Disclaimer - Capital India · This presentation contains certain statements of future expectations...
Transcript of Disclaimer - Capital India · This presentation contains certain statements of future expectations...
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Disclaimer
This presentation is not a prospectus, a statement in lieu of a prospectus, an offering circular / memorandum, an advertisement, an offer, an invitation to offer or anoffer document in terms of the Companies Act, 2013, the Securities and Exchange Board of India (Issue of Capital and Disclosure Requirements) Regulations, 2009, asamended from time to time, or any other applicable law in India. This presentation does not constitute or form part of, and should not be construed as, directly orindirectly, any offer or invitation or inducement to sell or issue any securities or an offer / solicitation of any offer, to purchase or sell any securities.
This presentation should not be considered as a recommendation that any person should subscribe or purchase any securities of this Company, its subsidiaries and / orthe promoter companies/entities of this Company (collectively, the “Group”) and should not be used as a basis for any investment decision. The information contained inthis presentation is only current as of its date, unless specified otherwise, and has not been independently verified. Please note that, you will not be updated in the eventthe information in the presentation becomes stale. You must make your own assessment of the relevance, accuracy and adequacy of the information contained in thispresentation and make such independent investigation as you may consider necessary or appropriate for such purpose. Moreover, no express or implied representationor warranty is made as to, and no reliance should be placed on, the accuracy, fairness or completeness of the information presented or contained in this presentation.Further, past performance is not necessarily indicative of future results.
Any opinions expressed in this presentation or the contents of this presentation are subject to change without notice. The presentation should not be construed as legal,tax, investment or other advice. None of the Group or any of its affiliates, advisers or representatives accepts any liability whatsoever for any loss howsoever arising fromany information presented or contained in this presentation. Furthermore, no person is authorized to give any information or make any representation which is notcontained in, or is inconsistent with, this presentation. Any such extraneous or inconsistent information or representation, if given or made, should not be relied upon ashaving been authorized by or on behalf of the Group.
The distribution of this presentation in certain jurisdictions may be restricted by law. Accordingly, any persons in possession of this presentation should informthemselves about and observe any such restrictions.
This presentation contains certain statements of future expectations and other forward-looking statements, including those relating to the Group's general businessplans and strategy, its future financial conditions, growth prospects and future developments in its sectors and its competitive and regulatory environment. In addition tostatements which are forward looking by reason of context, the words such as ‘may’, ‘will’, ‘should’, ‘expects’, ‘plans’, ‘intends’, ‘anticipates’, ‘believes’, ‘estimates’,‘predicts’, ‘potential’ ‘continue’ and similar expressions identify forward- looking statements. All forward-looking statements are subject to risks, uncertainties andassumptions that could cause actual results, performances or events to differ materially from the results contemplated by the such statements. The factors which mayaffect the results contemplated by the forward-looking statements could include, inter alia future changes or developments in (i) the Group’s business, (ii) the Group’sregulatory and competitive environment, (iii) the information technology service sector, and (iv) the political, economic, legal and social conditions in India. Given therisks, uncertainties and other factors, viewers of this presentation are cautioned not to place undue reliance on these forward-looking statements.
Industry Landscape & Opportunity
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Existing banking sector cannot meet the growing credit demand in the country (1/2)
▪ India’s current GDP of USD 2.1 trillion isexpected to grow at an average of 7.3% inmedium term. Over a long term, (2015 to2030) expected GDP growth is 6.4%,potentially becoming USD 5.3 trillion by 2030
▪ Strong GDP growth to drive demand forconsumption and productive credit
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▪ Credit growth driven by rapid wage increases,expanding size of the middle class, increasingurbanization and industrialization
▪ The largest household group income categoryby 2020 will be with an income in range ofUSD 2,000 – 7,500 per annum (~64% of thetotal population) and will drive demand forconsumption & production
▪ Rural India has seen steady rise in incomescreating an increasingly significant market forfinancial services
▪ Credit penetration in India is low as comparedto other economies, furthermore, the nonbank finance is even lower
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374
244
165 149127 127
97
UK Japan US China Germany Thailand Malaysia India
Tota
l cre
dit
as
% o
f G
DP
Lower credit penetration in India vs. other economies
101 mn (42%)
14 mn(6%)
6 mn (2%)
3 mn (1%)
117 mn (49%)
34 mn(14%)
16 mn (7%)
16 mn (7%)
Annual Income Per HH (USD ‘000)
> 30
15- 30
7.5- 15
2.0- 7.5
< 2.0
NBFC/HFC to leverage enormous growth expected in middle
class
2010 2020
117 mn (49%) 105 mn (44%)
Source: BCG Report on NBFC: Enormous Potential in Non Bank Finance and Ways to Make it Happen
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66.1 63.9 60.5 57.7
7.4
51.6
3.8 3.8 3.9 4.2
8.5
3.7
17.4 18.5 21 22.9
49.9
26.3
12.8 13.8 14.6 15.234.2
18.4
FY14 FY15 FY16 FY17 E FY17 E(incremental
growth)
FY20 E
Bank credit - Public Bank credit - Foreign
Bank credit - Private NBFC-ND-SI & NBFC-D
▪ Indian economy has a huge latent creditdemand fuelled by massive self employedpopulation that is under served by banks
▪ Unique nature of credit demand makes itdifficult for traditional lending and existingbanking system
▪ High bad debt levels limit risk appetite ofbanks in India and will have an impact on theircredit expansion
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▪ NBFCs have served the unbanked customersby pioneering into asset-backed lending,lending against securities and microfinanceand aspire to emerge as a one-stop shop for allfinancial services
▪ While it is commonly expected that credit willgrow rapidly as economic growth gatherspace, it is safe to assume that non bankfinance will grow even faster
Source: BCG Report on NBFC: Enormous Potential in Non Bank Finance and Ways to Make it Happen
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130
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33 29 27 2613
UK Japan US China Germany Thailand Malaysia India
NBFC credit as a % of GDP
Bank to Non-Bank Credit as a Proportion of Total Loans (%)
Existing banking sector cannot meet the growing credit demand in the country (2/2)
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NBFCs are expected to play increasing role in the Indian market
5 6 7 9 10 12 1417
2024
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2010 2011 2012 2013 2014 2015 2016 E 2017 E 2018 E 2019 E 2020 E
If NBFC credit reaches ~25% of GDP by FY'20 (~ Malaysia)
If NBFC credit reaches ~33% of GDP by FY'20 (~ China)
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24
30
39
CAGR in Case 1 –33% of GDP
CAGR in Case 2 –25% of GDP
Source: BCG Report on NBFC: Enormous Potential in Non Bank Finance and Ways to Make it Happen
▪ Huge latent credit need in the economy that cannot be met byexisting banking system
▪ Newer segments driven by several government initiatives andregulatory changes
▪ Several niche credit needs (e.g. microfinance, real-estate) aredifficult to be met by traditional lending
▪ NBFCs have already demonstrated ability to develop tailor-madesolutions
▪ Newer funding sources and access to deeper domestic fundingmarkets (both debt and equity) make NBFCs much more competitive
▪ Deepening debt and equity markets for NBFCs have allowed severalof them to grow to almost the size of medium sized bank
▪ Current bad debt crisis will take a long time for the banks (bothpublic and private sector) to refocus on lending growth
▪ A large part of credit growth to be met by newer banks and NBFCs
▪ Increasing use of technology and disruptive use of data requiresnimble innovative enterprises, which is difficult for largeconventional lenders
▪ Big data will play critical role in customer acquisition and creditevaluation
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New development creating large niche opportunity (1/2)
▪ Government Initiatives to promote the sector▪ Affordable Housing has been granted ‘infrastructure
status’ in India▪ 100 smart cities to be built over five years▪ ‘Housing for All’- 20 million houses to be constructed in
urban areas in the next 7 years▪ Increased tax incentives to reduce home loan costs to
2.4% (for a loan of 8.65%)▪ Pradhan Mantri Awas Yojana (PMAY) to include loans upto
INR 1.2 mn -> subsidy to further lower effective cost toeligible consumers to 0.42%
▪ Additional tax benefits to developers of AffordableHousing projects – Service tax and Income tax exemptions
▪ Implementation of RERA will lead to structural changes in the Real-estate Industry▪ Several steps to regulate developers, enhance disclosures and compliance to protect consumer
interest▪ Entire sales revenue from a project to be ring-fenced to be used for the same project – safeguard
for not only Consumers but also Lenders▪ Will help prevent project delays due to factors relating to developers (biggest malice facing the sector
today)▪ Defrauding of financial institutions will not be possible due to enhanced transparency in the system
50.1 53.3 55.6 66.8 121 126
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853
FY 08 FY 09 FY 10 FY 11 FY 13 FY 15 FY 20 E FY 28 E
Source: IBEF report on Real Estate, April 2017
▪ Combined with inherent demand for housing due to India’s favourable demographic and economic growth, Government initiatives and Regulatory changes will lead to expanding opportunities for both Housing Finance and Construction Finance
Real Estate Sector
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New development creating large niche opportunity (2/2)
Infrastructure Industry▪ ~ USD 600 billion investment target over five years for infrastructure development▪ Cash flow mismatch of a large number of infrastructure and other assets (such as cement plants) owners
present a substantial opportunity▪ As more such assets mature, they would still not generate sufficient cash flows to meet the shortfall to
service immediate to medium-term requirements
Asset Reconstruction and Sale as a result of Insolvency Proceedings▪ Several companies are being subjected to Insolvency Proceedings at National Company Law Tribunal
(NCLT) constituted under the newly enacted legal provisions. ▪ Many more companies will soon be subjected to these proceeding over next few years▪ These proceedings are expected to result in reconstruction of the business and assets of most of these
companies and lead to eventual sale of many assets and businesses▪ We expect that acquisition of viable assets by stronger industry players will provide a large financing
opportunity for NBFCs as Banks will be constrained in several of these cases
What do we plan to do?
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What do we plan to do? (1/2)
Recognized for its Business Acumen and Sustainable Value Creation by its Investors
Respected by its Business Partners for
fairness and sustainability
Organization to build a career and wealth
by its existing and prospective Employees
Known for its dependability and technology driven value offerings by its Customers
To Build a USD 25 Billion Financial Services Institution in the next 10 years
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What do we plan to do? (2/2)
▪ Housing Finance business to be undertaken through a subsidiary
▪ Housing Finance business will be system driven and backed by robust risk and operations framework
▪ It will have an elaborate Risk Matrix approved by the Board
▪ Business will not be system driven/delegated
▪ Top management directly involved in decision making on each lending case
Continuous Risk Monitoring ▪ A strong Risk team to monitor
the value of the underlying assets on a continuous and periodic basis
▪ Pro-active and timely mitigation measures
Develop and grow Asset Backed Lending
Develop and grow Housing Finance business
• Utilize the Customer base created in the Housing Finance business to build Consumer Finance business, mainly focussing on
• Automobile finance• Commercial Vehicle
finance• Plant and Machinery
finance• Loan against shares
• Build a branch and distribution network over a period of time
• Further expand into areas such as Wealth Management and Corporate Finance
Develop and grow Consumer Finance
Phase 1 Phase 2
▪ Leverage relationship and sector expertise to develop niche lending opportunities such as with vendors/suppliers of real-estate sector▪ Such niche sectors to be developed only if the risk adjusted returns are attractive
Capital India Finance Limited
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Business strategy
Focus on opportunities whereBanks are not likely to be keenon entering like constructionfinance, last mile funding andacquisition finance
Finding niche
Fund in only those cases wherecollateral is available/ or createcollateral solutions by takingover existing loans or otherwise
Collateral
Fund to the extent that providescomfortable security to covercapital and interest
Security cover
Structure each transaction toaddress needs of customerswithout compromising on risks
Customization
Leverage relationship to buildscale without a largeinfrastructure/organization
Relationship
Focus on companies andpromoters who have a proventrack record of honoringcommitments
Track record
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Products & Customers
Last mile funding
Construction Finance
Acquisition Finance
Promoter Funding
Mezzanine Lending
Companies withassets
Other Corporates
Promoters
Developers
Pro
du
cts
Cu
sto
mer
s
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Risk Management – Constant Asset Monitoring
Risk team to continuously assessproject performance
Dedicated asset monitoring team toreview cases
Constant appraisal of cases to detectand act on early warning signals
Regular and periodic site visits toassess the project progress
Monthly performance review withregard to sales units, value & price,collections and various costs
Computation of Collateral cover on amonthly basis to provide adequatetime for remedial measures
Approvals & Sales tracking
Project escrow A/Cs monitoring
Periodic review of Transactions
Capital India Home Loans Limited
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Business strategy
▪ Tie-ups with Developers andother intermediaries forDistribution of Housing loans
▪ Use Internet as an alternatechannel
Strategic partnerships
…Emerging customer profiles from middleand upper middle income segment▪ Focus on relatively underserved Self
Employed segment in addition toSalaried segments
Focus on…
▪ Investment in technology ▪ Service quality benchmarks
Strong processes and Technology deployment
▪ Developer referral model for sourcing -Credit appraisal, monitoring will bedone by In-house employees only
▪ Credit authorities vests with theregional hubs which controls branchnetworks
Hub & Spoke operating model
▪ Evolve operating modelcompetent to evaluate income& repayment capability of non-salaried individuals
▪ Employee driven appraisalsystems and recovery
▪ Scoring system built overtimebased on portfolio behavior
Build strong appraisaltechnique
▪ Approach Business Metro City Wise▪ Tier 1 Towns where RE activity is
robust and demand sustainable▪ Tier 1 Peripheral Locations where
Affordable housing projects areplanned
Calibrated branch growth in Tier I Cities
Capital India Team
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Leadership Team
▪ Keshav Porwal is the Managing Director of CIFL. Keshav has more than 19 years of experience in Real
Estate and Financial Services sector.
▪ Keshav brings considerable experience in successfully closing large and complex real estate
transactions involving leading developers as well as PE investments and restructuring of medium size
companies in the Auto and the Hospitality sectors. Prior to this, Keshav has been associated with
leading banks including Société Générale, ABN AMRO and ICICI Bank. Keshav is a member of the
Institute of Chartered Accountants of India and is a Bachelor of Science from Kanpur University.Keshav PorwalMD - CIFL
▪ Amit Kulshreshtha is the CEO of CIFL. Amit has over 19 years of varied professional experience in the
areas of mergers & acquisitions, structured finance, equity fundraising, financial structuring, project
finance, and management consulting.
▪ Amit has led a large part of Investment Banking practice at YES Bank covering sectors like
Infrastructure, Industrials, Real-estate, Retail, Financial Services, Metals, etc. Prior to YES Bank, Amit
led a number of business development initiatives at Reliance Infrastructure.
▪ Amit is a B. Tech from IIT (BHU) Varanasi and management graduate from IIM Kozhikode.Amit KulshreshthaCEO – CIFL
Vineet SaxenaCEO – CIHLL
▪ Vineet is the CEO of Capital India Home Loans Limited, a 100% subsidiary of CIFL which will be
undertaking Housing Finance business.
▪ Vineet is a seasoned Banking & Financial services professional with over 24 years of experience in
Commercial & Retail Lending across organisations like ICICI Bank, Barclays Bank, G.E.Capital TFS, ABN
Amro Bank, Religare Finvest Ltd. & StarAgri Finance Ltd.
▪ In his last assignment, he was the Chief Operating Officer at StarAgri Finance Ltd. Vineet is B.E.
(Electronics) from University Of Pune and M.B.A.(Finance) from University of Lucknow.
Thank you!