Hidden Debt

Page 87

ST A TE - OWNED B A NKS VERSUS P RIV A TE B A NKS IN SOUT H A SI A

Given their large branch network, PSBs can mobilize large amounts of retail deposits, which comprise the largest component of PSB funding (figure 2.4). Loan-to-deposit ratios are higher in other banks compared with PSBs, further reflecting their ability to mobilize greater amounts of deposits. Other banks must rely more on costlier modes of raising funds. For instance, SFBs rely largely on lines of credit to fund their lending activities (­figure 2.4). Unlike other PSBs, SBI, as India’s largest bank and a government corporation statutory body, can readily raise funds outside of India by borrowing from international global markets. Thus, total SBI borrowings (10 percent of total liabilities) are higher than the borrowings of other PSBs (7 percent of total liabilities). Meanwhile, leverage, as measured by the tier 1 capital-to-total-assets ratio, is above the prudential minimum of 4 percent for systemically important banks and 3.5 percent for other banks—stricter limits than the Basel minimum of 3 percent. Leverage is less than 6 percent for PSBs (at 5.6 percent for SBI and 5.1 for other PSBs) and above 10 percent for other banks, indicating that PSBs are more leveraged than other banks. As noted, SOCBs do not tend to have explicit mandates to address market failures

bank data are readily available for it, and bank characteristics can be linked to firmlevel investment data—a real outcome variable of interest for this chapter. The banking system assets of India’s scheduled commercial banks (SCBs) amounted to about 80 percent of GDP in 2018.6 SOCBs (called public sector banks, PSBs, in India) dominate the banking sector in terms of assets, credit, and branches. PSBs hold 66 percent of total SCB assets, while domestically owned private banks (PVTBs) have about 28 percent; foreign commercial banks (FBs) hold about 6 percent; and small finance banks (SFBs) control a minimal 0.3 percent.7 In terms of credit, PSBs control about 63 percent of total banking credit, PVTBs control about 29 percent, and other SCBs represent about 8 percent of total banking credit. By the end of 2018, PSBs operated 92,362 branches across India, three times more than the domestic and foreign private banks combined. The largest commercial bank by far is the State Bank of India (SBI), which controls 23 percent of total banking assets and 20 percent of total banking credit, and operates the largest branch network, with more than 23,382 branches and a dominant rural presence (figure 2.3).

FIGURE 2.3 India: Branch Networks and Total Credit, 2018 a. SOCBs have much more extensive branch networks Number of branches

b. SOCBs extend most of the credit volume Total credit outstanding in scheduled commercial banks SFBs 1% RRBs 3% FBs 3% SBI 20%

SBI 23,382 PVTBs 29%

PSBs 63%

Other PSBs 43%

Other PSBs 68,980 Source: Reserve Bank of India. Note: FBs = foreign commercial banks; PSBs = public sector banks; PVTBs = domestically owned private banks; RRBs = regional rural banks; SBI = State Bank of India; SFBs = small finance banks; SOCBs = state-owned commercial banks.

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Notes

3min
page 192

Annex 4B. The Kalman Filter

3min
page 189

4.1 Recommendations for Improving Fiscal Reporting and Transparency in Pakistan

6min
pages 186-187

following Contingent Liability Shocks

3min
page 179

Debt, India

2min
page 175

Estimating Contingent Liability Shocks, Adjustment Costs, and Mitigating Factors Using Data for India

6min
pages 171-172

Assembly Elections

2min
page 180

Outcomes in South Asia

5min
pages 184-185

The Promise and Risks of Fiscal Decentralization in South Asia

1min
page 159

Notes

2min
page 154

Annex 3C. Productivity Estimation

3min
page 153

Only a Combination of Internal and External Policy Reforms Can Help Better Manage Contingent Liabilities from SOEs in South Asia

9min
pages 143-145

3.8 Share of Persistently Distressed Firms in India, 1991–2017

2min
page 135

Describing the Opaque and Complex SOE Sector in South Asia Using Data

6min
pages 129-130

Pakistan, and Sri Lanka, 2005–17

12min
pages 138-141

The Importance of Paying More Attention to the Hidden Liabilities of SOEs in South Asia

11min
pages 125-128

Annex 2A. Methodology for Determining Bank Distress

6min
pages 107-108

2.1 Main Findings of the Overall Analysis

3min
page 102

Analyzing the Effect of Firms’ Banking with SOCBs Compared with Private Banks

3min
page 101

Private Banks Adjust in Times of Distress

8min
pages 98-100

Commercial Banks, 2009–18

2min
page 93

Understanding Bank Distress and Its Main Factors

3min
page 92

2.3 India: Branch Networks and Total Credit, 2018

5min
pages 87-88

The Upsides and Downsides of State-Owned Commercial Banks

4min
pages 83-84

Annex 1D. Imputing the Missing Values for Predictions

2min
page 75

Improving Government Capacity, Due Diligence, and Contract Design to Better Manage the Fiscal Risks of the Growing PPP Programs in South Asia

2min
page 70

in India, 2001–17

2min
page 57

South Asia, by Country, 1990–2018

2min
page 63

1.5 Distribution of the Percentage of Contract Period Elapsed, 1990–2018

5min
pages 58-59

Features of Contract Design That Matter: Exploring the Link between PPP Contract Design and Early Terminations of Highway PPPs in India

3min
page 68

Government from Contingent Liabilities of Public-Private Partnerships

3min
page 64

Portfolio in South Asia, as a Percentage of GDP, 2020–24

2min
page 65

ES.1 Applying the Purpose, Incentives, Transparency, and Accountability (PITA) Recommendations in Fragile and Conflict-Affected Contexts ...................xvi 1.1 The Hidden Debt of National Highways in India

3min
page 53

O.2 Analytical Framework: Links from Distress to Adjustments to Impacts

9min
pages 32-34

The Need to Carefully Manage the Fiscal and Economic Risks of PPPs

5min
pages 49-50

Balancing the Efficiency Gains from PPPs against Their Risks and Liabilities Booming Infrastructure PPPs, Their Country and Sector Distribution, and Signs

6min
pages 51-52

Policy Recommendations

8min
pages 43-45

O.1 Implementing the High-Level Policy Recommendations for Public-Private Partnerships, State-Owned Commercial Banks, State-Owned Enterprises, and Subnational Governments

4min
page 46

O.9 Checks and Balances on Government Executives Help Prevent Distress of Public-Private Partnerships

2min
page 42

Notes

3min
page 47

Analytical Framework

2min
page 31
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