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DCB Bank Ltd

BSE Code : 532772 | NSE Symbol : DCBBANK | ISIN:INE503A01015| SECTOR : Banks |

NSE BSE
 
SMC down arrow

91.25

-1.20 (-1.30%) Volume 280564

24-Sep-2021 EOD

Prev. Close

92.45

Open Price

92.95

Bid Price (QTY)

91.25(3500)

Offer Price (QTY)

0.00(0)

 

Today’s High/Low 93.40 - 91.05

52 wk High/Low 126.50 - 74.30

Key Stats

MARKET CAP (RS CR) 2834.27
P/E 9.77
BOOK VALUE (RS) 113.5313388
DIV (%) 0
MARKET LOT 1
EPS (TTM) 9.34
PRICE/BOOK 0.803742834044691
DIV YIELD.(%) 0
FACE VALUE (RS) 10
DELIVERABLES (%) 42.64
4

News & Announcements

23-Sep-2021

DCB Bank Ltd - Compliances-Reg. 39 (3) - Details of Loss of Certificate / Duplicate Certificate

23-Sep-2021

DCB Bank Ltd - Announcement under Regulation 30 (LODR)-Analyst / Investor Meet - Intimation

22-Sep-2021

DCB Bank Ltd - Announcement under Regulation 30 (LODR)-Analyst / Investor Meet - Intimation

20-Sep-2021

DCB Bank Ltd - DCB Bank Limited - Analysts/Institutional Investor Meet/Con. Call Updates

25-Aug-2021

DCB Bank allots 7050 equity shares under ESOP

18-Aug-2021

DCB Bank announces cessation of director

30-Jul-2021

DCB Bank to convene board meeting

20-Jul-2021

DCB Bank to conduct AGM

Corporate Actions

Bonus
Splits
Dividends
Rights
Capital Structure
Book Closure
Board Meeting
AGM
EGM
 

Financials

Income Statement

Standalone
Consolidated
 

Peers Comparsion

Select Company Name BSE Code NSE Symbol
AU Small Finance Bank Ltd 540611 AUBANK
Axis Bank Ltd 532215 AXISBANK
Bandhan Bank Ltd 541153 BANDHANBNK
Bank of Madura Ltd (Merged) 531966 BANKMADURA
Bank of Punjab Ltd(merged) 500070 BANKPUNJAB
Bank of Rajasthan Ltd(merged) 500019 BANKRAJAS
Centurion Bank of Punjab Ltd(merged) 532273 CENTBOP
City Union Bank Ltd 532210 CUB
CSB Bank Ltd 542867 CSBBANK
Dhanlaxmi Bank Ltd 532180 DHANBANK
Equitas Small Finance Bank Ltd 543243 EQUITASBNK
Federal Bank Ltd 500469 FEDERALBNK
Global Trust Bank Ltd (Merged) 500161 GLOBLTRUST
HDFC Bank Ltd 500180 HDFCBANK
ICICI Bank Ltd 532174 ICICIBANK
IDBI Bank Ltd(merged) 532235 IDBIBANK
IDBI Bank Ltd 500116 IDBI
IDFC First Bank Ltd 539437 IDFCFIRSTB
IndusInd Bank Ltd 532187 INDUSINDBK
ING Vysya Bank Ltd(Merged) 531807 INGVYSYABK
Jammu and Kashmir Bank Ltd 532209 J&KBANK
Karnataka Bank Ltd 532652 KTKBANK
Karur Vysya Bank Ltd 590003 KARURVYSYA
Kotak Mahindra Bank Ltd 500247 KOTAKBANK
Lakshmi Vilas Bank Ltd(Merged) 534690 LAKSHVILAS
Nedungadi Bank Ltd (Merged) 511264 NEDUNGBANK
RBL Bank Ltd 540065 RBLBANK
South Indian Bank Ltd 532218 SOUTHBANK
Standard Chartered PLC 580001 STAN
Suryoday Small Finance Bank Ltd 543279 SURYODAY
Times Bank Ltd (merged) 532252 TIMESBANK
Ujjivan Small Finance Bank Ltd 542904 UJJIVANSFB
United Western Bank Ltd(merged) 500430 UNIWESTBNK
Yes Bank Ltd 532648 YESBANK

Share Holding

Category No. of shares Percentage
Total Foreign 41933617 13.50
Total Institutions 119688024 38.54
Total Govt Holding 0 0.00
Total Non Promoter Corporate Holding 13885740 4.47
Total Promoters 46200234 14.88
Total Public & others 88881848 28.63
Total 310589463 100
  • Total Foreign
  • Total Institutions
  • Total Govt Holding
  • Total Non Promoter Corporate Holding
  • Total Promoters
  • Total Public & others

About DCB Bank Ltd

DCB Bank Limited, formerly Development Credit Bank, is one of the new generation private sector banks in India. Keeping in view its inherent strengths, branch network and expertise, the bank's target market is mainly small business owners / self-employed / small business segment (traders, shopkeepers, business owners, MSMEs and SMEs). The bank chose to have limited presence in salaried segment. The bank also distributes Life Insurance, Health Insurance, General Insurance and Mutual Fund products to new and existing customers. As on 31 December 2020, Bank's total distribution network stood at 347 branches and over 500 ATMs across 18 states and 2 union territories. Development Credit Bank was started as a Credit Society in the 1930s. Eventually, Diamond Jubilee Co-operative Bank Ltd merged with Ismailia Co-operative Bank Ltd. In the year 1981, Ismailia Co-operative Bank Ltd was amalgamated with Masalawalla Co-operative Bank Ltd to form the Development Co-operative Bank Ltd. Later, Citi Cooperative Bank Ltd merged with Development Co-operative Bank Ltd. In the year 1995, Development Co-operative Bank Ltd was converted into Development Credit Bank Ltd. During the year 1995-96, the Bank opened new branches at Vapi, Sidhpur, Ahmedabad and Bangalore. During the year next year, they opened the new branches at Mira Road and Rajkot. A total of 11 news new branches were opened during the two financial years of 1999-2001. During the year 2001-03, the Bank opened a new branch at Jharsa in Haryana. During the year 2002-03, the Bank launched mobile banking offering both push and pull options. During the year 2004-05, they launched visa funds transfer and celfill offering mobile recharge through ATMs to even non-customers. Also, they launched 3 new brahces during the year. During the year 2005-06, the Bank raised capital through private placement amounting to Rs. 51.99 crores. They launched some new products, namely Free Style Savings Account, Value Savings and M-Power Current Accounts during the year. During the year 2006-07, the Bank launched products like DCB Privilege Banking, DCB Trio Account, which is the combination of a zero-balance savings account, term deposit and personal accident insurance, DCB Corporate Payroll, etc. During the year 2007-08, the Bank opened 8 new branches and 10 ATMs. They opened DCB Sahyog at Dediapada in Gujarat exclusively for microfinance, which provide direct credit facilities to microfinance borrowers through relationships with MFIs in the region. They launched a 24x7 Customer Care Centre. The Bank formed a strategic alliance with HDFC Ltd for marketing their home loan products. The Bank had been empanelled as a clearing and settlement banker with the National Commodities & Derivatives Exchange (NCDEX) in addition to the Multi Commodity Exchange (MCX). The Operations and Technology division moved to new premises at Vikhroli in Mumbai. In March 4, 2008, the Bank launched their credit card business called 'DCB Advantage Card'. The Bank made a tie up with ICICI Bank in order to extract the best skills and to utilize their experience for a successful execution of the task. As at March 31, 2008, the Bank had 76 branches and 4 extension counters. The Bank has 112 ATMs across the country and the customers can access to a network of 18,000 ATMs in India. In August 2008, the Bank inaugurated new branch in Dharavi in Mumbai. With a vision of strengthening neighbourhood banking, DCB Bank set up a separate vertical in FY 2010 to focus on Traditional Community Banking. The aim is to address the specific needs of the Community and provide personalized solutions wherever possible. In FY 2013, the bank restarted Commercial Vehicle (CV) financing to improve the bank's ability to achieve priority sector lending (PSL) targets. During the financial year ended 31 March 2014, the bank opened 36 new branches, taking the total tally of branches to 130. In the last many years, this is the highest number of new branches installed in one financial year by the bank. New branches were opened in many locations including the states of Andhra Pradesh, Chattisgarh, Madhya Pradesh, Punjab, Odisha and Rajasthan. During the year, the bank acquired over 1,400 new NRI customers. During the year under review, the bank launched domestic debit cards for NRE accounts.In FY 2014, the bank launched India's first co-branded prepaid card for disbursal of small loans by Janalakshmi Microfinance. The product is administered in association with Jana Urban Foundation. The program aims to provide cashless disbursal which has a major positive impact on financial inclusion. During the financial year ended 31 March 2015, DCB Bank opened 24 new branches, taking the total tally of branches to 154. New branches were opened in many locations including the states of Andhra Pradesh, Gujarat, Haryana, Madhya Pradesh, Maharashtra, New Delhi, Odisha, Punjab, Tamil Nadu and Telangana. In addition to existing Visa Debit cards, DCB Bank started issuing Rupay Debit cards in FY 2015. In its trade finance business, DCB Bank started relationship with Habib Bank in Bangladesh, Sri Lanka and United Kingdom in FY 2015.DCB Bank added approximately 1,500 new NRI customers in FY 2015. During the year, credit rating agency CRISIL upgraded the banks' Long Term rating from A-/Stable to A-/Positive. In October 2014, the bank issued 30,432,136 shares through Qualified Institutional Placement (QIP) at Rs. 82.15 per share amounting to Rs. 250 crore. During the financial year ended 31 March 2016, DCB Bank increased its branch network by 44 branches - 22 in Retail and 22 in Agri and Inclusive Banking (AIB). In October 2015, the bank announced its intention to increase the number of branches by 150 in 24 months. In FY 2016, the bank's Branch Operations team simplified and automated several processes in order to improve productivity and provide better customer experience. Risk management and process controls were also strengthened. The bank increased its ATMs from 328 in FY 2015 to 410 in FY 2016. In March 2016, DCB Bank launched India's first Aadhaar based biometric fingerprint ATM on a pilot basis. With regard to Mortgage/Micro Mortgage advances, DCB Bank made tremendous efforts in FY 2016 in enhancing the products, improving processes and controlling portfolio quality. With regard to Loan against Gold, DCB Bank embarked upon a 1 hour loan approval / disbursal process in many branches in FY 2016. Customers were delighted with the new process and gave the bank excellent feedback. In FY 2016, DCB Bank added 23 new relationships in Corporate Banking. As economic conditions continued to be under stress for many sectors during the year under review, the bank exited a few exposures leading to decrease in overall Corporate Banking Advances. As a result of the early warning systems in place and timely management of risky exposures, Corporate Banking portfolio quality remained stable. In FY 2016, DCB Bank acquired approximately 1,300 new NRI customers. In FY 2016, DCB Bank actively participated in Pradhan Mantri Jan-Dhan Yojana (PMJDY) and opened 19,413 accounts. The bank has enabled RuPay Debit Cards for PMJDY account holder. In FY 2016, DCB Bank enrolled 5,319 customers under Pradhan Mantri Suraksha Bima Yojana (PMSBY), 3,500 customers under Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) and 1,228 customers in Atal Pension Yojana (APY). In FY 2016, the bank opened 59,508 Basic Savings Bank Deposit accounts (BSBDA). In FY 2016, DCB Bank introduced new software system for managing Business Correspondent (BC) loans. This software helps maintain detailed information about the borrowers under SHG, JLG and Micro enterprises categories. It provides a common platform to both the bank and BCs for smooth processing of loans and has added immense value by reducing the loan disbursal cycle time. During the financial year ended 31 March 2017, DCB Bank increased its branch network by 64 branches - 30 in Retail and 34 in Agri and Inclusive Banking (AIB). In order to improve the overall performance, controls and customer service, the bank strengthened the organisation structure of managing branch network. The bank's Branch Operations team simplified 42 processes in FY 2017. Simultaneously risk management and monitoring aspects were also strengthened. The Bank increased its ATMs from 410 in FY 2016 to 515 in FY 2017. On the deposit side, DCB Bank introduced a number of new products during the year to address the needs of institutions as well as individuals. One of the highlights of FY 2017 was the launch of DCB Suraksha Deposit - a unique product where customers get insurance cover at zero cost if they opt for longer tenor term deposit (subject to conditions). In FY 2017, as compared to the previous year, Traditional Community Banking Deposits grew by 12 percent and Advances increased by 22 percent. In FY 2017, as part of process improvement initiatives for Loan against Gold, DCB Bank further expanded 'One hour loan approval / disbursal process' in many more branches. The Loan against Gold business slowed down during demonetisations. In FY 2017, DCB Bank acquired approximately 1,683 new Non-Resident Indian (NRI) customers. The NRI deposits achieved growth of 16 percent in FY 2017 as compared to the previous year. In FY 2017, DCB Bank launched its own payment wallet named as 'Cippy'. In FY 2017, DCB Bank added 36 new relationships in Corporate Banking. As a result of the early warning systems in place and timely management of risky exposures, the bank's Corporate Banking portfolio quality remained stable.In FY 2017, DCB Bank actively participated in Pradhan Mantri Jan-Dhan Yojana (PMJDY) and opened 26,306 PMJDY accounts as on March 31, 2017. The Bank has enabled Rupay Debit Cards for PMJDY account holders. In FY 2017, DCB Bank was amongst the first banks to offer Unified Payment Interface (UPI), a truly seamless and modern payment option on mobile phone. In FY 2017, Cheque Truncation System process was in-housed resulting in cost savings and reduction in potential errors. On a pilot basis, the printing of debit cards and PIN was also in-housed at NPC, Chennai. In October 2015, DCB Bank had announced its plan to increase its network by 150 more branches in 24 months. This plan was successfully completed by October 2017 and the total number of branches as on March 31, 2018 stood at 318. In April 2017, DCB Bank issued 21,770,000 equity shares through Qualified Institutional Placement (QIP) at Rs 174 per share amounting to Rs 378.80 crore. The Bank has increased its ATMs from 515 in FY 2017 to 533 in FY 2018.During the financial year ended 31 March 2018, DCB Bank added 17 new locations where dedicated sales teams are present for providing Mortgages and Micro Mortgages advances. Although economic conditions were weak in FY 2018, DCB Bank maintained the portfolio quality at an acceptable level in commercial vehicles financing business during the year. In FY 2018, the gold loan front end system 'Gradatim' was relaunched with additional features that had a favourable impact on frontline staff and customer experience. In order to compete with bigger gold loan financing companies, DCB Bank launched the 'One Hour Gold Loan' processing at most of the branches. DCB Bank during the year launched Bharat Bill Payment System (BBPS) which offers integrated and interoperable pan India bill payment services. BBPS is considered to be safe, timely and convenient. During the year under review, DCB Bank launched DCB NiYo Cards in partnership with Finnew Solutions Pvt. Ltd. DCB NiYo Card has the capability to provide seamless compliant payroll benefits to employees. The product has potential to simplify the human resource payroll processes of any organisation. DCB Moneykit Cards was launched in January 2018 in partnership with Sienna Systems Resources Pvt Ltd. This is a distinctive proposition wherein loans get disbursed instantly for purchase of consumer durables or any other merchandise. The card has the unique feature of money on swipe, wherein the customers pay only when the loan limit is utilised. During FY 2018, there was a clear jump in usage of DCB Payless Cards in Point of Sale (POS) and e-commerce. DCB Payless Cards is a unique product offered by the bank and is a preferred card for those self-employed and small businessmen that are unable to provide sufficient income proof or do not have an acceptable credit track record. During the year under review, DCB Bank implemented a revolutionary service 'DCB Remit' that allows online fund transfer from India to over 20 countries including USA, Canada, Australia, UK, UAE and Germany. The transactions can be tracked on smartphone or web. DCB Bank has signed an agreement with Instarem India Pvt. Ltd. for outbound money transfers to individuals from India. In FY 2018, NRI deposits contributed to 8% of the Total Retail Deposits of the bank. During the year, almost 2,000 new NRI customers were acquired and over 3,000 NRI accounts were opened. DCB Bank's Corporate Banking portfolio quality remained stable during the year. In FY 2018, the bank added 47 new relationships in Corporate Banking.In FY 2018, DCB Bank actively participated in Pradhan Mantri Jan-Dhan Yojana (PMJDY) In FY 2018, DCB Bank implemented a new Business Internet Banking (BIB) application for business users. The new system has several additional benefits. It offers one time payee registration for all transactions, new cooling period policy on addition of payee, payment to multiple beneficiaries with single One Time Password (OTP), 24X7 funds transfer through IMPS, straight through RTGS funds transfer and scheduling future payments. Status updating of BIB requests through a tracking mechanism has been made available online to branches and CMS service team for improving customer service. During the current year 2018-19, CRISIL Limited upgraded the Bank's rating for Tier II Bonds (under Basel III) to CRISILAA-/Stable and reaffirmed its rating on the Bank's Certificates of Deposit Programme and Short-term Fixed Deposit Programme at CRISIL A1+. The Bank continues to enjoy ICRA A+ (hyb)/ (stable) rating for Basel III Compliant Tier II Bonds Programme and ICRA A1+ rating for Short Term Fixed Deposits Programme and CARE A1+ for Short Term Bank Facilities. In FY 2019, NRI deposits contributed to 8.6% of the Total Retail Deposits of the Bank. During the year, 1,602 NRI customers were sourced and 2,616 NRI accounts were opened. In FY 2019, DCB Bank added 23 new relationships in Corporate Banking.In FY 2019, the Bank made gains by utilizing the trading opportunities in G-Sec presented by declining interest rates in the second half of the year. It selectively invested in a few equity IPOs and booked moderate listing gains. The Bank also invested in medium term AAA corporate bonds and units of liquid mutual funds in order to earn interest income on liquidity mismatches. During the FY2020, the bank has been awarded by Bombay Chamber of Commerce and Industry, Mumbai for Sustainable Environmental Initiatives' for CSR projects. Also awarded for Best CSR Project at Asian Customer Engagement & Forum - ACEF HR & CSR Forum & Awards, Mumbai. Also bagged 'BFSI Digital Innovation Award 2020' in BFSI Technology Conclave by Indian Express. The bank won the Award for SME Finflex Banking system at Finnoviti 2020. The number of branches as on 31 March 2020 stands at 336 [188 Retail branches and 148 branches in Agri and Inclusive Banking (AIB)]. The Bank has 504 ATMs as on 31 March 2020.

DCB Bank Ltd Chairman Speech

began my Statement in 2019 with the following words:

"We are living in a dynamic and unpredictable world. There are complex set of variables that are constantly changing making it very difficult to visualize stability or predict the future with any level of accuracy". The events of year 2020 and 2021 have amply demonstrated what I meant. Little did we know that the entire globe would be blighted by a pandemic so virulent that in the short term, there was not much that could be done even by an advanced modern society. Fortunately, with the creation of a vaccine, and a better understanding of the mutations that are taking place, we can foresee an end to this pandemic in the not- too-distant future.

Beginning the current financial year in a lockdown was extremely challenging. At DCB Bank, we had to reinvent the process of execution of our services and operations through "Working From Home" with IT support. We had to provide laptops very quickly to key staff to enable them to work from remote locations. Banking is an essential service therefore branches had a responsibility to remain open. However, strong Covid-19 protocols had to be implemented to ensure safety of staff and customers. Our call centres and back office operations had to be reconfigured to ensure customer service. Our senior management team worked full time to ensure that guidance and support was speedily delivered and that operations could move forward without interruption.

I am glad to report that all of this was accomplished in record time and the entire credit goes to our staff who worked tirelessly to ensure the smoothest transition to a new work environment.

Proactively, the Bank also called thousands of customers to enquire whether we could be of any service, in these troubled times, with respect to their banking needs. A centralized task force was created to monitor the Covid-19 impact on our staff and their families and to ensure that they received whatever assistance that they required. So far, more than 1,000 staff have been infected and unfortunately in the last year or so, 6 staff members have lost their lives. I, on behalf of the entire Board, would like to convey our deep condolences to their families for this irreplaceable loss.

Unprecedented conditions require a response of equal measure. The Bank has used this period to further intensify its online training of all staff who were at home, move forward on its data analytic capabilities, intensify its risk assessment matrix and mitigation actions, its compliance framework, and its ability to respond to regulators, and most importantly to upgrade its IT systems.

I am happy to report that the operations of the Bank were maintained with ratios remaining healthy albeit our having to carry much higher provisions given the economic uncertainties that our customers face for their businesses.

Notwithstanding external challenges, the Bank continued to make steady progress in FY 2021. Balance Sheet grew to '39,602 crore with Deposits at '29,704 crore and Advances at '25,959 crore. Operating Profit grew by 19.3% to '898.48 crore; Profit after Tax, however, was weighed down by increase in provisions to meet stress on asset quality due to Covid-19 pandemic. Profit after Tax for the year was '335.79 crore against '337.94 crore in the previous year.

As we look forward, the Bank is determined to grow at a healthy pace through a wider branch network that can offer full services in new regions. Our basic strategy remains unchanged. We will continue to have a largely secured portfolio in our chosen field of concentration - Mortgages, MSME, SME, Gold Loans and Agri / Inclusive Banking.

We will continue to be granular on both sides of our balance sheet. Corporate lending has shown modest growth and will continue to do so until the economic environment improves, and real economic growth begins to be noticed.

The past year has been one that has challenged every aspect of our functioning. It has taught us many lessons. The world will not be the same again. The Board and its Committees and the process of governance has worked extremely well with more frequent meetings and full attendance.

The business model of the Bank has been adapted to create a new operational paradigm. The future possibilities for productivity, efficiency and digital analytics have been enhanced which will be rolled out more fully in the year ahead. What this means is that the future could be very different from the past.

It has implications for working from home, more streamlined back office operations and call centres, intelligent processes developed through data analytics and new approaches for customer service delivery. New digital products through the internet are likely to enhance the service delivery platform and offer us an opportunity to create unexpected customer delight. We have been working with fintech companies for over three years and we hope to see new products emerge as a consequence of these partnerships.

DCB Bank has matured during this crisis and demonstrated its ability to respond to unprecedented circumstances. The strong culture of the organization built up over many years explains the dedication and creativity of its people. An institution is defined by its culture which is principle centered with an extremely high degree of integrity in its operations. People have always been encouraged to feel that they do not just work for the institution - they are an integral part of building the institution. In the years ahead it is my fervent hope that this culture thrives and DCB Bank is admired for what it does and how it does it by the external world that it serves.

Nasser Munjee

Chairman

May 05, 2021

   

DCB Bank Ltd Company History

DCB Bank Limited, formerly Development Credit Bank, is one of the new generation private sector banks in India. Keeping in view its inherent strengths, branch network and expertise, the bank's target market is mainly small business owners / self-employed / small business segment (traders, shopkeepers, business owners, MSMEs and SMEs). The bank chose to have limited presence in salaried segment. The bank also distributes Life Insurance, Health Insurance, General Insurance and Mutual Fund products to new and existing customers. As on 31 December 2020, Bank's total distribution network stood at 347 branches and over 500 ATMs across 18 states and 2 union territories. Development Credit Bank was started as a Credit Society in the 1930s. Eventually, Diamond Jubilee Co-operative Bank Ltd merged with Ismailia Co-operative Bank Ltd. In the year 1981, Ismailia Co-operative Bank Ltd was amalgamated with Masalawalla Co-operative Bank Ltd to form the Development Co-operative Bank Ltd. Later, Citi Cooperative Bank Ltd merged with Development Co-operative Bank Ltd. In the year 1995, Development Co-operative Bank Ltd was converted into Development Credit Bank Ltd. During the year 1995-96, the Bank opened new branches at Vapi, Sidhpur, Ahmedabad and Bangalore. During the year next year, they opened the new branches at Mira Road and Rajkot. A total of 11 news new branches were opened during the two financial years of 1999-2001. During the year 2001-03, the Bank opened a new branch at Jharsa in Haryana. During the year 2002-03, the Bank launched mobile banking offering both push and pull options. During the year 2004-05, they launched visa funds transfer and celfill offering mobile recharge through ATMs to even non-customers. Also, they launched 3 new brahces during the year. During the year 2005-06, the Bank raised capital through private placement amounting to Rs. 51.99 crores. They launched some new products, namely Free Style Savings Account, Value Savings and M-Power Current Accounts during the year. During the year 2006-07, the Bank launched products like DCB Privilege Banking, DCB Trio Account, which is the combination of a zero-balance savings account, term deposit and personal accident insurance, DCB Corporate Payroll, etc. During the year 2007-08, the Bank opened 8 new branches and 10 ATMs. They opened DCB Sahyog at Dediapada in Gujarat exclusively for microfinance, which provide direct credit facilities to microfinance borrowers through relationships with MFIs in the region. They launched a 24x7 Customer Care Centre. The Bank formed a strategic alliance with HDFC Ltd for marketing their home loan products. The Bank had been empanelled as a clearing and settlement banker with the National Commodities & Derivatives Exchange (NCDEX) in addition to the Multi Commodity Exchange (MCX). The Operations and Technology division moved to new premises at Vikhroli in Mumbai. In March 4, 2008, the Bank launched their credit card business called 'DCB Advantage Card'. The Bank made a tie up with ICICI Bank in order to extract the best skills and to utilize their experience for a successful execution of the task. As at March 31, 2008, the Bank had 76 branches and 4 extension counters. The Bank has 112 ATMs across the country and the customers can access to a network of 18,000 ATMs in India. In August 2008, the Bank inaugurated new branch in Dharavi in Mumbai. With a vision of strengthening neighbourhood banking, DCB Bank set up a separate vertical in FY 2010 to focus on Traditional Community Banking. The aim is to address the specific needs of the Community and provide personalized solutions wherever possible. In FY 2013, the bank restarted Commercial Vehicle (CV) financing to improve the bank's ability to achieve priority sector lending (PSL) targets. During the financial year ended 31 March 2014, the bank opened 36 new branches, taking the total tally of branches to 130. In the last many years, this is the highest number of new branches installed in one financial year by the bank. New branches were opened in many locations including the states of Andhra Pradesh, Chattisgarh, Madhya Pradesh, Punjab, Odisha and Rajasthan. During the year, the bank acquired over 1,400 new NRI customers. During the year under review, the bank launched domestic debit cards for NRE accounts.In FY 2014, the bank launched India's first co-branded prepaid card for disbursal of small loans by Janalakshmi Microfinance. The product is administered in association with Jana Urban Foundation. The program aims to provide cashless disbursal which has a major positive impact on financial inclusion. During the financial year ended 31 March 2015, DCB Bank opened 24 new branches, taking the total tally of branches to 154. New branches were opened in many locations including the states of Andhra Pradesh, Gujarat, Haryana, Madhya Pradesh, Maharashtra, New Delhi, Odisha, Punjab, Tamil Nadu and Telangana. In addition to existing Visa Debit cards, DCB Bank started issuing Rupay Debit cards in FY 2015. In its trade finance business, DCB Bank started relationship with Habib Bank in Bangladesh, Sri Lanka and United Kingdom in FY 2015.DCB Bank added approximately 1,500 new NRI customers in FY 2015. During the year, credit rating agency CRISIL upgraded the banks' Long Term rating from A-/Stable to A-/Positive. In October 2014, the bank issued 30,432,136 shares through Qualified Institutional Placement (QIP) at Rs. 82.15 per share amounting to Rs. 250 crore. During the financial year ended 31 March 2016, DCB Bank increased its branch network by 44 branches - 22 in Retail and 22 in Agri and Inclusive Banking (AIB). In October 2015, the bank announced its intention to increase the number of branches by 150 in 24 months. In FY 2016, the bank's Branch Operations team simplified and automated several processes in order to improve productivity and provide better customer experience. Risk management and process controls were also strengthened. The bank increased its ATMs from 328 in FY 2015 to 410 in FY 2016. In March 2016, DCB Bank launched India's first Aadhaar based biometric fingerprint ATM on a pilot basis. With regard to Mortgage/Micro Mortgage advances, DCB Bank made tremendous efforts in FY 2016 in enhancing the products, improving processes and controlling portfolio quality. With regard to Loan against Gold, DCB Bank embarked upon a 1 hour loan approval / disbursal process in many branches in FY 2016. Customers were delighted with the new process and gave the bank excellent feedback. In FY 2016, DCB Bank added 23 new relationships in Corporate Banking. As economic conditions continued to be under stress for many sectors during the year under review, the bank exited a few exposures leading to decrease in overall Corporate Banking Advances. As a result of the early warning systems in place and timely management of risky exposures, Corporate Banking portfolio quality remained stable. In FY 2016, DCB Bank acquired approximately 1,300 new NRI customers. In FY 2016, DCB Bank actively participated in Pradhan Mantri Jan-Dhan Yojana (PMJDY) and opened 19,413 accounts. The bank has enabled RuPay Debit Cards for PMJDY account holder. In FY 2016, DCB Bank enrolled 5,319 customers under Pradhan Mantri Suraksha Bima Yojana (PMSBY), 3,500 customers under Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) and 1,228 customers in Atal Pension Yojana (APY). In FY 2016, the bank opened 59,508 Basic Savings Bank Deposit accounts (BSBDA). In FY 2016, DCB Bank introduced new software system for managing Business Correspondent (BC) loans. This software helps maintain detailed information about the borrowers under SHG, JLG and Micro enterprises categories. It provides a common platform to both the bank and BCs for smooth processing of loans and has added immense value by reducing the loan disbursal cycle time. During the financial year ended 31 March 2017, DCB Bank increased its branch network by 64 branches - 30 in Retail and 34 in Agri and Inclusive Banking (AIB). In order to improve the overall performance, controls and customer service, the bank strengthened the organisation structure of managing branch network. The bank's Branch Operations team simplified 42 processes in FY 2017. Simultaneously risk management and monitoring aspects were also strengthened. The Bank increased its ATMs from 410 in FY 2016 to 515 in FY 2017. On the deposit side, DCB Bank introduced a number of new products during the year to address the needs of institutions as well as individuals. One of the highlights of FY 2017 was the launch of DCB Suraksha Deposit - a unique product where customers get insurance cover at zero cost if they opt for longer tenor term deposit (subject to conditions). In FY 2017, as compared to the previous year, Traditional Community Banking Deposits grew by 12 percent and Advances increased by 22 percent. In FY 2017, as part of process improvement initiatives for Loan against Gold, DCB Bank further expanded 'One hour loan approval / disbursal process' in many more branches. The Loan against Gold business slowed down during demonetisations. In FY 2017, DCB Bank acquired approximately 1,683 new Non-Resident Indian (NRI) customers. The NRI deposits achieved growth of 16 percent in FY 2017 as compared to the previous year. In FY 2017, DCB Bank launched its own payment wallet named as 'Cippy'. In FY 2017, DCB Bank added 36 new relationships in Corporate Banking. As a result of the early warning systems in place and timely management of risky exposures, the bank's Corporate Banking portfolio quality remained stable.In FY 2017, DCB Bank actively participated in Pradhan Mantri Jan-Dhan Yojana (PMJDY) and opened 26,306 PMJDY accounts as on March 31, 2017. The Bank has enabled Rupay Debit Cards for PMJDY account holders. In FY 2017, DCB Bank was amongst the first banks to offer Unified Payment Interface (UPI), a truly seamless and modern payment option on mobile phone. In FY 2017, Cheque Truncation System process was in-housed resulting in cost savings and reduction in potential errors. On a pilot basis, the printing of debit cards and PIN was also in-housed at NPC, Chennai. In October 2015, DCB Bank had announced its plan to increase its network by 150 more branches in 24 months. This plan was successfully completed by October 2017 and the total number of branches as on March 31, 2018 stood at 318. In April 2017, DCB Bank issued 21,770,000 equity shares through Qualified Institutional Placement (QIP) at Rs 174 per share amounting to Rs 378.80 crore. The Bank has increased its ATMs from 515 in FY 2017 to 533 in FY 2018.During the financial year ended 31 March 2018, DCB Bank added 17 new locations where dedicated sales teams are present for providing Mortgages and Micro Mortgages advances. Although economic conditions were weak in FY 2018, DCB Bank maintained the portfolio quality at an acceptable level in commercial vehicles financing business during the year. In FY 2018, the gold loan front end system 'Gradatim' was relaunched with additional features that had a favourable impact on frontline staff and customer experience. In order to compete with bigger gold loan financing companies, DCB Bank launched the 'One Hour Gold Loan' processing at most of the branches. DCB Bank during the year launched Bharat Bill Payment System (BBPS) which offers integrated and interoperable pan India bill payment services. BBPS is considered to be safe, timely and convenient. During the year under review, DCB Bank launched DCB NiYo Cards in partnership with Finnew Solutions Pvt. Ltd. DCB NiYo Card has the capability to provide seamless compliant payroll benefits to employees. The product has potential to simplify the human resource payroll processes of any organisation. DCB Moneykit Cards was launched in January 2018 in partnership with Sienna Systems Resources Pvt Ltd. This is a distinctive proposition wherein loans get disbursed instantly for purchase of consumer durables or any other merchandise. The card has the unique feature of money on swipe, wherein the customers pay only when the loan limit is utilised. During FY 2018, there was a clear jump in usage of DCB Payless Cards in Point of Sale (POS) and e-commerce. DCB Payless Cards is a unique product offered by the bank and is a preferred card for those self-employed and small businessmen that are unable to provide sufficient income proof or do not have an acceptable credit track record. During the year under review, DCB Bank implemented a revolutionary service 'DCB Remit' that allows online fund transfer from India to over 20 countries including USA, Canada, Australia, UK, UAE and Germany. The transactions can be tracked on smartphone or web. DCB Bank has signed an agreement with Instarem India Pvt. Ltd. for outbound money transfers to individuals from India. In FY 2018, NRI deposits contributed to 8% of the Total Retail Deposits of the bank. During the year, almost 2,000 new NRI customers were acquired and over 3,000 NRI accounts were opened. DCB Bank's Corporate Banking portfolio quality remained stable during the year. In FY 2018, the bank added 47 new relationships in Corporate Banking.In FY 2018, DCB Bank actively participated in Pradhan Mantri Jan-Dhan Yojana (PMJDY) In FY 2018, DCB Bank implemented a new Business Internet Banking (BIB) application for business users. The new system has several additional benefits. It offers one time payee registration for all transactions, new cooling period policy on addition of payee, payment to multiple beneficiaries with single One Time Password (OTP), 24X7 funds transfer through IMPS, straight through RTGS funds transfer and scheduling future payments. Status updating of BIB requests through a tracking mechanism has been made available online to branches and CMS service team for improving customer service. During the current year 2018-19, CRISIL Limited upgraded the Bank's rating for Tier II Bonds (under Basel III) to CRISILAA-/Stable and reaffirmed its rating on the Bank's Certificates of Deposit Programme and Short-term Fixed Deposit Programme at CRISIL A1+. The Bank continues to enjoy ICRA A+ (hyb)/ (stable) rating for Basel III Compliant Tier II Bonds Programme and ICRA A1+ rating for Short Term Fixed Deposits Programme and CARE A1+ for Short Term Bank Facilities. In FY 2019, NRI deposits contributed to 8.6% of the Total Retail Deposits of the Bank. During the year, 1,602 NRI customers were sourced and 2,616 NRI accounts were opened. In FY 2019, DCB Bank added 23 new relationships in Corporate Banking.In FY 2019, the Bank made gains by utilizing the trading opportunities in G-Sec presented by declining interest rates in the second half of the year. It selectively invested in a few equity IPOs and booked moderate listing gains. The Bank also invested in medium term AAA corporate bonds and units of liquid mutual funds in order to earn interest income on liquidity mismatches. During the FY2020, the bank has been awarded by Bombay Chamber of Commerce and Industry, Mumbai for Sustainable Environmental Initiatives' for CSR projects. Also awarded for Best CSR Project at Asian Customer Engagement & Forum - ACEF HR & CSR Forum & Awards, Mumbai. Also bagged 'BFSI Digital Innovation Award 2020' in BFSI Technology Conclave by Indian Express. The bank won the Award for SME Finflex Banking system at Finnoviti 2020. The number of branches as on 31 March 2020 stands at 336 [188 Retail branches and 148 branches in Agri and Inclusive Banking (AIB)]. The Bank has 504 ATMs as on 31 March 2020.

DCB Bank Ltd Directors Reports

Your Directors are pleased to present the Twenty Sixth Annual Report of DCB Bank Ltd (hereinafter referred to as the Bank/Your Bank/DCB Bank) together with the audited accounts for the year ended March 31, 2021 (FY 2021).

In FY 2021, the Bank has posted an Operating Profit of ' 898.48 crore (FY 2020'753.06 crore) and a Net Profit of ' 335.79 crore (FY 2020'337.94 crore).

Total Assets have increased by ' 1,096.99 crore and reached ' 39,602.13 crore as on March 31, 2021 (' 38,505.14 crore as on March 31, 2020).

Customer Deposits have increased by ' 816.47 crore and Advances have increased by ' 613.95 crore. Your Bank has been contributing significantly to Priority Sector Lending (PSL) and has achieved the overall PSL target as required by the Reserve Bank of India (RBI).

The Net Interest Margin (NIM) was 3.59% in FY 2021 as compared to 3.67% in FY 2020 and the Current and Savings Accounts (CASA) ratio stood at 22.8% as on March 31, 2021.

Cost to Income Ratio has decreased to 48.5% in FY 2021 from 54.5% in FY 2020. Total Branch network stood at 352 as on March 31, 2021 (336 as on March 31, 2020) and ATM network was 410 as on March 31, 2021 (504 as on March 31, 2020).

Provisions Other Than Tax have increased to ' 445.68 crore in FY 2021 from ' 261.14 crore in FY 2020. The Bank is adopting a conservative approach towards potential stress on account of Covid-19. The Bank also made provision for existing and fresh Non Performing Assets (NPA) slippages, and provision against Standard Assets.

Gross NPAs have increased to ' 1,083.44 crore as on March 31, 2021 from ' 631.51 crore as on March 31, 2020. Consequently, Gross NPA Ratio as on March 31, 2021 was 4.09% as compared to 2.46% as on March 31, 2020. Net NPAs have increased to ' 594.15 crore as on March 31, 2021 as against ' 293.51 crore as on March 31, 2020. Consequently, Net NPA Ratio as on March 31, 2021 was 2.29% as compared to 1.16% as on March 31, 2020. The overall NPA Provision Coverage Ratio as on March 31, 2021 was 62.35 % (70.81 % as on March 31, 2020).

Return on Assets (RoA) Ratio in FY 2021 was 0.87% as compared to 0. 90% in FY 2020.

Corresponding Return on Equity (RoE) Ratio in FY 2021 was 9.99% as compared to 11.19% in FY 2020.

Capital Adequacy Ratio (CAR) under Basel III as on March 31, 2021 stood at 19.67% (17.75% as on March 31, 2020).

FINANCIAL SUMMARY

(' in crore)

Balance Sheet As at March 31, 2021 As at March 31, 2020 Increase / (Decrease)
Customer Deposits 27,103.62 26,287.15 816.47
Inter Bank Deposits 2,600.24 4,082.78 (1,482.54)
Total Deposits 29,703.86 30,369.93 (666.07)
[Including Total CASA*] [6,786.51] [6,519.22] 26729
Advances 25,959.24 25,345.29 613.95
Gross - NPA 1,083.44 631.51 451.93
Net - NPA 594.15 293.51 300.64
Total Assets 39,602.13 38,505.14 1,096.99
Profit & Loss For the year ended March 31, 2021 For the year ended March 31, 2020 Increase / (Decrease)
Net Interest Income 1,286.61 1,264.91 21.70
Non Interest Income 458.50 391.10 67.40
Total Operating Income 1,745.11 1,656.01 89.10
Operating Cost 846.63 902.95 (56.32)
Operating Profit 898.48 753.06 145.42
Provisions Other than Tax 445.68 261.14 184.54
Net Profit Before Tax 452.80 491.92 (39.12)
Tax 117.01 153.98 (36.97)
Net Profit After Tax 335.79 337.94 (21.50)

* Current and Savings Accounts (CASA)

DIVIDEND

Considering the situation developing around Covid-19 in the country and related uncertainty that it creates, the Board of Directors of the Bank consider it prudent not to propose any dividend for FY 2021.

MANAGEMENT DISCUSSION AND ANALYSIS VISION

The Bank's vision is to be the most innovative and responsive neighbourhood bank in India serving entrepreneurs, individuals and businesses. In line with our vision, we began implementing a new strategy in FY 2010, which has been very successful and now completed 11 years.

TARGET MARKET

Keeping in view its inherent strengths, branch network and expertise, the Bank's target market is mainly small business owners / self-employed / small business segment (traders, shopkeepers, business owners, MSMEs and SMEs). The Bank has chosen to have limited presence in the salaried segment. The MSME / SME sector is a vibrant and dynamic sector of the Indian economy and plays a very important role in the growth of the Indian economy. This segment is usually resilient and displays entrepreneurial spirit. Small enterprises create millions of jobs and maintain social stability. The MSME sector plays a pivotal role in the economic and social development of the country.

Some useful information on the MSME sector is given below:

• Number of Working Enterprises: 64 million, Employment: 111 million individuals

• Urban: 49%, Rural: 51%

• Manufacturing: 31%, Trade 36%, Other Service: 33%

• Sole Proprietor: 96%

(Source: Annual Report FY2020-21 Government of India, Ministry of Micro, Small and Medium Enterprise)

DCB BANK CUSTOMERS

Your Bank provides banking services to a varied base of business owners, self-employed / small businesses for example - Commodity Trader, Gold Trader, Vegetable Trader, Commission Agent, Retailer, Restaurant Owner, Caterer, Baker, Vending Machine Supplier, Consultant, Doctor, Contractor, Interior Decorator, Software Designer, Salon, Beauty Parlour, Printer, Electrical Engineer, Saw Mill, Flour Mill, Rice Mill, Grocery Store, Brick Maker, Builder, Fabricator, Artist, Writer, Auto Repair, Ship Repair, Pharmacy, Computer Specialist, Furniture Maker, Uniform

Maker, Garment Shop, Fashion Tailor, Hardware Shop, Agri Processor, Pesticide Dealer, Auto Dealer, Scrap Dealer, Stationery Supplier, FMCG or Consumer Goods Dealer, Tool Maker, Agri Input Dealer, Tractor Dealer, Plastic Manufacturer, Mattress Manufacturer, Water Supplier, Computer Training Classes, Internet Cafe, Coaching Classes, Tour Operator, Hotel Owner, Transporter, Ticketing Agent, C&F Agent, amongst others. The list of Self Employed occupation is endless. The target market is essentially Micro, Small and Medium Enterprises both in Manufacturing and Services. (Please refer to MSMED Act, 2006). Majority of lending to MSME sector qualifies for Priority Sector Lending. A major share of deposits and loans of the Bank are from the self-employed segment.

Economic activity was significantly affected due to unavoidable but necessary steps taken by the Government of India to limit the spread of Covid-19 infections. A nationwide lockdown was announced which unfortunately but expectedly resulted in contraction of the economy. Lockdown had much greater impact on MSMEs, SMEs, shop keepers and traders. Government of India and RBI announced a number of progressive measures to help businesses and individuals to cope with the financial stress caused by the disruptions. After lockdown was gradually eased in an orderly manner, demand started picking up and the situation was returning to normalcy.

Unfortunately, from the beginning of April 2021 India experienced the second wave of Covid-19 causing infections to spike rapidly which has put enormous pressure on the medical system of the country. Yet again various State Governments were forced to announce curfews and lockdowns to slow down the infection rate and save lives. These necessary measures have impacted the fragile economic recovery. It seems like much of the year 2022 will be consumed in battling the pandemic. It is sincerely hoped that the vaccination of the population will pick up speed and slow down the spread of Covid-19. Banks are expected to make full use of the special measures created by the RBI such as moratorium, restructure, etc. to assist customers to deal with the business/income disruptions.

In the coming months, the NPAs in the banking system are likely to increase further. DCB Bank is predominantly focused on MSMEs/SMEs which is most impacted by the lockdown business disruptions. Therefore, the Bank may witness an increase in NPAs and restructured loans. Since the Bank has strong operating profits and capital position, the Bank is confident of sailing through these challenging times..

CREDIT RATINGS

During the current year, CRISIL Limited reaffirmed the Bank's rating for Tier II Bonds (under Basel III) to CRISIL AA-/Stable and reaffirmed its rating on the Bank's Certificates of Deposit Programme and Short-term Fixed Deposit Programme at CRISIL A1+. The Bank continues to enjoy ICRA A+ (hyb)/ (stable) rating for Basel III Compliant Tier II Bonds Programme and ICRA A1+ rating for Short Term Fixed Deposits Programme.

AWARDS AND RECOGNITION

Your Bank continued to be recognized for its progress and initiatives in various functions.

Corporate Social Responsibility (CSR)

Gold Award in the Asian Customer Engagement Forum (ACEF) in the Best Corporate - Non-Profit Partnership category. The Bank was recognised for its collaboration with S M Sehgal Foundation for a project associated with water conservation, groundwater restoration and sustainable livelihood.

Human Resources

DCB Bank continues to be Great Place to Work-Certified™ for building a High-Trust and High-Performance Culture™ for the year.

Information Technology

During FY 2021, your Bank has participated in various event and also been recognized and awarded as below:

1. DCB Bank Wins at BFSI Digital Innovation Award 2020

Runners-up in the Ecosystem Innovation Category of Infosys's Client Innovation Award 2020, recognized for DCB Bank Innovation Carnival

2. DCB Bank @ Finnoviti Awards 2021

ATMChain - DCB Bank's 1st Blockchain based project has been awarded at the 9th edition of Finnoviti Awards 2021

BRANCH EXPANSION / ATMs

The number of branches, as on March 31, 2021, stood at 352 [197 Retail branches and 155 branches in Agri and Inclusive Banking (AIB)]. In line with our strategy, approximately 19 percent of the branches are in rural areas and 26 percent in semi-urban areas. The new branches have a common look and feel and they are designed to provide a unique, positive and seamless banking experience to customers. The Bank had 410 ATMs as on March 31, 2021.

RETAIL BANKING

Retail Banking offers unique products for meeting financial needs of individuals and businesses. The Bank follows a multi-product approach which results in "all products being offered in all branches" subject to customer demand in the branch catchment area. To remain competitive, the Bank is particular about the quality and timeliness of service delivery. The Bank has a wide range of products that caters to the various needs of the customers.

Term Deposits

DCB Bank is usually amongst the top 5 banks in India in terms of offering attractive Term Deposit interest rates especially for longer tenor retail deposits. DCB Suraksha is a unique deposit that not only offers attractive interest rate but also provides a "no medical required life insurance cover" at "zero cost" to customers (subject to terms and conditions). During the year, the Bank launched DCB Health Plus Fixed Deposit product which has unique health insurance benefits at "zero cost" to customers (subject to terms and conditions). During FY 2021, the Bank has substantially changed the liquidity profile and mix of its deposits. The continuous focus was on obtaining granular deposits. Consequently, the top 20 deposits ratio which was at 9.27% at the start of the year further declined to 6.98% at the end of FY 2021.

Mortgage and Micro Mortgage Loans

Mortgage is the main loan product for the Bank and contributes more than 40% of the Bank's advances portfolio. Under mortgage business, the Bank offers both Home Loans and Business Loans to self-employed and salaried segments. The main purpose of these loans is home purchase, home construction, home improvement, home repairs, business expansion and personal expenses such as education or marriage.

Micro or small ticket mortgages are particularly sought after in Tier 2 to Tier 6 locations. Inspite of substantial progress in digital infrastructure, prospects in the semi-urban areas still derive part of their sales in cash especially in small business segment. At times this creates challenges in estimation of income and repayment capacity. The Bank has demonstrated its ability to assess household income for such prospects through structured and detailed personal discussions. Apart from creating good quality portfolio, the Bank has been able to achieve financial inclusion through micro and small ticket loans. Most of these micro loans qualify under the Priority Sector Loan (PSL) norms of the RBI. The Bank has availed refinance facilities offered by the National

Housing Bank (NHB) to support growth of home loans. The Bank has also made available to customers subsidy under Pradhan Mantri Awas Yojana (PMAY) through NHB. In FY 2021, Covid-19 has thrown up new challenges for our customers and their businesses. As a response, the Bank has successfully implemented various regulatory schemes like Moratorium, Guaranteed Emergency Credit Line, etc. to provide relief under the resolution framework for Covid-19 related stress to eligible customers.

Post initial lockdown in FY 2021, the mortgage business came back strongly after making suitable adjustments in target market and product offering. In a calibrated approach, the Bank maintained its focus in small ticket loans. By the end of FY 2021, new loan volumes almost reached pre-March 2020 levels. The contribution of home loans increased in the new loan originations.

Construction Finance (CF)

The construction sector is an important contributor to the growth of our economy. Affordable housing in both rural and urban areas is one of the key thrust area of Government of India. The implementation of Real Estate Regulation & Development Act, (RERA) 2016, in most states, has brought in a lot of transparency into this sector, thus creating conditions more favorable for banks and home buyers. With respect to lending to the real estate segment, the Bank's approach is to focus attention on reputed builders with a strong track record who are primarily concentrating on affordable housing segment. The Bank's approach is to limit exposure per customer and project. The Bank has established processes to monitor sales, collections, and utilization of funds towards project completion.

The construction sector has faced the brunt of Covid-19 disruptions. Both construction and sales activities have been negatively impacted. Once the lockdown was lifted, from the middle of FY 2021, the real estate sector started picking up momentum. While real estate sector may face some stress, the Bank expects the affordable housing segment to perform well once the Covid-19 situation improves.

Commercial Vehicle (CV) Loans

Commercial Vehicle Loans (CV) is an important contributor to the Bank's PSL. Almost 95% of the CV portfolio qualifies as PSL. The Bank provides CV loans across 110 locations. The CV industry has been facing strong headwinds even prior to Covid-19. CV industry is perhaps one of the worst impacted by Covid-19. In

FY 2021, during the pandemic, the Bank's CV team reached out to its customers through visits / calling to provide customer education on moratorium. The Bank encouraged customers to repay loans if cash flows were available instead of choosing moratorium. The idea was to help customers reduce their interest burden. The Bank also offered MSME restructure and GECL schemes to eligible customers. CV portfolio is expected to face stress, however, once the economic situation improves the portfolio is expected to recover quickly.

Loan against Gold

Loan against Gold is offered in most of the branches of the Bank. The Bank has trained, in house valuers, which has resulted in improvement in cycle times and service delivery. The Bank has continuously upgraded "Gradaitm" a special front end software for serving new and existing gold loan customers. In FY 2021, the Bank made significant progress in growing the Loan against Gold portfolio.

Insurance and Mutual Funds Distribution

The Bank has corporate agency tie-ups for distribution of life insurance, health insurance and general insurance. The Bank also has referral tie ups for mutual fund distribution. This enables the Bank to deepen customer relationships in addition to increasing fee income.

Traditional Community Banking

In FY 2010, with a vision of strengthening neighbourhood banking, the Bank set up a separate vertical to focus on Traditional Community Banking. The aim was to address the specific needs of the vintage neighbourhood community customers and to provide personalized solutions wherever possible. This perhaps is the purest form of neighbourhood banking and is directed towards addressing small credit needs such as education, personal, business and working capital.

Non-Resident Indian (NRI) business

The Bank has NRI customers from 135 countries, which contribute to 10.43% of the total customer deposits.

COLLECTIONS AND RECOVERIES

Collections team operates out of 245 locations with a hub and spoke model and has developed robust capabilities to collect overdue payments and ensure portfolio quality across products. The use of data analytics to improve

predictability has been important in improving the productivity of the unit. Senior officers in the collections unit are experienced to understand the issues faced by customers and they strive to find acceptable ways to rehabilitate the customers in case of stress.

During the Covid-19 times team was in regular touch with customers trying to understand difficulties faced by them in order to provide relief and rehabilitation within the regulatory framework. A lot of effort was undertaken to educate customers (including videos) on moratorium, restructure etc. A special team was formed within the unit to assist customers that may need more assistance. Continuous efforts were made to increase digital payments in order to improve customer experience and reduce operational costs.

STRATEGIC ALLIANCES

One of the key strategies of the Bank is to enter alliances with entities whose products and services enable the Bank to improve customer acquisition and retention. Apart from new and enhanced products alliances help in speed to market.

Bancassurance

Name of the Partner Type of arrangement
Aditya Birla Health Insurance Company Ltd Corporate Agency insurance sales for
Aditya Birla Sun Life Insurance Company Ltd Corporate Agency insurance sales for
HDFC Standard Life Insurance Company Ltd Corporate Agency insurance sales for
ICICI Lombard General Insurance Company Ltd Corporate Agency insurance sales for
Royal Sundaram General Insurance Company Ltd Corporate Agency insurance sales for

The various strategic alliances and business association of your Bank is given below: -

Remittance Solutions

Name of the Partner Type of arrangement
Avenues Payments India (P) Ltd Remittance Platform Solution

Service Partners

Name of the Partner Type of arrangement
Atos Worldline India (P) Ltd Merchant Acquiring
Skilworth Technologies Pvt Ltd. (Bijlipay) Merchant Acquiring
CMS Info System Limited ATM deployment and Cash management
Euronet Services India Limited ATM and Switch Management
M2P Solutions Pvt Ltd. Program Partner for Card programs

Business Alliances

Name of the Partner Type of arrangement
Aditya Birla Finance Ltd. Lending Business

Fintech Alliances

Name of the Partner Type of arrangement
Finnew Solutions Private Limited (NiYo) Global NiyO Card Management
Xomic Infotech Private Limited Government E Marketplace Payment Management System
Camden Town Technologies Limited (Zestmoney) Lending Business
Finsall Resources Private Limited Lending Business
Greenizon Agritech Consultancy Private Limited Lending Business
Indiumplus Financial Services Private Limited Lending Business

Trade Receivables Discounting System (TReDS) Alliances

Name of the Partner Type of arrangement
Mynd Solution Private Lending on TReDS
Limited (M1xchange) Platform
Receivables Exchange of Lending on TReDS
India Ltd (RXIL) Platform
A. TReDS Limited Lending on TReDS
(Invoicemart) Platform

CORPORATE BANKING (CB)

The Bank's intention is to have a limited exposure in Corporate Banking. This business operates across India with regional offices in Ahmedabad, Bengaluru, Chennai, Delhi, Hyderabad, Kolkata, and Mumbai. The business objective is to provide a complete range of commercial banking solutions including Foreign Exchange, Trade Finance and Cash Management. The Bank has a robust underwriting and credit system/process to address the inherent risks in Corporate Banking. The emphasis is on building a secured loans portfolio and creating long term relationships with high quality large and mid-corporates. The Bank continued to focus attention on short term lending which helped to deploy short term liquidity. The Bank increased the intensity of portfolio reviews and monitoring.

Your Bank understands that the Relationship Managers (RMs) must have in-depth knowledge of various industries and corporates. To meet this need, the Bank has introduced and reinforced RM Knowledge Improvement Programs wherein information on various industries, corporates, credit ratings etc are shared with the RMs on a regular basis. Your Bank continues to share its learnings to the teams and hold RM meetings wherein the top management of the Bank share their perspectives and learning.

AGRI AND INCLUSIVE BANKING (AIB)

AIB is a separate business unit with the main task of achieving financial inclusion, meet Bank PSL targets especially agriculturul lending target and expand AIB business into rural and semi urban areas. At the end of March 2021, AIB had 155 branches in 12 states. There are many opportunities to offer simple innovative products backed by superior technology in the rural and semi urban areas of India. Many of the new branches are present in Tier 2 to Tier 6 locations. There is a constant endeavor to cater to underbanked and unbanked population through a wide range of products, for example, zero balance savings account, small recurring deposit account, small loans to match the income and cash flow cycle.

Pradhan Mantri Jan-Dhan Yojana (PMJDY)

In FY 2021, your Bank actively participated in PMJDY The Bank had 32,789 PMJDY accounts as on March 31, 2021. The Bank has enabled Rupay Debit Cards for PMJDY account holders.

Pradhan Mantri Suraksha Bima Yojana (PMSBY), Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY), Atal Pension Yojana (APY)

The Bank successfully reached out to unbanked and economically weaker population through PMSBY, PMJJBY

and APY programs that are designed to bring social security. Your Bank had 6,279 customers under PMSBY; 3,199 customers under PMJJBY and 4,569 customers in APY as on March 31, 2021.

BSBDA

BSBDA has replaced "No frills account". This is a wonderful product for achieving financial inclusion especially for those who have limited transaction needs especially in the low income group. The Bank had 46,259 BSBDA accounts as on March 31, 2021.

Kisan Mitra

"Kisan Mitra" as the name suggests, is a liability product, which fulfils the requirement and enhances the savings habit in rural areas. It is a product specially designed for farmers. It is a modified Savings Account with "zero" account opening amount and no Average Quarterly Balance maintenance charges.

Retail Agriculture Loan and Kisan Credit Card

To meet the credit needs of the farmers, the Bank has several retail agri products namely Kisan Credit Card which provide for short term funding requirements such as purchasing seeds, fertilizers, pesticides, manure, irrigation, long term loan for animal husbandry, and loans for investment purpose like land improvement, irrigation and hi-tech agriculture.

Tractor Loans

Tractor Loans is an integral part of the total agricultural equipment sector and is an indirect indicator of growth in the agricultural sector. The Bank has slowly built its business across Tier 2 to Tier 6 branches. Providing tractor loans helps the Bank to partly meet PSL targets for agriculture and small and marginal farmers. In FY 2021, the Bank has started used tractor finance, which would benefit small and marginal farmers who cannot afford new tractors. The Bank has introduced "Tab Banking" where the sales team can provide doorstep loan processing to customers and also quickly provide loan related information.

Microfinance Institutions (MFIs) and Business Correspondents (BCs)

The Bank lends directly to MFIs who in turn lend to end borrowers. Over time, the Bank has created a strong network of MFI relationships across India. The Bank is also providing unsecured loans through BCs in few states. Loans are given to members of Self Help Groups (SHGs) and Joint Liability Groups (JLGs) for activities thereby enabling them to avail small loans from the banking sector instead of high cost borrowing from money lenders. These loans are primarily provided to small farmers and weaker sections mainly in rural areas. To support volume growth, the Bank has an efficient software system for managing BC Loans. This software helps maintain adequate information about the borrowers under SHGs & JLGs. It provides a common platform for both, Bank and BC for smooth processing of loans and has added immense value by reducing the loan disbursal cycle time. Bank has also launched a software application for automation of field visits and inspection of BC branches. This application enables effective monitoring of field level activity.

ALTERNATE CHANNELS AND DIGITAL BANKING

Phone Banking

In FY 2021, the Bank's Customer Care Associates attended to approximately 100,000 calls per month. Despite the pandemic disruptions, the Call Center maintained 100% uptime. To ensure safety of staff and to also comply with regulatory guidelines, the Bank's Customer Care had taken a few key initiatives including revised timings for customer servicing from 8AM to 8PM (however for critical call types 24x7 service continues). The Bank also upgraded its technology to enable Work From Home (WFH) capability. To do load balancing of calls, the Bank enabled technology capability of redirecting Call Center calls to low traffic branches where Teller or other branch staff can attend to the call. This is unique way of load balancing across the foot print.

Bank has also upgraded its technology to SIP based from traditional PRI based, thus improving the clarity of voice, improving the connect time and enhancing the uptime of the line. Considering the pan India presence, the Bank has ensured that its customer care associates can interact with the customers in 8 languages (English, Hindi, Gujarati, Kannada, Marathi, Odiya, Tamil and Telugu). The Customer Care unit conducts programs such as 'Voice of Customer' for effective complaint resolution and process improvements. One of the key measures initiated is customer retention calling team which encourages customers to restart using the Bank's services and do a deep dive on issues that may have been faced by customers. It is a window provided to the customers to provide feedback which are then relayed to the various business and functions corrective action.

ATMs

The number of ATMs as on March 31, 2021 was at 410. The Bank ensured that more than 90% of ATMs were operational all the time, despite the various lockdowns/

disruptions. Significant security features were added during the year in compliance to regulatory guidelines. The Bank reduced several unviable ATMs and redeployed a few in the new branch locations.

DCB Mobile and Internet Banking

The Bank's customers actively using the new and improved Mobile Banking App. The users have given a very encouraging feedback on Play Store. The current rating for the mobile app is 4.6 which appears to be higher than the Bank's peer group. More than 100,000 customers are now enjoying the ease of DCB Mobile Banking app. The new version has enhanced features such as Bill Payment and Term Deposit bookings. The transaction limit per day has been increased to ' 500,000.

DCB Internet Banking facility is used by more than 100,000 retail and corporate users. Internet Banking platform is rich with plethora of digitally managed services. Furthermore, the platform now has new features like online 15 G/H form submission and self-enhancement of transaction limits ranging up to ' 2,500,000 per day. The Personal Internet Banking platform has vastly reduced customer's need to visit branches for first time registration. The Internet Banking password can be reset online. Customers created around 28,000 Term Deposits using Internet Banking & Mobile Banking during FY 2021.

DCB Unified Payment Interface (UPI)

Lockdown and restrictions have further given boost to UPI channel which has now become one of the most popular digital mode for small transactions. One wonders how India would have coped with lockdown if the country did not have the UPI mechanism. More than 150,000 customers used the UPI channel and transactions have registered 127% growth in FY 2021. The Bank has increased the UPI transaction limit to ' 100,000 per day.

DCB Open Banking

The Bank has a wide range of Application Programming Interface (APIs) to integrate the Bank systems in a seamless manner with alliance partner. This enables customers and prospects to enjoy enhanced products and additional services.

DCB Remit

DCB Remit allows a resident individual to send money to over 20 countries including Australia, Canada, Euro Zone, Singapore, UAE, UK, and USA using their smart phone from the comfort of their home or office instead of visiting a branch. What is more, for using DCB Remit facility the user does not have to be the DCB Bank customer. It is a simple paperless process which can be completed in a few minutes.

Digitally Enabled Government Services

GeM (Government E-Marketplace), is an online platform that facilitates online procurement of commonly used goods and services required by various government departments and PSUs. The Bank has tied up with Government e-Marketplace (GeM) through a Memorandum of Understanding, as an associate bank to facilitate transactions between buyers and sellers on the GeM portal. This would enable majority of the Bank's SME/MSME customers to participate in the procurement process of various government departments. Further, the customer information available on the portal will enable the Bank to extend credit facilities inter alia Invoice Financing and Short Term Loans.

TReDS

In FY 2021, DCB Bank commenced participation on Trade Receivables Discounting System (TReDS). TReDS improves flow of funds to MSME sector by reducing their receivables realization cycles. During the year, the Bank funded more than ' 100 crore on the platform, helping more than 500 MSME sellers to unlock value of their receivables. Most of this lending also qualifies as PSL. To ensure credit quality, the Bank has focused on suppliers of 25 large corporates having external credit rating of A and above.

DCB Debit Cards

The Bank continuously focusses on increasing Debit Card usage and constantly enhancing its security features. In line with this objective, the Bank has an enhanced engagement with Euronet (ACS online transaction services provider). Debit Card users can complete their online payments with OTP instead of static password that was used earlier. Debit Card users have security features enabling customers to activate or deactivate their Card on POS / ATM / online channels, customers can also change transaction limit and block or unblock their card. At the end of FY 2021, the Bank had 612,000 Debit Cards. The Bank has an exciting "cashback" program to delight customers who increase their card usage provided the customers maintain the stipulated average minimum balance. In addition, from time to time, the Bank also offers seasonal promotional benefits such as healthcare, insurance etc.

DCB Niyo Global Cards

DCB Niyo Global Card is a Debit Card issued to DCB Niyo Current Account holders. This program is uniquely designed such that unlike forex cards, frequent top up of the card is not required since the card is linked to the Current Account. Card holders are offered security features to switch on or off card usage, change transaction limit and block or unblock the card. Also, the DCB Niyo Global Card provides exchange rates which are competitive, making the product a compelling proposition for prospects and customers.

DCB Payless Cards

Your Bank's Payless Card product is specially designed for self-employed customers and small businessmen who may not be able get credit card facility from other banks, due to insufficient income proof or lower than required bureau score. Over time, Payless Card enables customers to rebuild their credit/ bureau score.

DCB Bank Prepaid Cards

Your Bank has full suite of prepaid cards platform for large partnerships of the Bank as well as for the businesses who have small ticket transactions, traditionally conducted in cash. These cards are offered along with the convenience of mobile app and are facilitates adoption of digital payments.

TRANSACTION BANKING

Cash Management Services (CMS)

The Bank provides Corporates, MSME/ SME and Retail customers sophisticated and cost-effective CMS. This helps customers manage their collection and payment logistics with ease. The Bank has 14 vendors for CMS cheque collections across India. The Bank has upgraded the CMS system for both Payments and Collections enhancing its features and benefits. At the end of FY 2021, the Bank had 6,039 active customers using the CMS facilities.

Business Internet Banking (BIB)

The Bank offers state of the art BIB product especially designed for MSME/ SME customers. The adaptive and responsive feature of the application makes it user friendly for customers across devices. At the end of FY 2021, BIB facility had 31,363 users.

TREASURY, MONEY MARKET AND FOREIGN EXCHANGE

Treasury

Treasury actively manages liquidity, compliance with important regulatory items such as CRR/ SLR, trading in fixed income securities and currencies and investment in Initial Public Offers (IPOs). Treasury also shares the responsibility of interest rate risk management of the Bank. In FY 2021, the Bank made gains in a cautious manner by utilizing the trading opportunities in G-Sec presented by declining interest rates. The Bank selectively invested in equity IPOs and booked profits by way of listing gains. The Bank also invested in units of liquid Mutual Funds to earn interest income on liquidity mismatches.

Money Market

India's Gross Domestic Product (GDP) growth took a severe hit due to the pandemic and is estimated to contract to 8.50% as against a growth of 4.0% during FY 2019-20. The Index of Industrial Production (IIP) too remained muted indicating slowdown and lack of demand. The Consumer Price Index (CPI) inflation moved up from 6.58% to a high of 7.61% in November 2020 before cooling off to 5.03% by March 2021. To support investment and growth, RBI took many admirable and proactive steps and maintained ample liquidity in the system. The year FY 2021 has been a roller coaster ride for the markets. The Sensex went down to as low as 25,639 points in March 2020 and thereafter it has rallied to cross 50,000 points.

Foreign Exchange

The Covid-19 pandemic has inflicted huge damage to human lives and livelihood. Every country has been pushed to the edge by the unprecedented challenges thrown by Covid-19. The global economy has contracted and the situation is far worse than the years 2008-09 financial crisis. The INR touched an all-time low of 76.92 against the US Dollar when India announced stringent lockdown in March 2020. However, robust investment and portfolio inflows, added to the surplus liquidity arising out of favorable policies of major central banks. This aided INR recovery to 72.25. Subsequently, rising crude oil prices and US yields resulted in capital outflows causing the INR to US Dollar to close at 73.11. The USD index touched a high of 103 in March 2020, however the rollout of vaccines, gradual opening of the economies and uptick in business activities reduced the demand for USD and the USD index stood at 93.20 in March 2021.

RISK MANAGEMENT

Risk is an integral part of the banking business and the Bank's aim is to maintain portfolio quality by making appropriate risk/reward trade-offs. The Bank is exposed to credit, concentration, market, country exposure, liquidity, operational, fraud and reputation risk. The Board of Directors of the Bank has oversight of risks assumed by the Bank and has delegated its power to manage risks to Risk Management Committee (RMC) of the Board.

Credit Risk

The Credit Risk unit ensures alignment with the objectives of achieving growth while maintaining portfolio quality by making appropriate risk / reward trade-offs. The idea is to ensure long-term sustainable performance across business cycles. On-going efforts are made to improve risk assessment and controls. Credit Risk over time has developed capabilities to assess the risks associated with various products and business segments. As far as possible, efforts are made to standardize the entire process pan India while considering geographic nuances. The Bank has implemented a rating model that considers both quantitative and qualitative factors and produces a rating that becomes one of the key inputs to credit decisions. To continuously improve the quality of the portfolio, the Credit Risk unit uses SAS analytics and has created several insightful models that helped in refining the product offering, choosing the target segment of customers, collections and recoveries. Key processes in credit underwriting were examined and duplication was reduced to improve speed of processing. Periodic portfolio reviews were conducted with the business units that helped improve portfolio quality.

Concentration Risk

Concentration risk is monitored and managed both at the customer level and at the aggregate level. The Bank, inter alia, continuously monitors portfolio concentrations by segment, ratings, borrower, group, sensitive sectors, unsecured exposures, industry and geography. The Bank adopts a conservative approach within the regulatory prudential exposure norms.

Market Risk

Besides the usual monitoring of Structural Liquidity, Interest Rate Sensitive Gap limits and Absolute Holding limits, the Bank also monitors interest rate risks using Value at Risk limits. Exposures to Foreign Exchange and Capital Markets are monitored within pre-set exposure limits, margin requirements and stop-loss limits.

Country Exposure Risk

The Bank has established specific country exposure limits which is capped at 15% of its Capital Funds. The limit also depends upon rating of individual countries. The Bank mitigates risks using insurance cover available through the Export Credit and Guarantee Corporation (ECGC), where appropriate.

Liquidity Risk

As part of the liquidity management and contingency planning, the Bank assesses potential trends, demands, events and uncertainties that could result in adverse liquidity conditions. The Bank's Asset Liability Management (ALM) policy defines the gap limits for the structural liquidity and the liquidity profile is analysed on both static and dynamic basis by tracking cash inflow and outflow in the maturity ladder based on the expected occurrence of cash flow. The Bank undertakes behavioural analysis of the non-maturity products, namely CASA, Cash Credit and Overdraft accounts on a periodic basis to ascertain the volatility of balances. The renewal pattern and premature withdrawals of Term Deposits and drawdowns of un-availed credit limits are also captured through behavioural studies. The liquidity profile is estimated on an active basis by considering 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 avoid 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 Bank's 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.

Process Review

The Bank strives to continuously improve process controls and customer satisfaction. The Bank has a separate cross functional committee - Management Committee for Approval of Processes (MCAP). New products and processes are subjected to review by MCAP. The Committee is tasked with identifying operational and compliance risks in new products/processes and ensuring that steps are taken to mitigate the risks. Also, MCAP, on an on-going basis reviews existing processes for further improvement. In the FY 2021, 108 products/ processes were reviewed by MCAP.

Reputational Risk

The Bank pays attention to issues that may create reputational risks. Events that can negatively affect the Bank's reputation are handled cautiously ensuring utmost compliance and in line with the values of the Bank.

IMPLEMENTATION OF BASEL III GUIDELINES

In accordance with the RBI guidelines, the Bank has migrated to Basel III capital adequacy disclosures with effect from Q1 FY 2014. The Bank continues to review and improve on its risk management systems and practices to align them with international best practices. The Bank has implemented Standardized Approach for Credit Risk, Standardized Duration Approach for Market Risk and Basic Indicator Approach for Operational Risk.

INFORMATION TECHNOLOGY (IT)

Empowering customers to do banking frictionless banking is new norm in of banking. Customers are demanding high level of convenience, digitization, simple user interface and interconnected seamless journey.

In FY 2021, the Bank has taken many initiatives in technology. It was a very difficult year as uninterrupted services had to be provided to customers in a situation where physical movements were severely restricted.

The following are some of the key initiatives in FY 2021:

• Upgraded Finacle Core Banking Platform from 7.x to 10.x. This was a massive conversion exercise completed with minimal customer inconvenience.

• Implemented "Positive Pay System" for safety of cheque-based transactions.

• Implemented interactive screen-based service delivery at branches

• DCB Health Plus Fixed Deposit product launched with unique health insurance benefits

• Created ability for frontline to cross sell insurance seamlessly with gold loans in Gradatim.

• Created DCB Bank Blockchain solution - automated process for ATM cash replenishment.

• Digitized SWIFT basic tracker with Global Payment Innovation (GPI)

• Provided convenience of loan repayments via UPI channel.

• Added several unique/ new features in New Mobile Banking Application that enhanced customer experience.

• New features added in Internet Banking such as: o Account Statements available upto 3 months

o Form 15G/H, internet login alert via SMS and email to the account holder.

o Self-Registration for Internet Banking, Bill payments, Personalized Limits and Green PIN (paperless)

• DCB Bank Branch App launched as a part of Covid-19 Social Distancing initiative for branches.

• Launched ACL Mobile Bulk SMS Platform for Promotional and Security Awareness SMS

• Automated Lease Management Application - P2P procurement tool to automate and track entire rentals payment process.

• Created e-KYC Module (App and Web Portal) - to provide a platform to the bank users/ employees and business correspondents to perform the e-KYC

• Initiated website based (online sales process) customer journey via Bank's website to facilitate insurance sales with built in compliance checks.

BUSINESS INTELLIGENCE UNIT (BIU)

The core objective of BIU is to support all businesses and functions to make decisions using data analytics. The Bank has a scalable analytical stack in areas of Big Data, Machine Learning and Deep Learning comprising of an Enterprise Data Lake and GPU servers. The analytical platforms used in the Bank include SAS Viya, R, Python and Spark. This has assisted businesses and functions in several "Use Cases" in the field of Machine Learning and Artificial Intelligence such as building predictive models like default behaviour scorecards, using techniques such as time-series forecasting and optimisation for cash loading at ATMs, text mining and NLP for sentiment analysis, Big Data capabilities for analysing behavioural patterns for campaigns, product selection, ADF submissions, etc. amongst other initiatives combining power of Analytics and Technology.

OPERATIONS

Despite very difficult environment, Operations ensured that services were functional throughout the lockdown disruptions. Staff safety was given high importance and proactive steps were taken to create backups for key activities to avoid interruption in service. Centralized Payment Center was created to bring payments processing under a single umbrella and make it operational 24/7. There was a lot of focus on automation and robust processes were created / strengthened using the power of technology. RTGS and NEFT 24/7 was implemented and enterprise reconciliation capabilities were enhanced for 24/7 operations. The Quality Assurance function within Operations was revamped to make it robust and proactive. The entire lockdown was handled with minimal operational errors. Operations continued to focus on cost efficiency, productivity, and controls.

INTERNAL AUDIT (IA)

IA function has employees with varied domain background and experience. The IA team comprises of professionals, experienced bankers, specialists and "freshers". IA function reports into the Audit Committee of the Board (ACB) which constitutes members with strong domain and audit knowledge. ACB oversees the IA function, monitors performance and provides regular guidance for improving control and compliance. In FY 2021, IA worked on converting the challenge of not being able to do physical visits into an opportunity to enhance its working through vastly strengthening analytics and MIS. The Continuous Audit and Monitoring system (CAMS) framework which was initiated a year back had helped in continuing the internal audits and reviews with minimal interruption. In FY 2021, CAMS was integrated with core banking and the tool kit was automated. In FY 2021, IA conducted 260 branch audits, 47 periodic audits and 10 IT audits. IA has a small team of retired bankers who provided robust support in identifying and highlighting key process gaps in the various businesses / functions. IA team members attended multiple online training programmes for continuous enhancement of knowledge and audit methods. IA function also brought in two new modes of branch audit being spot audit (a one day focussed audit on physical verifications at the branches on surprise basis) and hybrid model audit (where external audit professional support is used for physical verification). These audits are supported by internal analytics.

VIGILANCE

The Fraud Risk Monitoring (FRM) unit has been enhanced through inclusion of additional data points into the monitoring tool and reviews. The scope and coverage has also been expanded with 24x7 monitoring. The Bank is enabled for early detections of possible fraud transactions / usage through multiple channels. Through process improvements, the Vigilance unit has improved reporting, investigation and response to queries received from various law enforcement agencies. The Vigilance unit had continued to conduct fraud risk awareness using online training sessions. FRM and Vigilance units have continued to identify process gaps (if any) in respect of fraud risks and provided recommendations for fraud prevention and detection.

COMPLIANCE AND RISK BASED SUPERVISION BY THE RBI

The Bank's Compliance unit is independent of business and operation functions. This function has created detailed procedures to ensure compliance with applicable regulations. In addition to ensuring timely submission of various returns to regulatory and statutory authorities, the Compliance unit ensures that the Bank's internal procedures and processes are in adherence with the applicable regulatory and statutory guidelines. The Compliance unit is also responsible for AML / KYC monitoring and for executing the same, the Bank relies on advanced software and analytics. The Bank is covered under the Banking Ombudsman Scheme of the RBI wherein escalated customer complaints received through the Office of the Banking Ombudsman are addressed under a well-defined Customer Grievance Redressal mechanism. To strengthen the internal grievance redressal system and to ensure that the complaints of customers are redressed at the level of Bank itself, to the extent possible, an Internal Ombudsman has also been appointed in line with RBI guidelines. The Compliance function also has a separate unit for Compliance Monitoring and Testing on an ongoing basis which also carried out compliance risk assessment of each of the units in the Bank to drive focussed attention to address the identified issues.

HUMAN RESOURCES (HR)

The Bank believes that employees are the driving force for growth, branding program and success. It is employee asset that builds readiness, facilitating adaptability and ensures sustained performance.

The year FY 2021 was marked by the outbreak of Covid-19 and the pandemic had devastating impact on India and the world. It affected everyone (customers, employees, business, etc.) This unprecedented situation required us to act with empathy, innovation, and agility. As an essential service, we had to ensure continuity of business without compromising the safety and health of employees, their families, and customers. The HR team came up with unique ideas across the four pillars of Build, Develop, Care and Engage. HR responded quickly and adapted to online and digital methods so that the safety norms and social distancing were always adhered to.

The Bank continues to be certified by the "Great Place to Work" Institute for building a High Trust and High-Performance culture for the year.

Build

At the end of FY 2021 the Bank's headcount was 6,432. The Bank was able to provide cross functional opportunities to employees through "Own Your Future" an internal job posting initiative which has been very successful. The Bank also introduced Genesis, an AI Based cloud application tracking system which facilitates resume parsing, AI based job suggestions, profile screening and social hiring to name a few contemporary techniques. The Bank has over 1.6 lakh followers on LinkedIn which is primary source for recruitment and branding.

The Bank continued its flagship B-school competition that has been recognized as one of the best practices in the industry. The Bank scaled up its "The Top Recruit" program and campus engagement initiatives across various regions, covering around 8,000 participants from 200 B- Schools in cities like Bengaluru, Delhi, Kolkata, and towns in Maharashtra.

Develop

The Bank continued to provide training to all employees laying emphasis on key compliance modules like POSH, Risk Management and Capacity Development. Given the unprecedented situation of Covid-19, trainings were conducted online via our e-learning platform "LUMOS".

The Bank also launched the Regional Ethics Workshops to address Code of Conduct, re-iterate importance of ethical practices and the POSH policy of the Bank.

"Anybody Can Train - ABCT" was initiated in FY 2021 to encourage and build a culture of self-learning and development. This initiative provided a platform to employees to share their learnings on topics of their choice. DCB Podcast, and SuperWise were video based initiatives where senior management shared their insights on a range of management subjects to a large section of employees.

The Bank continued to enhance employee knowledge on process and compliance related areas through "Project Prayas" and "Project First Time Right (FTR)".

In addition to this, we initiated a series of byte sized Masterclass on Leadership sessions to help supervisors navigate in uncertain times. Leaders shared their perspective on a wide array of topics right from Ownership, Communication and Decision Making. A blended learning program was organized for our Branch Managers to take up leadership roles in the Bank.

Care

In March 2020, the Bank created a cross functional task force to deal with the employee related matters with respect to Covid-19 pandemic. Covid-19 task force provided timely help to employees / families affected by Covid-19 infection, ensured compliance to local and central government guidelines, and constantly communicated the need for maintaining Covid-19 protocols. The Bank laid down "Work From Home" guidelines and ensured seamless continuity of work by working closely with IT, Admin and Operations teams.

The Bank also organized virtual event for appreciation of "DCB Heroes" employees who did outstanding work during the lockdown. The Bank introduced a 14-day special Covid-19 leave for employees who tested positive for the infection. The Bank offered enhanced Mediclaim plan in FY 2021 for employees. The Bank also offered from financial assistance to tide over Covid-19 impacted employees/families. Some employees also used the counseling services through the Bank's Employee Assistance Program. An online "Health Carnival" event was organized for providing emotional and psychological support to employees. The Bank's employees also participated in Walkathons, MasterChef Contests and Online activity sessions.

At DCB Bank, we remain true to our value of Contribute - Giving back to the society. The Bank's CSR activities range from clean up, waste management, habitat restoration, tree planting, creating awareness amongst people on water conservation and waste management. The Bank had volunteers who attended virtual workshops on "best from the waste" in the lockdown. Towards improving the country's environment, the Bank planted over 100,000 trees during FY 2021.

Engage

The Bank has focused on programs for employees with the objective to create sense of teamwork and camaraderie. The Bank has a signature employee recognition forum called "DCB Spotlight" for felicitating top performers in different regions. "DCB Spotlight" employee recognition event was held virtually across 10 locations.

"Hour HR" (our live radio show) helped employees directly interact with HR and seniors. The topics ranged from doctor's help during the pandemic, managing the psychology of teams, promotion process and mediclaim.

An inhouse "Women's Day" special show for women employees was organized where senior women leaders spoke about their careers.

Quarterly newsletter, "High Decibel" is a communication channel where employees contribute articles of personal experience and professional achievements. This medium was yet again used regularly to communicate with employees.

Corporate Social Responsibility (CSR)

The Bank's CSR thrust areas are Water, Waste Management, Renewable Energy and Recycling. Employee volunteering and participation for tree plantation, habitat restoration, clean-up of parks, lakes and local water bodies is constantly encouraged. More and more DCB Bank employees are participating in CSR activities every year. In FY 2021, the Bank offered employees the option to participate in video meetings for kitchen gardening workshops. Over 100 employees with their families attended sessions on converting of kitchen waste to manure for use in kitchen garden.

CUSTOMER SERVICE

Delighting customer in 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 along with the Senior Management team. The Bank has constituted an independent "Service Excellence" team to analyse customer complaints, identify root cause for service issues, make process improvements and work with the various businesses and functions to continuously enhance service levels. The Bank has an "Integrated Centralised Complaint Management" system and standards to ensure that customer queries and complaints are not missed out and are resolved in a timely manner.

The Bank continues to make steady progress on the concept of Power of Three - Empathy, Speed and Quality (ESQ) initiative launched many years ago. 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. The Service Excellence team regularly conducts review of progress on six pillars with key stakeholders, weekly calls with frontline staff to obtain feedback, surprise visits to various units, customer meetings, focus groups and "mystery shopping" to understand frontline service culture and competence. 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).

MARKETING/BRAND AWARENESS

In FY 2021, despite lockdown and restrictions, the Bank continuously took numerous measures to create brand awareness and improve visibility like methods adopted by FMCG, 3,000 odd store boards (Grocery, Pharmacy, Kirana, Food Joints, Stationery etc) with DCB Gold Loan branding were installed in the neighbourhood of branches across 15 states. These boards created awareness and improved new customer acquisitions. The Bank, wherever possible, through posters and other means, repeated messages regarding social distancing, frequent cleaning of hands and use of masks. Local regional news channels and cable channels were sought after by target audience during the national lockdown. DCB Gold Loan campaign was initiated across 23 regional channels covering 12 states. Gold Loan Mobile Van activation campaign was done in Odisha covering the neighbourhood and key locations across various branches. Animation videos were created in regional languages for customer education and awareness relating to loan moratorium and use of digital modes for repayments for various loan products. Unique programs like "Draw to Win", "Three Cheers for Chef"', "Picture Perfect", "Musical Housie" were conducted online to engage with the customers during the lockdown. The Bank also launched DCB Gold Loan Musical AV to for existing and new customers.

The Bank created new communication for DCB Fixed Deposit, DCB Suraksha Fixed Deposit, DCB Recurring Deposit, DCB Health Plus Fixed Deposit, DCB Zippi Online Fixed Deposit, DCB Senior Citizen Fixed Deposit, DCB Gold Loan and DCB Remit. Throughout the year, the Bank ensured above the line presence in local print, outdoor and digital campaigns for Gold Loan and Fixed Deposit products. DCB Remit was promoted on social media and digital channels which in turn helped customers to remit funds to their near and dear ones safely from the comfort of their homes. DCB Top Recruit Program and Healthify campaign were conducted successfully on social media.

IND AS IMPLEMENTATION

The Ministry of Corporate Affairs (MCA), Government of India has notified the Companies (Indian Accounting Standards) Rules, 2015 on February 16, 2015. Further, a Press Release was issued by the MCA on January 18, 2016 outlining the roadmap for implementation of Indian Accounting Standards (IND AS) converged with International Financial Reporting Standards (IFRS) for banks. As per earlier instructions, banks in India were required to comply with the IND AS for financial statements for accounting periods beginning from April 1, 2018 onwards, with comparatives for the periods ending March 31, 2018 or thereafter. Progressing towards IND AS, the Bank had prepared pro forma financials as on June 30, 2017 as per extant regulatory guidelines and submitted the same to the RBI. On April 05, 2018, the RBI had announced deferment of implementation date by one year with IND AS being applicable to banks for accounting periods beginning April 01, 2019 onwards. In preparation for the

same, the Bank has been submitting quarterly pro-forma financials to the RBI from quarter ended June 30, 2018. On March 22, 2019, the RBI has announced deferment of the implementation of IND AS by banks till further notice; however, the Bank continues to submit to the RBI pro forma financials on a quarterly basis.

PARTICULARS OF LOANS, GUARANTEES OR INVESTMENTS BY THE BANK

Not applicable being a banking company.

PARTICULARS OF CONTRACTS OR ARRANGEMENTS WITH RELATED PARTIES

All the transactions with related parties are in the ordinary course of business and on arm's length basis and there are no 'material' contracts or arrangement or transactions with related parties and thus disclosure in Form no. AOC-2 is not required.

POLICY ON RELATED PARTY TRANSACTIONS OF THE BANK

The Bank has a policy on Related Party Transactions and the same has been displayed on the Bank's website at the following link:

https://www.dcbbank.com/pdfs/Policy-on-Related-

Party-Transactions-2019-20.pdf

BUSINESS RESPONSIBILITY REPORT

In terms of Regulation 34(2)(f) of the SEBI Listing Obligations and Disclosure Requirements (LODR) Regulations 2015, the Bank's Business Responsibility Report describing the initiatives taken by the Bank from an environmental, social and governance perspective forms part of this Report and has been hosted on the website of the Bank at the following Link:

https://www.dcbbank.com/pdfs/BUSINESS_

RESPONSIBILITY_REPORT-2020-21.pdf

CORPORATE SOCIAL RESPONSIBILITY (CSR)

1. Brief outline on CSR Policy of the Company.

CSR Activities shall mean all the Corporate Social Responsibility activities / programs / initiatives of the Bank, either ongoing or new, dealing with the activities mentioned in thrust areas. The activities shall conform to those specified in Schedule VII to the Act (as amended from time to time) and as recommended by the CSR Committee and approved by the Board.

Thrust areas or activities ascribed to them are defined in the Policy, as amended by the Board, from time to time.

Projects/ Programmes to be undertaken:

CSR Thrust Areas for DCB Bank

Thrust areas shall mean and include any one or more of the following CSR activities:

a) Conservation of water / water storage / water usage / protecting water bodies

b) Waste Management

c) Recycling

d) Promote waste-to-energy

e) Promote start-ups

f) Preservation of historical and heritage sites in situ focus on water conservation, waste management, recycling and, or waste-to-energy.

g) Support Disaster Relief

2. Composition of CSR Committee:

Sl. Name of Director No. Designation / Nature of Directorship Number of meetings of CSR Committee held during the year Number of meetings of CSR Committee attended during the year
1 Ms. Rupa Devi Singh Independent Director 1 1
2 Mr. Nassser Munjee Chairman 1 1
3 Mr. Murali M Natrajan Managing Director & CEO 1 1

3. Provide the web-link where Composition of CSR committee, CSR Policy and CSR projects approved by the board are disclosed on the website of the company.

https://www.dcbbank.com/pdfs/DCB-Bank-CSR-Policy-version-2021.pdf

4. . Provide the details of Impact assessment of CSR projects carried out in pursuance of sub-rule (3) of rule 8 of the Companies (Corporate Social responsibility Policy) Rules, 2014, if applicable (attach the report).: NA

5. Details of the amount available for set off in pursuance of sub-rule (3) of rule 7 of the Companies (Corporate Social responsibility Policy) Rules, 2014 and amount required for set off for the financial year, if any.:

Sl. No. Financial Year Amount available for set-off from preceding financial years (in ') Amount required to be set-off for the financial year, if any (in ')
1 0.01 Crore
Total 0.01 Crore

6. Average net profit of the company as per section 135(5). ' 456.91 Crore

7. (a) Two percent of average net profit of the company as per section 135(5) ' 9.14 Crore

(b) Surplus arising out of the CSR projects or programmes or activities of the previous financial years. NIL

(c) Amount required to be set off for the financial year, if any: NIL

(d) Total CSR obligation for the financial year (7a+7b-7c). ' 9.14 Crore

8. (a) CSR amount spent for the financial year: ' 9.15 crore

Total Amount

Amount Unspent (in ')

Spent for the Financial Year. (in ')

Total Amount transferred to Unspent CSR Account as per section 135(6).Date of transfer.

Amount transferred to any fund specified under Schedule VII as per second proviso to section 135(5).

Amount. Date of transfer. Name of the Fund Amount. Date of transfer.

(b) Details of CSR amount spent against ongoing projects for the financial year: NIL

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)

(11)

Sl. Name No. of the Project. Item from the list of activities in Schedule Local area (Yes/ No). Loca the p tion of roject. Project duration. Amount allocated for the project (in '). Amount spent in the current financial Amount transferred to Unspent CSR Account for the project as per Mode of Implementation - Direct (Yes/No).

Mode of Implementation - Through Implementing Agency

VII to the Act. State District. Year (in '). Section 135(6) (in '). Name CSR Registration
number.
1.
2.
3.
Total

(c) Details of CSR amount spent against other than ongoing projects for the financial year:

DCB BANK CSR PROJECTS FY 2020-21

# Name of Project Item from the list of activities in Schedule VII Local Area (Y/N)

Location of the project (State/District)

Amount ' Mode of implemen- tation (Direct) Y/N Mode of implemen- tation(name of Agency) CSR registration Number)
District State
1 Information, communication, education (ICE) solar street lights, Karjat, MH Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y Karjat Maharashtra 200,000 Y ADFACTORS Reg. number NA
2 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities. Y Mumbai Maharashtra 28,875 Y AGELYN Reg. number NA
3 Emergency ration Covid-19 disaster management, including relief, rehabilitation activities. Y Junagadh, South Delhi, Palghar Delhi NCR, Gujarat, Maharashtra 21,444,600 N AKAH INDIA CSR00001277

 

4 Education - school fee relief for children from underpriviliged families Covid-19 disaster management, including relief, rehabilitation activities. Y Mumbai South Maharashtra 100,000 N ANJUMAN E ISLAM CSR00004035
5 PPE kits- Sassoon Hospitals Covid-19 disaster management, including relief, rehabilitation activities. Y Pune Maharashtra 100,000 N APEX HYGIENE Reg. number NA
6 PPE-Govt Hospital Jodhpur Covid-19 disaster management, including relief, rehabilitation activities. Y Jodhpur Rajasthan 99,800 Y BACHHRAJ Reg. number NA
7 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities. Y Mumbai Maharashtra 22,050 Y CARRIER Reg. number NA
8 Emergency relief to people with disabilities Covid-19 disaster management, including relief, rehabilitation activities. Y Chintamani, Bengaluru, Tumkuru Karnataka 500,000 N CHESHIRE DISABILITIES TRUST CSR00004844
9 Medical Seva to impacted population and frontline workers Covid-19 disaster management, including relief, rehabilitation activities. Y Mumbai Maharashtra 50,000 N CHINMAYA SEVA TRUST Reg. number NA
10 PPE, gloves, sanitisers, masks-Govt Hospital Jodhpur Covid-19 disaster management, including relief, rehabilitation activities. Y Mumbai Maharashtra 57078 Y CLASSIC Reg. number NA Reg. number NA
11 Integrated watershed development & sustainable livelihood Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y Banki (Project Phase II) Odisha 4,612,627 N CONCERN INDIA FOUNDATION CSR00000898

 

12 Integrated watershed development & sustainable livelihood Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Banki

Odisha

1,555,900

N

CONCERN INDIA FOUNDATION

CSR00000898
13 Emergency ration Covid-19 disaster management, including relief, rehabilitation activities. Y

Falta

West Bengal

1,000,040

N

CONCERN INDIA FOUNDATION

CSR00000898
14 PPE kits Covid-19 disaster management, including relief, rehabilitation activities. Y

Hyderabad

Telengana

866,250

N

CONCERN INDIA FOUNDATION

CSR00000898
15 Tree plantation Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Banki

Odisha

343,357

N

CONCERN INDIA FOUNDATION

CSR00000898
16 Sustainability Environment, Education, Water, Health Y

Across India

Across India

957,500

Y

CONTENT INDIA SERVICES

Reg. number NA
17 Promote chemical free orgainc home cleaning solutions - facebook, twitter, online, instagram Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Across India

Across India

545,000

N

EKAM ECO SOLUTIONS

Reg. number NA
18 Waterless urinals-IAF Vadodara Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Vadodara

Gujarat

241,015

N

EKAM ECOSOLUTIONS

Reg. number NA
19 Waterless urinals- BBSBECC Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

Fatehgarh Punjab

169,596

N

EKAM ECO SOLUTIONS

Reg. number NA

20 Waterless urinals-IAF Rajokri Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

New Delhi Delhi NCR

166,647

N

EKAM ECO SOLUTIONS

Reg. number NA

21 Waterless urinals-IHC Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

South Delhi Delhi NCR

80,700

N

EKAM ECO SOLUTIONS

Reg. number NA

22 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai Maharashtra

298,220

Y

ELPEE

Reg. number NA

23 Tree plantation local tree species Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

Bengaluru Karnataka

266,210

N

ENSYDE

CSR00002246

24 Mitigate immpact of Covid-19 Covid-19 disaster management, including relief, rehabilitation activities.

Y

Gurugram, North Delhi, South Delhi Delhi NCR & Haryana

200,000

N

FRIENDICOES

CSR00001140

25 Emergency relief cooked food Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai Maharashtra

1,000,000

N

GIANTS WELFARE FOUNDATION

Reg. number NA

 

26 Rations, Cooked Food Covid-19 disaster management, including relief, rehabilitation activities. Y All India Across India 2,000,000 N GOONJ CSR00000291
27 Emergency ration Covid-19 disaster management, including relief, rehabilitation activities. Y Mumbai Maharashtra 500,000 N GREEN COMMUNITIES FOUNDATION CSR00004068
28 Miyawaki Plantation- Project III Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y Navi Mumbai, Pimpri, Gautam Buddh Nagar Maharashtra & Uttar Pradesh 14,250,000 N GREEN YATRA TRUST CSR00000236
29 Miyawaki Plantation- Project II INS HAMLA Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y Mumbai Maharashtra 6,000,000 N GREEN YATRA TRUST CSR00000236
30 Miyawaki Plantation- Project I INS HAMLA Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y Mumbai Maharashtra 1,080,000 N GREEN YATRA TRUST CSR00000236
31 Plantation Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y Mumbai Maharashtra 44,559 Y HOLY AUXULLIUM SCHOOL Reg. number NA

 

32 Tree plantation indigenous tree species Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Borivili

Maharashtra

6,932,775

N

INATUREWATCH FOUNDATION

CSR00003491

33 Tree plantation local tree species Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Kalyan

Maharashtra

6,038,075

N

INATUREWATCH FOUNDATION

CSR00003491

34 Karnala Bird Sanctuary app Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Raigad

Maharashtra

350,488

N

INATUREWATCH FOUNDATION

CSR00003491

35 Emergency relief cooked food Covid-19 disaster management, including relief, rehabilitation activities. Y

Delhi

Delhi NCR

95,238

N

JINDAL ENTERPRISES

Reg. number NA

36 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities. Y

Mumbai

Maharashtra

1,038,449

Y

KNYA FASHION

Reg. number NA

37 Sustainable livelihood & water harvesting Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Panna

Madhya Pradesh

1,985,380

N

LAST WILDERNESS FOUNDATION

CSR00006952

38 Emergency relief Covid-19 disaster management, including relief, rehabilitation activities. Y

Across India

Across India

300,000

N

MAGIC BUS FOUNDATION

Reg. number NA

39 Emergency relief Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

200,000

N

MAHALAXMI CADDIES WELFARE FUND

Reg. number NA
40 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

64,624

Y

NOVACARE

Reg. number NA
41 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

1,227,899

Y

OM SAI

Reg. number NA
42 Tree plantation local tree species Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

Pune

Maharashtra

627,442

Y

OXFORD GOLF RESORT

Reg. number NA
43 Mangroves Plantation Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

Kanyakumari

Tamil Nadu

2,125,000

N

PANGEA ECOASSET PVT. LTD.

Reg. number NA
44 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

20,633

Y

PRERANA

Reg. number NA
45 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

523,425

N

PRINCE ALY KHAN HOSPITAL (PAKH)

CSR00005415
46 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

65,625

Y

REBANTA

Reg. number NA

 

47 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities. Y

Mumbai

Maharashtra

418,790

Y

ROOPAM

Reg. number NA
48 Emergency relief cooked food Covid-19 disaster management, including relief, rehabilitation activities. Y

Mumbai

Maharashtra

500,000

N

ROTI FOUNDATION

CSR00006332
49 Tree plantation Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Across India

Across India

487500

N

SANKALPTARU

CSR00000590
50 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities. Y

Mumbai

Maharashtra

102,398

Y

SHINE MEDICAL

Reg. number NA
51 Groundwater development Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Aurangabad

Maharashtra

3,579,382

N

SM SEHGAL FOUNDATION

CSR00000262
52 Water harvesting Covid-19 disaster management, including relief, rehabilitation activities. Y

Morena & Gwalior

Madhya Pradesh

2,611,626

N

SM SEHGAL FOUNDATION

CSR00000262
53 Rainwater catchment Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water Y

Palwal

Haryana

284,170

N

SM SEHGAL FOUNDATION

CSR00000262
54 PPE, gloves, sanitisers, masks - Covid-19 treatment at PAKH Covid-19 disaster management, including relief, rehabilitation activities.

Y

Mumbai

Maharashtra

2,414,139

Y

TATARIA

Reg. number NA

55 DCB SOCIAL CSR Volunteers Ensuring environmental sustainability, ecological balance, conservation of natural resources and maintaining quality of soil, air and water

Y

Across India

Across India

53,505

Y

Various

Reg. number NA

56 Emergency ration Covid-19 disaster management, including relief, rehabilitation activities.

Y

Dehra Dun, Haridwar

Uttrakhand

690,368

N

WORLDWIDE FUND for NATURE INDIA

CSR00000257

Grand Total

91,516,955

(d) Amount spent in Administrative Overheads: NIL

(e) Amount spent on Impact Assessment, if applicable: NA

(f) Total amount spent for the Financial Year (8b+8c+8d+8e): ' 9.15 Crore

(g) Excess amount for set off, if any:

Sl. Particular No. Amount (in ')
(i) Two percent of average net profit of the company as per section 135(5) 456.91 Crore
(ii) Total amount spent for the Financial Year 9.15 Crore
(iii) Excess amount spent for the Financial Year [(ii)-(i)] 0.01 Crore
(iv) Surplus arising out of the CSR projects or programmes or activities of the previous financial years, if any NIL
(v) Amount available for set off in succeeding financial years [(iii)-(iv)] 0.01 Crore

9.(a) Details of Unspent CSR amount for the preceding three financial years: NIL

Sl. No. Preceding Financial Year. Amount transferred to Unspent Amount spent in the reporting

Amount transferred to any fund specified under Schedule VII as per section 135(6), if any.

Amount remaining to be spent in
CSR Account under section 135 (6) (in ') Financial Year (in '). Name of the Fund Amount (in '). Date of transfer. succeeding financial years. (in ')
1. 2. 3. Total

(b) Details of CSR amount spent in the financial year for ongoing projects of the preceding financial year(s): NIL

(1) (2) (3) (4) (5) (6) (7) (8) (9)
Sl. No. Project ID. Name of the Project. Financial Year in which the project was commenced. Project duration. Total amount allocated for the project (in '). Amount spent on the project in the reporting Financial Year (in '). Cumulative amount spent at the end of reporting Financial Year. (in ') Status of the project - Completed /Ongoing.
1
2
3
Total

10. In case of creation or acquisition of capital asset, furnish the details relating to the asset so created or acquired through CSR spent in the financial year: NIL

(asset-wise details).

(a) Date of creation or acquisition of the capital asset(s).

(b) Amount of CSR spent for creation or acquisition of capital asset.

(c) Details of the entity or public authority or beneficiary under whose name such capital asset is registered, their address etc.

(d) Provide details of the capital asset(s) created or acquired (including complete address and location of the capital asset).

11. Specify the reason(s), if the company has failed to spend two per cent of the average net profit as per section 135(5). NOT APPLICABLE

Sd/- Sd/- Sd/-
(Chief Executive Officer or (Chairman CSR Committee) [Person specified under clause (d)
Managing Director or Director) of sub-section (1) of section 380 of the Act] (Wherever applicable)

CRITERIA FOR DETERMINING QUALIFICATIONS, POSITIVE ATTRIBUTES AND INDEPENDENCE OF A DIRECTOR

• The Board shall have minimum 3 and maximum 15 Directors, unless otherwise approved. No person of age less than 21 years shall be appointed as a Director on the Board.

• The Bank shall have such person on the Board who complies with the requirements of the Companies Act, 2013, the Banking Regulation (BR) Act, 1949, Provisions of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 (the Listing Regulations), the 'Fit & Proper' criteria prescribed by the Reserve Bank of India (RBI), Memorandum of Association and Articles of Association of the Bank and all other statutory provisions and guidelines as may be applicable from time to time.

• Composition of the Board shall be in compliance with the requirements of Regulation 17 (1) of the Listing Regulations.

• Majority of the Directors as required under BR Act shall have specialized knowledge/experience in the areas like Agriculture, Banking, SSI, Legal, Risk Management, Accountancy, Finance etc.

• All Directors shall abide by the Code of Conduct.

• Directors shall not attract any disqualification and shall be persons of sound integrity and honesty, apart from knowledge, experience, etc. in their respective fields.

POLICY RELATING TO THE REMUNERATION OFDIRECTORS, KEY MANAGERIAL PERSONNEL AND OTHER EMPLOYEES

• MD & CEO, Company Secretary and Chief Financial Officer shall be the Key Managerial Personnel (KMPs) of the Bank.

• Except for the Chairman and the MD & CEO, no other Directors are paid remuneration, but are paid only sitting fees. The Chairman and the MD & CEO are paid remuneration as approved by the RBI and other applicable authorities, but are not paid sitting fees.

• Independent Directors are not entitled for Employee Stock Options.

• Remuneration of all employees including Senior Management and KMPs are decided as per the Compensation Policy of the Bank.

PARTICULARS OF EMPLOYEES

The Bank had 6432 employees as on March 31, 2021. 8 employees employed throughout the year were in receipt of aggregate remuneration of not less than '1.02 crore per annum and no employee was employed for a part of the year. The details of top 8 employees in terms of remuneration drawn pursuant to provisions of Section 197(12) of the Companies Act, 2013 read with Rule 5 (2) and 5(3) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 are appended separately (Annexure-I) and form part of this Report.

The Report and Accounts are being sent to the Shareholders excluding these particulars and any Shareholder interested in obtaining the said details may write to the Company Secretary at the Registered Office of the Bank

EMPLOYEE STOCK OPTIONS

The information pertaining to the Employee Stock Options is given in Annexure-II to this Report.

PARTICULARS PURSUANT TO SECTION 197(12) AND THE RELEVANT RULES

a) The ratio of the remuneration of each Director to the median employee's remuneration for the financial year ended March 31, 2021 and such other details as prescribed are as given below:

Name Ratio
Mr. Nasser Munjee (Chairman) 6:1
Mr. Murali M Natrajan (Managing Director & CEO) 142:1

b) The percentage increase in remuneration of each Director, Chief Financial Officer, Chief Executive Officer, Company Secretary or Manager, if any, in the financial year:

Name Ratio
Mr. Nasser Munjee (Chairman): 0%
Mr. Murali M Natrajan (Managing Director & CEO): 0%
Mr. Bharat Laxmidas Sampat (Chief Financial Officer): 0%
Ms. Rubi Chaturvedi (Company Secretary): 22%

c) The percentage increase in the median remuneration

of employees in the financial year: 0%

d) The number of permanent employees on the rolls of

Bank: 6,383

e) Average percentile increase already made in the salaries of employees other than the managerial personnel in the last financial year ended March 31, 2021 and its comparison with the percentile increase in the managerial remuneration and justification thereof and any exceptional circumstances for increase in the managerial remuneration: Average increase in remuneration is 1.15 % for employees other than Managerial Personnel & 0.43 % for Managerial Personnel (KMP and Senior Management). There are no exceptional circumstances for increase in the managerial remuneration.

f) If remuneration is as per the Compensation Policy of the Bank: Yes

PARTICULARS REGARDING CONSERVAT ION OF ENERGY, TECHNOLOGY ABSORPTION AND FOREIGN EXCHANGE EARNINGS AND OUTGO

The provisions of Section 134(3)(m) of the Companies Act, 2013 relating to conservation of energy and technology absorption do not apply to the Bank. However, as mentioned in earlier part of the Report, the Bank has been continuously and extensively using technology in its operations. Foreign Exchange earnings and outgo are part of the normal banking business of the Bank.

ESTABLISHMENT OF VIGIL MECHANISM

The Bank has in place a vigil mechanism pursuant to which a Whistle Blower Policy has been in vogue for the last several years. The policy was last reviewed in FY 2019-20. This Policy, inter alia, provides a direct access to a Whistle Blower to the Chief Compliance Officer (CCO) on his dedicated e-mail ccompliance@dcbbank.com and Chairman of the Audit Committee of the Board (ACB) on his dedicated email-ID cacb@dcbbank.com. The Whistle Blower Policy covering all employees and Directors is hosted on the Bank's website at http://www.dcbbank. com/cms/showpage/page/whistle-blower-policy".

None of the Bank's personnel have been denied access to the Audit Committee.

THE DETAILS IN RESPECT OF ADEQUACY OF INTERNAL FINANCIAL CONTROLS

The Bank has designed and implemented a process driven framework for Internal Financial Controls ("IFC") within the meaning of the explanation to Section134 (5)(e) of the Companies Act,2013. For the year ended March 31, 2021, the Board is of the opinion that the Bank has sound IFC commensurate with the nature and size of its business operations wherein controls are in place and operating effectively and no material weaknesses exist. The Bank has a process in place to continuously

monitor the existing controls and identify gaps, if any, and implement new and/or improved controls wherever the effect of such gaps would have a material effect on the Bank's operation.

DIRECTORS’ RESPONSIBILITY STATEMENT

Based on the frame work of internal financial controls and compliance systems established and maintained by the Bank, the work performed by the Internal, Statutory and Secretarial Auditors and the reviews performed by the Management and the relevant Board Committees, including the Audit Committee of the Board, the Board is of the opinion that the Bank's internal financial controls were adequate and effective during the year ended March 31, 2021. Accordingly, pursuant to Section 134(5) of the Companies Act, 2013, based on the above and the representation received from the Operating Management, the Board of Directors, to the best of their knowledge and ability confirms that:

(i) in the preparation of the annual accounts, the applicable accounting standards have been followed and that there were no material departure there from;

(ii) they have, in the selection of the accounting policies, consulted the Statutory Auditors and have applied their recommendations consistently and made judgments and estimates that are reasonable and prudent as to give a true and fair view of the state of affairs of the Bank as at March 31, 2021 and of the profit of the Bank for the year ended on that date;

(iii) they have taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of the Companies Act, 2013, for safeguarding the assets of the Bank and for preventing and detecting fraud and other irregularities;

(iv) they have prepared the annual accounts on a going concern basis;

(v) they have laid down internal financial controls to be followed by the Bank and that such internal financial controls are adequate and were operating effectively during the year ended March 31, 2021; and

(vi) proper system has been devised to ensure compliance withthe provisions of all applicable laws and that such systems were adequate and operating effectively during the year ended March 31, 2021.

COPY OF THE ANNUAL RETURN

A copy of the Annual Return as of March 31, 2021 pursuant to the sub-section (3) of Section 92 of the Companies Act, 2013 read with Rule 11 (1) of the Companies (Management and Administration) Rules, 2014 and forming part of this Report is placed on the website of the Bank as per provisions of Section134(3) (a) and is available at the following link: https://www.dcbbank.com/about-us-corporate-governance

CORPORATE GOVERNANCE

The Bank has been continuously observing the best corporate governance practices and benchmarks itself against each such practice.

A separate section on Corporate Governance and a Certificate from the Statutory Auditors M/s. S. R. Batliboi & Associates, LLP, Chartered Accountants (Registration No.101049W/E300004) regarding compliance of the conditions of Corporate Governance as stipulated in Schedule V of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 forms part of this Annual Report.

DIRECTORS

During FY 2021, Mr. S. Sridhar and Mr. C. Narasimhan, Non-Executive Independent Directors were ceased to be the Directors of the Bank on October 11, 2020 and Mr. Jamal Pradhan Non-Executive Non-Independent Director was ceased to be a Directors of the Bank on January 14, 2021 after completing their terms of eight consecutive years (the maximum permissible) as per the provisions of the Banking Regulation Act, 1949. The Board of Directors places on record its deep sense of appreciation for the valuable contributions made by Mr. S. Sridhar, Mr. C. Narasimhan and Mr. Jamal Pradhan during their long association as Directors of the Bank.

Mr. Shaffiq Dharamshi (DIN-06925633) was liable to retire by rotation and being eligible has offered himself for re-appointment.

With approval of the Reserve Bank of India, the Board of Directors of the Bank re-appointed Mr. Nasser Munjee as Non-Executive (Part Time) Chairman of the Bank for a period of one year from August 19, 2020 on an honorarium of '24 lakh per annum and reimbursement of actual business related expenses and annual club membership fee. The Board of Directors of the Bank recommends his re-appointment and payment of honorarium in the ensuing AGM.

The Board of Directors in its meeting held on May 8, 2021 has taken on record the approval of the Reserve Bank of India vide letter DOR.GOVNo. 37539/29.03.001/2021- 22 dated April 15, 2021 approving reappointment of Mr. Murali M. Natrajan as the MD & CEO of the Bank for a period of one year from April 29, 2021 on the remuneration as detailed in the explanatory statement of the notice of the 26th AGM. The Board of Directors of the Bank recommends his re-appointment and payment of remuneration at the ensuing AGM.

A brief resume relating to the persons who are to be reappointed as Director, Chairman and Managing Director & CEO, is furnished in the notice of the 26th AGM as well as in the report on Corporate Governance. Based on the disclosures provided by them, none of the above mentioned persons is disqualified from being appointed as a Director in terms of Section 164 of the Companies Act, 2013.

In the opinion of the Board of Directors, all the above mentioned Directors appointed/re-appointed during the year, possess the required integrity, expertise and experience.

None of the Directors of the Bank is related to each other per se.

CHANGE IN KEY MANAGERIAL PERSONNEL

There was no change in Key Managerial Personnel of the Bank during the year ended March 31, 2021

A STATEMENT INDICATING THE MANNER IN WHICH FORMAL ANNUAL EVALUAT ION HAS BEEN MADE BY THE BOARD OF ITS OWN PERFORMANCE AND THAT OF ITS COMMITTEES AND INDIVIDUAL DIRECTORS

1. The Chairman of the Nomination and Remuneration Committee of the Board (NRC) sent draft parameterized feedback forms for evaluation of the Board, the Committees, Directors and the Chairman through the Company Secretary of the Bank.

2. Independent Directors, at a meeting without the presence of anyone from the Non-Independent Directors and management, considered/evaluated the Board's performance, performance of the Chairman. Managing Director & CEO and other NonIndependent Directors.

3. The NRC and the Board subsequently evaluated the performance of the Board, the Committees and Independent as well as Non-Independent Directors. The members of the Board and the respective Committees evaluated the Board and the individual Committee. Every individual Director evaluated every other Director. The results were collated and the Chairman informed that the performance of the Board as a whole and its Committees was satisfactory.

The Chairman of the Board had one-on-one meeting with each Director to understand the Directors' input on effectiveness of the Board/Committees.

THE DETAILS OF FAMILIARISATION PROGRAMME ARRANGED FOR INDEPENDENT DIRECTORS HAVEBEEN DISCLOSED ON WEBSITE OF THE BANK AND AREAVAILABLE AT THE FOLLOWING LINK: https://www.dcbbank.com/pdfs/Familarisation- Proqramme-for-Independent-Directors 25-11-2020.pdf

STATUTORY AUDITORS

M/s. S R Batliboi & Associates LLP, Chartered Accountants (Registration No. 101049W /E300004) are the current Statutory Auditors of the Bank. They were appointed as Statutory Auditor of the Bank in the 25th AGM held on July 11, 2020 to hold office for a period of four consecutive years from the conclusion of the 25th AGM of the Bank, till the conclusion of the 29th AGM to be held for the Financial Year 2023-24 subject to the approval of the Reserve Bank of India.

Pursuant to the Guidelines for Appointment of Statutory Central Auditors (SCAs)/Statutory Auditors (SAs) of Commercial Banks (excluding RRBs), UCBs and NBFCs (including HFCs) dated April 27, 2021 issued by the Reserve Bank of India ('RBI Guidelines'), banks may appoint the SCAs/SAs for a continuous period of three years. Since M/s. S R Batliboi & Associates LLP have already completed one year as Statutory Auditors of the Bank for FY 2020-21, they may continue as Statutory Auditor for two more years, i.e. FY 2021-22 and FY 2022-23, subject to the approval of the RBI. In view of this, the Bank needs to revise the tenure of appointment of M/s. S R Batliboi & Associates LLP as Statutory Auditor of the Bank, to be read as a period of three years w.e.f FY 202021 till FY 2022-23, instead of the original tenure of four years w.e.f FY 2020-21 till FY 2023-24 as earlier approved by the shareholders. Further, the RBI Guidelines mandate that for banks with asset size of ' 15,000 crore and above as at the end of previous year, the statutory audit should be conducted under joint audit of a minimum of two audit firms. As the asset size of the Bank is above the threshold given, the Bank needs to appoint minimum of two joint statutory auditors as per RBI guidelines. Accordingly, the Board of Directors, on the recommendation of the Audit Committee, has finalized and recommended to RBI for approval, the name of M/s Sundaram & Srinivasan, Chartered Accountants, (ICAI Registration No. 004207S) as the first preferred firm to act as joint Statutory Auditors of the Bank for a period of three years from FY 2021-22 till FY 2023-24, subject to approval of the shareholders at the ensuing AGM and subject to RBI approval for each year of their tenure. This firm shall act as the joint Statutory Auditors of the Bank along with M/s. S R Batliboi & Associates LLP for FY 2021-22 and FY 2022-23 and thereafter act as joint Statutory Auditors of the Bank with such other new joint Statutory Auditor(s) who will be appointed by the Bank subject to prior permission of RBI and approval of the Members of the Bank from FY 2023-24 onwards.

Appropriate Resolutions in this regard are being proposed at the ensuing AGM for approval of the Members.

During the year ended March 31, 2021, total fees ' 97 Lakh paid to the Statutory Auditors M/s. S R Batliboi & Associates LLP.

SECRETARIAL AUDIT REPORT

Pursuant to the requirements of the Companies Act, 2013, the Bank has appointed M/s. Ananthasubramanian & Co., Practicing Company Secretaries (COP 1774) as the Secretarial Auditor for FY 2021 and their report is attached separately to this Report.

ACKNOWLEDGEMENTS

Your Board wishes to thank the principal Shareholder and Promoters, the Aga Khan Fund for Economic Development S.A. (AKFED) and all the other Shareholders for the confidence and trust they have reposed in the Bank. Your Board also acknowledges with appreciation the Reserve Bank of India (RBI) for its valuable guidance and support to the Bank. Your Board similarly expresses gratitude for the assistance and cooperation extended by SEBI, BSE, NSE, NSDL, CDSL, NPCIL, Central Government and the Governments of various States, Union Territories and the National Capital Region of Delhi where the Bank has its branches.

Your Board acknowledges with appreciation, the invaluable support provided by the Bank's auditors, lawyers, business partners and investors. Your Board is also thankful for the continued co-operation of various financial institutions and correspondents in India and abroad.

Your Board wishes to sincerely thank all its customers for their patronage. Your Board records with sincere appreciation the valuable contribution made by employees at all levels and looks forward to their continued commitment to achieve further growth and take up more challenges that the Bank has set for the future.

On behalf of the Board of Directors
Place: Mumbai Nasser Munjee
Date: July 13, 2021 Chairman

   

DCB Bank Ltd Company Background

Murali M Natrajan
Incorporation Year1995
Registered Office601& 602 Peninsula Business Pk,Tower A 6th Floor Lower Parel
Mumbai,Maharashtra-400013
Telephone91-022-6618 7000,Managing Director
Fax91-022-6658 9970
Company SecretaryRubi Chaturvedi
AuditorS R Batliboi & Associates LLP
Face Value10
Market Lot1
ListingBSE,MSEI ,NSE,
RegistrarLink Intime India Pvt Ltd
C-101 247 Park ,L B S Marg ,Vikhroli West ,Mumbai-400083

DCB Bank Ltd Company Management

Director NameDirector DesignationYear
Murali M Natrajan Managing Director & CEO 2021
Shaffiq Dharamshi Director 2021
Rupa Devi Singh Independent Director 2021
Iqbal Ishak Khan Director 2021
Rubi Chaturvedi Company Secretary 2021
Ashok Barat Independent Director 2021
Amyn Jassani Addtnl Independent Director 2021
Shabbir Merchant Addtnl Independent Director 2021
Somasundaram Palamadairamaswamy Addtnl Independent Director 2021
Rafiq Ramzanali Somani Addtnl Independent Director 2021

DCB Bank Ltd Listing Information

Listing Information
BSE_500
CNX500
BSESMALLCA
BSEALLCAP
BSEFINANCE
SML250
MSL400
BSEDFINRVG
BSEPVTBNK
NFTYMSC400
NFTYSC250

DCB Bank Ltd Finished Product

Product NameUnit Installed
Capacity
Production
Quantity
Sales
Quantity
Sales
Value
Interest/disc on advance/billsRs.0002843.1889
Income on investments Rs.000622.7931
Interest on balance with RBI Rs.00037.0808
Other Interest Rs.00033.5701

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