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Big bank merger, bigger expectations

On 01 April 2017, the State Bank of India (SBI), Indias oldest and largest bank, merged five of its associate banks and another small bank. While the bigger five were in existence for decades, the sixth was floated only four years ago.

Big bank merger,  bigger expectations

The problem of reducing the non-performing assets is a difficult task. The prospects of reducing the larger volume of NPA may involve a long process and more time. The process of disposal of the properties pledged to the Bank is likely to slow down because of their over-valuation in many cases.


In 1955, when the SBI came into being, the mandate given to it was to open branches in unbanked areas. And that's what happened. Now, when the bank aspires to find a place among international banks, the inevitability of some of the small branches closing down cannot be ruled out.

 

Bank mergers in the past

Mergers are not new to India. The oldest bank merger took place in 1921 when three banks controlled and owned by the British government – Bank of Bengal, Bank of Bombay and Bank of Madras – were merged to form the Imperial Bank of India. In 1955, it was renamed State Bank of India.


In the private sector, a number of small banks were promoted by local patronage. The financial condition of many of them was precarious and failures became common. Before the implementation of bank mergers, the depositors and shareholders were the losers. In the 1960s, in order to reduce bank failures, the Reserve Bank advised the weaker loss-making banks to merge with bigger banks.


Several mergers took place in the 1960s, as mergers were found to be a win-win solution for the banks. While the medium-sized banks were trying to take over smaller banks, they were taken over by bigger banks, in some cases. There were some cases of predators becoming preys in the jungle of mergers and acquisitions. One of the major alliances in Tamil Nadu was the merger of


Madurai-based Pandyan Bank with Canara Bank in 1963, which gave Canara Bank a significant number of branches in Tamil Nadu.

 

Some successful mergers

Since 1975, the Government of India promoted gramin banks for extending banking facilities to rural India.  By 1987, their number increased to 196, covering almost all districts. Some of them could not become viable, because of their operations, confined to single districts or two or three districts. The government of India, the major shareholder, therefore, decided to implement ‘directed mergers.’ As a result, their number came down to 56 at present.  Almost all the gramin banks turned well and no bank was closed. There were neither closures of branches nor retrenchment of staff.


Bank staff never welcomed bank mergers for fear of job loss. There were cases filed in courts by the union questioning the mergers. Despite that mergers have happened.  The process of merging SBI and its subsidiaries has faced resistance from employee unions fearful of job losses. The Andhra Pradesh High Court recently ordered stay on the assimilation of staff until June this year. To prevent the retrenchment of staff, SBI has already offered Voluntary Retirement Scheme. The data relating to the exact of reduction in the staff strength is not readily available.

 

Operational size of the big bank

The big Bank now finds a place among the top 50 banks at the international level. It would have 24,000 branches in India and abroad and the number of ATMs is 59,000. The Bank would have its presence in all states and in most of the districts at home; its asset size may rise to Rs.28.6 lakh crore. Its total volume of business would be Rs.39.47 lakh crore.


The total staff of the Bank rises to 270,000. With the merger of many branches of the associated banks operating in smaller places, retrenchment of some employees may be unavoidable in the process. Small branches of the big bank are likely to become the speed-breakers.

 

Reducing NPAs

At present, the NPA ratio of the banking sector has been a cause for concern and it may continue for long.  State Bank of India itself has a gross NPA of 14.29 per cent. The merger of banks is bound to raise this ratio in the short-term. Both SBI and one of the merged banks, State Bank of Mysore, suffer a Mallya legacy.


Among the other four associate banks, State Bank of Patiala has been reporting a net loss during the last four years. The net loss in the fiscal year 2016 is Rs.505.10 crore and a gross NPA ratio of 13.41 per cent. The net advance is Rs 3268 crore, while its total income is only Rs.2981 crore. State Bank of Travancore has an NPA amounting to Rs.55.121 crore which translates into an NPA ratio of 8.03 per cent.


The problem of reducing the non-performing assets is a difficult task. The prospects of reducing the larger volume of NPA may involve a long process and more time. The process of disposal of the properties pledged to the Bank is likely to slow down because of their over-valuation in many cases.

 

Rationalisation of branch network:

There is an overcrowding of branches in many places.   Therefore, rationalisation of branches would be a challenge to the big bank. In the case of the locations of ATMs, there would be the need for rearranging many of them. In big towns and cities, many banks have their ATMs in some cases in the same building. Maybe after the growth of digital payments, ATMs are likely to be less in demand. Hence the big bank has to carefully examine the redeployment programme. Realigning the locations of 59,000 ATMs and their expansion programmes would be a difficult task; many ATMs of the associate banks may have to be closed or shifted.


State Bank of India has at present 14 gramin banks after the amalgamation of many gramin banks. It may now have four more gramin banks to oversee their performance. State Bank of Mysore brings to its fold Kaveri Gramin Bank. State Bank of Hyderabad has Deccan Gramin Bank; Marudhara Gramin Bank is sponsored by State Bank of Bikaner & Jaipur. Malwa Gramin Bank is under the supervision of State Bank of Patiala. Only one associate bank- State Bank of Travancore- does not have any gramin bank.


All the four gramin banks are profitable. They have built up their own customer bases in these four states When SBI is trying to get into list of world-class banks, it should not neglect the gramin banks, though the revenue from the 18 gramin banks may not be very attractive.

 

Future Outlook

The recent developments in the world economy indicate that ‘small is no more beautiful.’ Mega projects and mega multinational companies are overshadowing the smaller ones. In the banking sector bigger banks are dominating. Now, at least one bank from India would be counted among the biggies. The Big Bank however, should not ignore its responsibility towards the domestic customers. Because of its size, its operations should not become totally impersonal. And small banks and small branches should continue to operate in India.

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