Corporate Presentation

June 2015
 IndusInd Bank – An Overview
hvsv
 Incorporated in January, 1994; widespread customer base of ~6.84 million as at March 31, 2015

 Pan India presence through a network of 801 branches and 1,487 ATMs as at March 31, 2015

 Diversified loan book – Split between Corporate & Commercial Banking and Consumer
Finance at 59% and 41% respectively as at March 31, 2015

 Enterprise-wide Risk Management framework for effective management of risks

 Total Assets of over Rs 1,091bn and Net Worth of over Rs 100bn as at March 31, 2015
Revenue (Rs mn) Net Profit (Rs mn) Total Assets (Rs bn)
Other Income Net Interest Income

CAGR of 27.3% CAGR of 30.0% 17,937 1,091

58,241 CAGR of 22.0%

47,812 14,080 870

733
35,958 10,612

FY13 FY14 FY15 FY13 FY14 FY15 FY13 FY14 FY15

2
Over 20 years of Operating History
Planning Cycle II: FY12-FY14
 QIP – raised Rs 20,006.4 mn (Dec 2012)
 New products launched – Prepaid Forex cards,
Tractor financing; Opened – Currency Chests
 Implemented Finacle 2.0 core banking system
 Innovations introduced – Instant Redeem, Direct
Connect & Cash On Mobile, My Account My
Number
 New segments introduced – MFI through
Partnership Model; Launched Rural Banking
Planning Cycle I: FY09-FY11 vertical and Govt. Banking vertical

 New Management team headed by Mr. Romesh Sobti inducted from ABN AMRO Bank NV
 New Launch/Rollout: Investment Bank, 3rd Party Distribution Platform, Warehouse
Receipt Finance
 GDR – raised US$ 51.73mn (Jun 2008); QIP – raised Rs 4,803.5 mn (Aug 2009); QIP – raised
Rs 11,727.5 mn (Sept 2010)
 Tier II Issue – raised Rs 4,200 mn (Mar 2010)
 Acquired Deutsche Bank’s credit card business
 Launched Loans Against Property(LAP) and tied-up with HDFC for mortgage origination
 Innovative product service offering like Choice Money ATM & Check on Cheque
Pre-2008  Premium Client Segments (Indus Select & Indus Exclusive) introduced

 Incorporated in 1994; Promoted by a group of Non Resident Indians. Started operations with Rs 1,000 mn capital
 IPO – raised Rs 1,800 mn (Dec 1997)
 Tie-ups with exchange houses in Middle East and banks in the United States
 IndusInd Enterprises & Finance Ltd, an NBFC & one of the promoters of the Bank amalgamated with the Bank
 Ashok Leyland Finance Ltd, an NBFC merged with the Bank; opened representative office in Dubai
 Tied up with Aviva Life Insurance and Cholamandalam MS for bancassurance
 GDR – raised US$ 33.83mn (Mar 2007)

3
Defined Business Units
ow

Global Markets Transaction Banking

Product Groups
Business Units

Client Groups

Consumer Banking Corporate and Commercial Banking

Consumer Finance Corporate & Investment Banking

Retail Liabilities Commercial Banking

Banking Channel Management & Financial Institutions Group
Services
Wealth Management & Business Banking
Third Party Distribution
Public Sector Unit
Credit Cards

4
Key Strengths
Well Defined Expansion Strategy 1

 Experienced Management Team 2

 Universal Banking Offerings 3

 Growing Liability and Fee Franchise 4

 Stable Asset Quality 5

Focused Execution on Risk, Operations and Portfolio 6

 History of Technology Refresh and Innovation 7

5
Well Defined Expansion Strategy 1

Planning Cycle 3 Strategy

Planning Cycle 3 (FY15-FY17)

Strategy Market Share with Profitability

Intelligent Domination
Theme and Specialisation

New Yield & Fee Boosters

Scaling Up Client Base

Focus on

Density in Branch Network

Growth in “Business As Usual”

6
Well Defined Expansion Strategy 1

Planning Cycle 3:Growth Themes

Continued
Prioritize
Domination in
scale in Home
Vehicle
Markets
Financing

Specialization
Focus on Rural Banking
in Corporate
Productivity Vertical
Banking

Building a
Digitization of
“High Street”
Businesses
Brand

7
Well Defined Expansion Strategy 1

Planning Cycle 3: Key New Initiatives

Tractor Financing Targeting “S” of SME Retail Trade / FX

Retail Assets Innovative Customer

Retail Assets Ramp Up Real Estate
Ramp Up Offerings

Front and Back Office Full suite of Rural

Asset Reconstruction
optimization Products

8
Well Defined Expansion Strategy 1

Planning Cycle 3: Pillars of Growth

Planning Cycle 3 (FY15-FY17)

FY15 Outcome

Loan Growth 25%

CASA Ratio 34%

Resulting in

Fee Growth 27%

Branch Network 801

Customer Base 6.84 mn

9
Well Defined Expansion Strategy 1

PC 3 Ambition : 3D to Double the Bank

Dominate Diversify

Retail Assets
Vehicle Finance
Ramp Up

Home Markets Project Underwriting

And Advisory

Gems & Jewellery “S” of SME

Inclusive Banking Rural & Agri Banking

Differentiate

Market and Client

Segmentation
Front and Back Office
Optimisation

Investment Banking

Innovative Customer
10
Offerings
  Experienced Management Team 2

Board of Directors

Name Designation Occupation / Experience

Part time Non-executive Non-Executive Chairman, Infosys; Non-executive Vice Chairman of

Mr. R. Seshasayee
Chairman Ashok Leyland; Past President of the Confederation of Indian Industry

Mr. Romesh Sobti Managing Director & CEO Whole-time Director

Independent Non-Executive
Mr. K. Ashok Kini Managing Director (Retired), State Bank of India
Director

Independent Non-Executive
Mrs. Kanchan Chitale Practicing Chartered Accountant; MP Chitale & Co
Director

Independent Non-Executive Industrialist and Member of Executive Committee of Automotive

Mr. Vijay Vaid
Director Component Manufacturers Association

Additional Independent Non-

Mr. T. Anantha Narayanan Executive Director (Retired), Ashok Leyland Ltd.
Executive Director

Additional Independent Non-

Mr. Ranbir Singh Butola Ex-Chairman of Indian Oil Corporation Limited
Executive Director

Additional Non-Independent
Mr. Y. M. Kale Past President Institute of Chartered Accountants of India
and Non-Executive Director

11
  Experienced Management Team 2

The Core Executive Team

Name Designation Prior Experience
Over 40 years banking career with ABN AMRO Bank N.V., ANZ Grindlays Bank
Mr. Romesh Sobti Managing Director & CEO
Plc & State Bank of India
Mr. Paul Abraham Chief Operating Officer Managing Director of ABN AMRO Central Enterprise Services
Head – Corporate &
Mr. Suhail Chander Head – Consumer & Commercial Banking, ABN AMRO Malaysia & Singapore
Commercial Banking
Mr. Sumant Kathpalia Head – Consumer Banking Head – Consumer Banking, ABN AMRO Bank (India)
Senior Executive Vice
Mr. Kalpathi Sridhar Senior Vice President and Country Risk Officer, ABN AMRO Bank (India)
President - Risk
Mr. Ramaswamy Meyyappan Chief Risk Officer Chief Risk Officer at JP Morgan Chase Bank NA, Mumbai
Joined IndusInd Bank in 1995 as Head – Operations; Chief Manager Dena
Mr. S.V. Zaregaonkar Chief Financial Officer
Bank
Mr. Arun Khurana Head – Global Markets Group Regional Head Corporate Solutions Asia-Pacific Markets of RBS Singapore

Mr. S.V. Parthasarathy Head – Consumer Finance Executive Director, Ashok Leyland Finance Limited
Mr. Ramesh Ganesan Head – Transaction Banking Executive Director, ABN AMRO Bank (India)
Head – Investor Relations Director, BROTKO, his own financial services firm; Held prior positions at
Mr. Sanjay Mallik
& Strategy ANZ Bank, ABN AMRO Bank (India) and Standard Chartered Bank
Head, Corporate, Institutions
Ms. Roopa Satish Head – Mid Markets (Western Region), ABN AMRO Bank (India)
& Investment Banking
Deputy Head – Corporate
Mr. Sanjeev Anand Head – Commercial Banking, ABN AMRO Bank (India)
& Commercial Banking
Mr. Zubin Mody Head – Human Resources Head – HR, ICICI Lombard General Insurance Company Limited

12
 Experienced Management Team 2

Guiding Towards Selective Domination

 Leading financier in Medium and Heavy Commercial Vehicle segment
M&HCV Finance
 Tie-ups with major M&HCV manufacturers

Two Wheelers  Leading financier with over 7,00,000 2-wheelers financed in FY15

PSU Banking  Early entrants to creation of e-procurement market places

 Agreement to acquire (subject to regulatory approvals) RBS Diamond &

Gems & Jewellery Jewellery lending business including a loan portfolio of Rs. 45bn
 Specialization in Trade Finance for the sector

Investment  In Top 3 in Underwriter League Tables for ‘Loans Mandated Arranger’ in

Banking terms of number of deals (Source: Bloomberg)

Inclusive  Partnership program with Not-For-Profit NGOs covering over 13,000

Banking villages and 1.7mn women entrepreneurs

13
 Experienced Management Team 2

Performance Across Key Financial Vectors

14
  Universal Banking Offerings 3

Well Diversified Loan Book

Loan Book (Rs mn)
6,87,882
5,51,018
4,43,206
59%
55%
49%

45% 41%
51%

FY13 FY14 FY15

Consumer Finance Division Corporate & Commercial Banking

(Rs mn) (Rs mn)

Corporate Utility Vehicle Consumer Finance Mar-15

Mar-15 Loans Comm. Vehicle Loans 1,06,178 15%
Banking Small 3%
Large Business Small CV Utility Vehicle Loans 20,171 3%
1,99,648 29% 13% Comm. Vehicle
3%
Corporates Loans Small CV 18,432 3%
Mid size 15% Two Wheeler Two Wheeler Loans 28,082 4%
1,14,547 17% Loans
Corporates Medium Car Loans 31,462 5%
Corporate 4%
Small Equipment Financing 4%
89,573 13% 17%
Car Loans
28,163
Corporates
5% Credit Card 6,979 1%
Total Advances 4,03,757 59% Equipment
Loan Against Property 37,836 5%
Financing
Large 4% BL,PL,GL,etc 6,822 1%
Corporate Credit Card
29% Loan Against 1% Total Advances 2,84,125 41%
Property
Others 5%
1%
15
  Universal Banking Offerings 3

Well Distributed Vehicle Finance Portfolio

Geographical Distribution of Vehicle Finance Portfolio (Rs 232,488mn)– March 31, 2015

Two Wheeler loans M&HCV loans

●J&K 0%

●Himachal Pradesh 1%
Punjab 4% ●
Chandigarh 0% ● ●Uttaranchal 0%
● Delhi
Haryana 6% ●
2% Sikkim 0%
●
Rajasthan 11% ● ●Assam
●UP 6%
2%
●Bihar 2%
● Manipur, 0%
Car loans ●Gujarat
●Jharkhand
●Madhya Pradesh 3% ●West ● ● Mizoram 0%
6% 5% Tripura
Bengal
●Chhatisgarh 1%
Dadra & Nagar● 6% LCV Loans
3%
Haveli 0% ●Orissa 3%
●Maharashtra 5%

●Telangana 3%

Goa 1% ● ●Andhra Pradesh

5%
Karnataka 3% ●
Small CV & Utility Vehicle loans ● Pondicherry 0%

Kerala 10% ● ●Tamil Nadu 10%

16
 Universal Banking Offerings 3

Comprehensive Corporate and Commercial Banking Offering

Distribution of Corporate & Commercial Banking Network Product and Service Offerings

Corporate & Institutions Banking Working Capital Finance

 Short Term Finance
Public Sector Units  Bill Discounting
 Export Credit
HP Commercial Banking
 Term Lending
Punjab
Chandigarh Uttarakhand
Business Banking Group Fund Based  Buyer’s Credit / Supplier’s Credit
Services  Asset based financing
Haryana
Rajasthan
 Lease Rental Discounting
 Supply Chain Finance
UP
Bihar
Assam  Warehouse Receipt Finance
Nagaland

Meghalaya
 Agri Finance
Gujarat Madhya Pradesh Jharkhand
 Inclusive Banking
Tripura  Letter of Credit
●
Chhatisgarh Non Fund
Maharashtra West  Bank Guarantees
Bengal Based Services
 Forward Contracts / Derivatives
Orissa
Telengana  Structured Finance
Investment
Non Fund  Debt Syndication
Goa
Andhra Pradesh Banking
Based Services  Advisory Services

Karnataka  Channel Financing / Associate Financing

 Cash Management Services
Pondicherry
 Corporate Salary Accounts
Value Added
Tamil Nadu  Liability/ Investment Products
Services
Kerala  Commodity Finance
 Project Finance
 Forex / Derivative Desks

17
 Universal Banking Offerings 3

Efficient Distribution and Cross Sell

18
 Growing Liability and Fee Franchise 4

Large Distribution Network

Distribution Network (as of March 31)

Particulars 2013 2014 2015

Branch Network 500 602 801*

ATMs 882 1,110 1,487

*includes 58 specialized branches

Note: Numbers given above are total

branches in each state

19
  Growing Liability and Fee Franchise 4

Improving Current and Savings Account Profile

Building CASA traction
CASA Uptick
 Expanding branch network
3,00,000 38%
 Some leverage from SA rate advantage 34.1%
32.6%
2,50,000
29.3% 33%
 Focus on target market segments
2,00,000
2,52,996
 Government business
27%
1,50,000
1,96,909
 Capital market flows 1,00,000
21%

1,58,674
 Key Non Resident markets 50,000
16%

 Self employed and Emerging Corporate 0 10%

businesses March 31, 2013 March 31, 2014 March 31, 2015
CASA (Rs. mn) % of Total Deposits
 Differentiated Service Propositions
Current Account (CA) Savings Account (SA)
1,40,001 17.5% 20.00%
16.7%
16.2% 16.4%
1,00,000 16.3% 17% 1,20,001 16.00%
13.0%
15% 1,00,001
80,000 1,29,436 12.00%
13% 80,001
60,000 1,23,560
97,757 11% 60,001 99,153 8.00%
40,000 88,346
9% 40,001
4.00%
20,000 7% 20,001 70,328

0 5% 1 0.00%
March 31, 2013 March 31, 2014 March 31, 2015 March 31, 2013 March 31, 2014 March 31, 2015
CA (Rs. mn) % of Total Deposits SA (Rs. mn) % of Total Deposits

20
 Growing Liability and Fee Franchise 4

Diversified Fee Streams

 Core fee growth ahead of loan growth for
last 7 years FY 15 – Fee Income of Rs 24,039 mn
 Fee income growth 1.8x over FY13-FY15
 Comprises a mix of retail and corporate fee
incomes
 Individual fee streams consists of multiple
drivers
 Fee income emanating from partnerships
include –
• Life Insurance – Aviva Life Insurance
Company India Limited
• General Insurance – Cholamandalam MS
General Insurance Company Limited
• Health Insurance – Religare Health
Insurance Company Limited
• Home Loans – HDFC Limited
• 3 in 1 Accounts – Kotak Securities Limited
• Mutual Funds – Open architecture

21
 Stable Asset Quality 5

Credit Costs
Rs mn FY13 FY14 FY15
Corporate Bank 1165.1 937.0 1,437.2
Consumer Finance 1031.0 1699.7 1,951.9
Gross Credit Costs 2196.1 2,636.7 3,389.1 *
Gross Credit Costs 50 48 49
(Basis Points on Advances)

PCR 70% 70% 63%

47%
64% 58%

53%
36% 42%

FY13 FY14 FY15

Corporate Loan Book Consumer Finance Loan Book

* Includes sale to ARC as permitted vide RBI Circular dated Feb. 26, 2014

22
  Stable Asset Quality 5

Well Rated Corporate Portfolio

20%
P
E
18%
R
C
E 16% Investment Grade Sub Investment Grade
N
T 14%

O
F 12%
Unsecured Non Fund Based %

R 10% Secured Non Fund Based %

A Unsecured Fund Based %
T 8% Secured Fund Based %
E
D
6%
P
O 4%
R
T 2%
F
O
L 0%
IB1 IB2+ IB2 IB2- IB3+ IB3 (A) IB3- IB4+ IB4 IB4- IB5+ IB5 IB5- IB6 IB7 (C IB8 (C NPA
I (AAA) (AA+) (AA) (AA-) (A+) (A-) (BBB+) (BBB) (BBB-) (BB+) (BB) (BB-) (B) ) ) (D)
O

* IndusInd Bank internal ratings mapped with external ratings for benchmarking

23
Focused Execution on Risk, Operations and Portfolio 6

CRAR
Rs mn 31 March 13 31 March 14 31 March 15
Risk Weighted Assets
- Credit Risk * 4,62,681 5,86,120 7,67,178
- Market Risk 23,454 25,169 43,558
- Operational Risk 46,699 61,310 78,554
- Total RWA 5,32,834 6,72,598 8,89,290

Tier I Capital Funds 73,445 85,509 99,750

Tier II Capital Funds 8,409 7,539 7,758
Total Capital Funds 81,855 93,049 1,07,508

CRAR 15.36% 13.83% 12.09%

Tier I 13.78% 12.71% 11.22%
Tier II 1.58% 1.12% 0.87%
* Credit Risk for 31 March 15 includes CVA (Credit Valuation Adjustment) and UFCE (Unhedged Foreign Currency Exposure) RWA

24
Focused Execution on Risk, Operations and Portfolio 6

Yield / Cost Movement

13.7% 13.5% 13.0%

10.7% 10.6% 10.3%

8.5% 8.2% 7.8%
7.3% 6.9% 6.7%

FY13 FY14 FY15

Yield on Assets Yield on Advances Cost of Deposits Cost of Funds

25
 Focused Execution on Risk, Operations and Portfolio 6

Risk Management Structure in Place

Risk Organisation

Market Risk Financial Credit Quality

Credit Approval & Credit Risk Operational Risk
Management & Restructuring & Assurance & Loan
Monitoring Management Management
ALM Reconstruction Review
 Credit Appraisal/  Risk Rating  Proactive  Risk and Control  Separate group  Quality check on
Approval process Models revised Monitoring of Risk Self Assessment monitors non entire credit
 Credit standards and benchmarked & exposures  Key Risk performing loans process
tightened against external  Daily valuation Indicators (KRIs)  Account-wise  Tracking of credit
rating monitoring & rating
 Credit Admin  VaR & PV01  Loss Data
reinforced and  Basel II & III Based Limit Collection recovery  Tracking of
centralised in implementation and mechanism portfolio quality
 Online monitoring
hubs  Internal Capital of Risk Analysis
 Early warning Adequacy sensitivities  Risk Profiling of
signals / Assessment branches
 Capital Charge
Exceptions Process (ICAAP)
on Market Risk,  Operational Risk
tracking  Stress testing CVA Basel III Assessment
 Enhanced reinforced Liquidity Process for New
monitoring  Portfolio Standards – Products
mechanism Management & LCR, Liquidity  Risk Events
Credit Quality Ratios Reporting
Monitoring  Liquidity Gaps  Business
reinforced monitoring – Daily Continuity Plan
 Credit Risk  Duration-based
values gap approach
measurement
 Stress testing for
reinforced –
Liquidity, interest
PD, LGD, EAD
and foreign
exchange risk
 ALM System / Fund
Transfer Pricing
26
Focused Execution on Risk, Operations and Portfolio 6

Operations - Continuous Process Improvement

 Implemented online solutions for vendor management, invoicing, procurement & travel
Standardization  Image based work flow solution for consumer, trade finance and branch expense
transaction processing

 Centralization of processing activities relating to Account reconciliation, Bullion processing,

processing of Bank Guarantees, Retail operations
Centralization  Created independent hubs at Chennai and Mumbai for Trade processing improving turnaround
time and business continuity capability
 Set-up of Mid Office Group (MOG) for independent and enhanced due diligence & risk analytics
 App based sourcing and field investigation launched across India using tabs for Two-Wheeler
Digitization loans to support faster loan disbursals
 Launched multiple technology based initiatives that support client service & engagement

 Upgraded key systems in last 3 years (Calypso, Finacle, SAS)

Systems  Implemented Anti Money Laundering (AML) & Employee Fraud Management (EFM) System
 Implemented National Information Security architecture

 Continued focus on cost effective hiring models such as Hire -Train - Deploy Model.
Employees  Role specific certification programs e.g. IndusPro for RMs, PACE for Vehicle Finance
 Pan India centralized on-boarding & induction programs for new joiners

 LEED Gold Certification obtained for the first Green Branch launched in Gurgaon Palm Springs
Green Banking  Continued investment in green initiatives like virtualization of Servers, Signage timers, Thin
Client Computing, Solar ATMs etc.

27
  History of Technology Refresh and Innovation 7

History of Technology Refresh & Innovation

Core AML and

Wealth Talisma
Banking Fraud
Management (CRM)
System Management
Platform
System
Micro Website
Internet Finance
Banking Revamp
Platform

2011 2012 2013 2014 2015

Direct Video
Choice My Account
Connect Branch
Money ATM My Number
Call Centre

Check on Quick Digital

Cheque Redeem Branch

28
 History of Technology Refresh and Innovation 7

Innovation as a Service Differentiator

Video Branch Account Number of Choice Instantly redeem credit card
reward points

Mobile transfers with cardless

Choose denomination at the ATM Cheque images on account statement access at our ATM

29
 History of Technology Refresh and Innovation 7

Building Blocks of a Digital Bank in Place

Digital Bank

Operating
Digital Channel Data Product
Process
Marketing Innovation Analytics Development
Redesign

Micro-
Social Media Virtual / Video Straight Through
segmentation of Analyzed Pricing
Marketing Branch Processing
clients

Search Engine Mobile Based Context specific Online / Instant Segment specific
Marketing, etc Solutions & Apps product offers Decisioning Product Bundles

Online Leads Tele-RM / Virtual Predictive Innovative

Digital customer
and Sales RM analytics payment
servicing
solutions

30
 History of Technology Refresh and Innovation 7

Branch of the Future

31
Financial Performance
Balance Sheet
In Rs mn (as of) March 2013 March 2014 March 2015
Capital & Liabilities
Capital 5,229 5,256 5,294
Reserves and Surplus 71,074 85,173 1,01,151
Deposits 5,41,167 6,05,023 7,41,344
Borrowings 94,595 1,47,620 2,06,180
Other Liabilities and Provisions 21,000 27,187 37,190
Total Liabilities 7,33,065 8,70,259 10,91,159
Assets
Cash and Balances with RBI 32,498 44,139 40,351
Balances with Banks 35,989 23,555 67,440
Investments 1,96,542 2,15,630 2,48,594
Advances 4,43,206 5,51,018 6,87,882
Fixed and Other Assets 24,830 35,917 46,892
Total Assets 7,33,065 8,70,259 10,91,159

33
Profit and Loss
In Rs mn (for the year ended) March 2013 March 2014 March 2015
Interest Income 69,832 82,535 96,920
Interest Expense 47,503 53,628 62,717
Net interest income 22,329 28,907 34,203
Non Interest income 13,630 18,905 24,039
Total Income 35,959 47,812 58,242

Operating expenses 17,564 21,853 27,259

Operating Profit 18,395 25,959 30,983

Provisions and Contingencies

2,631 4,676 3,891
(Excluding provision for tax)
Profit Before Tax 15,764 21,283 27,092

Provision for Taxes 5,152 7,203 9,155

Profit After Tax 10,612 14,080 17,937

34
Additional Information
Shareholding Pattern
As on March 31, 2015

GDR, 12.22% Promoters, 15.09%

NRIs/ Director/
Others, 4.79%

MFs / Banks/
Insurance Co, 8.99%

Individuals, 6.99 %

Corporate Bodies,
12.21%

FIIs, 39.71%

36
 Ratings
 ICRA AA+ for Lower Tier II subordinate debt program by ICRA

 ICRA AA for Upper Tier II bond program by ICRA

 CRISIL A1+ for certificate of deposit program by CRISIL

 CARE AA+ for Lower Tier II subordinate debt program by CARE

 IND A1+ for Short Term Debt Instruments by India Ratings and Research

 IND AA+ for Lower Tier II subordinate debt program by India Ratings and Research

 IND AA for Upper Tier II bond program by India Ratings and Research

 IND AA+ for Senior unsecured bonds program by India Ratings and Research

37
Awards and Accolades

“Banker of the Year” Best Mid-size Bank Top 50 Most Valuable

Mr. Romesh Sobti Fastest Growing Mid- size Indian Brands
Bank

BrandZ Top 50
Business Standard Business World WPP Plc & Milward Brown
2015 2015 2015

38
 Awards and Accolades

Excellence in Service Best Branchless Banking Best Private Sector Bank -

Innovation Priority Sector Lending

Asia Trailblazer Awards BFSI Leadership Summit Dun & Bradstreet - Polaris
2015 2015 Financial – 2013

39
Disclaimer
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Figures for the previous period / year have been regrouped wherever necessary to conform to the current period’s / year’s presentation. Total in some
columns / rows may not agree due to rounding off.
Note: All financial numbers in the presentation are from Audited Financials or based on Management estimates.

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