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DCB Bank Ltd.

BSE: 532772 Sector: Financials
NSE: DCBBANK ISIN Code: INE503A01015
BSE 00:00 | 22 Jun 175.05 0.65
(0.37%)
OPEN

174.00

HIGH

176.45

LOW

173.50

NSE 00:00 | 22 Jun 175.10 0.65
(0.37%)
OPEN

175.40

HIGH

176.80

LOW

173.55

OPEN 174.00
PREVIOUS CLOSE 174.40
VOLUME 742019
52-Week high 210.95
52-Week low 154.85
P/E 21.99
Mkt Cap.(Rs cr) 5,400
Buy Price 0.00
Buy Qty 0.00
Sell Price 0.00
Sell Qty 0.00
OPEN 174.00
CLOSE 174.40
VOLUME 742019
52-Week high 210.95
52-Week low 154.85
P/E 21.99
Mkt Cap.(Rs cr) 5,400
Buy Price 0.00
Buy Qty 0.00
Sell Price 0.00
Sell Qty 0.00

DCB Bank Ltd. (DCBBANK) - Chairman Speech

Company chairman speech

A time of We accelerating technological change that impactslive inextraordinary times. our lives on a continuous basis; a time of economic and politicalchanges since the financial crisis of 2008 and the rise of protectionism; technologicalchange affords amazing new opportunities for those who are quick to grasp thepossibilities that this change can offer to enterprises for developing new productsexperience and channels to engage with their customers.

The second most important element for organizational adaptation to thenew world that envelops us all is the inherent "culture" in which anorganization functions. The culture decides the ways in which the employees interact witheach other and with customers. It defi nes the energy the enthusiasm and ownership oftheir roles within the organization. It provides a sense of pride in sharing successes andanalysing failures for future learnings. Perhaps the most important aspect of the cultureis the sense of belonging to an organization – that they feel they are building theorganization individually and each one has a role in the growth and innovative process.Indeed the culture defi nes the success of an organization in the long run as it involvesthe most important component – its people.

Many years ago at DCB Bank we planted the seed for building thisculture. It needs to be sown and nurtured over many years. A delicate sapling transformsinto a sturdy tree branching out and staying rooted to its core principles. PrincipleCentred Leadership is the root of this tree; it informs every component of the treesgrowth and spread. I fi rmly believe that without this constant attention to the culturalevolution an institution may eventually falter and trip itself up even though it hasgrown large and successful.

We started transforming the Bank more than a decade ago and steadilybuilt our businesses. The Balance Sheet has now grown to over ` 30000 crores today. Thenumber is not as important as the manner in which it has been achieved. Some would saythis growth should have been more rapid. This evolution was rooted in principles ofintegrity of operations; a retail strategy on both sides of the balance sheet; building ofa cultural identity; intelligent design for quality growth; the principle of neighbourhoodbanking and transparency. Our numbers today refl ect not just a quantitative picture ofprogress but a qualitative one as well.

We are building strong foundations that can last. In every area ofactivity we are striving to achieve at a level that is cutting edge. I would like tomention a few supporting areas to frontline units that are normally not visible.

• Our branch expansion strategy was rolled out impeccably givingus a network of 318 branches over the 160 branches we started out with in October 2015.This gives us many degrees of freedom to grow CASA expand the Balance Sheet deliverproducts and serve customers across India.

• Our "Big Data" (Data Analytics) team has done someremarkable work on predictive analytics which is informing our businesses as well assupport functions. These capabilities are being refi ned on a continuous basis.

• Our Information Technology unit is progressing towards cuttingedge in terms of core solutions; its interactions with "fi ntech" companies; itssupport for product development for the frontline and its innovation for the future. Evenamongst peers it is considered to be such.

• Our Collections and Recoveries team have done a painstakinglysuccessful job in keeping our Non Performing Assets within the acceptable boundaries thatwe had set for ourselves. These are people who are in the frontline who work invisibly anduntiringly throughout the year.

• Our Human Resources (HR) unit is perhaps one of the mostenergetic and creative that I have seen in any organization. It is largely responsible forrecruiting people inducting them into our culture and developing them while they are withus in line with their own goals for growth. In the past two years HR has added over 1500people for our branch expansion program for customer facing and other roles.

The success of an organization cannot be attributed to particularverticals; it's the interdependence of all of them and the ability of the MD &CEO and the Management Team to integrate effectively across these verticals. It's aconstant circle of ‘analysis' leading to ‘synthesis' and back again.For an organization to be truly sustainable in the long run it requires all cylinders tobe fi ring in unison. I am convinced that the Bank after many years developed a culturethat is now coming into its own. Success is measured by the degree of coordinatedintegration that is systematically managed and executed. Success is shared andacknowledged.

That is why we use the theme this year of "Synthesise".It's the coming together of all the attributes of an organization under the broadbanner of "culture" which is the binding force under which effective integrationcan indeed take place. It needs to be a core element of leadership. I am happy to reportthat these processes are well underway at your Bank and in the ultimate analysis thereason why we can deliver and we aspire to do so in the years ahead.

Nasser Munjee
Chairman

Bengaluru April 14 2018