Chanda Kochhar Quotes
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It's very important to have the comfort of the regulator in every geography where you operate.
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We believe that rural India is going to be the next driver of growth. You cannot make money overnight there, as you have to set up infrastructure there; the value of transactions is lower - you need a few years before you can really make all those businesses profitable.
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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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When commercial banking opened up for the private sector, I set up the retail-banking division for ICICI and grew it substantially. I then ran the international side of the ICICI Bank for a few years.
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I use my interaction with both my kids to know how the youth today relates to technology, their expectations in terms of mobility and social solutions by customer services-oriented businesses like banking.
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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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All my challenges have become opportunities.
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The consolidation that we started in 2009 was clearly the requirement of that time.
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I was good with numbers.
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I think we have to pick up some sectors where we can make India the global hub in the entire value chain, and the most important sector to pick up should be electronics.
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Payments banks can also act as business correspondents of other banks.
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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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My priorities are going to be to play a very balanced role in the sense that I have to keep an eye on the challenges in the environment. At the same time, I have to keep an eye on the optimism that is there for India.
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We are monitoring the global companies on a daily basis, and their rating continues to be investment grade. We will take immediate action if anything goes wrong.
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When I moved from corporate to consumer banking, I brought a lot of synergy with me.
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Two eyes are given for a reason. One eye to always look at the opportunity. The second eye to always keep looking at the challenges. Because if you don't balance both, it's very easy to get carried away one way or the other. And it's when you balance the two that you find the most sustainable model.
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When we in our sector talk of the adoption of Indian consumers to new products and innovative ways of doing banking, they always exceed our expectations.
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It's not easy to have it all. Frankly, you know, you have to give as much to the career that the career requires and, at the same time, you have to give as much to the family as the attention that's required. But it can be done, yes.
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Our parents treated all three of us - two sisters and a brother - equally. When it came to education, or our future plans, there was no discrimination between us based on our gender.
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ICICI Bank was the first bank to recalibrate its ATMs for 2000 and then also for 500 rupee notes, and now we have some ATMs which give out 2000, 500, 100 - all of them.
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Mark-to-market losses are not real loss. It's a notional loss.
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In a larger sense, we all write our own destiny.
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In India, we have the opportunity to give innovation the kind of scale that no other country in the world can. Innovation is a necessity.
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I take all the stress on myself so everyone else can work without stress.