7% and reached 12,49,249 Cr as against 11,59,986 Cr in Mar24.
Global Deposits grew by 7.1% YoY to 7,37,154 Cr in Mar25 as compared to 6,88,000 Cr in the previous year. Domestic Deposits also grew by 6.2% to 7,02,966 Cr in Mar25 as against 6,61,826 Cr in Mar24. Overseas Deposit grew by 30.6% (YoY) to 34,188 Cr as on 31.03.25 as against 26,174 Cr on 31.03.24.
Savings Bank Deposits (Domestic) stood at 2,43,140 Cr as on 31.03.25 as against 2,41,414 Cr as on 31.03.24 with a flat YoY growth of 0.7%.
CASA Deposits stood at 2,82,854 Cr as on 31.03.25 as against 2,80,487 Cr as on 31.03.24 registering a subtle growth of 0.8% YoY. CASA ratios were at 38.37%(Global) and 40.17%(Domestic).
Total Term Deposit grew by 11.5% (YoY) to 4,54,300 Cr as on 31.03.25 as against 4,07,513 Cr as on 31.03.24.
Global Advances grew by 10.2% to 5,88,140 Cr in Mar25 over 5,33,773 Cr a year ago. Domestic Credit grew by 9.7% YoY and stood at 5,46,283 Cr. ( 4,98,160 Cr as on March 31, 2024). Standard Advances have grown by 11.18% YoY.
Global Credit-Deposit Ratio stood at 79.79%.
4(a) DOMESTIC DEPOSITS: on
Domestic Deposit is 702966 Cr, CASA is 282376 Cr and Term Deposit is 420590 Cr.
Domestic Deposits grew by 6.22% (YoY), CASA grew by 1% (YoY) & CASA ratio stood at 40.17%.
Under Savings Bank, Individual deposit grew by 2.41%, Institutional by 41.11% and Govt. Deposits de-grew by 15.98%, NRI deposit grew by 3.65%, FI SB Segment grew by 10.06% on YoY basis.
Bank has added 54.59 lakh new CASA accounts during FY25 including 18.51 lakh BSBD accounts.
Bank is focusing on "CUSTOMER CENTRIC DIGITAL CENTRIC" measures to strengthen market share.
Liability Vertical has been remodeled for driving business on a segment basis viz., Government, Institutions, Individuals, NRI and FI
Bank has expanded R&GR Cells by adding 3 new R&GR cells at Shimla, Jaipur & Raipur during FY25. 18 R&GR Cells are functional at all important State Capitals for mobilizing resources from Government Segment through offering Product Suites, Payment Solutions, Dashboards, etc.
100 RACs have been established across the country with dedicated 403 Relationship Managers (RMs), targeting deposit mobilization under Savings Bank from ETB & NTB Customers of Household / Individual from HNI, NRIs, Senior Citizens, Salaried Accounts of State / Central Govt. / Railways / PSUs/ IT employees & Institutions Accounts.
Bank has entered partnership with various Government departments viz., Urban Local Bodies (15 Municipal Corporations have been provided with customized Fintech solutions along with the payment gateway for collection) etc. in order to increase penetration.
Tab banking leveraged: with additional 36 SB products, 15 CA products, 4 RTD products, 15 New services, Tab penetration at branches is 100% and NTB Customer on-boarding through TAB has reached 94%.
4(b) RETAIL CREDIT:
| Retail | 31.03.2024 | 31.03.2025 | YoY (%) |
| Home Loan (incl. | 66423 | 74480 | 12% |
| Mortgage loans) | |||
| Auto Loan | 8016 | 11536 | 44% |
| Educational Loan | 4485 | 4503 | 0.40% |
| Personal Loan | 8566 | 7288 | -15% |
| Jewel Loan | 5366 | 9706 | 81% |
| (Non-Priority) | |||
| Other Retail Loans | 11879 | 11584 | -2% |
| Total | 104735 | 119097 | 14% |
Highlights
Bank has disbursed 45,742 Cr of Retail advances in FY25.
Competitive rate of interest (RoI) & attractive product features in tune with market trends offered for customers in all Retail products
RoI is based on CIBIL score irrespective of Loan amount for Home Loan, Vehicle Loan, Home Loan Plus and Ind Mortgage Loan.
To strengthen the Mortgage lending portfolio, Bank has established Builder Relationship Teams (BRT) across 11 key locations, focusing on cultivating partnerships to generate high-quality Housing loan opportunities. (Locations: Mumbai, Delhi/Gurgaon, Bengaluru, Hyderabad, Kolkata, Noida, Chennai, Lucknow, Coimbatore, Pune, Ahmedabad)
Launched Home Loan Scheme for Economically Weaker Section (EWS), Low Income Group (LIG) and Middle-Income Group (MIG) individuals in Urban Areas with maximum Loan amount of 35 Lakh and Credit Guarantee Cover upto 20 Lakh.
Launched PMAY 2.0 Home Loan Interest Subsidy Scheme to Economically Weaker Section (EWS- income upto 3.00 Lakh), Low Income Group (LIG- income upto 6.00 Lakh) and Middle-Income Group (MIG - income upto 9.00 Lakh) individuals in Urban Areas facilitating maximum interest subsidy of 1.80 Lakh for the 1st House.
A new education loan scheme PM Vidyalaxmi for students of 860 Quality Higher Education Institutions (QHEI) has been launched by Government which will help the Bank in augmenting Education Loan business. To focus on Education Loan portfolio, Bank has introduced Education Loan digital journey integrated with PM Vidyalaxmi portal.
Fintech partner has been on-boarded for developing digital platform to manage Pool/Co-Lending Model
Portfolio.
4(c) AGRICULTURE
Performance under Agriculture Advances
Agriculture credit of the Bank grew at 13.68 % YoY from 121062 Cr (Mar24) to 137627 Cr (Mar25)
Agricultural Disbursement:
Under Ground Level Credit Flow to Agriculture (GLC), farm loans to the tune of
119679 Cr have been disbursed during FY25 against the target of 90000 Cr.
Of the above, 90132 Cr was disbursed to 61.57 Lakh Small and Marginal farmers.
Performance under RBI mandatory targets under Priority Sector Advances in FY25
Priority Sector Advances was at 204230 Cr as on 31.03.2025. Priority sector as a percentage to Adjusted Net Bank Credit (ANBC) stood at 44.12% as against the mandatory target of 40%.
Agriculture Credit under priority sector was at 90476 Cr as on 31.03.2025 and the percentage to ANBC stood at 19.55% as against the mandatory target of 18%.
Lending to SF/MF stood at 57679 Cr as on 31.03.2025 and constituted 12.46% of Adjusted Net Bank Credit (ANBC) as against the mandatory target of 10%.
Lending to Weaker Sections stood at 67315 Cr as on 31.03.2025 and constituted 14.54% of Adjusted Net Bank Credit (ANBC) as against the mandatory target of 12%.
Lending to MSE-Micro Enterprises (including PSLC) stood at 58832 Cr as on 31.03.2025 and constituted 12.71% of Adjusted Net Bank Credit (ANBC) as against the mandatory target of 7.50%.
Lending to Non-Corporate Farmers stood at 83759 Cr as on 31.03.2025 and constituted 18.10% of Adjusted Net Bank Credit (ANBC) as against the mandatory target of 13.78%.
Credit flow to Self Help Groups:
Self Help Group is one of the most important movements for women empowerment in India. Lending to Self Help Groups/Joint Liability Groups present an excellent opportunity to promote micro enterprises in rural areas leading to increased employment generation and in turn income to the rural masses.
The advent of Self Help Group (SHGs) concept has ensured seamless delivery of credit to the poor and has boosted the rural economy. Indian Bank is pioneer in SHG linkage and was the 1st Bank to fund SHG way back in the year 1989.
The outstanding credit to SHGs stood at 22224 Cr covering 5.04 lakh SHGs as on Mar25. During the current financial year, the Bank had disbursed 15210
Cr to 3.22 Lakh SHGs (37.96 Lakh members).
Bank has surpassed the Target set by National Rural Livelihood Mission under both disbursement of 13822 Cr and outstanding of 20908 Cr for FY25 as against targets of 10499 Cr and 16861 Cr respectively.
Microsate Branches:
Bank has opened 5 new Microsate Branches during FY25. As on 31.03.2025, totally 57 Microsate Branches Specialized branches available for focused lending under SHG and the outstanding in these branches constitutes 20% of total SHG portfolio of the Bank.
These branches are serving as ‘One Stop Shop - providing credit as well as credit plus services like training, maintaining accounts/books etc. During the financial year 2024-25, credit amounting to 3245 Cr has been extended to 49789 SHGs through the Microsate branches. The total outstanding advances of these Microsate Branches stood at 4461 Cr covering 65508 SHGs as on March 2025.
Lakhpati Didi
In line with the Govt initiative, Bank has launched a specific tailor-made product under "Lakhpati Didi" for financing individual women members for taking up individual Agri / MSME business enterprises.
Bank has financed 17931 Women Led Enterprises amounting to 191 Cr and Bank is the Top Performer among PSBs under "Lakhpati Didi Scheme" for FY25.
Weaker Section Advances:
Bank has been continuously surpassing the mandatory advance target set for the weaker sections which includes Small and Marginal Farmers, Artisans, Village and Cottage Industries, Scheduled Castes and Scheduled Tribes, Self Help Groups, etc.
Credit to Weaker Sections stood at 67315 Cr as at the end of March 2025, which works out to be 14.54% of ANBC as against stipulated norm of 12%.
Observance of SC/ST and Minority Credit Campaigns: Special campaigns were conducted on quarterly basis for improving credit to Minorities and SC/STs beneficiaries.
Credit to SC/ST and Minority beneficiaries under priority sector stood at 7212 Cr and 15878 Cr respectively as on 31.03.2025.
Awards and Accolades:
Best Bank Award for SHG credit linkage from Tamil Nadu State Government continuously since 2010.
Best performance award from NABARD continuously for the past 23 years.
4(d) MICRO, SMALL AND MEDIUM ENTERPRISES (MSME)
MSME portfolio of the Bank has registered a YoY growth of 12% and reached 94,152 Cr in Mar25 as against 84,121 Cr in Mar24.
Micro, Small & Medium MSME segments grew by 6.25%, 24.87% and 11.05% YoY respectively.
Standard MSME grew by 14.75% YoY to 86,682 Cr in Mar25 as against 75,539 Cr in Mar24.
Micro MSME under priority sector (including PSLC) was at 58,832 Cr as on 31.03.2025 and the percentage to ANBC stood at 12.71% as against the mandatory target of 7.50%.
The NPA percentage under MSME portfolio reduced by 227 bps to 7.93 % in Mar25 from 10.20% in Mar24.
Bank opened 85 MSME processing centres (MAPC) for improving Turn Around Time (TAT) and ensuring quality lending. Out of which, "4" New MAPCs opened at Bahraich, Mysore, Kumbakonam and Berhampore.
Total of 3.12 Lakh accounts amounting to 11119 Cr have been sanctioned/ renewed digitally under MSME segment during the FY25.
For extending short-term working capital finance to Dealers / Vendors, Supply Chain Financing (SCF) has been launched. Business under SCF(MSME) has reached 909 Cr as on 31.03.2025.
To address liquidity issues of MSMEs, our Bank is actively participating in all the ‘3 TReDS platform. Bills amounting to 5062 Cr were discounted during FY25.
MSME Clusters:
Comprehensive Cluster schemes to cater the needs of NER (North East Region) & Southern States including Costal regions covering 74 districts have been formulated to tap the untapped potential in those areas.
RoI under cluster schemes has been rationalized in line with peer banks. "74" Relationship Mangers (RMs) have been identified across all clusters for close and constant monitoring.
Business under MSME Clusters stood at 6,782 Cr as on Mar25 registering a growth of 18% on YoY basis.
PMSVANIDHI Scheme – Loans to Street Vendors
Bank has extended credit facility to 7.47 lakh street vendors with sanctioned amount of 891 Cr and disbursement of 881 Cr.
MUDRA Scheme
During FY25, Bank has disbursed MUDRA loans amounting to 8760 Cr against target of 8400 Cr achieving 104% of the target.
Stand Up India Scheme
Bank has provided credit assistance to 13,393 SC / ST / Women entrepreneurs against target of 11,384 achieving 118% of the target.
PM Vishwakarma Scheme:
Bank has sanctioned loans to 11944 artisans amounting to 65 Cr under the scheme. Digital Journey for PM Vishwakarma scheme has been launched for enhanced customer experience.
MSME PRERANA
Till Mar25, ‘MSME Prerana - business mentoring programme for MSMEs has been conducted for 64 batches and 1956 entrepreneurs (of which 897 are Women) have been trained in 8 languages across 12 states/UTs viz., Tamil Nadu, Pondicherry, Uttar Pradesh, Uttarakhand, Maharashtra, Telangana, Gujarat, Odisha, West Bengal, Bihar, Rajasthan, and Karnataka.
STARTUP Financing
Ind Spring Board has been designed to extend credit assistance for specific needs of Startup companies.
Bank has opened "10" innovative Start-Up cells across major start up hubs of the country - Ahmedabad, Bengaluru, Chennai, Coimbatore, Delhi, Gurgaon, Guwahati, Hyderabad, Kanpur and Mumbai.
Bank has entered MoUs with 13 Premier Institutes (IITs, IIMs etc.). Business under Start-ups has grown by 59 % from 207 Cr as on 31.03.24 to 330 Cr as on 31.03.2025.
Awards & Accolades:
Awarded "Best Bank CSR Initiative & Business Responsibility – Winner" by Chamber of Indian Micro, Small and Medium Enterprises (CIMSME)
Awarded "Best Bank for Creating Awareness – Runner up" by Chamber of Indian Micro, Small and Medium Enterprises (CIMSME)
New Initiatives taken during FY25: A. Digital Initiatives:
During FY25, 8 Journeys have been launched, viz., MSME LAP, IND SME Secure, General MSME, IND MSME DIGI, GST SAHAY, IB Trade well, PM Vishwakarma and MSME SHG.
Total 14 Digital Journeys are live under MSME segment, which constitutes to 60% of MSME portfolio.
IND MSME DIGI Journey (Business Rule Engine) has been launched in line with Budget announcement - Score Card based Credit Assessment model by leveraging digitally fetched and verifiable data in the ecosystem.
Digital Journey for PM Vishwakarma launched for enhancing customer experience and quick disposal of applications.
B. Other Initiatives:
Bank has opened Government Sponsored Schemes Processing Centres (GSSPC) at 5 locations opened for processing MSME Govt Sponsored Schemes and to improve asset quality. (Bhopal, Gonda, Gorakhapur,
Salem, and Tirunelveli)
Customized loan schemes were launched, aimed to meet the specific financing needs of MSMEs across the entire ecosystem viz., Equipment Finance, Health Care Sector and Professional Special.
Collaborated with Dun & Brad Street & CIBIL for driving partnership driven business growth under MSME segment.
MoU has been inked to provide affordable financing to MSMEs acquiring Commercial Vehicles and to increase our porfoilo.
Green Financing: New MSME loan product "Scheme for financing Manufacturers / Suppliers / Vendors of Solar Panels" for funding empaneled vendors under PM Surya Ghar Muft Bijli Yojana along with MSE SPICE & MSE GIFT schemes has been launched to promote circular economy and green lending.
"71" new Corporates have been on boarded under TReDS Platform to address the liquidity issues of MSMEs, totaling to 369 Corporates (Anchors).
4(e) CORPORATE CREDIT
Corporate Credit of the Bank stood at 1,95,407 Cr (Mar25) constituting 36% of the overall domestic credit of the Bank. During FY25, Corporate Credit has grown by 4% YoY. 9 Large Corporate Branches & 29 Mid Corporate Branches located at centers with high business potential are catering to the needs of corporate customers.
Focus is on Emerging & designated Champion sectors viz., Data Center, Chemical, Pharma, Tourism, Hospitality, Defence, Oil & Gas, Electric Vehicles, Renewable Energy, to add value to the credit portfolio and achieve growth. Special Focus is also on other infrastructure like solar module manufacturing, City Gas Distribution (CGD), smart metering, and cash flow-based lending.
4(f) OVERSEAS CREDIT
Bank has three foreign branches located at Singapore, Colombo and Jaffna and one IFSC Banking Unit (IBU) at GIFT City, Gandhi Nagar, Gujarat. Total outstanding Advances (gross) of the foreign branches (including IBU) as on March 31, 2025 was 41857 Cr as against 35613 Cr a year ago with a YoY growth of 17.5%.
4(g) FOREX BUSINESS
Turnover in Merchant Foreign Exchange business of the Bank increased 10% QoQ to 26,415/- Cr in Q4FY25. Total merchant turnover amounted to 85,752 Cr during FY25.
Export credit (standard) business of the Bank increased by 5% QoQ to 2,869 Cr in Mar25.
Forex Transaction processing has been revamped by integrating multiple portals for speedy disposal of customer transactions. All branches are now enabled to handle forex transactions, and thus the customers can submit documents for forex transactions to their home branch.
4(h) NON-RESIDENT BUSINESS
Non-Resident (NR) business is a thrust area which offers significant growth potential. Realizing the future of NR and Remittance Business, Bank took a proactive step of creating a separate NR Vertical. During the fiscal, NR Vertical has taken several steps to take Banks NR services and business to the next level, the significant ones among them being:.
1. Refined processes and system capabilities to take care of all Regulatory guidelines.
2. Digitalisation drive for catering to almost all requirements of the Non-Resident customers through mobile / internet platforms. NRI customers can now send inward and outward remittance instructions to the Bank through Internet Banking, open and close Term Deposits through the digital channels.
3. Acceptance of request for opening new NRE/NRO SB accounts through the digital channel is facilitated.
4. Imparted training to branches to improve knowledge level and sales skills. Around 3000 NR centric branches have been covered so far.
5. 24x7 client support centre launched in the year comes as a boon to the clients located at different parts of the globe.
6. Bank has brought in new products which are comparable to the best in the industry viz., the innovative IND Rupee Gain, a product with the combination of Foreign Currency Deposit and Forward Contract that offers a return way higher than the traditional deposit.
7. Bank has developed a Rupee Remittance portal for RDA and on-board Exchange Houses / Banks abroad as channel partners.
8. IND NR Connect - a meet of Non-Resident clients, held across the country with huge customer participation.
9. Dedicated Relationship Managers were recruited and placed in NR Centric centres to provide personalised service to the clients.
4(i) FINANCIAL INCLUSION
Progress in opening of PMJDY Accounts:
As on 31.03.2025, Bank has 235.29 lakh PMJDY Accounts.
Balance outstanding in PMJDY accounts as on 31.03.2025 is 12,223.36 Cr with a YoY growth of 10%.
The average balance in PMJDY accounts of the Bank stands at 5,195 which is more than industry average of 4,719 as on 31.03.2025.
BC Network
Bank is having 20 Corporate Business Correspondents (CBCs) with total 14,667 BCs as on 31.03.2025.
During FY25, Bank has deployed 3,725 new BCs.
YOY growth in key FI parameters since Mar24 is as under.
IB Cumulative (Standalone):
| Name of the Scheme | Mar24 | Dec24 | Mar25 | YoY |
| PMJDY | 224.25 | 235.22 | 235.29 | 5% |
| PMJJBY | 64.35 | 79.78 | 85.52 | 33% |
| PMSBY | 157.39 | 183.77 | 190.81 | 21% |
| APY | 38.44 | 43.28 | 44.82 | 17% |
Market Share in Social Security Schemes PMJJBY & PMSBY compared to industry:
| Name of the | Mar24 | Dec24 | Mar25 | Improvement in bps (YTD) |
| Scheme | ||||
| PMJJBY | 3.24% | 3.60% | 3.64% | 40 |
| PMSBY | 3.60% | 3.78% | 3.76% | 16 |
Under Social Security Schemes, Bank enrolled 21.02 Lakh Customers in PMJJBY and 33.05 Lakh Customers in PMSBY till 31.03.2025.
In Micro Pension Scheme APY, during FY25, Bank has added 6.38 lakh fresh enrolments with an Average Account Per Branch (AAPB) of 106 against proportionate target of 90 as on 31.03.2025.
Skill Development and Financial Literacy
INDSETI (Indian Bank Self Employment Training Institute): During FY25, 36,565 candidates were trained as against the target of 35,601 (Achievement 103%) through 1,203 programmes.
Financial Literacy Centres (FLC) conducts awareness camps, on various aspects of financial literacy viz. modes of operation and benefits of bank accounts, social security schemes, digital banking, banking products, cyber-security, etc. During FY25, 42 FLCs have conducted 3,184 camps which were attended by 1,62,351 participants.
Centre for Financial Literacy (CFL): A total of 40,285 camps were conducted by 142 CFLs during FY25 which were attended by 12,52,629 participants.
Awards/ Appreciations:
| S No Campaign | Period | Ach % | Award Qualified for |
| 1 APY Trendsetters | 5th Jun- 31st Jul24 | 107.62 % | Trendsetter of the Year |
| 2 Milestone APY Mega Awards | 5th Jun- 5th Oct24 | 110.28 % | Par Excellence Milestone |
| Retirement 3 Revolut- ionaries | 5th Aug- 5th Oct24 | 107.02 % | Exemplary Revolutionary |
| 4 APY Olympics | 20th Nov- 31st Dec24 | 115.89 % | Gold Medal Winner |
| 5 Annual Awards Campaign FY25 | FY25 | 118 % | APY Annual Award of Excellence Achiever |
4(j) BANCASSURANCE & MUTUAL FUND
Bank has earned an income of 181 Cr through Bancassurance business in FY25 as against 163 Cr in FY24.
Bank has tied up with M/s Fisdom and M/s IBMBS for Mutual Fund distribution and Demat & Trading services through IndSMART Mobile banking application.
Bank has its Board approved Policy on Bancassurance and Wealth Management that defines the manner of customer solicitation, servicing, grievance redressal for insurance and wealth management products.
Automation of Bancassurance vertical by introduction of Digital Insurance Platform (ISNP certification) with aim to achieve 100% digitisation of this channel. Presently, General and Health Insurance journeys are live on Banks Digital Insurance Platform.
4(k) GOVERNMENT DEPOSIT/SAVINGS SCHEMES SUKANYA SAMRIDDHI SCHEME
30179 new accounts were opened during FY25, taking the total number of accounts to 174766. The amount collected during FY25 was 27.71 Cr and the outstanding amount was 1618.53 Cr.
PUBLIC PROVIDENT FUND
16745 new accounts were opened during FY25, taking the total number of accounts to 544469. The amount collected during FY25 was 43.64 Cr and the outstanding amount was 11458.13 Cr.
SENIOR CITIZEN SAVINGS SCHEME (SCSS)
14194 new accounts were opened during FY25, taking the total number of accounts to 160650. The amount collected during FY25 was 2194.09 Cr and the outstanding amount was 10732.39 Cr.
MAHILA SAMMAN SAVINGS CERTIFICATE (MSSC)
3173 new accounts were opened during FY25, taking the total number of accounts to 8488. The amount collected during FY25 was 32.79 Cr and the outstanding amount was 92.24 Cr.
KISAN SAVINGS CERTIFICATE
2277 new accounts were opened during FY25, taking the total number of accounts to 3122. The amount collected during FY25 was 16.08 Cr and the outstanding amount was 24.38 Cr.
NATIONAL SAVINGS CERTIFICATE VIII ISSUE (NSC)
2643 new accounts were opened during FY25, taking the total number of accounts to 3933. The amount collected during FY25 was 27.07 Cr and the outstanding amount was 36.44 Cr.
5. BRANCH NETWORK AND EXPANSION
Domestic Branch network of the Bank stood at 5901 branches as on 31.03.2025, comprising of 1992 Rural, 1555 Semi Urban, 1182 Urban and 1172 Metropolitan branches. Apart from the above, the Bank has 3 overseas branches viz., in Singapore, Colombo, Jaffna Banking Unit (IBU) at Gift City Gandhi Nagar, Gujarat. During FY25, the Bank has expanded its branch network by 65 customer interface banking outlets (64 branches and an extension counter) which included 2 Mid Corporate branches and 5 Microsate branches for SHG, 5 Specialized MSME branches, 7 branches opened in Unbanked Rural Centres, 6 branches in Left Wing Extremist districts and 1 branch in North-Eastern State of Arunachal Pradesh. The Bank rationalized 10 branches during the financial year, towards consolidation of banking outlets.
6. DIGITAL TRANSFORMATION AND ADOPTION
Bank has achieved 1,67,390.39 Cr of Digital Business for FY25 as against 81,250.34 Cr during FY24 through 121 Digital Journeys/utilities/ processes.
Registered more than 2 times growth in Digital Business on YoY basis for FY25.
Bank has surpassed targets under Retail, AGRI and Digital Liability segments for FY25.
Digital Retail Asset business was at 26670.91 Cr, Digital AGRI business was at 94,444.59 Cr and Digital MSME business was at
15,848.27 Cr for FY25
Under Liability segment, Bank has achieved 29,439.11 Cr of digital liability business for FY25, registering 2.7 times growth in Digital Business on YoY basis.
Overall Digital Adoption rate stands at 84% (in terms of Accounts) & 68% (in terms of Amount) for FY25.
Under Retail, Agriculture and MSME Segments, Bank has achieved 81%, 90% & 81% Digital Adoption respectively for FY25.
Bank has focused on enhancing its mobile banking capabilities to provide customers with a seamless and secure banking experience across devices of their choice. This includes providing enhanced UI/ UX with Omni-Channel experience having integrated mobile payment solutions, such as UPI, BBPS, Digital market place etc. to facilitate quick and convenient transactions. The implementation extends across all channels in both Retail and Corporate Banking, including Mobile Banking, TAB Banking, Kiosks, and Internet Banking
Bank is driving customer outreach for adoption of new digital offerings through various channels besides conducting internal outreach through employee engagement sessions. The digital adoption for the year ended Mar25 is 68%.
Bank has implemented Cash Management Services (CMS) digital platform to cater to Corporate customers for managing their cash flows more effectively and fund management without Brick & Mortar Banking approach. Presently, implemented for Closed User Group (CUG) and scheduled for roll-out in a phased manner with enhanced functionalities such as virtual account, Door-step banking, cash forecast, etc.
Bank has implemented Digital Co-Lending and pool buy-out platform to onboard pool buy-out and co-lending of loans in partnership with NBFCs. Pool data migration successfully carried out and new on-boarding journey is under progress.
Bank has implemented various enhancements in the existing chatbot "ADYA" with advanced features. Enhancements made for UI/UX, WhatsApp integration, guided menus, automated voice, view account details, account balance, mini statement through e-mail, apply cheque book, stop cheque, term deposit enquiry, stop cheque payment, Debit card blocking and CIF blocking.
Digital Lending journeys are successfully migrated to micro-services enabled cloud platform for achieving scale of operations, with a robust and resilient system.
Digital insurance platform is integrated with Internet Banking/Mobile Banking/Omnichannel Platform since August 2024 for sales and servicing of Bancassurance products. Health and General insurance products (including Vehicle: 2W/4W/ Commercial vehicles, Bharat Graha Raksha, Commercial insurance: building/stocks)
More than 5100 Cr digital business has been done through RBIHs ULI platform integration with our DLP journeys.
A Generative AI powered conversational Chatbot "Employee Assist" is launched for support of field functionaries for Digital journeys. The bot functionality is being scaled across other products and processes
Jewel appraiser App released for digital jewel appraisal process, to strengthen controls and improve TAT
7. ANALYTICS CENTRE OF EXCELLENCE
(ACoE)
Initiatives taken for improvement of Data Quality:
As per directions of IBA EASE, Data Governance framework has been implemented in the Bank. Few of the key initiatives taken for improving data quality are:
Establishment of Data Governance Policy and SOP on various areas of Data Governance
Creation of a dedicated cell for Data Governance/ Data Management at the Corporate level
Development of dedicated dashboard for tracking Data Quality Index in new and legacy CIFs / accounts
Initiatives taken to drive Data-driven decision making and Business Intelligence:
40+ Data Analytical models have been developed in the areas of business growth, compliance, risk management, cost optimization, etc.
200+ Power BI management dashboards have been developed to track performance of bank in various matrices and KPIs.
Key achievements using data analytical models are:
Lead generation related AI/ML models such as Cross/ Up sell, Churn Prediction, Win-back model, Retail Assets Lead Net etc. have helped to improve Banks business by ~ 8186 Cr during FY25.
Improved Banks overall performance in EASE evaluations on analytical capability from 45% (Baseline Mar24) to 75% (Q4 FY25)
Money Mule identifier analytical model has been developed for identification of suspected money mule accounts.
8. CREDIT MONITORING
Credit Monitoring commences from scrutiny of sanctions covering the entire loan lifecycle. Containment of Fresh Slippages and upgradation of Fresh NPAs coupled with maintenance of asset quality during the life span of the asset, right from disbursal of the loan, till the loan is closed or to the stage of NPA falls within the ambit of Credit Monitoring Department.
SMA Ratio
| FY => | Mar-21 | Mar-22 | Mar-23 | Mar-24 | Mar-25 |
| Total SMA | 75,694 | 74,932 | 72,061 | 79,931 | 45,923 |
| Standard | 351862 | 380411 | 445408 | 512666 | 569962 |
| Advance | |||||
| Share in Standard | 21.51% | 19.70% | 16.18% | 15.59% | 8.06% |
| Advances |
reducing trend. It has reduced from 15.59% to 8.06% on YoY basis and 11.88% to 8.06% on QoQ basis. Quality of assets is improving year on year.
Slippage Ratio
Fresh NPA during FY25 is 5683 Cr with Slippage ratio of 1.11%.
Received SKOCH Corporate Excellence Award Gold for SMA Collection Proclivity Predictor It is a tool to forecast the likelihood of an SMA account becoming NPA so that a borrower specific risk based customized approach can be adopted to prevent these accounts from slipping into NPAs.
A new initiative aimed at enhancing our customer service through an OTP-validated feedback mechanism is implemented to improve the customer service in more efficient manner.
Implementation of New Gen Call Centre in 8 FGMOs and Feet on Street in 30 Zones by on-boarding collection agents through Banks wholly owned subsidiary IGSSL, which will be implemented in PAN India basis in phased manner.
9. ASSET QUALITY MANAGEMENT
Asset quality of Bank has improved as reflected through GNPA of 3.09% as on Mar25 against 3.95% as on Mar24 and Net NPA ratio of 0.19% as on Mar25 improved from 0.43% as on Mar24.
The Provision coverage ratio of the Bank as on Mar25 was 98.10% which has improved from 96.34% as on Mar24,
Bank has made recovery of 486 Cr during FY25 from NCLT admitted accounts.
Under the SARFAESI Act, during the year, 9726 properties with reserve price amounting to 14133.58 Cr brought for sale and 1501 properties were sold with sale price of 1398.12 Cr.
Bank has actively participated in all National Lok Adalat and organized various Lok Adalats at Mandal level. 34657 accounts were settled with settlement amount of 245.35 Cr.
From Bad Debts Written off accounts (AUC), an amount of 3019 Cr was recovered during the year.
10. CASH MANAGEMENT SERVICES (CMS) FY25 Achievements
129% YoY growth in total income (FY24 102 Cr).
218% YoY growth in Supply Chain Finance Assets Under Management (AUM) to 1,316 Cr (FY24 - 414
Cr).
Exceeded Supply Chain Finance Interest Income target by 40% to 68.84 Cr.
74% YoY growth in fee income (Direct Debits/NACH) to 162 Cr (FY24 - 93 Cr).
78% YoY growth in Direct Debits & NACH transaction volume to 3.81 Cr (FY24 2.14 Cr).
22% YoY growth in total value of transactions processed for all collection products including Direct Debits & NACH to 72,000 Cr (FY24 59,000 Cr)
Achieved average CASA growth of 837 Cr.
A) Supply Chain Finance
Initiated 10 new SCF programs during FY25 with an overall program limit of 1300 Cr .
132% YoY growth in on-boarding of new dealers to 172 (FY24-74) with 82% growth in sanctioned limits to 1038 Cr (FY24 - 569 Cr). Additionally, on boarding of 33 dealers are in progress with a sanctioned limit of 200 Cr.
Loan Origination System (LOS) for new Supply Chain Finance programs was launched in Mar25.
B) IND Cash Optima
IND Cash Optima MVP -1 launched for CUG customers in the month of March 2025. The product offers the following market differentiating features to Large Corporate and Government business. One of only 3 Banks with cloud-native application built on microservices architecture New Corporate Internet Banking portal Payment workflows including alerts required in the complex "procure-to-pay" process Tracking payments against the approved financial budgets during the financial year Virtual Account wallets, eliminating the need for maintaining large number of accounts Collections dashboard providing quick insights on receivables Collection and payment reports with Report Writer capability for ease of customization New invoicing and billing capability Integrated with Enterprise Fraud Risk Management System.
Governance over pricing through monitoring of CASA
Corporate Cash Handling Services for Cash Pickups launched on a Pan-India basis in Sept 2024.
C) Direct Debits & NACH
New Direct Debits / NACH/e-NACH relationships initiated with Corporate customers.
D) Collection Business
18% YoY growth in on-boarding of new merchants to 400 (FY24 339) with 300% growth in collection amount to 6000 Cr (FY24 1500 Cr).
Standard Pricing established for Merchant Acquiring business after renegotiation with existing Payment Aggregators resulting in an additional revenue of 50 lakh.
Dynamic MIS Dashboard has been created for field functionaries to effectively transactions, CASA, Active/Inactive accounts etc.
Total Large Payment Aggregators stand at 15.
Conducted Virtual Training Program on CMS
Collection products & trained over 350 field level functionaries.
11. RISK MANAGEMENT
Risk is an integral part of the banking business and the Bank aims to achieve an appropriate trade-off between risk and returns. To ensure sustainable and consistent growth, the Bank has developed a sound risk management framework. The Bank undertakes business activities within the defined risk appetite limits and policies approved by the Board of the Bank.
The Board has also constituted a Risk Management Committee (RMC) which oversees the different type of risks. The Bank has put in place various policies to manage the risks, viz., Integrated Risk Management Policy, Credit Risk Management Policy, Asset Liability Management Policy, Policy on Market Risk Management, Operational Risk Management Policy, Internal Capital Adequacy Assessment Process (ICAAP) Policy. All the policies are reviewed at regular intervals by Board. The following specific committees have been constituted to facilitate focused oversight on various risks viz., (i) Asset Liability Committee (ALCO) (ii) Credit Risk Management Committee (CRMC) (iii) Operational Risk Management Committee (ORMC) (iv) Market Risk Management Committee (MRMC) & (v) New Product Process Approval Committee (NPPAC). These committees work within the overall guidelines and policies approved by the Board.
Credit Risk:
Credit Risk is the possibility of losses associated with diminution in the credit quality of borrowers or counterparties. Losses arise from outright default or reduction in portfolio value. Bank has a comprehensive credit risk architecture, policies, procedures, and systems for managing credit risk in its retail and corporate portfolio. Systems are in place to ensure credit quality and minimize default losses at front and back-end. The factors considered for underwriting of retail loans includes due diligence, income characteristics, banking behaviour, demographics, credit history, loan tenure, loan to value etc. In addition, multiple credit risk score card models are developed and used to assess different segments of customers based on portfolio behaviour. Selection of borrowers with prime CIC scores at on boarding is adopted by the Bank. In Corporate loans, credit risk is managed by capping exposures and entry barriers based on borrower group, industry, rating grades, facility and country etc. credit Risk Management is also backed by portfolio diversification, Risk rating, stringent credit approval processes, documentation check, periodic post-disbursement monitoring measures. Robust model is in place to assess industry outlook to decide the negative sector or the industry to be focused for financing. Variety of stress scenarios beyond the regulatory prescription like macroeconomic / sectoral and other trends are being adopted for stress testing of the portfolio. Portfolio study is being conducted on regular basis to understand the built-up stress in portfolio and to initiate corrective measures. Credit portfolio is well diversified in bank, with no single industry having a high concentration. Bank has a conservative and prudent policy for specific provisions on NPAs as well as additional provisions beyond the regulatory prescription for standard assets. Digital lending has emerged as a convenient and quick method for customers to secure loans with just pressing the button. Bank has implemented appropriate measures to manage these risks effectively through proper evaluation of loan eligibility. Business Rule Engines are made robust with integration of APIs to collect information from various sources to access the risk profile Digital loan portfolio analysis is being conducted on quarterly basis to understand the portfolio behavior and to introduce corrective measures in the business rule engine.
Credit Review Framework
Under PSB Reforms Agenda - Ease of Access and Service Excellence (EASE) - Banks are mandated to achieve defined action points for improving the credit risk assessment and underwriting. In view of the same and given the dynamic & volatile market environment and plethora of external and internal risk factors inherent in credit proposals, Bank has adopted the Credit Review Framework to strengthen the underwriting process and to categorize risk level of the credit proposals into Low, Medium, High and No-go (Very high) categories. Under this structure, risk is being quantified based upon matrices on risk factors embedded in seven broad parameters namely Borrower, Promoter and Group Entities, Activity/Industry, Security Coverage, Conduct of facilities, Ratings and Compliance position along with subjective parameters. The framework is applicable for loan proposals of 50 Cr and above for Corporates and 10 Cr and above for MSME segments providing additional tool/ dimension in processing/ sanctioning.
Asset Liability Management:
Asset Liability Management framework facilitates the Bank to measure, monitor and control liquidity risk and interest rate risk on its balance sheet. This helps in providing suitable strategies for Asset Liability Management. The Asset Liability Management framework consists of the following key components:
Liquidity risk management
Interest rate risk management
Balance sheet and Basel III liquidity ratios
Stress Testing and Scenario Analysis
Contingency funding plan
Asset Liability Management aims to achieve two primary objectives as listed below:
Short Term Objective:
To optimize the Net Interest Margin (NIM) of the
Bank
To provide adequate liquidity
To manage re-pricing risk
Long Term Objective:
To maximize the shareholders wealth Asset Liability Management is the function of Asset Liability theborrower. Committee (ALCO). It operates under the guidance and supervision of the Board and/or Sub-Committee of Board on Risk Management. It meets at regular intervals to review the interest rate scenario, review of product pricing of deposits and advances, maturity profile of the assets and liabilities, demand for Bank funds, cash flows of the
Bank and overall, Balance Sheet Management.
Automation of ALM reports is completed for placing the same to Funds and Investment Committee (FIC) on daily basis and to Asset Liability Management Committee (ALCO). Bank has also automated the computation process of Interest Rate Risk in Banking Book (IRRBB).
Market Risk Management:
Market risk is the possibility of loss caused by adverse movements in the market variables. The objective of market risk management is to assist the business units in maximizing the risk adjusted return by providing analytics driven inputs regarding market risk exposures, portfolio performance vis-a-vis risk exposures and comparable benchmarks. Following risks are managed under Market Risk.
Interest Rate Risk
Exchange Rate Risk
Equity Price Risk
The market risk may also arise from changes in commodity prices and volatility. However, Bank does not have any exposure to commodity related markets. Market Risk Management (MRM) Framework includes, Risk Identification, Monitoring & Risk Reporting.
Mid Office monitors treasury operations on day-to-day basis. A weekly summary note is placed to Chief Risk
. Officer and to MRMC,at least, on quarterly basis
Operational Risk:
Bank has put in place Operational Risk Management Framework (ORMF) to develop a common understanding of Operational Risks across the Bank and inculcate risk culture/awareness ensuring effective governance, identification, assessment, measurement, risk controls/mitigation by usage of various Operational risk management tools/techniques. Operational risk is well managed by using appropriate qualitative and quantitative methods, established internal control systems in day to day management processes and adopting various risk mitigating strategies. The risk perceptions in various products/processes are critically analyzed and corrective actions, if required, are initiated. Bank has put in place framework for Risk Control Self-Assessment (RCSA) and Key Risk Indicators (KRIs). Risk and control self-assessment is used to identify key operational risk areas and assess the degree of effectiveness of the internal controls. Outcome of RCSA exercise helps in identifying High residual risk areas and build controls to address control gaps. From Control deficiencies identified during the RCSA exercise, KRIs are evolved to monitor and improve the process. KRIs are early warning signals, to monitor operational risks that are reaching beyond acceptable levels.
Loss data analysis is a source of identification of key risks. The inherent risk rating & residual risk rating of operational risk would serve as an indicator in identification of KRI. Key Performance Indicators (KPIs) are also monitored to identify risk indicators that essentially tracks the potential risk drivers affecting the business objectives. Root Cause Analysis of major operational loss events is done to find out the modus operandi, failed controls and control gaps. Based on the findings, suitable mitigation strategies are designed, such as automation of process wherever possible, reiteration of guidelines & sensitization of field functionaries for being alert to avoid such recurrences from the lessons learnt out of the event etc.
Risk officers have been designated in each zone, Field General Managers Office and Overseas to act as an extended arm of Risk Management Department to bridge between First line of defence and Second line of defence.
Risk Measurement and Limits, Risk Primary role of Risk Officers would be to coordinate with Risk Management Department to support and manage various types of risks namely, Credit risk, Portfolio monitoring, Operational risk, Capital conservation, Assets Liability Management emanating from business units. Suitable training and hands on workshops are arranged for the officers to enable them understand and spread risk culture in the field.
Model Risk Management Framework is in place covering the Model life cycle such as Model Governance, monitoringand Maintenance of model inventory, Model identification criteria, Model documentation, Model Risk tiering,
Model validation, Model on going monitoring, Model health assessment and Model Risk assessment wherein internal and external Model validation shall be carried out periodically.
Operational Resilience Framework has been designed in line with RBI guidance note on Operational Risk and Operational Resilience.
The objective of Operational Resilience policy document is to establish a comprehensive and systematic approach to enhance the Banks ability to withstand and recover from disruptions, thereby ensuring the continued delivery of important business services to customers, safeguarding the Banks reputation, and fulfillingregulatory obligations.
Information Technology Risk:
Use of Information Technology and Digital Adoption has changed the way, the Bank conducts its business, carries out its operations and provides customer services. As adoption of the new emerging Information technology is increasing, risks relating to the use of IT also increase. IT risk refers to the potential for adverse events or consequences resulting from the use, ownership, operation/management of IT systems, applications, data and infrastructures of the Bank.
To Monitor, Assess, Manage & Control IT related risks and to develop the risk culture, Bank has prepared the framework for IT risk management in line with the latest RBI directions/guidelines. Following new initiatives & measures have been implemented for managing the IT related risks.
Separate IT vertical is created under Risk Management Department, which is now functional and working for developing/managing the IT risk management frameworks, policies, and procedures.
Bank has also created and published new Information Technology Risk Management Policy, which contains the role/responsibilities of the three lines of defense, guidelines for IT related risk assessment and methods/models to be adopted.
New processes have been defined and implemented for risk assessment of the critical and non-critical IT applications.
Enhancing the monitoring of the IT related risk by introducing the new KRIs and/or evolving the existing KRIs for IT related verticals.
Climate Risk:
The banking industry faces risks in relation to the transition to a carbon-neutral economy, due to considerable exposures to high-emission sectors. These exposures make them vulnerable to new climate policies, rapidly advancing carbon-neutral technology and changing market conditions. Bank is actively lending to Green Energy initiatives viz., Solar / Wind / Other renewable energy etc., under wholesale lending. The Bank is committed to lending responsibly, maximizing impact, and minimizing climate risks in an inclusive and sustainable manner. Climate risk management policy has been introduced in the Bank with short / medium and long term strategies /approach for adoption. ESG Steering committee has been constituted for setting quantitative and qualitative targets and strategy. Initially, in the short term, the Bank shall assess the climate risks for loan proposal each involving more than 100 Cr (for listed borrowers) and 250 Cr (for unlisted borrowers) to promote responsible lending. Bank has also leveraged a GHG calculator for calculating the Scope 1 and Scope 2 emissions of the borrower based on their sectoral revenue. Bank has developed a Climate Risk Assessment Tool in the form of sectoral heat map for assessing the sectoral transition risk as well as the district level physical risk vulnerability (flood, drought, cyclone, landslide etc). This heat map will be the indicative factor for entry barrier for credit decision on borrowers at the time of on-boarding or renewal of facilities. Incorporating ESG risks into its lending strategy, the Bank has adopted a risk-based pricing mechanism that applies a sector premium to borrowers operating in the top five greenhouse gas (GHG) emitting industries. Reflecting its strategic intent to gradually reduce exposure to high-carbon sectors, the Bank has revised its internal exposure limits for the petroleum and petroleum products sector from 5% to 4%, the exposure limit for renewable energy sector has been increased from 0.5% to 3%, the Bank has maintained limited exposure to environmentally intensive sectors such as mining and quarrying i.e., only 0.52%. Some of the key industry segments which have been focused for financing are Renewable Energy- Solar and Wind power generation, Hydroelectric power generation,
Electric Vehicle and Ethanol.
Basel III Capital Regulations:
The Basel III Capital Regulations became effective in India since 1st April, 2013 and fully implemented since 1st October, 2021. Common Equity Tier 1 Capital of the Bank is 15.36%, Additional Tier 1 at 0.49% and Total Capital Adequacy Ratio stands at 17.94% as on 31.03.2025. Bank has adequate headroom to raise capital in all forms in case of need.
The Basel III capital rules also require an enhanced set of disclosures on the components of Capital Adequacy Ratio (CAR) which are published on quarterly basis on Banks website. Bank is also disclosing leverage ratio, Liquidity Coverage Ratio (LCR) and Net Stable Funding Ratio (NSFR) as a part of Basel III disclosures.
A holistic capital conservation module is developed by the Bank for monitoring and taking corrective action towards capital conservation.
12. HUMAN RESOURCE MANAGEMENT a) Manpower Position as on 31.03.2025:
| Cadre/ | Total | OBC | SC | ST | Male | Female |
| Category | ||||||
| Officers | 25496 | 7754 | 4880 | 1980 | 18223 | 7273 |
| Clerks | 12299 | 3965 | 2698 | 640 | 7897 | 4402 |
| Sub Staff | 1983 | 485 | 942 | 121 | 1716 | 267 |
| Full Time | 224 | 21 | 175 | 10 | 170 | 54 |
| Sweepers* | ||||||
| Total | 40002 | 12225 | 8695 | 2751 | 28006 | 11996 |
b) Recruitment Drive
Bank has inducted 1357 employees (POs 184, Specialized Officers 177, Clerk 947, Sub-staff 49) during FY25. c) Welfare measures for SC/ST/OBC/PWD employees
• As per Government of Indias guidelines, reservations are provided to Scheduled Castes (SCs), Scheduled Tribes (STs), Other Backward Classes (OBCs), Persons with Benchmark Disability (PwBDs) and Ex-Servicemen (EXS) candidates in Direct Recruitment. Reservations for SC/STs in promotions are provided as per Government guidelines.
• The Bank has a Chief Liaison Officer for ST/PwBD/EXS and a Chief Liaison Officer for OBC in the rank of General Manager to redress the grievances (if any) of SC/ST/OBC/ PwBD/EXS employees. A separate dedicated Cell is functioning at Corporate Office, HRM Department to look after the grievances of SC/ ST/OBC/PwBD/EXS employees.
• Reservation for PwBD candidates has been extended in promotions from Sub-Staff to Clerical cadre & clerical cadre to officer in JMG Scale-I.
d) HR Initiatives during the year:
• New Age Performance Management System (PMS): Aimed at periodical assessment of performance with interactive dashboard and robust Individual development plan. A digital initiative to develop performance-oriented culture. During FY25, the following initiatives have been implemented:
• Integration of IND PRIDE with Flagship LDP Program "Rising Star" to nurture future leaders in the Bank.
• Digital Platform for LDP participants to help them in leadership grooming journey.
• Seamless integration of NICE with IND-PRIDE to ensure timely deliverance of Compliance kartavya.
• Under Rewards & Recognition Scheme, recognition based leadership board made live.
• Health Care - Tie up with M/s. Practo for free online Doctor consultation for serving and retired staff members: 40726 enrolled
• Review of Staff Welfare Schemes - Opening of new Holiday Homes/Med Transit Guest Houses and Introduction of Monthly Financial relief for family members of staff dying below 40 years.
13. HUMAN RESOURCE DEVELOPMENT
Indian Bank Learning Academy - Credit and Collections was launched at Lucknow as a part of Creation of 09 Centres of Excellences linked to 11 Job Families to conduct Flagship training programs and encompassing leadership development for Senior Management Grade Executives.
45 Zonal Training Centres (ZTCs) were opened SC/ for conducting locational training program for Officers up to scale III and for clerical and sub-staff employees.
Summit 1 of Rising Star Leadership Development program was conducted for 420 Officers.
203 Women Officers have been trained at Chennai and Lucknow in Women Business Leadership Programs.
Continuous Learning Culture 21023 Employees have completed Self-Learning Programs through Learning Management System (LMS) in FY25.
782 employees have been certified by IIBF on AML, KYC & Compliance during 2024-25.
23196 unique employees have been trained through classroom / online mode (2 days or more) during FY25.
14. CUSTOMER SERVICE
Bank is launching various products & services from time to time to meet the Customer needs and to improve the level of Customer satisfaction.
MODES OF GRIEVANCE REDRESSAL:
National Helpline available 24X7 with Toll free number 1800 425 00000.
Customers can lodge complaint through online 24x7 in CGRS portal.
All the complaints received through Branches/Zones/ CO, if not resolved within 24 hours are registered in the Customer Grievance Redress System (CGRS) for redressal.
STATUS OF COMPLAINTS POSITION:
| FY24 | FY25 | ||
| Pending | Pending | ||
| (as on 31.03.2024) | Received | Resolved | (as on 31.03.2025) |
| 569 | 111167 | 108719 | 3017 |
RIGHT TO INFORMATION (RTI) Act 2005:
RTI Cell under Customer Service Department at Corporate Office is handling the applications, first appeals & second appeals. All the Applications are disposed within the stipulated timeline.
15. INFORMATION SYSTEM SECURITY
Indian Bank believes in providing services to its customers safely and securely by keeping customer data security as the paramount goal without compromising the quality of banking services. The CIA triad of Confidentiality, Integrity, and Availability is at the heart of architecting the comprehensive information security framework. The Bank also emphasizes and implements protection from a plethora of hacktivist attempts which spans from phishing simulation, multi-factor authentication, and awareness initiatives, and provides simple and secure solutions to the customers.
The key elements of the security strategy at the Bank include:
Layered ‘Defense-in-Depth strategy providing multiple lines of defense across the technology layer.
Strong framework of governance in the technology landscape is put in place.
Dedicated teams focusing on cybersecurity and fraud risk management are put in place.
Working towards zero-trust architecture and state of art security systems.
24x7 monitoring and surveillance of systems through cybersecurity operations centre.
Stringent security and gating controls at the time of inducting new applications or servers.
Periodic external security assessments by CERT-In empaneled service providers to ensure confidence in the internal controls.
Bank is certified for ISO 27001:2013 Information Security management system.
Bank is a critical infrastructure as declared by NCIIPC.
Bank conducts extensive training and awareness programs for the employees to keep them updated about emerging cyber threats and mechanisms to combat with them.
16. INTERNAL CONTROLS a) INSPECTION
Risk based Internal Audit encompasses branches and business units.
1382 branches have been covered under concurrent audit covering 73.85% of domestic advances, in addition to all specialized verticals and select Departments of Corporate Office.
Concurrent Auditors have also conducted verification of Asset classification for FY25 in 1772 branches to increase the audit coverage to 90 % of the total funded credit exposure of the
Bank.
Revenue Audit was carried out in 5813 branches for Half year ended March 2025 and 5778 branches for the Half year ended September 2024 (Branches with business of 10 Cr and above) to identify leakage of income.
Management Audit was conducted in 90 Zones, 14 FGMOs, 14 ICs and 2 RICs & 34 CO: Departments during FY25.
Information System Audit, Vulnerability Assessment and Penetration testing of post amalgamation IT infrastructure including Hardware, Operating System, Database Application(s), Network, Security Devices and Process & People were carried out by external Audit firm during the period of review.
Offsite monitoring software has been implemented to raise 47 types of alerts to branches.
We have conducted 100% verification of jewel loans covering all the Jewel loan financing branches.
Bank has conducted 100% verification of jewel loans covering all the Jewel loan financing branches.
b) FRAUD RISK MANAGEMENT:
Enterprise Fraud Risk Management (EFRM):
To provide safe and secure digital banking transactions, Bank has integrated Enterprise Fraud Risk Management Solution with all digital banking channels in real time preventive mode which monitors and prevents suspicious fraudulent transactions and cyber frauds. EFRM has been integrated with IVRS for alerting the customers and taking their inputs on real time basis in case of suspicious transactions. Customers have been given an option for blocking all digital banking channels through IVRS, SMS, INDSmart, Call Center and branches. Using EFRMSRisk and is headed Score and ML Models, detection of mule accounts is also being carried out.
Cyber Police Portal Management (CPPM) Cell:
To combat cybercrimes, the Ministry of Home Affairs has rolled out a dedicated cybercrime reporting portal (www. cybercrime.gov.in) and a helpline number 1930. CPPM Cell is working in multiple shifts on 24x7 basis to attend complaints reported in the cybercrime reporting portal. The process of attending alerts on Cyber Police Portal has been automated through API integration of National Cybercrime Reporting Portal (NCRP) with Bank. Cyber Fraud Awareness is being created through regular e-mail, SMS, educational video on social media, Banks website, customer meet etc. amongst customers for doing safe digital transactions to prevent cyber fraud.
17. COMPLIANCE
In accordance with the Reserve Bank of India guidelines, an independent Compliance Department headed by General Manager & Chief Compliance Officer has been set up in the Bank which monitors adherence to various statutory and regulatory guidelines governing the Banks functioning.
18. VIGILANCE
A) Vigilance Hierarchy in the Bank
Chief Vigilance Officer (CVO) heads the Vigilance Division of the Bank and acts as an advisor to the Chief Executive Officer in all matters pertaining to vigilance. Vigilance functions required to be performed by the CVO are widespread and include collecting intelligence about the corrupt practices committed or likely to be committed by the employees of the Bank. CVO heading the Vigilance machinery, helps take appropriate preventive and punitive measures in the matters pertaining to vigilance.
CVO receives complaints from various sources and examines the same and provide necessary directions and wherever vigilance overtone is observed, complaints are being taken up for detailed investigation.
CVO is assisted by Assistant CVO and by a team of Executives/ Officers at Corporate office headed by DGM & AGM.
There are 14 Field Vigilance Units (FVUs) at each Office FieldGeneralManager by Chief Manager with one or more Vigilance Officers for various vigilance functions.
There is also an Internal Advisory Committee at Corporate Office headed by Senior Most GM (Minimum Quorum 3). The committee sends its recommendations to the CVO. The CVO while taking a decision on each case will consider the advice of the Committee.
CVO provides Case Classification Advice (CCA) either as Vigilance or Non- Vigilance by considering the facts of the case and based on the broad guidelines provided by CVC.
CVO presents Fraud cases with amount involving 3 Cr and above before Advisory Board for Banking and Financial Frauds (ABBFF) to examine criminality on the part of Bank officials.
CVO also acts as nodal officer for interaction with CBI, ED or other investigating agencies.
Three Aspects of Vigilance Administration:
Preventive Vigilance
Surveillance & detection
Punitive Vigilance
B) Preventive Vigilance Visit by CVO:
CVO had undertaken select Preventive Vigilance Field Visits based on the inputs received through Surveillance Vigilance. During the visit, review of Vigilance administration was undertaken.
C) Vigilance Awareness Week 2024:
As a prelude to Vigilance Awareness Week 2024, Bank has conducted a three month campaign (16th August 2024 15th November 2024) with following Preventive Vigilance measures as focus areas:
Capacity Building programs.
Identification and implementation of Systemic Improvement measures.
Updation of circulars / guidelines / Manuals
Disposal of complaints received before 30.06.2024
Dynamic Digital presence
Vigilance Awareness Week was organized with much zeal and enthusiasm in the Bank with the theme of
"Culture of Integrity for Nations Prosperity."
Special bulletin of "IND-Vigil" magazine, covering various reports and articles featuring initiatives and preventive vigilance activities undertaken during Vigilance Awareness Campaign 2024 as per the directions of CVC, was released by MD & CEO.
19. SECURITY
All Branches are equipped with Electronic Burglar Alarm systems and Fire Alarm systems, High-Definition DVR / NVR based CCTV solutions. Security Inspection of Branches undertaken by Zonal Security Officers with specific emphasis on High Jewel Loan Branches.
Select High Jewel Loan Branches have been provided with 24X7 Electronic Surveillance systems to augment the Security.
Electronically concentrated work spaces in Branch / ATM premises and specialized offices like DR Site are installed with Automatic (Modular) Powder based Fire Extinguishers / Gas based Fire Suppression Systems to mitigate fire hazards.
GPS based Tracking devices are installed in Banks Cash Vans. Banks own guards are provided in Currency Chests.
Bi-Annual Fire Audits conducted in all Currency Chests, as per RBI Guidelines.
24 x 7 Electronic Surveillance (E-Surveillance) with centralized monitoring is implemented in Banks own ATMs, across the country.
Remote monitoring of Branches through CCTV connected via Banks Intranet implemented in 5877 Branches, as an enhanced security measure.
Mock Evacuation Drill including Fire Fighting Demonstrations undertaken at Head Office Corporate Office premises annually.
20. PREMISES Green Initiatives:
Bank has undertaken several Green initiatives given as under:
Installation of Roof Top Solar Panel at 85 locations across India in Banks own buildings with a total capacity of 1252 KWP, generating 17.52 lakh units per annum.
All branches/Offices/ATMs are fitted with energy saving LED lightings.
Lighting sensors have been installed at Corporate Office & Head office, Chennai. The same will be extended to other controlling offices and branches across the country.
All the payments to vendors, suppliers are now being made through electronic channel viz., direct credit/ NEFT/RTGS.
Periodical Energy audit is being conducted in branches and offices to identify the opportunities to reduce energy consumption and costs.
Surrendering of Diesel Generators to reduce carbon emission.
21. MARKETING:
Social Media Branding Initiatives
The Bank is proactively present on its official social media platforms viz. Facebook, Twitter, YouTube, Instagram, and LinkedIn to effectively promote its products besides engaging with users by sharing various achievements, commemorative events and customer facing activities. It helped the Bank to surpass a followers count of more than 3.83 million by the end of FY25.
Digital Marketing Campaigns
The Bank has successfully conducted digital marketing campaigns aimed at creating brand awareness, enhancing brand recall, and promoting products on various digital platforms such as AAJ Tak Live TV, Disney Hotstar platform, IRCTC, New Indian Express group of portals etc.
Automated Digital Signage (ADS) Implementation
Bank has strategically deployed 2229 ADS units across potential branches and offices to keep the internal and external audiences updated about its products, services, andregulatory updates and cyber security aspects.
Ind Navya Newsletter
The Bank publishes a monthly newsletter named IndNavya. It is an informative monthly newsletter covering Banks products/services/advisories and customer-centric initiatives/developments like launch of new products and services, features, promotion offers, campaigns, achievements, events, government directives, advisories, etc.
Cybersecurity Film Series
Considering the increasing incidents of cyber fraud, the Bank launched a targeted advertising campaign titled ‘Khabar Nahi Khabardar Bano to raise public awareness about the latest financial scams. The campaign features five films that focus on various scams, including OTP Scam, QR Code Scam, KYC Scam, AI Voice Cloning Scam, and Digital Arrest & Parcel Scam.
Corporate Blog
The Bank publishes blogs on its official website covering various topics related to Banking and Finance, with an aim to deliver content that is both informative and engaging for our customers, covering our products/services, industry trends, financial strategies, banking basics and the latest market developments.
22. CORPORATE COMMUNICATION: External Communication
During FY25, the Bank initiated various activities to improve customer engagement by offering customer centric products and services; publicizing various welfare schemes of the Government and achievements of the Bank.
The Bank utilized physical and virtual platforms to facilitate communication to various stakeholders through press conferences, meets and special interviews of Top Management on various occasions.
Wide coverage was received from major national dailies and TV channels during various occasions such as declaration of Financial Results, Launch of products, outreach activities, Swachhata Pakhwada, CSR activities, 118th Foundation Day Celebrations etc.
Advertisement campaigns were carried out by way of Out of Home(OOH) across major cities in the country through LED Digital Screens, Hoardings, Trivision boards, Glow Ball Towers etc.
Corporate Social Responsibility (CSR):
Banks commitment to make a positive the lives of marginalized sections of the society in the country has been demonstrated through various Corporate Social Responsibility (CSR) initiatives.
For carrying out CSR activities the major focus areas are Inclusive Growth, Financial literacy & Enhancing Vocational Skills, Green Initiative and Environmental Sustainability reducing carbon foot-prints, Gender Equality and Women Empowerment and Health and wellness.
CSR Highlights:
The various CSR initiatives of the Bank solidify Banks commitment towards the betterment of communities as well as natural environment.
23. SPORTS
BASKETBALL
International
1. Banks Basketball Players Mr. H. Muinbek, Mr. P. Baladhaneswar, Mr. Pranav Prince, Mr. Prashant Singh Rawat, represented Indian Senior Mens Team in FIBA Asia Cup 2025 Asian Qualifiers.
2. Mr. Pranav Prince from our Indian Bank Basketball Team represented Senior Indian team for the FIBA 3x3 Asia Cup
2024.
National and State Level
1. Banks team secured Winners in 18th State Level Basketball tournament conducted by Rising Star Basketball Club at Chennai in April 2024: 1st All India Invitation Sri Bobbili Kondala Rao Memorial Basketball Tournament at Nuzwid, Andhra Pradesh (March 2024): 63rd P D Chidambara Sourya Narayanan Memorial Ever Rolling Trophy for men at Periyakulam, Theni in May 2024: 58th All India Basketball Tournament for PSG Trophy (August 2024) and 57th All India Basketball Tournament for Nachimuthu Gounder Trophy, Coimbatore in June 2024.
2. Banks 5 Basketball Players Mr. H. Muinbek, Mr. P. Baladhaneswar, Mr. Prashant Singh Rawat, Mr. Pranav Prince and Mr. R Karthik representing Senior Tamil Nadu team, were instrumental in Tamil Nadus Silver medal winning performance at 38th National Games at Dehradun during January- February 2025. These players also represented Tamil Nadu State team, which won 74th Senior National Basketball Championship at Bhav Nagar, Gujarat in January 2024, wherein Mr. Pranav Prince was awarded the Most Valuable Player Title.
HOCKEY
1. Banks Hockey team has brought laurels by securing Runners in the Reserve Line Sports Club State Level Hockey Tournament at Madurai in July 2024.
2. Bank secured Bronze medal in the MEJO Memorial Axilatorz Cup All India Hockey Tournament held in December 2024 in Kerala.
3. Banks Hockey Team secured third place in the BMJP State Level Hockey Tournament at Thirunagar, Madurai in February 2025.
National and State Level
1. Banks Volley Ball Team bagged 2nd Runner up in the South Zone Invitation All India Volleyball Tournament at Bargur held in June 2024
2. Banks Volleyball Team Won the State Level Invitational Volleyball Tournament for Indian Bank Trophy in the month of July 2024
3. Banks Volleyball Team Won the Kumta Uppina Ganapathi Friends Memorial Volleyball Tournament, Kumta in February
2025.
4. Banks Volleyball team secured the First place in the VII State Level Volleyball tournament at Keeramangalam in
March 2025.
5. Banks Volleyball Team finished Runners in the C Baskaran Memorial All India Volleyball Tournament, Vengad, Kannur in February 2025.
6. Two of Banks Volleyball players (Mr. L M Manoj and Mr. Mithun Kumar) represented Tamil Nadu volleyball team in the 38th National Games 2025 held at Uttrakhand during January- February 2025 and secured Bronze medals.
CHESS
Banks Chess player Mrs. Rajasurya secured Silver medal in the National Chess Championship held at Ahmedabad from 5th March 2025 to 11th March 2025. She also won the Sri M S Venkataraman Memorial 9th International FIDE Rating Chess Tournament - 2024 held at New Prince Shri Bhavani College of Engineering and Technology, Chennai, held from 10th October 2024 to 13th October 2024. Ms. Rajasurya secured First place (Women) in the Sacred Heart International Open Chess Tournament held at Tirupattur during November 2024.
24. OFFICIAL LANGUAGE DEPARTMENT
Indian Bank was awarded ‘FirstPrize for best performance in Implementation of Official Language in Region ‘C for the financial year 2023-24 by the Department of Financial Services, Ministry of Finance, Government of India on
22.08.2024.
Indian Bank was awarded ‘Third Prize under Rajbhasha Kirti Puraskar Scheme for the year 2023-24 by the Department of Official Language, Government of India during 4th All India Official Language Conference held on 14.09.2024 at Bharat Mandapam, New Delhi.
In compliance with the guidelines issued by the Department of Official Language, Government of India, the Bank organized an All India Official Language
Conference on 10.02.2025 at Lucknow.
Bank published various books & booklets in Hindi during the year 2024-25 viz., ‘Aao Odia Sikhen, ‘Grahak Seva Evam Vyavasay ke Vistar me Bharatiya Bhashaon ki Bhumika, ‘Samvad Chalisa (Second Edition), ‘Nutan Shabd Sankalan, ‘Ind-Chhavi etc.
Siliguri Zone has been awarded First Prize for excellent implementation of Official Language during the financial year 2023-24 by the Regional Implementation Office, Department of Official Language, Government of India during the Joint Regional Official Language Conference held in Guwahati on 05.03.2025.
Ranchi Zone, Convenor of Town Official Language Implementation Committee, Ranchi has been awarded Second Prize for the financial year 2023-24 by Regional Implementation Office, Department of Official Language, Government of India during Joint Regional Official Language Conference held at Guwahati on 05.03.2025.
25. AWARDS & ACCOLADES
EASE 6.0 Reforms Index
Top Improver #2 and People & HR Operations #3
Prestigious SKOCH Award for
Project WAVE & SMA Collection Proclivity Predictor
• CEO of the Year Award
• Best Public Sector Bank Award at Tamil Nadu Leadership Awards 2024.
IBA Annual Banking Technology Conference, 2024 -SpecialMention under Large Bank Segment: • Best Digital Sales, Payments & Engagement; Best TechTalent & Organization
• Best AI & ML Adoption; and Best FI
26. REGIONAL RURAL BANKS (RRBs):
As on 31.03.2025, the Bank had three sponsored Regional Rural Banks viz., Tamil Nadu Grama Bank (TNGB) headquartered at Salem (Tamil Nadu), Saptagiri Grameena Bank headquartered at Chittoor (Andhra Pradesh) and Puduvai Bharathiar Grama Bank headquartered at Puducherry (Union Territory of Puducherry).
In respect of three RRBs, the branch network has increased by 13 from 955 (March 2024) to 968 Branches (March 2025). The total business of the three RRBs was 80,696 Cr as on March 2025 as compared to 74,534 Cr as on March 2024 (YoY growth of 8.27%).
All the three are profit making RRBs.
Business position as on 31.03.2025 (Unaudited)
| S. No. Name of the RRB | No. of Branches | Deposits | Advances | Business | Net Profit | Net NPA % | CRAR % |
| 1 Tamil Nadu Grama Bank | 675 | 23255 | 27509 | 50764 | 357 | 0 | 13.49 |
| 2 Saptagiri | 246 | 13528 | 13244 | 26772 | 387 | 0 | 22.71 |
| Grameena Bank* | |||||||
| 3 Puduvai Bharathiar Grama Bank | 47 | 1518 | 1642 | 3160 | 27 | 0 | 10.39 |
| Total | 968 | 38301 | 42395 | 80696 | 771 | 0 | - |
*As per GOI Gazette Notification No. CG-DL-E-07042025-262329 dated 07.04.2025, Saptagiri Grameena Bank, sponsored by our Bank has been amalgamated into Andhra Pradesh Grameena Bank with effect from 1 st May, 2025.
RRBs are actively participating in PMJDY, PMJJBY, PMSBY and APY programmes of Govt. of India. The three RRBs were covering 1210 SSA villages under PMJDY and have opened 18.24 lakh accounts under the scheme. The RRBs have also covered 22.24 lakh beneficiaries under PMSBY, 10.87 lakh beneficiaries under PMJJBY and 4.40 lakh under APY
Scheme.
27. SUBSIDIARIES AND JOINT VENTURES Universal Sompo General Insurance (P) Limited:
A Consortium of credible Public & Private Corporate entities from India and Sompo of Japan as promoter - Incorporated and licensed in 2007.
Banks shareholding is 28.52%
Net Profit witnessed YoY growth of 4.52% from 182 Cr in Mar24 to 189 Cr in Mar25.
Indbank Merchant Banking Services Limited:
In the business of Stock Broking & DP
Listed on NSE and BSE
Banks shareholding is 64.84%.
The subsidiary witnessed Net Profit of 8.28 Cr in FY25 and earned income of 16.57 Cr under stock broking.
IndBank Global Support Services Limited:
A Wholly Owned Subsidiary (WOS) of Indian Bank, incorporated on 09.02.2024 with an authorized and paid-up Capital of 10 Cr to offer comprehensive outsourcing solution for various banking operations as permitted by RBI.
The WOS has completed 13 months of live operations and has setup offices across the country.
The WOS is active in garnering deposits, sourcing housing, vehicle loans, improving digital penetration and recovery of SMA Accounts.
The subsidiary witnessed Net Profit of 2.59 Cr for the 1st FY ended on 31.03.25 (Feb24 - Mar25).
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This Certificate Demonstrates That IIFL As An Organization Has Defined And Put In Place Best-Practice Information Security Processes.
