Catalyzing a Shared Sustainable Future: Responsible Banking at Yes Bank
| Case Code: FINC109 Case Length: 23 Pages Period: 2004-2016 Pub Date: 2016 Teaching Note: Available |
Price: Rs.500 Organization: YES Bank Industry: Banking and Financial Services Institutions Countries: India Themes: Sustainable Finance, Sustainability, Responsible Finance |
Abstract Case Intro 1 Case Intro 2 Excerpts
Background Note
Founded in 2003 by Rana Kapoor (Kapoor) with financial support from Rabobank, Yes Bank operated as a 'Full Service Commercial Bank'. Its mission was ‘to establish a high quality, customer centric, service driven, private Indian Bank catering to the future business of India.' Headquartered in Mumbai, India, Yes Bank had the distinction of being the only private Bank to obtain RBI's Greenfield Banking licence in India.
Yes Bank was able to enter the market due to the economic reforms initiated by the Government of India (GoI) in the financial sector of the country. Before the 1990s, the country had been dominated by the public sector banks, which held nearly 83 percent of the banking business in their hands. As part of the reforms in the banking sector, several new private sector banks were set up in the country to introduce more competition and improve efficiency in the sector. Some of the important private sector banks set up in the wake of the banking reforms were ICICI Bank, HDFC Bank, and UTI Bank (now Axis Bank). They started operations in 1994. All these new banks were given relatively easy approval to enter the sector. An important aim of the reforms in the banking sector was to increase the penetration of banking services and make them available to a larger percentage of people. The results of the reforms in the banking sector were impressive. The new generation private banks revolutionized the sector. Several technological advancements like the Automated Teller Machine (ATMs) were introduced; there was also an improvement in the financials of the banking sector. The capital adequacy of the Indian banks came on a par with international standards. The share of the Non Performing Assets (NPAs) as a share of gross advancements went down significantly, increasing the profitability of the banking sector. The other significant outcomes were the increasing recognition of the employees as strategic assets and the increase in the operational efficiency of the banks....
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