Chanda Kochhar Quotes
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I remember the reactions I got when we first visited factories to inspect the projects that we were funding. It was not easy for people to see a woman there. That was a time when most of these workplaces were not even equipped with a loo for women.
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Don't cut corners or compromise to achieve your dreams.
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Power projects are differently placed to road projects. There's difference stress across different companies across different groups based on their leverage levels.
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Our large size, capital base, robust funding profile, extensive distribution network, diversified portfolio, presence across the financial services sector, and leadership in technology position us very well to leverage the growth opportunities across the economy.
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The whole thing of moving the currency through currency sorting and detection machines and so on that was the whole process actually encouraging electronic transactions.
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There are lots of India-related business which is nourished overseas. I mean India-related business that is done off-shore. There are lot of funds that are invested in India and run by Indians but are being operated from outside, mainly because of the taxation laws.
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She worked hard till she saw all of us through college and we became independent. I never knew that my mother had such a wealth of self-assurance and belief within her.
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To reap this demographic dividend, we need to enable the youth to acquire skills required to get the job or become self-employed.
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Our approach on lending has always been that we will lend to India-linked assets, because that's the risk that we understand, and that is the business that has been doing very well.
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It is always impossible to expect things getting done in 90 days.
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It is crucial to bridge the critical gap between manpower availability and employability by providing sustainable livelihood opportunities for all to grow and prosper.
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A leader has to find opportunities in any environment.
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As far as discom reforms are concerned, they have to be a combination of two parts. One is the existing balance sheet and, therefore, taking care of that. The second important is the reduction in losses going forward.
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We have no exposure in Europe and not made any finances to the companies there. So the question of Greek debt crisis impacting the bank does not arise.
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As far as the banking industry is concerned - and I am sure it must be true for various industries as well - is that the only thing that is constant is change. Your business models are changing, the customer demands are changing and the regulations are changing constantly.
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India did not innovate with the ATMs. But when we brought ATMs into India and made the machines talk in 15 regional languages to the people in rural India, we got millions of transactions on the ATM.
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I was good with numbers.
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In a larger sense, we all write our own destiny.
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I take all the stress on myself so everyone else can work without stress.
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As we were growing retail, and it was a huge growth phase, it was very important to keep our quality under control. Therefore, it was not just distribution, not just back-office operations, but also the risk-management practices. And these we learned together, supported by technology.
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Moving from corporate banking to retail banking to international banking to supervisory roles has meant completely reinventing myself.
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When I moved from consumer banking to international banking, I thought I brought a lot of insights from India we could implement globally.
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The issue of access to growth capital is common to all entrepreneurs. Any entrepreneur who can demonstrate a credible business model and plan would be able to access to capital.
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I believe Indian banks have a strong funding profile with largely deposit-funded balance sheets, a large physical presence to cater to the needs of customers, and ability to provide comprehensive solutions to customers.