Fullerton India Credit Company Ltd. Q3 18 Update 1 A 100% - - PowerPoint PPT Presentation

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Fullerton India Credit Company Ltd.

Q3’ 18 Update

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DUBAI, UAE

19 Branches 285k Customers

INDIA

527 Branches 1,695k Customers 3 Provinces, Central CHINA 32 Branches 16k Customers

CHINA

82Branches 1,262k Customers

MYANMAR

14 Branches 75k Customers

CAMBODIA POST BANK

41 Branches 79k Customers

MALAYSIA

106 Branches 60k SME Customers

INDONESIA

1859Branches 4.2 M Customers

FFH has 8 operating financial services entities located across 7 countries serving 7.5 million customers Its vision is to develop unique business models that bring financial services to the underserved in emerging markets

A 100% Step-down Subsidiary of Temasek Holdings

Part of a global financial services firm, focused in the region

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FICCL History – Key milestones

2003

FFH, parent entity of FICCL is incorporated as a wholly-owned subsidiary of Temasek Holding (P) Ltd

2007/08

Commercial Launch of NBFC operations. Pan-India presence established.

2012/13

Capital infused for growth Rural network expanded. Funding diversified.

2015

Technology – core system revamped. Capital Infused for growth. Home Finance business launched.

2010

Commercial Vehicle business launched. Network consolidated. FICCL is incorporated as a wholly-owned subsidiary of FFH

2005

Entry into rural business. Managed economic downturn.

2009

Portfolio reshape and segmental shift to mass affluent. LAP, SME business re-launched. In-sourcing of critical functions

2011

Accelerated secured business, rural network Operations process revamp

2014

Digital deployment. Rural franchise expanded. Commercial Vehicles business accelerated. Branches exceeded 520, AUM crossed 13,800 cr.

2016/17

FICCL:- Fullerton India Credit Company Limited, FFH:- Fullerton Financial Holding

Customers (In ‘000)

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Branch Coverage

by city population size

…with strong presence in under banked geographies

• 45% of branches in cities with <100K population
• Deep experience in areas under the Regulator’s

focus for furthering financial inclusion

42 94 107 401 912

4 13 2 1

Urban – 223 Branches Rural – 304 Branches 22 States and 3 Union Territories 600Towns 51kVillages

Strong pan-India distribution network

Over 500 Branches covering 22 States and 3 UT

4 4 18 8 2 24 2 3 1 9 3 23 36 7 65 50 56 55 66 3 73

16 54 48 172 237 >5mio 1mio - 5mio 500k - 1mio 100k - 500k <100k

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Focused on a bankable, underserved segment

Serving customers with limited access to formal banking channels

Customer Segment Annual Household Income

• No. of Households

Serviced By Strugglers < INR 200K 121 Mn ( 50%) MFI Lenders Microfinance Affluent > INR 1,100K 13 Mn (6%) Foreign & Private Banks Servicing the segment below the Foreign and Private banks Addressable market of 75 Mn households – 50% is underserved Next Billion INR 200K – 450K Aspirers INR 450K – 1,100K 72 Mn (30%) 34 Mn (14%) FICC Rural FICC Urban

FICC targets underserved segment not covered by large banks and MFIs 1.6Mn live customers provide a large cross sell and upsell opportunity

Source : Euro Monitor and BCG

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A Well-diversified portfolio

Multiple product, customer and geographic segments create durability

Geographically diversified.. ..across multiple asset classes

Figures as of 31st Dec, 2017 Loans against Property, 29.5% Business Loans, 10.1% Salaried Personal Loans, 24.2% Commercial Vehicle Finance, 6.8% Rural Group Lending, 16.0% Rural Business Loans, 13.4% West, 33.2% North, 28.0% South, 35.5% East, 3.2%

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Multi-product offerings support a range of customer needs

Across Urban and Rural

Product Cross sell – Life/ General Insurance Commercial Vehicle Finance Business Loans Loan Against Properties Urban MSME Personal / Group Loans Rural Mortgages Vehicle Loans Rural Personal Loans - Salaried Loan Against Properties Consumer Urban MSME Rural Consumer Two-Wheeler, Personal/ Solidarity Loan Personal Loans Loan Against Properties, Commercial Vehicles Mortgages Loan Against Properties, CV Finance Mass Affluent Aspiring Affluent Small Enterprises Urban MSME Rural Consumer Tenor High > 60 mth Medium 24-60 mth Low 12-24 mth

Niche positioning, differentiated product offering allow addressing customer needs across lifecycle and income growth Deep market knowledge and customer

• utreach model retains margins while serving the

under banked Established customer on-boarding and operational capabilities to serve very large numbers

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Including a strong multiproduct rural franchise

Providing solutions across customer life cycle

Livelihood Micro- enterprise, consumption Consumption, Small business Aspirational Needs

Comprehensive product suite with insurance throughout the life cycle serves customer growth and aspiration Catchment model enables customer intimacy and superior service quality

Group Loans General Enterprise Loans Two wheeler loans Vehicle Loans Loans against property Mortgages Consumer durables

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41 39 45 52 56 64 10 10 6 Jun 17 Sep 17 Dec 17 Bank Loans Bonds CP Off Books 106 118 108 14 8 7 7 7 6 Jun 17 Sep 17 Dec 17 Liquidity Buffer Outflow (1m)

Well-diversified, conservative funding book

Diversification Matching tenors Adequate liquidity buffer(a)

(nos) Residual maturity in months (INR bio)

Basel III oriented, Board approved policies guide liability management Rigorous monitoring via ALCO Compliance oversight by independent verticals Three pillars of conservative liquidity risk management: Diversification (across instruments lender category) Matching asset-liability tenors Maintenance of adequate buffers

Long term stable and diversified funding base, with adequate liquidity cover

(a) Regulatory requirement is to keep liquidity buffer for 85% of 1 month outflow

32 29 29 23 22 23 9 9 10 Jun 17 Sep 17 Dec 17 Banks Insurance Cos MFIs 45 44 43 32 32 33 Jun 17 Sep 17 Dec 17 Customer Assets Borrowings

Stable Funding profile

(INR bio)

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Enterprise wide, independent risk management

Integrated approach covering entity wide risks

Overarching principles governing Risk Management strategy Analytics led proactive portfolio management strategies Underwriting strategies addressing the product/ customer segment / geographic nuances

Risk Appetite Statement and Country Risk Assessment set the guardrails Assessed for ‘through the cycle’ performance and ‘stress resilience’ Independent, integrated Operational risk and Fraud risk management Portfolio analytics evaluates portfolio optimisation PD, LGD models and risk based pricing used to guide portfolio Quarterly bureau scrubs flowing into early warning processes. Robust ‘champion-challenger’ environment to test boundaries Decisioning platforms based on application and behavior scorecards, fraud scoring, risk based pricing Supported by an automated Business Rule Engine with connectivity to bureau and fraud systems Judicious mix of local and centralized decisioning with robust deviation controls Strong collateral management – independent legal/valuation with in-house technical oversight

Collections management driven scientifically

In-house tele-calling set-up with recorded lines for quick reach out to early delinquencies Mix of in-house (for early buckets and secured portfolios) and agencies (for late bucket and recoveries) Propensity models, behavior scorecards and recovery scores for optimizing collection strategy Mobility solutions enabled for field staff which improves control environment significantly

Pro-active and continuous monitoring based on external environment, customer data and bureau trends

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Operational risk management

Strong Operational Risk management culture across all key verticals

Operational and Business Units (design and operational effectiveness)

1st line of defense

Independent Assurance by Internal Audit

3rd line of defense

ORMC ROC/ Board Oversight External Auditors Regulators

Operational Risk, Fraud Risk, InfoSec and Compliance

2nd line of defense OR framework components Implementation/ execution

Risk Governance framework Regular Operational Risk Management Committee meetings to review OR issues Quarterly Risk Oversight Committee meetings to assess OR profile Policy/ Procedures Robust Operational Risk policies and standards Internal Financial Controls (IFC) standards as mandated by Companies Act Risk Identification Comprehensive Risk library Regular process walkthroughs and reviews Risk Assessment & Measurement Periodic Risk Assessments Loss Data management Control & Mitigation Periodic control assessment Timely corrective actions Monitoring & Reporting Key Risk Indicators monitoring Regular reporting to ORMC and ROC

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Deep investment in analytics and decision sciences

Incorporating science across the credit cycle

Analytics is integral to driving business decision Scorecard Usage for Credit Decisioning Optimizing collection and recovery efforts Managing portfolio volatility

Identifying opportunities to maximize returns Explore new markets Selection through scorecard and models, Pricing for risk, Through the cycle ttc, nt Fraud detection & prevention Cross sell Credit risk monitoring cross selling Leverage monitoring Trigger based actions Optimising collections and recoveries Skip Tracing

Targe t Segm ent New Acco unt Acqui sition Portf

• lio

Mana geme nt Colle ction & Reco very

Application score predicts applicant’s likelihood to default Real time scoring using demographic and credit bureau information Scorecards play critical role in underwriting for both Secured and Unsecured products

Low Score Profitability Volatility Medium Score High Score

Higher booking volumes without negatively impacting the loss rates

PL Salaried Booking Volumes (INR Bio)

Behavior score De-prioritization for possible self-cure customers – stable X to 0 flow rates show scorecard effectiveness in reducing collection costs Collections score Scorecard based prioritization ensures high priority accounts’ roll back rate is significantly higher Business strategies aligned with

• rganizational risk

appetite statement to

• ptimize through the

cycle losses

9% 9% Jan'14 Jan'15 Jan'16 Jan'17 Jan'18

X to 0 flow

FY13 FY15 FY17

Expected Loss % Book Size

Average Slowdown Recession 1.0x FY15 FY16 FY17

RLM

15.7 24.2 3.7% FY16 FY17 YTD FY18 Bookings %30+

18% LOW MEDIUM HIGH

Roll back rates

Dec'17

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KYC Contract Data checks Process Servicing

Paper-based KYC submitted by customer, and validated against

• riginals

Wet signature contracts signed by customer, transported and physically stored centrally Physical income documentation, residence and employment checks Departmental flows: sales, credit

• ps / underwriting,

fraud control, booking, disbursals Branch based service assistance Electronic clearing and PDCs, with wet signature. Biometric-enabled KYC, with iris and/or fingerprint, available across all customer access channels, capable

• f completion

without human intervention. Electronic agreement, accepted digitally by customer Assessment through electronic income documentation Geo-location validation of residence/office Upload over mobile, web and chat interfaces Cross-functional end-to-end lean pods, active flow management, lower transportation, rework waste. Routine operations replaced by robots Near STP journey IVR, web and mobile app based self-service Migration to online payments, wallets UPI/Aadhaar Pay

Digitalizing through customer lifecycle

Capabilities today enable a fully digital customer onboarding path, with 30 mins from start to customer bank credit Traditional Digital journey

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Provisioning norms

We adopt provisioning norms that are consistent with regulatory norms

Cumulative NPA Provisions (Percentage) 90DPD 120DPD 150DPD 270DPD 360DPD 540DPD 720DPD Personal loans 10 100 Mortgages/Loans against property 10 25 50 70 100 Group loans 10 100 Commercial vehicle loans 10 30 60 100 2Wheelers 10 100 FICCL reports NPA at 90DPD FICCL provides 10% on classification (secured/ unsecured) For secured assets, FICCL ignores realisable value of collateral and provides on entire

• utstanding

Standard Assets provision maintained at 40bps against standard assets Unsecured assets

Classification Overdue for Provisioning Standard 3 months (0-89DPD) 0.4% Sub standard 15 months (450DPD) 10% Doubtful >15 months (>480DPD) 100%

Secured assets

Classification Overdue for Provisioning Standard 3 months (0-89DPD) 0.4% Sub standard 15 months (450DPD) 10% Doubtful (in stages) 16 –52 months (480-1560DPD) 20% – 50%(a)

RBI norms

(a) Assumes realisable value of collateral

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Capitalisation comfortably supports book growth

Well ahead of regulatory norms

Capital adequacy Shareholders’ funds

Percent (INR mio)

16.1 15.8 16.3 16.0 16.4 15.7 21.9 21.1 22.5 22.0 21.4 20.1

Mar 16 Sep 16 Mar 17 Jun 17 Sep 17 Dec 17 Regulatory Minimum (15%)

Total Tier 1

19,649 21,149 22,793 25,040 25,679 26,841 1,500 2,000 Mar 16 Sep 16 Mar 17 Jun 17 Sep 17 Dec 17 Capital Infusion

• a. Net Credit Loss includes Provision for Standard Assets.

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INR mio FY 17 Q1 FY18 Q2 FY18 Q3 FY18 YTD FY18 Net Revenue 16,082 3,612 4,148 4,619 12,379 Expenses 7,708 2,153 2,099 2,099 6,351 Net Credit Losses(a) 5,062 2,219 223 670 3,112 Pre Tax Profit 3,312 (760) 1,826 1,850 2,917 Post Tax Profit 2,143 (486) 1,169 1,184 1,867 Disbursals 73,322 24,165 27,849 30,767 82,781 Customer AUM 115,971 117,522 126,257 138,109 138,109 Shareholders’ Funds 25,040 24,554 25,679 26,841 26,841 Net NPA (%) 2.29^ 2.53 2.25 2.14 2.14 Branches (#) 526 526 525 527 527

Financial performance

^ RBI dispensation for NPA classification availed for Rural assets.

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Strong business momentum

Disbursals (INR mio) Assets Under Management (INR mio)

13,990 13,634 24,165 27,849 30,767 Q3 FY17 Q4 FY17 Q1 FY18 Q2 FY18 Q3 FY18 121,980 115,971 117,522 126,257 138,109 Q3 FY17 Q4 FY17 Q1 FY18 Q2 FY18 Q3 FY18

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INR mio Mar 15 Mar 16 Mar 17 Dec 17 Share capital 18,587 19,212 19,801 19,801 Reserves and surplus (2,913) 1,938 5,240 7,040 Borrowings 77,220 101,721 109,751 115,420 Provisions 999 1,599 3,610 1,757 Other liabilities 7,501 9,986 8,333 10,246 Total Liabilities 101,394 134,455 146,735 154,264 Liquid investments 10,499 17,125 22,544 7,338 Loans & Advances 87,999 113,255 117,083 139,071 Equity investments 100 600 3,610 3,610 Fixed and Intangible assets 466 538 735 700 Other assets 2,330 2,938 2,761 3,545 Total Assets 101,394 134,455 146,735 154,264

Balance sheet

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Gan Chee Yen Chairman

• Mr. Gan has been the Chairman of the Company since November 2011. He is a board member of Fullerton Financial

Holdings Pte Ltd, Singapore (FFH) and a board commissioner of Bank Danamon since 2003. He is also the CEO of

• FFH. Prior to his current appointment, he was the Co-Chief Investment Officer and Senior Managing Director at

Temasek International. He joined Temasek in 2003, first as CFO and subsequently in various senior management

• roles. He has served on several boards and currently sits on the Boards of several Temasek portfolio companies such

as Clifford Capital, Surbana Jurong, ACR Capital Holdings, CEI Limited and ST Asset Management. He is a member of the Institute of Singapore Chartered Accountants and a Bachelor of Accountancy from the National University of

• Singapore. He has also attended the Harvard's Program for Management Development in September 2001.

Board of Directors

Rajashree Nambiar is Managing Director and Chief Executive Officer at Fullerton India. In this role, she is responsible for the overall corporate strategy of the company and its subsidiaries. Prior to joining Fullerton India, Rajashree served as the CEO and Executive Director of India Infoline Finance Ltd, the NBFC arm of IIFL group where she served as. In IIFL Finance, Rajashree successfully developed and executed on a long term business strategy focused on diversification of the retail segment into retail housing, commercial vehicles, Gold loans and SME loans; she has created from inception a robust organisational structure with centers of excellence for core functions, and a strong future leadership pipeline. During her stint, IIFL Finance has shown strong year on year profitability with doubling of the book in a short span of 3 years. Prior to joining IIFL, Rajashree spent 22 years with Standard Chartered Bank within the retail segment where she held various management roles such as Head of Branch Banking, Country Head of Distribution and General Manager, Distribution & Alternate Channels, India & South Asia. Her last position at the Bank was as Head of Retail Products for India & South Asia. Rajashree is an MBA from Jamnalal Bajaj Institute of Management Studies. Rajashree Nambiar Managing Director & Chief Executive Officer

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Anindo Mukherjee Non - Executive Director

• Mr. Mukherjee has more than 25 years of banking experience. He also heads the Integrated Risk Management

unction at Fullerton Financial Holdings Pte Ltd (FFH), Singapore. Prior to joining FFH, Mr. Mukherjee was responsible for the Risk Management, Legal and Compliance functions in Fullerton India. Before Fullerton India, he was with Standard Chartered Bank, where he was the Regional Credit Officer for the Consumer Business in India & South Asia. Mr. Mukherjee has had exposure across a variety of international and private banks, including Bank of America, ABN AMRO Bank and HDFC Bank.

Board of Directors

• Mr. Kenneth Ho carries more than two decades of Consumer and Commercial Banking experience. He is a Graduate

in Economics in Flinders University of South Australia and a Master of Business Administration holder form university Putra Malaysia. Currently, he is the Senior Vice President, Consumer Banking for Fullerton Financial Holdings (International) Pte Ltd. Previously he was with Citibank for 10 years covering the roles of Regional Director, Consumer Secured lending of Citibank Asia Pacific regional office and in the Citibank Singapore Pte Ltd as head of Auto business and Citibusiness (Commercial Banking). Prior to joining Citibank, he also held substantial exposure in EON Bank Berhad, Malaysia, including managing the entire Auto loans Business (national) and covering numerous roles in Branch banking as well. Kenneth Ho Tat Meng Non - Executive Director

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Milan Robert Shuster

Independent Director

• Dr. Shuster, is a professional with several decades of experience in the banking sector. He has served in

various capacities at Asian Development Bank, ING Bank, National Bank of Canada and Nippon Credit Bank. After working as the President and CEO of P.T. Bank PDFCI, Indonesia, he held several stints at Bank Danamon

• Indonesia. He became its president and CEO and later its Independent Commissioner. He holds PhD in

international Law and Economics from Oxford University, Master of Law from London School of Economics, Bachelor of Law from University of Western Ontario and Bachelor of Business Administration from Ivey Business School.

Premod Thomas

Independent Director Independent Director

• Mr. Thomas is currently the MD and Head of Corporate Strategy at Clifford Capital Pte Ltd, a specialist project

and asset-backed finance company in Singapore. He is concurrently the Founder and CEO of Capital Insights Pte Ltd, an investment holding company focusing on private investment and strategy consulting. He serves as an Independent Director and Member of the Audit & Risk Committee of Mapletree Commercial Trust Ltd, Independent Chairman of the Investment Committee of MGSA Private Trust and Independent Director of Gemstone Asset Holdings Pte Ltd in Singapore. Before establishing Capital insights Pte Ltd, he served as the Group CFO of Hong Leong Bank and Executive Director of Singapore-listed GuocoLeisure Ltd. This was preceded by various senior stints in Finance and Banking with Temasek Holding Ltd, Standard Chartered Bank, and Bank

• f America. Mr. Thomas holds an MBA from the IIM, Ahmedabad (PGDM), and a B.COM Degree from Loyola

College, Chennai.

Board of Directors

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Renu Challu

Independent Director

• Ms. Renu Challu, is a seasoned banker with decades of experience in Banking. She was associated with the State

Bank of India (SBI) for more than 38 years serving in the variety of positions. Some of the positions held at SBI includes President & COO at SBI Capital Markets, MD & CEO as SBI DFHI , MD of State Bank of Hyderabad and Deputy MD, Corporate strategy and New Business Development at SBI. She is on the Board of many other companies and she is partner in 5th Bridge Data Technologies LLP. She is MA in Economics (Gold Medalist) from University of Lucknow. Independent Director

• Ms. Pillai, is a 1972 batch IAS officer who held numbers of senior positions in the Government of India (GOI) and

the State Government of Kerala for 40 years. She handled Industry and Finance portfolios for nearly twenty years. In GOI, she worked in the Ministries of Industry, Corporate Affairs, Labour and Employment. She contributed notably to 1991 reforms in Industrial and FDI Policies, as also in bringing amendments to corporate laws and in formulation of the National Skill Development Policy. In Kerala, as Principal Secretary Finance, she worked to achieve enhanced development outcomes, coupled with efficient fiscal management. Earlier, as CMD, Kerala Finance Corporation, she had dealt with the project financing to SMEs. Her last assignment was as Member Secretary (in the rank of Minister of State) Planning Commission, GOI. She is currently on the Boards of many other

• companies. She holds a masters’ degree in Public Administration from Kennedy School of Government, Harvard

University.

Sudha Pillai

Board of Directors

Shirish Apte

Independent Director

• Mr. Shirish Apte is serving as Director on several other Boards. Mr. Apte spent over 32 years with Citibank across

several countries and geographies. He was Chairman of Citibank Asia Pacific Banking from 2012 to January 2014 before retiring from Citi. Prior to that, he was regional CEO for Citibank businesses in the Central/Eastern Europe, Middle East & Africa, and co-CEO for Citi Asia Pacific. Mr. Apte is also a Council Member of the Singapore Institute

• f Banking & Finance. He has a Bachelor of Commerce degree from Calcutta University, and a Master of Business

Administration degree from London Business School, and qualified as a Chartered Accountant from the Institute

• f Chartered Accountants England and Wales.

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Leadership Team

Ajay Pareek

Business Head - Urban Ajay is a Chartered Accountant with over 21 years' experience in audit & financial services. Starting his career with

• A. F. Fergusons & Co, he moved to CitiFinancial as part of the start-up team to launch their retail finance business

in India. At CitiFinancial he handled the risk and operations functions for 3 years and later took over as a Regional Business Head. After 8 years at CitiFinancial, he joined Fullerton India in 2005 as part of the start-up team. Ajay is now Head of Urban Business and oversees distribution of the company's key products of Personal Loans, Mortgages, SME and Commercial vehicle.

Vishal Wadhwa

Business Head - Rural Vishal is the Head of Rural Business at Fullerton India. He is a Chartered Accountant from The Institute of Chartered Accountants of India with over 20 years of varied experience in Banking and Financial Services across Credit Cards, Consumer Banking Products, Collections and Retail Banking Operations. Vishal joined Fullerton India in March 2012 from Tata Consultancy Services, where he headed two key functions during his tenure – as Operations Head, facilitating client engagement and operations delivery for Commercial Bank of Qatar and as Consumer Operations Head for India Retail. Previously, Vishal worked with Citibank N.A handling Distributions Operations, Risk Management and Credit Operations across retail products and Branch Banking. Prior to Citibank N.A, Vishal worked with ABN AMRO and Citigroup as East Collections Head - Cards.

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Leadership Team

Deepak is the Chief Risk Officer and in his role he leads the overall Enterprise Risk Management across all business verticals of Fullerton India, which includes Credit Risk, Collections, Operational Risk, Fraud Control, Legal and Information Security functions. Prior to his appointment as the CRO, Deepak led the Internal Audit function at Fullerton India. Deepak joined Fullerton India in 2007 as Head – Retail Collections after successful stints at Cable Corporation, HCL Infosystems and Citibank. In his work experience of over 20 years he has handled diverse roles including Quality Assurance, Sales and Distribution, Debt Collections, Operational Risk and Audit. On behalf of Fullerton Financial Holdings, Singapore, Deepak has undertaken risk advisory and transformation assignments in Mekong Development Bank, Vietnam and Fullerton Finance, Myanmar. He is an Electrical Engineer with a Masters in Management from Jamnalal Bajaj Institute, Mumbai..

Deepak Patkar

Chief Risk officer Pankaj has an overall experience of 20+ years in various capacities across finance and allied functions. He is the Chief Financial Officer, Company Secretary and Chief Compliance Officer for Fullerton India Credit Company

• Limited. In addition, he holds the position of Chief Financial Officer of Fullerton India Home Finance Company
• Limited. At Fullerton, he is responsible for corporate planning, accounting, finance, taxation, compliance and

corporate governance functions. Prior to joining Fullerton in Sep 2007, Pankaj was associated with COLT Telecom (“COLT”), an affiliate of Fidelity international, as the Financial Controller-cum-Company Secretary. He has also been associated with GE Commercial Financial and Motherson Sumi Systems Limited in various capacities. Pankaj is a Chartered Accountant, Company Secretary and Cost Accountant from India and Certified Public Accountant from the State of Colorado, the USA.

Pankaj Malik

Chief Financial Officer

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Arvind Sampath

Head - Treasury

Leadership Team

Anil Noronha

Executive Vice President & Head – Human Capital Anil is the Executive Vice President and Head – Human Capital at Fullerton India and comes in with an experience of over 25 years. Prior to joining Fullerton India, he was heading the Human Resources function across companies such as, Novell Inc. USA, Ashok Piramal Group, Rajesh Wadhawan Group (DHFL Group), Bombay Dyeing and most recently Omkar Realtors & Developers. Anil has completed his Master’s in Business Management (HR) from NMIMS and also holds a Law Degree from Ruparel’s New Law College and is a gold medalist in Labour Law from Bharatiya Vidya Bhavan, Mumbai. Arvind is Head of Treasury at Fullerton India Credit Company Ltd. He is responsible for all liabilities strategy, surplus management and investor relationships. He has scaled up the Treasury over the last 5 years, de-risked liabilities, enhanced relationships and upsized financing. Across size and complexity, the Treasury has concluded several innovative transactions and raised the profile with the market including Masala bonds and deep relationships with DFIs. Arvind began his career with the ICICI Group and then moved to the treasury at Standard Chartered Bank. Arvind has over two decades of experience in financial markets, across a Primary Dealer, a Foreign Bank and a Non-Banking Financial Company. He is an Engineer with a Masters in Business Administration from FMS, Delhi .

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Leadership Team

Kaushik Ray

General Manager and Head – Operations & Customer Service Kaushik is the Head of Operations and Customer Service for Fullerton India. He joins from Creditexchange, a Bengaluru-based Fintech start-up, where he served as the Chief Operating Officer, responsible for setting up the Operations, Technology, Collections, Finance and Accounts processes. Previously, Kaushik was heading the Operations team at Fullerton India for over 6 years from 2005 to 2012. Earlier, he was part of the management team of DLL Financial Services, a fully owned subsidiary of the Rabobank group, as head of the Operations, Sales Support & Technology units. His other stints during his career of close to 25 years include, leading Trade transactions processing and Contact Center operations in Citigroup, International Trade in Reliance Industries and Corporate Loans sourcing for Summit Usha Martin Finance and Nicco Uco Financial Services. Kaushik holds a Post Graduate diploma in Management from Xavier Institute of Management, Bhubaneswar.

Bikramjit Ganguly

Chief Information and Digital Officer Bikramjit has an overall experience of 14+ years in various capacities across analytics and allied functions. He is currently the Chief Information and Digital officer for Fullerton India Credit Company Limited. At Fullerton, he is responsible for leading the company’s digital strategy and execution as well as the information technology and analytics functions. Prior to joining Fullerton in Mar 2012, Bikramjit was associated with Standard Chartered Bank, heading the regional credit risk analytics unit of South Asia. He has also been associated with Fair Isaac (“FICO”) in various capacities and has extensive experience of driving analytics driven strategies for major financial organizations across Asia, Middle East, Latin America, Europe and Africa. Bikramjit is a Masters in Statistics from the Indian Statistical Institute.

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Contact

Fullerton India Credit Company Ltd.

Floor 6, B Wing, Supreme IT Park, Powai, Mumbai 400 076 INDIA Phone: +91 22 6749 1234 www.fullertonindia.com

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Your Preferred Financial Partner

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