1. Risk assessment and NPA Management
2. Finding resouces for the Infrastructure sector
3. Quality of Human resouces - skill development
4. Frauds - internal and external
5. Corporate governance - especially PSBs

1. Meeting higher capital requirements under Basel III standards when the credit growth is expected to enter faster pace.
2. Grooming and retaining talents.
3. Creation and maintainnace of IT infrstructure of global standards.
4. Introduction of innovative proeducts to meet the demand.
5. Developing higher Risk Managmenttechniques in pace with asset growth and operational complications

1. Stiff competition
2. Loss making branches will increase due to aggressive expansion
3. Loans disbursements by considering Credit ratings will affect credit growth its time to change some flexibility.
4. High Attrition rate in Banking sector
5. Selling insurance products in banks hesitating by customers will increase.

1. Financial Inclusion-- Accounts opening and inculcating banking habits to keep accounts live
2. Prevention of frauds particularly in net banking/credit cards
3. Managing growth/profitability with increased capital requirement
4. Managing asset liability mismatches in view of huge demands fro inrastructure sectors
5. Lack of experienced/skilled manpower

1. Reach of banking to masses
2. Training and skilling
3. Top Mgt selections to PSBs
4. Consolidation in PSBs
5. Asset quality; decision-taking ability

1. Customer Service - Failures
2. lack of advanced IT infrastructure
3. Technology-interconnectedness in Bank Data-Single customer identification across Banks
4. Managing defaults
5. Attracting and retaining talent

1. Communication
2. Financial Literacy
3. Customer education
4. Public Relations and image management
5. Communicating with shareholders

1. Improving project / credit appraisal
2. Identification and mitigation of risks
3. Application of technology for MIS
4. Asset Liability Management
5. Pricing of products and services

1. Ensuring Capital Adequacy
2. Asset quality Management
3. Proposition of Profitable Financial Inclusion
4. Attracting new Talents and Retention
5. Corporate Governance in Public Sector Banks

1. HR Issues - Bridging knowledge gaps
2. Asset quality and profitability stress as a result
3. Capital adequacy
4. Financial Inclusion
5. Risk Management and Risk mitigation

1. Capital Adequacy
2. Asset Quality
3. Quick remedy through courts and effectiveness in Recovery
4. Succession Planing
5. customer service & Technology

1. Capital Adequacy
2. Financial Inclusion-Are Bankers equipped to meet the challenges of Jan Dhan Yojana/other schemes
3. Early Warnings-Predictive tools to forecast NPA's
4. Technology-interconnectedness in Bank Data-Single customer identification across Banks
5. Mergers of Banks-HR and other challenges

1. Management of PSU banks by the Owners
2. NPA in the sectorand redressal mechanism
3. Training and Skill development of personnel
4. Trading platforms for Corporate Bonds, CDs,CPS and NCD
5. Technology upgradation n new products

1. Managing capital requirement to match growth rate & to meet Basel III norms.
2. Management of NPA.
3. Strengthening bottom line with affordable risk.
4. Preventing frauds, particularly technology related.
5. Attracting and retaining talents, capable to lead the bank forward.

1. Garnering capital and meeting Basel III norms
2. Control of growing NPAs
3. Getting banks to lend more and not overinvest in GSecs
4. Disinvestment of PSBs and improving pay scales of PSBs
5. Consolidation of banks

1. Corporate Governance
2. Financial Inclusion
3. Process Simplification, Transparent and Ease of Use through various online realtime communication channels
4. Moving towards Economic Capital concept, optimization of profits and risk
5. Skill Development, Training and Enhancement

1. Lending to Infrastructure Sector
2. Financial Inclusion
3. Capital Planning
4. Human Resounces-Recruitment and Training
5. Identification, Measurement and Managemen of Risks

1. Customer Service - Failures
2. Improvement in Currency Notes with improved Security Features - Plastic Currency Notes
3. Dormant Accounts - Unclaimed Money to be utilized well by creating Corpus for Poor and Needy
4. IT Upgradation and its Security
5. HR Skills - Talent Management

1. Developing the NBFC Sector as the engine of growth in the Rural sector
2. Acceptable risk adjusted returns to build capital for growth
3. Ensuring adequate liquidity during periods of illiquidity
4. Developing capital markets
5. Establishing norms for NBFC's to be deposit taking

1. Quality Human Resources, especially functional specialists and Leadership
2. Ability to raise required Capital to meet Regulatory Norms
3. Weak credit appraisal leading to burgeoning NPA's
4. Develoment of appropriate Business Model to meet challenges of a fast changing environment
5. Identification and Management of Risks

1. Financial Inclusion
2. Mobile Banking
3. Mismanagement and Frauds of ATM/Debit/Credit Cards
4. IT - Hacking and Hoax Mails and IT Security
5. HR - Training, Retention and Development to promote Customer Service

1. Complete overhaul of lending mehtodology. Need to shift to cash flow based lending to align lending to asset classification approaches.
2. credit monitoring and oversight - intense use of technology and use the output
3. Allocation of capital and measurement of risk adjusted returns
4. Training of staff - DGMs and above to strategic planning and balance sheet management. Below to achieve chartered goals
5. Structured approach to recovery of stressed loans - separation of approaches for revivable loans from those which cannot be revived.

1. Capital Requirements under Basel III: Sources and issues
2. NPA Management
3. Profitability: Moving from traditional Interest income to Non Interest Income(PSB)
4. HR issues: Talent acquisition, development and retention particularly in specialized areas
5. Technology up-gradation and leveraging it for better customer experience

1. OPTIMISING USE OF CAPITAL: SPEEDY IMPLEMENTATION OF ADVANCED APPROACHES OF BASEL ACCORD ; DEVELOPING HEALTHY COMPETITION
2. HARNESSING IT/ITeS FOR PRODUCT INNOVATION & DELIVERY,CYBER SECURITY , PAYMENT & SETTLEMENTS AND FRAUDS CONTROL
3. ROLE OF LEGAL SYSTEM/PROVISIONS IN EFFECTIVE MANAGEMENT OF NPAs
4. ENFORCING KYC & AML GUIDLEINES BY BANKS IN LETTER AND SPIRIT TO CURB MENACE OF FINANCIAL TERRORISM
5. MERGER OF WEEK BANKS

1. THROUGH FINANCIAL INCLUSION CONCEPT CHANGE THE SENERIO OF RURAL BANKING
2. BANKING AWARENESS ADOPTION IN ROUTINE LIFE
3. INDIAN BANKING PATTERN &HIS ASSECTS USEFULLY FOR ECONOMY
4. BANKING MANAGEMENT &CHANGE NEW ERA OF BANKING SYSTEM IN INDIA
5. STABLIZING THE INFLATORY ECONOMY

1. BASEL III
2. REACHING TO MASSES THROUGH JANDHAN YOJANA
3. CORPORATE GOVERNANCE - AVOIDING CORRUPT PERSONS
4. NPA MANAGEMENT
5. NON REPAYMENT OF LOANS BE DECLARED AS FINANCIAL CRIME

1. Data security -IT upgradation
2. Non-performing Assets
3. BASEL 3
4. Profitability-Financial Inclusion
5. Scaling up with needs

1. HR - retention and skill development
2. financial inclusion Vs profitability
3. lack of advanced IT infrastructure
4. Corporate governance
5. Risk management

1. New Trend of Customer Service
2. Debit Cards and its Data Security
3. Corporate Social Responsibility of Banks
4. Perception of the Exporters on Bank Credit
5. Challenge of making the majority population in the country into Account holder in the banks

1. HR - Talent Retention & Development
2. Technology – Mobile Banking and Data Security
3. Business Intelligence – Customer Profiling and Cross selling
4. Product Innovation – Catering To Next Generation Customer Tastes
5. Governance – Adherence to Best Practices and Compliance

1. Capital : Raising additional capital to meet regulatory and business growth requirements, and optimisation of utilisation of the available capital resources.
2. HR : Attracting talent, retention thereof, training of existing and newly recruited staff, improvement in the quality of training, putting in place an effective performance measurement system and making use of it for employee management.
3. IT : Keeping pace with the developments in technology and related trends, and continued evaluation and strengthening of the security features to protect the banks systems from cyber frauds. Also better utilisation of the core banking data base for all kind of business needs.
4. Management of Credit : Innovation in product design, more rigorous and objective process for credit decision making, use of technology for effective monitoring and follow up, expeditious decision making, particularly in existing accounts and inculcating a culture of not getting influenced by extreneous factors.
5. Governance : Improving level of corporate governance and promoting culture of openness in management /decision making.

1. 1 Compliance with Basel III Capital requirements Over the next few years up to 2019, the Basel III framework will come into play, entailing a significantly higher level of core capital as well as a variety of buffers related to capital conservation, counter cyclical buffer, and GSIB related surcharges etc. In order for banks to be able to meaningfully embrace this level of sophistication, there will be a need for move to more sophisticated approaches for the pillar 1 risks, i.e. credit, market and operational risk. The level of frameworks, data, and tools in these areas is still evolving and focused efforts will be required across the industry to evolve all aspects of the capital adequacy assessment framework. Basel III will also require enhanced liquidity metrics and significantly more stringent liquidity standards. In transitioning from Basel II to Basel III, this will be a formidable challenge for the banking sector.
2. 2. Enhanced Regulatory Framework: Globally regulations are enforcing in addition to significantly higher standards of capital and liquidity, very elaborate requirements in terms of AML / KYC criteria, suitability and appropriateness of customer selection, selling practices, credit monitoring, unhedged exposure monitoring as well as restrictions on high risk profile products and reporting of certain customer activity (FATCA). Complying with these stringent governance requirements will entail significantly enhancing the robustness of Risk and Compliance architecture and associated costs in Banks and will also lower earnings through driving risk aversion in product selection. Concerted efforts will be required to strike the balance to ensure that the inclusion agenda is not impacted.
3. 3. Transition to Technology / Manual Process: Many banks are saddled with underperforming systems and outdated architectures that barely support key processes. Banks need to approach technology as an investment for future growth by focusing less on specific systems and applications and more on enterprise-wide capabilities. Transition of technology architectures to next-generation capabilities is a key challenge. Concomitantly, a high level of manual processing (non-automated input and output channels) leads to risk of errors in transaction processing. In the face of massively growing data volumes, it is paramount that greater emphasis is placed on automated controls which can be relied upon to work effectively time after time. In parallel, technology creates its own risks, and expertise will need to be enhanced in the industry to be able to anticipate and proactively manage these risks as well as be prepared to make the necessary investments.
4. 4. Financial Inclusion: As the government seeks to drive a greater level of financial inclusion, banks will need to find ways to penetrate further and access the underserved segments working directly as well as with financial intermediaries and embracing the right technology. This policy will have a significant economic impact as well as drawing on resources to frame the right strategies and business models for maintaining asset quality and profitability while meeting the inclusion goal.
5. 5. Fraud Risk The operational risk of fraud will need increased focus because of more sophisticated methods of perpetrating frauds. The banking system is dependent / vulnerable to the lacunae in the official record keeping / documentation to establish identity and property rights. Reliable databases for verifying identity and property rights need to be built by local, state level and national government bodies as anti-fraud controls for the financial services industry. In parallel, emerging fraud threats continue to pose challenges with continued advances in technology and the growth in automation. Cyber-crimes such as Phishing, Hacking and Malicious applications have been steadily on the rise in recent years and remains a major security threat to businesses and customers worldwide. A related dimension is the effective management of heightened fraud risks arising out of outsourcing. These risks if not managed effectively, can lead to data leakage, and mass adversely impacting not only the bank’s performance and reputation but also the public confidence in the banking system.

1. Risk Management
2. Capital and Profitability
3. HR and skill development
4. Technology
5. Financial Inclusion

1. Training & H R Management
2. Capital Planning
3. Financial Inclusion
4. Leveraging Technology for product delivery
5. Balancing between risk and profit

1. Credit Management, both in terms of Off-take and Credit Quality
2. Leveraging Technology to give better customer service and reduce cost
3. Risk and capital management
4. Compliance culture and Adherence to internal Controls
5. HR

1. Need for fundamental change in approaches to lending by banks in general, public sector banks in particular; need to move to cash flow based lending
2. Operational control and monitoring particularly in case of loans and advances - need to leverage technology
3. need for complete revamp in organisational set up in banks to promote sectoral specialisation - separation of SME verticals and larger lending verticals
4. Capital allocation in banks
5. Training and exposure to Asst General Mangers and above in banks in regard to balance sheet management and policy evolution and impact

1. Corporate frauds and early detection thereof
2. Credit monitoring in a multiple banking scenario
3. HR and the challenge of grooming the large young work force
4. NPAs
5. Capital adequacy

1. Working culture/ customer high demand
2. Capital requirement basel 3
3. Asset Quality
4. Talent retention
5. Financial Inclusion

1. Monitoring in Consortium /Multiple Bankinf Finance
2. Capital Planning under Basel-III by PSU Banks
3. Add on Capital requirement under RBS
4. Frauds due to Fake Cheques with similiar serial number
5. Skill Development in banking for new entrants

1. Cyber crime / frauds
2. Talent / HR / Skill level
3. NPA / Asset quality
4. Capital requirements to meet business growth
5. Maintaining spread

1. Frauds, especially IT related/cyber frauds.
2. Management of NPA
3. Talent development to fill the vaccum created due to mass retirement
4. Implementation of Financial inclusion programmes in remote areas
5. meeting the capital requirements

1. Keeping techonology in line with customer tastes
2. Capital requirements to match growth rates
3. Data Security & countering hacking
4. Strenghtening Corporate Governance
5. Cross functional skills/ knowledge of employees

1. Attracting and retaining talent
2. Managing capital requirments
3. Managing defaults
4. Tapering Credit offtake
5. Forced financial inclusion

1. HR talent in specialised areas
2. Agility in technology upgradation
3. Competiion from non banking entities like telcos, payment companies etc
4. Capital requirement
5. Combating risks and frauds

1. Meeting large capital requirements, both equity as well as non-equity
2. Regaining profitability and maintaining deposit strength
3. Focusing on governance and talent
4. Enhancing the credit assessment, monitoring, and recovery skills
5. Enhancing technology and efficiency