Integrated Asset Allocation Meeting Tiruppur November 5, 2017

Integrated Asset Allocation Meeting 
at Tiruppur on November 5, 2017

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Integrated Asset Allocation Meeting Coimbatore November 4, 2017

Integrated Asset Allocation Meeting at Coimbatore  November 4, 2017

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How a Workplace Can Truly Win Employees’ Hearts..?

How a Workplace Can Truly Win Employees’ Hearts..?


by Mr. Anurag Mathur, JLL India

survey-based report recently released by JLL confirms that Indian employees are the most engaged in the world. 69% of the Indian respondents feel ‘very engaged’ at work – way above the global average of 40%. China ranks second-highest with a 50% score, while Japan lags far behind with a mere 27% feeling engaged at work.

Basis these findings, here’s how India stacks up against the world:


Country
Employees feeling ‘very engaged’ at work
Employees feel they can work effectively
Working in an open plan setup
Office density
India
69%
74%
43%
52%
Hong Kong
23%
35%
70%
39%
Japan
27%
37%
60%
68%
Australia
38%
48%
51%
37%
China
36%
49%
20%
32%
Global
40%
51%
40%
45%

These findings led to an interesting question – what is the key ingredient for an effective and engaging workplace which can truly win the hearts of its employees? JLL dove deeper to analyse this, and found that the fairly simple answer to what contributes to a high employee engagement score– great workplace design – may only be superficial.

While 69% of the Indian employees feel ‘very engaged’ at work, only 43% currently working in an open-plan setup. Further, an interesting finding on Japan surfaced. Japan is a front-runner of the open workspaces concept in APAC, but it still reports only 27% employee engagement at work. This would indicate that it may not be only an open plan office setup that makes a workplace highly conducive for employee engagement. There has to be more to it.

To second this, we discovered that while China is second after India with 50% respondents reporting engagement at work, only 20% of its working population currently work in open plan setups. JLL also discovered that Chinese offices are the least crowded (32%) – half the density seen in Japan (68%).

This is certainly food for thought. Low office density means higher penetration of innovative facilities and amenities, which directly correlate to higher employee engagement and effectiveness. Matching this finding to the fact that close to 50% of the Chinese respondents report feel that their organisations let them work effectively, we can conclude that office density has a role to play in making workplaces effective and engaging. This is further vouchsafed by the fact that Japan reports 27% employee engagement with 68% office density.

Another interesting China-related finding was that Chinese employees are most willing to embrace change76% are willing to move to an open-plan layout in exchange for better workplace amenities, and 60% are willing to relinquish their personal workspaces in favour of hot-desking.

Australia presents an interesting contrast - though 51% of polled employees report being comfortable with working in open-plan offices, there is also some resistance for further change evident - nearly 1/3rd of employees are reluctant to shift to hot-deskingWhat can we learn from this?

Certainly, it could indicate that change management programmes are as important as change itself in driving employee effectiveness and engagement, especially in the more agile workplace environments of today where new office layouts and innovative space offerings are on the rise.

A key take-away..!

The question is no more related to which workplace design works best. The real question is how a workplace can create excellent Human Experiences and win the trust of employees to make them more receptive to change. Basically, it is all about creating workplaces that really work for their employees – and here, change management plays an inevitable role.


About the author..


Mr. Anurag Mathur, CEO – Project & Development Services, JLL India





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IDFC Bank Customer base touches 20 Lakh

IDFC Bank Customer base touches 20 lacs

Q2 FY18 Net Profit at Rs. 234 crore

§  The Bank’s network expanded to 14,126 Points-of-Presence, covering 25 states, 325 districts, 670 cities/towns and 45,000 villages, serving 20 lac customers

§  Outstanding funded & non-funded credit grew 34% y-o-y; funded outstanding credit was up 14% y-o-y

§  As on September 30, 2017, non-funded business stood at over Rs. 25,000 crore

§  Overall retail portfolio exceeded Rs. 18,000 crore as on September 30, 2017, which represents retailisation of about 28%

§  Direct retail portfolio increased by 38% from Rs. 3,440 crore as on June 30, 2017, to Rs. 4,733 crore as on September 30, 2017

§  Deposits stood at Rs. 38,890 crore up 70% y-o-y

§  CASA increased by 12% from Rs. 2,850 crore as on June 30, 2017, to Rs. 3,200 crore as on September 30, 2017

Mumbai, Oct 25, 2017: 

The Board of Directors of IDFC Bank today approved the financial results for the quarter ended September 30, 2017.

Performance at a glance:

Q2 FY18 v/s Q2 FY17

§  Total Credit (Funded + Non Funded) up by 34% to Rs. 90,598 crore as of September 30, 2017, from Rs. 67,862 crore as of September 30, 2016

§  Net Retail and Corporate Assets were up by 14% to Rs. 65,177 crore as of September 30, 2017, from Rs. 57,138 crore as of September 30, 2016

§  Net profit for the quarter ended September 30, 2017, was Rs. 234 crore

§  Deposits were Rs. 38,890 crore as of September 30, 2017 vs. Rs. 22,911 crore as of September 30, 2016 up 70%

Q2 FY18 v/s Q1 FY18

§  Total Credit (Funded + Non Funded) was up by 9% to Rs. 90,598 crore as of September 30, 2017, from Rs. 83,157 crore as of June 30, 2017

§  Funded Credit (Net Advances + Credit Inv.) increased 4% to Rs. 65,177 crore as of September 30, 2017, from Rs. 62,675 crore as of June 30, 2017

§  Net Interest Income (NII) was at Rs. 480 crore, higher by 10%; Non-Interest Income (ex-asset sale) was Rs. 130 crore

§  Deposits were Rs. 38,890 crore as of September 30, 2017 vs. Rs. 41,959 crore as of June 30, 2017, down 7%

IDFC Bank’s active customer base touched 20 lacs, serviced through 14,126 Points-of-Presence, comprising 100 branches, 48 ATMs, 383 business correspondent branches, 10,258 MicroATMs, and 3,337 Aadhaar Pay merchant points.
           
Shareholders’ Funds and Capital Adequacy

The Shareholders’ funds of the Bank stood at Rs. 15,056 crore as on September 30, 2017. Capital Adequacy Ratio (CRAR) of the Bank, computed as per Basel III guidelines, stood at 19.3% as at the end of the quarter. Tier 1 Capital adequacy ratio stood at 19.0%.

Asset Quality

Gross NPL and Net NPL of the Bank as of September 30, 2017 were Rs. 2,002 crore and Rs. 805 crore respectively. Gross NPL as a percentage of Gross Advances was 3.9% and Net NPL as a percentage of Net Advances 1.6%.

Strengthening Human Capital

The Bank’s employee base (including IDFC Bharat Limited) grew by 6.5%, as compared to the previous quarter reaching total team strength of 8,377 employees as of September 30, 2017.

Awards

IDFC Bank was recognised as a Digital Transformation Leader for Omni- Experience Innovation at the IDC Digital Transformation Awards 2017.


Key Financials: Balance Sheet
In INR Crore
Sep-16
Jun-17
Sep-17
% Growth (QoQ)
% Growth (YoY)
Shareholders' Funds
 14,291
 15,125
 15,056
0%
5%
Deposits
 22,911
 41,959
 38,890
(7%)
70%
Borrowings
 66,926
 56,250
 59,944
7%
(10%)
Other liabilities and provisions
 5,100
 5,911
 6,062
3%
19%
Total Liabilities
 109,228
 119,245
 119,952
1%
10%
Cash and Bank Balances
 6,784
 2,101
 2,470
18%
(64%)
Net Retail and Corporate Assets
 57,138
 62,675
 65,177
4%
14%
Statutory Investments
 14,740
 17,467
 16,740
(4%)
14%
Trading Investments
 24,824
 30,981
 29,172
(6%)
18%
Fixed and Other Assets
 5,742
 6,021
 6,393
6%
11%
Total Assets
 109,228
 119,245
 119,952
1%
10%

Income Statement
In INR Cr.
Q2 FY17
Q1 FY18
Q2 FY18
% Growth Q2 vs Q1
% Growth Q2 vs Q2
Operating Income
905.4
1,036.90
607.1
(41%)
(33%)
Net Interest Income
509.9
437.5
479.8
10%
(6%)
Non-Interest Income
229.5
142.1
130.2
(8%)
(43%)
Asset Sale
166.0
457.3
(2.9)
NM
NM
Operating Expenses
323.4
389.4
362.3
(7%)
12%
Pre-Prov Op Profit (Ppop)
582.0
647.5
244.8
(62%)
(58%)
Provisions & Contingencies
22.3
(14.6)
(100.4)
NM
NM
Profit Before Tax
559.7
662.1
345.2
(48%)
(38%)
Tax
172.2
224.5
111.5
(50%)
(35%)
Profit After Tax
387.4
437.6
233.7
(47%)
(40%)

Key Ratios
Particular
Q2 FY17
Q1 FY18
Q2 FY18
Return on Assets
1.5%
1.5%
0.8%
Return on Equity
10.9%
11.8%
6.1%
EPS (Rs.)
1.1
1.3
0.7
Book Value Per Share (Rs.)
42.1
44.5
44.3
NIMs
2.2%
1.7%
1.8%
Cost/Income
35.7%
37.6%
59.7%
Capital Adequacy Ratio
19.2%
18.6%
19.3%
Of which Tier I
18.7%
18.3%
19.0%
Gross NPL (% of Loans)
6.0%
4.1%
3.9%
Net NPL (%)
2.4%
1.7%
1.6%

About IDFC Bank:

IDFC Bank (BSE: 539437, NSE: IDFCBANK) is a subsidiary of IDFC Ltd (BSE: 532659, NSE: IDFC). Headquartered in Mumbai, IDFC Bank is a universal bank, offering financial solutions through its nationwide branches, internet and mobile. 

Envisioned as a new age bank, IDFC Bank seeks to set a new standard in customer experience, using technology and a service-oriented approach, to make banking simple and accessible, anytime and from anywhere. 

In keeping with IDFC’s legacy of building the nation, IDFC Bank will focus on serving the rural underserved communities and the self-employed, while continuing to support the country’s infrastructure sector. 

IDFC Bank provides customized financial solutions to corporates, individuals, small and micro-enterprises, entrepreneurs, financial institutions and the government. With best-in-class corporate governance, rigorous risk management, experienced management and a diversified team, IDFC Bank is uniquely positioned to meet the aspirations of its customers and stakeholders. www.idfcbank.com or Twitter, Facebook and LinkedIn


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