2
DUBAI, UAE19 Branches285k Customers
INDIA527 Branches1,695k Customers
3 Provinces,Central CHINA32 Branches16k Customers
CHINA82Branches1,262k Customers
MYANMAR14 Branches75k Customers
CAMBODIA POST BANK41 Branches79k Customers
MALAYSIA106 Branches60k SME Customers
INDONESIA1859Branches4.2 M Customers
FFH has 8 operating financial services entities located across 7 countries serving 7.5 million customersIts vision is to develop unique business models that bring financial services to the underserved in emerging markets
A 100% Step-down Subsidiary of Temasek HoldingsPart of a global financial services firm, focused in the region
3
FICCL History – Key milestones
2003FFH, parent entity of
FICCL is incorporated as a
wholly-owned subsidiary of
Temasek Holding (P) Ltd
2007/08Commercial Launch of
NBFC operations.
Pan-India presence
established.
2012/13Capital infused for growth
Rural network expanded.
Funding diversified.
2015Technology – core system
revamped.
Capital Infused for growth.
Home Finance business
launched.
2010Commercial Vehicle
business launched.
Network consolidated.
FICCL is incorporated as
a wholly-owned
subsidiary of FFH
2005
Entry into rural business.
Managed economic
downturn.
2009
Portfolio reshape
and segmental shift to
mass affluent.
LAP, SME business
re-launched.
In-sourcing of critical functions
2011
Accelerated secured
business, rural network
Operations process revamp
2014Digital deployment.
Rural franchise expanded.
Commercial Vehicles
business accelerated.
Branches exceeded 520, AUM
crossed 13,800 cr.
2016/17
FICCL:- Fullerton India Credit Company Limited, FFH:- Fullerton Financial Holding
Customers (In ‘000)
40
3
Branch Coverageby city population size
…with strong presence in under banked geographies
� 45% of branches in cities with <100K population
� Deep experience in areas under the Regulator’s
focus for furthering financial inclusion
42 94107 401 912
4
13
2
1
Urban – 223 Branches
Rural – 304 Branches
22 States and 3 Union Territories
600Towns
51kVillages
Strong pan-India distribution networkOver 500 Branches covering 22 States and 3 UT
4
4
188
2
24
23
19
323
36
7
65
50
56
55
66
3
73
16
54 48
172
237
>5mio 1mio - 5mio 500k - 1mio 100k - 500k <100k
5
Focused on a bankable, underserved segmentServing customers with limited access to formal banking channels
Customer Segment
Annual Household Income No. of Households Serviced By
Strugglers
< INR 200K121 Mn ( 50%)
MFI Lenders
Microfinance
Affluent
> INR 1,100K13 Mn (6%)
Foreign & Private
Banks
Servicing the segment
below the Foreign and
Private banks
Addressable market of 75
Mn households – 50% is
underservedNext Billion
INR 200K – 450K
Aspirers
INR 450K – 1,100K
72 Mn (30%)
34 Mn (14%)
FICC Rural
FICC Urban
FICC targets underserved segment not covered by large banks and MFIs 1.6Mn live customers provide a large cross sell and upsell opportunity
Source : Euro Monitor and BCG
6
A Well-diversified portfolioMultiple product, customer and geographic segments
create durability
Geographically diversified.. ..across multiple asset classes
Figures as of 31st Dec, 2017
Loans against
Property, 29.5%
Business Loans,
10.1%
Salaried Personal
Loans, 24.2%
Commercial
Vehicle Finance,
6.8%
Rural Group
Lending, 16.0%
Rural Business
Loans, 13.4%
West, 33.2%
North, 28.0%
South, 35.5%
East, 3.2%
7
Multi-product offerings support a range of
customer needsAcross Urban and Rural
Pro
du
ct
Cross sell – Life/ General Insurance
Commercial
Vehicle Finance
Business Loans
Loan Against
Properties
Urban MSME
Personal / Group
Loans
Rural Mortgages
Vehicle Loans
Rural
Personal Loans -
Salaried
Loan Against
Properties
Consumer
Urban MSME RuralConsumer
Two-Wheeler,
Personal/
Solidarity Loan
Personal Loans
Loan Against
Properties,
Commercial Vehicles
Mortgages
Loan Against
Properties, CV
Finance
Mass
Affluent
Aspiring
Affluent
Small
Enterprises
Urb
an
MS
ME
Ru
ralC
on
sum
er
Tenor
High
> 60 mth
Medium
24-60 mth
Low
12-24 mth
� Niche positioning, differentiated product offering
allow addressing customer needs across lifecycle
and income growth
� Deep market knowledge and customer
outreach model retains margins while serving the
under banked
� Established customer on-boarding and operational
capabilities to serve very large numbers
8
Including a strong multiproduct rural franchiseProviding solutions across customer life cycle
LivelihoodMicro-
enterprise, consumption
Consumption, Small business
Aspirational Needs
Comprehensive product suite with insurance throughout the life cycle serves customer growth and aspiration
Catchment model enables customer intimacy and superior service quality
� Group Loans
� General Enterprise Loans
� Two wheeler loans
� Vehicle Loans
� Loans against property
� Mortgages
� Consumer durables
9
41 39 45
52 5664
10 106
Jun 17 Sep 17 Dec 17
Bank Loans Bonds CP Off Books
106 118108
14
8 7 7 7
6
Jun 17 Sep 17 Dec 17
Liquidity Buffer Outflow (1m)
Well-diversified, conservative funding book
Diversification Matching tenors Adequate liquidity buffer(a)
(nos) Residual maturity in months (INR bio)
� Basel III oriented, Board approved policies guide liability management
� Rigorous monitoring via ALCO
� Compliance oversight by independent verticals
� Three pillars of conservative liquidity risk management:
� Diversification (across instruments lender category)
� Matching asset-liability tenors
� Maintenance of adequate buffers
Long term stable and diversified funding base, with adequate liquidity cover
(a) Regulatory requirement is to keep liquidity buffer for 85% of 1 month outflow
32 29 29
23 22 23
9 9 10
Jun 17 Sep 17 Dec 17
Banks Insurance Cos MFIs
45 44 43
32 32 33
Jun 17 Sep 17 Dec 17
Customer Assets Borrowings
Stable Funding profile
(INR bio)
10
Enterprise wide, independent risk managementIntegrated approach covering entity wide risks
Overarching principles
governing Risk
Management strategy
Analytics led proactive
portfolio management
strategies
Underwriting strategies
addressing the product/
customer segment /
geographic nuances
� Risk Appetite Statement and Country Risk Assessment set the guardrails
� Assessed for ‘through the cycle’ performance and ‘stress resilience’
� Independent, integrated Operational risk and Fraud risk management
� Portfolio analytics evaluates portfolio optimisation
� PD, LGD models and risk based pricing used to guide portfolio
� Quarterly bureau scrubs flowing into early warning processes.
� Robust ‘champion-challenger’ environment to test boundaries
� Decisioning platforms based on application and behavior scorecards, fraud scoring, risk based pricing
� Supported by an automated Business Rule Engine with connectivity to bureau and fraud systems
� Judicious mix of local and centralized decisioning with robust deviation controls
� Strong collateral management – independent legal/valuation with in-house technical oversight
Collections
management driven
scientifically
� In-house tele-calling set-up with recorded lines for quick reach out to early delinquencies
� Mix of in-house (for early buckets and secured portfolios) and agencies (for late bucket and
recoveries)
� Propensity models, behavior scorecards and recovery scores for optimizing collection strategy
� Mobility solutions enabled for field staff which improves control environment significantly
Pro-active and continuous monitoring based on external environment, customer data and bureau trends
11
Operational risk managementStrong Operational Risk management culture across all key verticals
Operational and Business
Units (design and operational
effectiveness)
1st line of defense
Independent Assurance
by Internal Audit
3rd line of defense
ORMC
ROC/ Board OversightExternal
AuditorsRegulators
Operational Risk, Fraud Risk, InfoSec
and Compliance
2nd line of defense
OR framework components
Implementation/ execution
Risk Governance
framework
� Regular Operational Risk Management Committee meetings to review OR issues
� Quarterly Risk Oversight Committee meetings to assess OR profile
Policy/ Procedures� Robust Operational Risk policies and standards
� Internal Financial Controls (IFC) standards as mandated by Companies Act
Risk Identification� Comprehensive Risk library
� Regular process walkthroughs and reviews
Risk Assessment &
Measurement
� Periodic Risk Assessments
� Loss Data management
Control & Mitigation� Periodic control assessment
� Timely corrective actions
Monitoring &
Reporting
� Key Risk Indicators monitoring
� Regular reporting to ORMC and ROC
12
Deep investment in analytics and decision sciencesIncorporating science across the credit cycle
Analytics is integral to
driving business decision
Scorecard Usage for
Credit Decisioning
Optimizing collection and
recovery efforts
Managing portfolio
volatility
Identifying opportunities to maximize returns
Explore new markets
Selection through scorecard and models, Pricing for risk, Through the cycle ttc,ntFraud detection & preventionCross sell
Credit risk monitoring cross sellingLeverage monitoringTrigger based actions
Optimising collections and recoveriesSkip Tracing
Target
Segment
New Account
Acquisition
Portfolio
Manageme
nt
Collection
& Recovery
� Application score predicts applicant’s likelihood to default
� Real time scoring using demographic and credit bureau information
� Scorecards play critical role in underwriting for both Secured and Unsecured products
Low Score
Profitability
Vo
lati
lity
Medium Score
High Score
� Higher booking volumes without negatively impacting the loss rates
PL Salaried Booking Volumes
(INR Bio)
Behavior score De-prioritization for possible self-cure customers – stable X to 0 flow rates show scorecard effectiveness in reducing collection costs
Collections score Scorecard based prioritization ensures high priority accounts’ roll back rate is significantly higher
Business strategies aligned with organizational risk appetite statement to optimize through the cycle losses
9% 9%
Jan'14 Jan'15 Jan'16 Jan'17 Jan'18
X to 0 flow
FY13 FY15 FY17
Expected Loss % Book Size
Average Slowdown Recession
1.0x
FY15 FY16 FY17
RLM15.7
24.2
3.7%
FY16 FY17 YTD FY18
Bookings %30+
18%
LOW MEDIUM HIGH
Roll back rates
Dec'17
13
KYC Contract Data checks Process Servicing
Paper-based KYC
submitted by
customer, and
validated against
originals
Wet signature
contracts signed by
customer,
transported and
physically stored
centrally
Physical income
documentation,
residence and
employment checks
Departmental
flows: sales, credit
ops / underwriting,
fraud control,
booking, disbursals
Branch based
service assistance
Electronic clearing
and PDCs, with wet
signature.
Biometric-enabled
KYC, with iris
and/or fingerprint,
available across all
customer access
channels, capable
of completion
without human
intervention.
Electronic
agreement,
accepted digitally
by customer
Assessment
through electronic
income
documentation
Geo-location
validation of
residence/office
Upload over
mobile, web and
chat interfaces
Cross-functional
end-to-end lean
pods, active flow
management, lower
transportation,
rework waste.
Routine operations
replaced by robots
Near STP journey
IVR, web and
mobile app based
self-service
Migration to online
payments, wallets
UPI/Aadhaar Pay
Digitalizing through customer lifecycle
Capabilities today enable a fully digital customer onboarding path, with 30 mins from start to customer
bank credit
Tra
dit
ion
al
Dig
ita
l jo
urn
ey
13
14
Provisioning normsWe adopt provisioning norms that are consistent with regulatory
norms
Cumulative NPA Provisions (Percentage) 90DPD 120DPD 150DPD 270DPD 360DPD 540DPD 720DPD
Personal loans 10 100
Mortgages/Loans against property 10 25 50 70 100
Group loans 10 100
Commercial vehicle loans 10 30 60 100
2Wheelers 10 100
� FICCL reports NPA at 90DPD
� FICCL provides 10% on classification
(secured/ unsecured)
� For secured assets, FICCL ignores realisable
value of collateral and provides on entire
outstanding
� Standard Assets provision maintained at
40bps against standard assets
Unsecured assets
Classification Overdue for Provisioning
Standard 3 months (0-89DPD) 0.4%
Sub standard 15 months (450DPD) 10%
Doubtful >15 months (>480DPD) 100%
Secured assets
Classification Overdue for Provisioning
Standard 3 months (0-89DPD) 0.4%
Sub standard 15 months (450DPD) 10%
Doubtful (in stages) 16 –52 months
(480-1560DPD)
20% – 50%(a)
RB
I n
orm
s
(a) Assumes realisable value of collateral
15
Capitalisation comfortably supports book growth Well ahead of regulatory norms
Capital adequacy Shareholders’ funds
Percent (INR mio)
16.1 15.8 16.3 16.0 16.4 15.7
21.9 21.1
22.5 22.0 21.4 20.1
Mar 16 Sep 16 Mar 17 Jun 17 Sep 17 Dec 17
Regulatory Minimum (15%)
Total
Tier 1
19,649
21,149 22,793 25,040
25,679 26,841
1,500
2,000
Mar 16 Sep 16 Mar 17 Jun 17 Sep 17 Dec 17
Capital Infusion
a. Net Credit Loss includes Provision for Standard Assets. 16
INR mio FY 17 Q1 FY18 Q2 FY18 Q3 FY18 YTD FY18
Net Revenue 16,082 3,612 4,148 4,619 12,379
Expenses 7,708 2,153 2,099 2,099 6,351
Net Credit Losses(a) 5,062 2,219 223 670 3,112
Pre Tax Profit 3,312 (760) 1,826 1,850 2,917
Post Tax Profit 2,143 (486) 1,169 1,184 1,867
Disbursals 73,322 24,165 27,849 30,767 82,781
Customer AUM 115,971 117,522 126,257 138,109 138,109
Shareholders’ Funds 25,040 24,554 25,679 26,841 26,841
Net NPA (%) 2.29^ 2.53 2.25 2.14 2.14
Branches (#) 526 526 525 527 527
Financial performance
^ RBI dispensation for NPA classification availed for Rural assets.
17
Strong business momentum
Disbursals (INR mio) Assets Under Management (INR mio)
13,990 13,634
24,165
27,849
30,767
Q3 FY17 Q4 FY17 Q1 FY18 Q2 FY18 Q3 FY18
121,980
115,971 117,522
126,257
138,109
Q3 FY17 Q4 FY17 Q1 FY18 Q2 FY18 Q3 FY18
18
INR mio Mar 15 Mar 16 Mar 17 Dec 17
Share capital 18,587 19,212 19,801 19,801
Reserves and surplus (2,913) 1,938 5,240 7,040
Borrowings 77,220 101,721 109,751 115,420
Provisions 999 1,599 3,610 1,757
Other liabilities 7,501 9,986 8,333 10,246
Total Liabilities 101,394 134,455 146,735 154,264
Liquid investments 10,499 17,125 22,544 7,338
Loans & Advances 87,999 113,255 117,083 139,071
Equity investments 100 600 3,610 3,610
Fixed and Intangible assets 466 538 735 700
Other assets 2,330 2,938 2,761 3,545
Total Assets 101,394 134,455 146,735 154,264
Balance sheet
19
Gan Chee Yen
Chairman
Mr. Gan has been the Chairman of the Company since November 2011. He is a board member of Fullerton Financial
Holdings Pte Ltd, Singapore (FFH) and a board commissioner of Bank Danamon since 2003. He is also the CEO of
FFH. Prior to his current appointment, he was the Co-Chief Investment Officer and Senior Managing Director at
Temasek International. He joined Temasek in 2003, first as CFO and subsequently in various senior management
roles. He has served on several boards and currently sits on the Boards of several Temasek portfolio companies such
as Clifford Capital, Surbana Jurong, ACR Capital Holdings, CEI Limited and ST Asset Management. He is a member of
the Institute of Singapore Chartered Accountants and a Bachelor of Accountancy from the National University of
Singapore. He has also attended the Harvard's Program for Management Development in September 2001.
Board of Directors
Rajashree Nambiar is Managing Director and Chief Executive Officer at Fullerton India. In this role, she
is responsible for the overall corporate strategy of the company and its subsidiaries.
Prior to joining Fullerton India, Rajashree served as the CEO and Executive Director of India Infoline
Finance Ltd, the NBFC arm of IIFL group where she served as. In IIFL Finance, Rajashree successfully
developed and executed on a long term business strategy focused on diversification of the retail
segment into retail housing, commercial vehicles, Gold loans and SME loans; she has created from
inception a robust organisational structure with centers of excellence for core functions, and a strong
future leadership pipeline. During her stint, IIFL Finance has shown strong year on year profitability with
doubling of the book in a short span of 3 years. Prior to joining IIFL, Rajashree spent 22 years with
Standard Chartered Bank within the retail segment where she held various management roles such as
Head of Branch Banking, Country Head of Distribution and General Manager, Distribution & Alternate
Channels, India & South Asia. Her last position at the Bank was as Head of Retail Products for India &
South Asia. Rajashree is an MBA from Jamnalal Bajaj Institute of Management Studies.
Rajashree Nambiar
Managing Director & Chief Executive Officer
20
Anindo MukherjeeNon - Executive Director
Mr. Mukherjee has more than 25 years of banking experience. He also heads the Integrated Risk Management
unction at Fullerton Financial Holdings Pte Ltd (FFH), Singapore. Prior to joining FFH, Mr. Mukherjee was
responsible for the Risk Management, Legal and Compliance functions in Fullerton India. Before Fullerton India, he
was with Standard Chartered Bank, where he was the Regional Credit Officer for the Consumer Business in India &
South Asia. Mr. Mukherjee has had exposure across a variety of international and private banks, including Bank of
America, ABN AMRO Bank and HDFC Bank.
Board of Directors
Mr. Kenneth Ho carries more than two decades of Consumer and Commercial Banking experience. He is a Graduate
in Economics in Flinders University of South Australia and a Master of Business Administration holder form university
Putra Malaysia. Currently, he is the Senior Vice President, Consumer Banking for Fullerton Financial Holdings
(International) Pte Ltd. Previously he was with Citibank for 10 years covering the roles of Regional Director,
Consumer Secured lending of Citibank Asia Pacific regional office and in the Citibank Singapore Pte Ltd as head of
Auto business and Citibusiness (Commercial Banking). Prior to joining Citibank, he also held substantial exposure in
EON Bank Berhad, Malaysia, including managing the entire Auto loans Business (national) and covering numerous
roles in Branch banking as well.
Kenneth Ho Tat Meng
Non - Executive Director
21
Milan Robert ShusterIndependent Director
Dr. Shuster, is a professional with several decades of experience in the banking sector. He has served in
various capacities at Asian Development Bank, ING Bank, National Bank of Canada and Nippon Credit Bank.
After working as the President and CEO of P.T. Bank PDFCI, Indonesia, he held several stints at Bank Danamon
Indonesia. He became its president and CEO and later its Independent Commissioner. He holds PhD in
international Law and Economics from Oxford University, Master of Law from London School of Economics,
Bachelor of Law from University of Western Ontario and Bachelor of Business Administration from Ivey
Business School.
Premod ThomasIndependent Director
Independent Director Mr. Thomas is currently the MD and Head of Corporate Strategy at Clifford Capital Pte Ltd, a specialist project
and asset-backed finance company in Singapore. He is concurrently the Founder and CEO of Capital Insights Pte
Ltd, an investment holding company focusing on private investment and strategy consulting. He serves as an
Independent Director and Member of the Audit & Risk Committee of Mapletree Commercial Trust
Ltd, Independent Chairman of the Investment Committee of MGSA Private Trust and Independent Director of
Gemstone Asset Holdings Pte Ltd in Singapore. Before establishing Capital insights Pte Ltd, he served as the
Group CFO of Hong Leong Bank and Executive Director of Singapore-listed GuocoLeisure Ltd. This was preceded
by various senior stints in Finance and Banking with Temasek Holding Ltd, Standard Chartered Bank, and Bank
of America. Mr. Thomas holds an MBA from the IIM, Ahmedabad (PGDM), and a B.COM Degree from Loyola
College, Chennai.
Board of Directors
22
Renu ChalluIndependent Director
Ms. Renu Challu, is a seasoned banker with decades of experience in Banking. She was associated with the State
Bank of India (SBI) for more than 38 years serving in the variety of positions. Some of the positions held at SBI
includes President & COO at SBI Capital Markets, MD & CEO as SBI DFHI , MD of State Bank of Hyderabad and
Deputy MD, Corporate strategy and New Business Development at SBI. She is on the Board of many other
companies and she is partner in 5th Bridge Data Technologies LLP. She is MA in Economics (Gold Medalist) from
University of Lucknow.
Independent Director
Ms. Pillai, is a 1972 batch IAS officer who held numbers of senior positions in the Government of India (GOI) and
the State Government of Kerala for 40 years. She handled Industry and Finance portfolios for nearly twenty years.
In GOI, she worked in the Ministries of Industry, Corporate Affairs, Labour and Employment. She contributed
notably to 1991 reforms in Industrial and FDI Policies, as also in bringing amendments to corporate laws and in
formulation of the National Skill Development Policy. In Kerala, as Principal Secretary Finance, she worked to
achieve enhanced development outcomes, coupled with efficient fiscal management. Earlier, as CMD, Kerala
Finance Corporation, she had dealt with the project financing to SMEs. Her last assignment was as Member
Secretary (in the rank of Minister of State) Planning Commission, GOI. She is currently on the Boards of many other
companies. She holds a masters’ degree in Public Administration from Kennedy School of Government, Harvard
University.
Sudha Pillai
Board of Directors
Shirish ApteIndependent Director
Mr. Shirish Apte is serving as Director on several other Boards. Mr. Apte spent over 32 years with Citibank across
several countries and geographies. He was Chairman of Citibank Asia Pacific Banking from 2012 to January 2014
before retiring from Citi. Prior to that, he was regional CEO for Citibank businesses in the Central/Eastern Europe,
Middle East & Africa, and co-CEO for Citi Asia Pacific. Mr. Apte is also a Council Member of the Singapore Institute
of Banking & Finance. He has a Bachelor of Commerce degree from Calcutta University, and a Master of Business
Administration degree from London Business School, and qualified as a Chartered Accountant from the Institute
of Chartered Accountants England and Wales.
23
Leadership Team
Ajay PareekBusiness Head - Urban
Ajay is a Chartered Accountant with over 21 years' experience in audit & financial services. Starting his career with
A. F. Fergusons & Co, he moved to CitiFinancial as part of the start-up team to launch their retail finance business
in India. At CitiFinancial he handled the risk and operations functions for 3 years and later took over as a Regional
Business Head. After 8 years at CitiFinancial, he joined Fullerton India in 2005 as part of the start-up team. Ajay is
now Head of Urban Business and oversees distribution of the company's key products of Personal Loans,
Mortgages, SME and Commercial vehicle.
Vishal WadhwaBusiness Head - Rural
Vishal is the Head of Rural Business at Fullerton India. He is a Chartered Accountant from The Institute of
Chartered Accountants of India with over 20 years of varied experience in Banking and Financial Services across
Credit Cards, Consumer Banking Products, Collections and Retail Banking Operations. Vishal joined Fullerton
India in March 2012 from Tata Consultancy Services, where he headed two key functions during his tenure – as
Operations Head, facilitating client engagement and operations delivery for Commercial Bank of Qatar and as
Consumer Operations Head for India Retail. Previously, Vishal worked with Citibank N.A handling Distributions
Operations, Risk Management and Credit Operations across retail products and Branch Banking. Prior to
Citibank N.A, Vishal worked with ABN AMRO and Citigroup as East Collections Head - Cards.
24
Leadership Team
Deepak is the Chief Risk Officer and in his role he leads the overall Enterprise Risk Management across all business
verticals of Fullerton India, which includes Credit Risk, Collections, Operational Risk, Fraud Control, Legal and
Information Security functions. Prior to his appointment as the CRO, Deepak led the Internal Audit function at
Fullerton India. Deepak joined Fullerton India in 2007 as Head – Retail Collections after successful stints at Cable
Corporation, HCL Infosystems and Citibank. In his work experience of over 20 years he has handled diverse roles
including Quality Assurance, Sales and Distribution, Debt Collections, Operational Risk and Audit. On behalf of
Fullerton Financial Holdings, Singapore, Deepak has undertaken risk advisory and transformation assignments in
Mekong Development Bank, Vietnam and Fullerton Finance, Myanmar. He is an Electrical Engineer with a Masters
in Management from Jamnalal Bajaj Institute, Mumbai..
Deepak PatkarChief Risk officer
Pankaj has an overall experience of 20+ years in various capacities across finance and allied functions. He is the
Chief Financial Officer, Company Secretary and Chief Compliance Officer for Fullerton India Credit Company
Limited. In addition, he holds the position of Chief Financial Officer of Fullerton India Home Finance Company
Limited. At Fullerton, he is responsible for corporate planning, accounting, finance, taxation, compliance and
corporate governance functions. Prior to joining Fullerton in Sep 2007, Pankaj was associated with COLT Telecom
(“COLT”), an affiliate of Fidelity international, as the Financial Controller-cum-Company Secretary. He has also
been associated with GE Commercial Financial and Motherson Sumi Systems Limited in various capacities.
Pankaj is a Chartered Accountant, Company Secretary and Cost Accountant from India and Certified Public
Accountant from the State of Colorado, the USA.
Pankaj MalikChief Financial Officer
25
Arvind SampathHead - Treasury
Leadership Team
Anil NoronhaExecutive Vice President & Head – Human Capital
Anil is the Executive Vice President and Head – Human Capital at Fullerton India and comes in with an
experience of over 25 years. Prior to joining Fullerton India, he was heading the Human Resources function
across companies such as, Novell Inc. USA, Ashok Piramal Group, Rajesh Wadhawan Group (DHFL Group),
Bombay Dyeing and most recently Omkar Realtors & Developers. Anil has completed his Master’s in Business
Management (HR) from NMIMS and also holds a Law Degree from Ruparel’s New Law College and is a gold
medalist in Labour Law from Bharatiya Vidya Bhavan, Mumbai.
Arvind is Head of Treasury at Fullerton India Credit Company Ltd. He is responsible for all liabilities strategy,
surplus management and investor relationships. He has scaled up the Treasury over the last 5 years, de-risked
liabilities, enhanced relationships and upsized financing. Across size and complexity, the Treasury has
concluded several innovative transactions and raised the profile with the market including Masala bonds and
deep relationships with DFIs. Arvind began his career with the ICICI Group and then moved to the treasury at
Standard Chartered Bank. Arvind has over two decades of experience in financial markets, across a Primary
Dealer, a Foreign Bank and a Non-Banking Financial Company. He is an Engineer with a Masters in Business
Administration from FMS, Delhi .
26
Leadership Team
Kaushik RayGeneral Manager and Head – Operations & Customer Service
Kaushik is the Head of Operations and Customer Service for Fullerton India. He joins from Creditexchange, a
Bengaluru-based Fintech start-up, where he served as the Chief Operating Officer, responsible for setting up
the Operations, Technology, Collections, Finance and Accounts processes. Previously, Kaushik was heading the
Operations team at Fullerton India for over 6 years from 2005 to 2012. Earlier, he was part of the management
team of DLL Financial Services, a fully owned subsidiary of the Rabobank group, as head of the Operations,
Sales Support & Technology units. His other stints during his career of close to 25 years include, leading Trade
transactions processing and Contact Center operations in Citigroup, International Trade in Reliance Industries
and Corporate Loans sourcing for Summit Usha Martin Finance and Nicco Uco Financial Services. Kaushik holds
a Post Graduate diploma in Management from Xavier Institute of Management, Bhubaneswar.
Bikramjit GangulyChief Information and Digital Officer
Bikramjit has an overall experience of 14+ years in various capacities across analytics and allied functions. He is
currently the Chief Information and Digital officer for Fullerton India Credit Company Limited. At Fullerton, he is
responsible for leading the company’s digital strategy and execution as well as the information technology and
analytics functions. Prior to joining Fullerton in Mar 2012, Bikramjit was associated with Standard Chartered
Bank, heading the regional credit risk analytics unit of South Asia. He has also been associated with Fair Isaac
(“FICO”) in various capacities and has extensive experience of driving analytics driven strategies for major
financial organizations across Asia, Middle East, Latin America, Europe and Africa. Bikramjit is a Masters in
Statistics from the Indian Statistical Institute.
27
ContactFullerton India Credit Company Ltd.Floor 6, B Wing, Supreme IT Park,
Powai,
Mumbai 400 076
INDIA
Phone: +91 22 6749 1234
www.fullertonindia.com