Ref. No.

: AUSFB/SEC/2022-23/424
Date: 07th December, 2022

To,

National Stock Exchange of India Ltd. BSE Limited

Exchange Plaza, C-1, Block G, Phiroze Jeejeebhoy Towers,
Bandra Kurla Complex, Dalal Street,
Bandra (East), Mumbai 400051, Mumbai 400001,
Maharashtra. Maharashtra.
NSE Symbol: AUBANK Scrip Code: 540611

Dear Sir/Madam,

Sub: Presentation to Investors in AU Insights - Webinar for Analysts and Investors

In terms of Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations,
2015, we submit herewith the Investor Presentation of AU Insights – Webinar held by
AU Small Finance Bank for analysts and investors on 07th December, 2022.

The Investors Presentation may also be accessed on the website of the Bank at the link
https://www.aubank.in/investors/au-insights.

This is for your information, records and appropriate dissemination.

Thanking You,

Yours faithfully,
For AU SMALL FINANCE BANK LIMITED
Digitally signed by
MANMOHA MANMOHAN
PARNAMI
N PARNAMI Date: 2022.12.07
20:31:59 +05'30'

Manmohan Parnami
Company Secretary and Compliance Officer
Membership No.: F9999
investorrelations@aubank.in
AU INSIGHTS
Secured Business Loans | Commercial Banking
7th December, 2022
In this 1 SECURED BUSINESS LOANS

Presentation 2 COMMERCIAL BANKING

Here's what we'll cover:

3 Q&A
Building a robust foundation to execute our strategy

01 02 03 04 05 06 07 08 09 10

TREASURY,
SECURED MERCHANT FINANCIAL &
BRANCH HOUSING COMMERCIAL DIGITAL CREDIT DCM &
WHEELS BUSINESS SOLUTION DIGITAL
BANKING LOANS BANKING BANKING CARD WHOLESALE
LOANS GROUP INCLUSION
LIABILITY

10 Business Groups (SBU structures) formalized to drive future growth

Leadership of 7 of the 10 SBUs had earlier, on 10th Feb ’22, 10th Mar ’22 and 4th Nov '22,
presented their strategy and outlook. The respective presentations are available on our website.

We will cover the 2 SBUs – Secured Business Loans and Commercial Banking today

03
SECURED
BUSINESS LOANS

AU INSIGHTS
Secured Business Loans

Low operating Expenses - High Margins

Business Model & Good Business Knowhow

Lack Formal Documentation - Capacity to Pay

Collateral - various types of Rural & Semi-urban

In-house Local Manpower - Local Nuances

Physical Interaction – Resi & Business Place

MICRO Enterprises - Resilience during Pandemic

Engagement - Counselling - Resolution

“Learnings to be replicated but model needs to be crafted state & area wise”
05
 MSME - The Heartbeat of the Indian Economy

Scale of Business Major Events

0.52% - Small 0.01% - Medium

2006 MSME Development Act

GDP Exports 2016 Demonetisation

Contribution of
50% share in the total
about 30% in the
exports of India 2016 UPI
total GDP of India 99 o
.4 7 r
% - Mic

2016 Startup India

Form of Business
2017 GST
Employment Products 1.80% - SHGs
Employment to over Produces more than 2% - Partnership 0.2% - Others
2020 Udyam Registration
110 million people. 8000 products

2020 Pandemic

6% r

y
9

a 2021 PSL Re-classification

- Prop ri et

*Source: Industry Reports 06

INDIA Story

Growth Drivers Big headroom for growth

215%
204% France
China
Young
Financial 163%
Population of Rapid
literacy 150% UK
India Urbanization
USA

73%
Government Formalization Entrepreneurship South Africa
56%
Initiatives of MSMEs Culture India

Total Credit to GDP Ratio

India has one of the largest young population in the world, with a median age of 29 years (2021).
According to a Randstad Work monitor survey, 83% of the Indian workforce prefers to be entrepreneur.
Adult population with bank accounts rose from 53% in 2014 to 80% in 2017 (Global Findex Database).
In 2020, about 35% of the total population in India lived in cities (according to a report by Statista).
07
 Industry Outlook & Opportunity

Existing States
No. of Micro MSME Big Opportunity in MSME Lending
State
(in lakhs)
Maharashtra 47.6 In India, ~20% of the loans required by MSMEs
Gujarat 32.7 are met by the formal sector, 40% by the informal
HP
Rajasthan 26.7 sector and there is still a 40% credit gap to be
PUN
UTTA met for the MSMEs
HAR Madhya Pradesh 26.4

UP Punjab 14.6
RAJ MSME Credit Gap is estimated to be around ₹ 20
Haryana 9.5
to 25 trillion. (Report by UK Sinha Committee
Delhi 9.3
constituted by RBI in June 2019)
GUJ MP Chhattisgarh 8.5
CHA
Himachal Pradesh 3.9 Big Opportunity in MSME Lending
MAH
Prospective States
TEL No. of Micro MSME
State
(in lakhs)
KAR
AP Uttar Pradesh 89.6
Rural MSMEs Urban MSMEs
Karnataka 38.3 51% 49%
Andhra Pradesh 33.7
Existing States
Telangana 25.9
Prospective States Uttarakhand 4.1

08
 SBL Business Model - Based on First Principles

WHO IS OUR CUSTOMER?

Small Business Lack of Formal Limited Access Limited Limited banking Actual
Set up Documentation to Credit Resources exposure Cashflow

Assessment: Our Core Competence What we offer Productive End Use

Loan Facility
Business Expansion
Deep understanding 2 lac to 1 Crore

Loan Type Working Capital Needs

360-degree Assessment
Collateral backed
Capital Expenditure
Loan Tenure
Local Manpower
1 to 15 years General Business Purpose

09
 SBU Architecture
An Epitome of Excellent Teamwork!

SBL
Support Functions
Building Blocks
Human Resources

Marketing

Sales
Sales& Credit
Distribution
Credit Legal Technical Operation Collection Risk

IT

Admin
Business Analytics and Strategy
Finance
Product Management & Communication

10
 SBL Sales & Product Structure

Average Vintage of Senior

HEAD OF SBL Sales Team
More than

National Business National Business National Product

National Business 6 Yrs
Manager
Manager 1 Manager 2 Manager
Bancassurance

Lead Alternative Regional Business

Zonal Business Regional Business Product
Business & Tele Manager
Manager Manager Manager
Sales Bancassurance

Dedicated team
Regional Business
Manger Sales &
Alternate Business

11
AU SBL Snapshot

Presence In Average Average Team

Low LTV
India Tenure Ticket Size Strength

9 States
8.5 Years Rs. 9.92 Lac 6,600+ 46%
2 UTs

Active Loan Average EMI NTB Self Occupied Gross NPA

Count Amount Acquisition Properties

2,08,529 ₹ 16,870 75% 85% 2.69%

12
 Book Highlights
CAGR - 28%
17,471 Cr
16,524 Cr
SBL Book
14,357 Cr

11,289 Cr

7,868 Cr

5,171 Cr
3,301 Cr
2,214 Cr
1,373 Cr
265 Cr 561 Cr 908 Cr

Mar '12 Mar '13 Mar '14 Mar '15 Mar '16 Mar '17 Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22

ROI Wise Distribution (Sept’22) Ticket Size Wise Distribution (Sept’22)

45%
41%

29%
23%
18% 17%
12%
6% 7%
2%

Upto 10% >10 to 12% >12 to 14% >14 to 17% More than17% Upto 5 Lakhs >5-15 lakhs >15-25 lakhs >25-50 lakhs Above 50 lakhs 13
 Book Highlights
SBL PRESENCE

9 STATES + 2 UTs 450+ Branches 1.68 lakh Customers CORE 76% NTB 75%

Chhattisgarh Haryana
Punjab Haryana
(2% - 397 Cr) (2% - 332 Cr)
(0.9% - 30 Cr) (1% - 43 Cr)
Punjab HP (1% - 98Cr)
Chhattisgarh (4% - 707 Cr)
Maharashtra
(6% - 193 Cr) (0.1% - 9 Cr) Maharashtra
(7% - 1,139 Cr)

Gujarat
Gujarat
(18% - 611 Cr)
(8% - 1,445 Cr)
Rajasthan Rajasthan
(54% - 1,790 Cr) (42% - 7,380 Cr)
Delhi*
(4% - 104 Cr) Delhi*
(9% - 1,544 Cr)

MP
(16% - 521 Cr)
MP
(25% - 4,428 Cr)

Book as on Mar ’17 Book as on Sep '22

*inclusive of NCR 14
 Book Highlights

Manufacturer & Apparels &

Top 10 Segments Service Providers Accessories

Manufacturer / Service Provider 13% Food & Agro Processing Readymade Garments
Building & Civil Suiting, Shirting &
FMCG Retail 11% Contractors Textiles
Industrial & Medical Saree Shops
Equipments Fancy Stores
Apparels & Accessories 11%
Scrap & Waste Footwear Traders
Management Garment Manufacturers
Laghu Udyogs 7%
Agri Equipment Traders

Building materials & products retail 6%

Laghu Building Material & Semi Skilled
Udyogs Products B2C Services
Consumer staple traders 4%
Engineering & Air Conditioner / Mobile / Building & Construction
Education 4% Fabrication Business Computer / Electronic Material Trader
Carpenters Items Repairs Tiles & Sanitary
Perishable Goods Retail 4% Stone Cutting & Sizing Automobile Service Hardware & Plywood
Bangle Manufacturers Centers Stone / Marble Supplier
Semi-Skilled B2C Services 4% Masala Grah Udyog Advertisement Business
/ Printing Press
Water Supply
Jewellery Business 3%

0% 5% 10% 15%
15
Sourcing Mix (H1 FY 2022-23)

Along with strong direct sourcing we are expanding our sourcing funnel with focus on digital means

1%
BO/BC

100% Lead Referral 1.50%

Fulfilment by In- Digital Channel
Multiple channels for
house team lead referral
3.50%
Cross Sell

21%
AU Connect | Value
100% 7562
Connectors onboarded
Cases visited by 73%
to refer connect details
Inhouse Credit Direct Sourcing
for prospect customers

Disbursement H1 2022-23
16
SBL Credit, Legal & Technical Structure

NATIONAL CREDIT MANAGER

Zonal Credit
Credit National Legal
National Legal National Technical
National Technical Lead
LeadDigital
Digital
Managers
Managers Manager Manager
Manager BusinessSolution
Business Solution

Regional Credit Regional Legal Regional Technical

Managers Managers Managers

Average Vintage of Senior Team

Credit Team Technical Team Legal Team

More than More than More than

5.5 Yrs 5.5 Yrs 4.5 Yrs

17
Key Enablers

To have a sustainable business model, it is important to

have a deep understanding of the business & to assess
Risk Customer each factor in detail.
Management Assessment

“Attention to Details”
It is also one of our most prominent Dharma.
Collateral Collection
Assessment Management
18
Credit Risk Management

“Understanding the Customer” over “Knowing the Customer” has been the key Differentiator in our journey.

Extensive Detailing through In-House

Physical Interaction with the borrower
Legal & technical check

Deep understanding of Business

Robust Reference Check
Model & Income streams

Deep Understanding of State wise State / Region specific policies &

Collateral guidelines

Decentralized Operations with Local Talents Portfolio Learning

19
Customer Assessment

Most of our customers don’t have formal documents to verify Income. That is where our expertise lies.

HOW WE EVALUATE OUR CUSTOMERS

Customer Profile based underwriting

CIBIL Score Family Structure

Income & Expenses Experience

Business
FMCG Retail
Footfall Sales & Margins
Vintage Purpose of Loan

Collateral

Title Occupancy Value Jewellery Sector

Location Development
20
 Customer Assessment

TransUnion CIBIL® Score Wise Customer Spread

CIBIL Score Bucket

Customers SBL Book
(FY 2022-23 Business)

New to Credit (NTC) 23% 16%

700 & Above 62% 68%
Existing to 650 to 699 11% 12%
Credit (ETC) 600 to 649 3% 3%
Less than 600 1% 1%

Score Card Implementation

To enhance risk monitoring during underwriting, we’ve developed a Score Card model in coordination with CRISIL Limited,
which is under testing & is expected to replace the existing internal rating model from the new fiscal year

Weightages Risk Scoring Score based

Profile based
based on (0 to 5 scale) assessment &
Questions
Parameters Pricing

21
 Collateral Assessment

Self Occupied Self Occupied Mix Use Self Occupied Rented

Residential Property Commercial Property Property Industrial Property Commercial Property

85% 75% 98% 100%

46% 100%
Self Occupied Residential Constructed In-house Technical
Average LTV Dual Legal Check
Properties Collateral Properties Team

State wise Documentation

Rajasthan
Madhya Pradesh Punjab

22
 Collection Management

Over the decade, we have nurtured and built a robust team of highly-motivated individuals who take the full ownership of collection

Dialogue with the Customer Real-time Tracking Support from Sales & Credit team Analytics & Strategy
Around 70% of legally initiated Dedicated MIS team for real-time Sales and credit support for resolving fresh Dedicated team for Analysis &
cases get solved by empathetical ground support. bouncing cases. Strategy support.
counselling.

Strong Ground Team Acknowledging performers Continuous Team Efforts

Presence of highly-motivated
collection officers on the ground.
Motivational culture to appreciate
top performers in the team.
With the efforts & support of all the teams, we have
been able to maintain our Gross NPAs at 2.69% over
a book of ₹17,471 Cr in Sep’22 against 2.50% over
₹7,868 Cr in March’19
23
Pandemic Period - Impact

Due to the revenue impact during the pandemic & restricted growth post-pandemic, it is expected that some of the profiles might
take a comparatively longer recovery period.
Considering this, we had cautiously monitored exposure over certain such profiles, such as Hospitality, Education, Dairy & allied
activities, and Tours & travels
As a result, the booking proportion into these profiles had been sightly restricted during this recovery period, for example, being:

Portfolio Concentration Portfolio Concentration

Sector Additional Due Diligence
(Till FY 20-21) (April '21 to Sep '22)
Income assessment basis actual student strength.
EDUCATION Enhanced monitoring over pre covid & post covid 6.3 of portfolio 1.5% of bookings
student strength.

Focus over Pre covid & post covid customer footfall.

HOSPITALITY 2.2% of portfolio 1.3% of Bookings
Detailing of unaccounted debts.

Focus over ownership & validation of number of mitch

DAIRY & ALLIED
cattle. 1.8% of portfolio 0.7% of bookings
ACTIVITIES
Income revalidation through Dairy statement.

24
 Post Pandemic - Strategy

In the last 3 qtrs., as the economy has been moving towards stability, the small businesses with a requirement of working
capital of up to ₹ 15 lacs were still in the recovery phase & are expected to have an incline in the new fiscal year.
We continue to have a bullish outlook over this segment as they generally have a single property household with a physical &
emotional connect with the property, multiple earning family members & low operating expenses. Also, this segment has a
larger universe with low competition.
The mid-ticket segment is comparatively having a larger number of players at the regional level, we’ll still continue to penetrate
with additional 7500+ local city based referrals (connectors).
Growth will also be backed by the branch banking network & our digital channels.

Our Alternate Channels

Local Connector Cross Sell Digital BO / BC

7,562 1,073 Cr 214 Cr 459 Cr 53 Cr

174 Cr
31 Cr
252 Cr

2,159 340 Cr

No. of. Connectors Connectors Business Cross Sell Business Digital Business BO/BC Business

Mar ’21 Sep ’22 FY 2020-21 Last 12 Months (Oct’21 to Sep’22)

25
Way Forward

We intend to penetrate deeper into the existing geographies with go-to-

Penetration market in low to mid-ticket segments.

Around 15,000 local city based connectors

Enhance Distribution

Focus on Digital business models to enhance the business from these

Digital Channels sources.

Initializing use of the Liability Branch Network in SBL to provide

Bank Branch Network customer with a bouquet of products

Profile-based CRISIL Score Cards, continue to strengthen compliance

Phygital & risk monitoring, use predictable modes for Collection management

Based on AU SBL (MSME) customer presence. Prospective states:

Geographical Expansion
UP, Uttarakhand, Karnataka, AP, Telangana.

26
Summary

Evolving MSME Industry resulting in

growing opportunities
Analysis of Purpose of loan &
End Use Verification

Deep understanding of Rural & Semi-

Urban Businesses
Collection management - Engagement,
Counselling, Resolution
Deep understanding of City &
State Collateral

Digital & Branch Banking network

– An additional boon
100% processing by
In-house & local team

27
COMMERCIAL
BANKING

AU INSIGHTS
Commercial Banking – Business Segments

Commercial Banking

Business Banking Agri Banking NBFC Lending Real Estate Group

TG: MSMEs engaged in TG: MSMEs engaged in TG: Small and Mid Size TG: Small and Mid Size
Manufacturing, Trading, EPC Agri Value Chain NBFCs and HFCs Developers in select T1
and Services Markets

Products: CC/OD, LC/BG for Products: CC/OD, LC/BG Products: Term Loan, Products: Construction
Working Capital & Term for Working Capital & Cash Credit / WCDL for Linked Project Loan, RERA
Loans for Capex Term Loans for Capex Onward Lending Purpose Collection & Escrow
Accounts

Transaction Banking
Providing CMS Solutions including Doorstep Banking, API Banking, UPI/QR, and Trade Solutions to
Commercial Banking & Current Account Customers

29
 Commercial Banking – SBU Structure

Commercial
Banking

Human Head of Commercial Business

Resources Head of Credit Solutions
Banking

F&A Insurance
Head of National
Business Business National Credit National Credit
Banking (BB) Manager REG Manager BB Manager REG
Legal & Product &
Collections Communication

Head of Agri National National Credit National Credit

Business
Information Banking (Agri) Manager NBFC Manager Agri Manager NBFC MIS & Data
Technology Analytics

Risk & Head of National National National Internal Audit

Compliance Transaction Business Technical Manager
Banking Manager SMF Manager Operations

National Legal
Team Strength: ~ 1150 Employees Manager
30
 Commercial Banking – Growth Commenced at Bank Platform

Rs. in Crs
10,000 9,704
9.00%

CAGR - 53% 8.00%

7,986
3,859
7,500 7.00%

Working Capital 2,900

6.00%
55%
Term Loan 4,957 5.00%
5,000 45% 4,346
4,289
3,012 4.00%
730 1,771 2,259
1,023
245 3.00%
2,673 637
302
2,500 1,139
33 2,513 2.00%
2,036 1,880
1,172 1,857
1,088 1,530
708 552
1.00%
427 1,426
239 216 953
661 620 808 801 830
180 492 621 791 0.00%
0 59
0.0% 0.0% 0.0% 0.33% 0.39% 0.46% 0.79% 1.45% 0.54% 0.48%
Mar '14 Mar '15 Mar '16 Mar '17 Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22
Mar'14 Mar '15 Mar '16 Mar '17 Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22

Business Banking & Agri Banking started on Bank Platform in FY2018 REG NBFC AGRI BANKING BUSINESS BANKING % GNPA
Pristine Asset Quality : 98% Current Book with 0.48% GNPA

Note: Data has been regrouped and re-classified as per current reported product wise Gross Advances 31
 Commercial Banking – Trade a Bigger Opportunity

Non-Fund Book

Rs. in Crs
Utilization Limit
5,000
4,119
4,000
3,360

3,000 2,686
2,239
1,931
2,000
1,169
1,015
1,000 687
365
16 33 159
0
Mar'18 Mar'19 Mar'20 Mar'21 Mar'22 Sep'22

32
 Increasingly Self Funded Book - Scaling Up Liability Relationship

Deepening : Complete Banking and Investment Needs of Enterprise & Promoters Salary Mandates POS QR
256 470 4144
Balances Build up : Current Accounts Acquisition & CMS Solutioning

Rs. in Crs CMS Customer Activations

ACCOUNT EOP Active CMS Customers

Incremental
2,000
1,733
Current Accounts (CA)* ~700
1,500 686
Saving Accounts (SA) ~350 1,047
1,000
Term Deposits (TD) ~4,220 591
500
456 456 1,047
Total ~5,270
0
Mar'21 Mar'22 Sep'22

* Including CC/OD accounts credit balances 33

 Commercial Banking – Relationship Based Transactional Lending

360° Opportunities
Growing Target
Market
Segment
Aligned to Diversified Insurance Current Account Salary Mandate Corporate Credit Card
Liability and Granular
Franchise Loan Book

Larger Pool of Holistic and

Fee Income Complete
Banking
Transaction Banking Term Deposit QR | POS Savings Account

Ecosystem
PSL Book
Banking

34
 Commercial Banking – Profitable and Sustainable Book

Low Cost Of Acquisition

Net Interest Margin (NIM)
More Sourcing from Branch Banking

+
Working Capital Book Grows Organically with Enhancements

Low Opex – Cost to Income ~35%

Lower Credit Cost – GNPA of 0.48%

Stress Tested During COVID Period Diversified Fee Income

Higher Customer Level Profitability including Liability Relationship

Diversified and Recurring Fee Income Pool (~28% of NIM)

PF Renewal
Recurring Renewal & CMS Fees
Trade Income to Grow Significantly
Potential FX Income Linked to AD(I) Transactions

Ability to Reprice - Floating Rate Book Linked to Repo Trade CMS

Forex
Aforesaid Factors Resulting into Sustainable ROA

35
 India: Poised for Accelerated Growth

Policy Reforms Driving Growth PLI Schemes (Outlay in Rs.)

Gati Shakti Yojana: - Rs. 100 Lakh Crs on Infrastructure in Drone 0.12k Cr

next 8 years Aviation 0.12k Cr

100 PM Gati Shakti Cargo Terminals in next 3 years White Goods 6.28k Cr
Logistics Cost/GDP % for India is 14% Vs 8-9% for Metals & Mining 6.32k Cr
Advanced Economies Textile & Apparel 10.68k Cr
Warehousing Market Potential - ₹2,243 billion by Food Processing 10.90k Cr
2026, at a CAGR of 10.90% Telecom 21.90k Cr
National Monetisation Pipeline: Rs 6.0 Lakh Cr Chemicals 18.10k Cr
Monetisation (FY 22 to FY 25) Medical Devices 18.42k Cr
FDI in Manufacturing - $21.34 Bn in FY22 Vs $12.09 Bn in Pharmaceuticals 21.94k Cr
FY21 (76% Growth) Renewable Energy 24k Cr
Manufacturing Companies Profit Surged by 50.2% in Auto Components 25.93k Cr
FY’22 Automobile 25.93k Cr
Renewable Energy Capacity to be 500 GW by 2030 Electronic System 48.27k Cr
https://www.india.gov.in/spotlight/national-monetisation-pipeline-nmp
0 10 20 30 40 50 36
 Commercial Banking Opportunity – Size and scope

Gross Bank Credit in Rs.Lakh Cr as on Sept 2022 Constant Shift in Credit from PSB’s to Pvt Sector Banks
Source: RBI

75%
14.84
3.72
50%

16.01 25%
74.2% 65.8% 54.8%
77.04
0%
Mar '12 Mar '17 Mar '22
11.72

2.98
Year-on-Year Credit Growth

Bank Credit 16.4% YoY to Rs 126.3 lakh Crs as on Sep'22

Agriculture & Agri & Agri Allied 13.4%
Micro & Small Medium
Allied Activities
Micro and Small industries 27.1%
Commerical
NBFC Others Medium industries 36.2%
Real Estate
NBFC 30.6%
Share of AU’s Commercial Banking Book is only 0.20% of Sectoral Credit CRE 6.7%
37
 Commercial Banking - Credit Framework

National Credit
Managers

Credit
Operations Monitoring
Central
Regional Cluster
Team
Team Team

Technical Legal

Feedback Based Culture Localized Technical & Legal Support Retail Franchise - Ears on Ground

38
 360° Credit Assessment: On-Boarding Framework
Promoters Vintage +
Industry Experience
Adherence to Regulatory
Guidelines

Committee Based
Approval
Adoption of Technology for Data
Mechanism Management Business Analytics
Analysis Profiling Customer Interaction through
Approval Business Digital Platform
Mechanism Analysis

nd
Legal / Technical Support - 2 Line
of Defense
Physical Financial
Interaction Analysis
Touch & Feel
Approach Management Financial Due
Analysis Diligence Differential Assessment Approach
Exposure < 5 Cr: Data Analytics
Exposure > 5 Cr: Data Analytics
plus Enhanced Detailing:
Industry/Peer Analysis, Project
rd
Assessment, 3 Party Reports.
Bureau / External
Market checks
39
Commercial Banking - Housekeeping & Monitoring

Cluster Based Feedback Mechanism

Identification of EWS
Periodic Review

Timely Exit of Weak

Accounts

OBJECTIVE
Calendar Based Sectoral Analysis
Enhanced Productivity
Review

Trust Building

Knowledge Enhancement
Relationship Deepening

Regular Client Interaction

40
Business Banking
 What Is Business Banking?

Raw Materials TL

REQUEST
CC/OD
Capital
Expenditure
LC
FUNDS

Day to Day BG
Expenses
Borrower Business Banking

PROVIDING CUSTOMIZED FACILITIES FOR EVERY NEED OF THE CUSTOMER

Our
Customers

Manufacturers Service Providers EPC Traders

42
 Business Banking - Organisation Structure

BUSINESS BANKING

Head of Business Product Management &

National Credit Manager
Banking Communications
Operations Risk & Compliance

National Business
Regional Business Regional Credit
Manager
Manager Manager
- Bancassurance

Legal Technical

Cluster Business Cluster Credit

Manager Manager

Human Resource Relationship Managers Marketing

Credit Managers

Team Strength: ~475 Employees

43
 Business Banking - Portfolio Details

Gross Total Deposits Presence Avg. Ticket Working WIRR* Non-Fund GNPA Trade Income
Advances Size Capital Book Book & Other Fee
13 States &
Rs. 3,859 Crs ~Rs.3100 Crs Rs. 0.85 Cr. 70% 10.15% Rs. 2,355 Cr. 0.17% 1.7%
2 UTs

Geographical Distribution
Coverage of 275 locations
0.4%
Sourcing Channels
Branch Sourced (32%) 4.2% RAJASTHAN
4.7%
Self Sourced (29%) DELHI
Channel Partners (39%) 5.6%
MAHARASHTRA
6.3% 42.8%
URBAN PORTFOLIO CORE PORTFOLIO PSL
MADHYA PRADESH

58% 42% 80% 7.5% PUNJAB

GUJARAT

9.6% HARYANA
Liability Relationship
80% Self Funded Book CG & CENTRAL

19%
NEW REGIONS (UP, SOUTH & EAST)

*excluding FDOD (including FDOD - 9.9%) 44

 Business Banking - Journey

Gross Advances (Rs. in Crs) Non-Fund Based Book (Rs. in Crs)

4,000 3,859 2,500 2,355

1,996
2,900 2,000
3,000

1,500
2,000 1,771
1,000 847
1,023
1,000 557
730 500
302 159
16
0 0
Mar'18 Mar'19 Mar'20 Mar'21 Mar'22 Sep'22 Mar'18 Mar'19 Mar'20 Mar'21 Mar'22 Sep'22

Floating Rate Book Linked to Repo

FB Exposure - Rs.4,888 Crs (72% utilized), NFB Limits – Rs.3,548 Crs (66% utilized)

Note: Data has been regrouped and re-classified as per current reported product wise Gross Advances 45
 Business Banking - Portfolio Distribution

Top Industries Granular Fund Based Portfolio

% of Gross Advances Ticket Size Distribution
EPC 14.62%

Agri & Food Processing 10.37%

22%
Food & Beverages 6.66% 26%

Mining 4.82%

Textiles 4.67%
15%

Education 4.51%

Metals 4.41%
37%

Building Materials 4.4%

0% 5% 10% 15%
Industry Wise Distribution Upto 1 Cr 1 Cr to 5 Cr 5 Cr to 10 Cr >10 Cr

Manufacturers – 35% | Services – 37% | Traders – 28%

46
Business Banking – Strengths

Ability to source right from multiple channels and create a strong funnel

A stable team, with 95% of the National & Regional leadership intact since inception

Originator is the Collector - Satisfactory Portfolio Performance which got tested during COVID

Ability to deepen the customer relationship

Proactive in enabling right exit & avoiding takeovers

Ability to source at higher rates than the market, while competing with peers

47
Business Banking – Credit Underwriting: Key Differentiators
STRONG TEAM BUILDING
Qualified Professionals
Credit on Ground – Decentralised Approach
Local Hiring – Avoiding Geographical &
Communication Barriers
Cross Functional Training & Knowledge
Sharing
UNDERWRITING APPROACH
Localised Decisioning – Faster Turnaround
Comprehensive 360 Evaluation:
Cashflow & Sensitivity Analysis
Market Feedback
Actual End-use of Funds
The worthiness of the Customer
Cashflow Entrapment
Collateralized Lending Approach
Bank Guarantees Assessment basis
Beneficiary, Budgetary Allocation & Cashflow
Control
48
Business Banking – Portfolio Quality and Monitoring

Asset Quality

100.00%
100% 6.00%

End-Use 99.20%
99% 98.92% 5.00%
Monitoring 98.48%
98.20%
Continuous 98% 4.00%
Cashflow
Policy
Routing
Evolution 96.95% 3.00%
97%

Portfolio
2.00%
Monitoring 96%

3rd Party 1.00%

High Value BG 95% 0.74%
Audits & 0.75%
Monitoring 0.5% 0.27% 0.22% 0.21%
Verification 0.17%
0.25% 0.00% 0.00%
94%
0%
Annual Review Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22
Mechanism Current Book %GNPA

Negligible Credit Cost

49
Agri Banking
 Agri Banking – Organisational Structure

Agri Banking

Head of Agri Banking

National Credit Manager
Operations Risk & Compliance

Regional Business Product Management & Regional Credit

Manager Communications Manager

Legal Technical

National Business
Cluster Business Cluster Credit
Manager
Manager Manager
- Bancassurance

Human Resource Marketing

Relationship Managers
Credit Managers

Team Strength: ~400 Employees

51
 Agri Banking – Product Offerings: Agri Value Chain

Aggregators,
Input Producers/ Service
Processors Distributors
Suppliers Farmers Providers,
Traders

Seeds & Wholesalers,

Traders & Manufacturing
MEMBERS: Fertilizer Farmers Importers &
FPO Units
Dealers Exporters

DEMAND: Working Capital | Term Loan (Equipment, Livestock, Storage Facilities & Vehicles) | Supply Chain Finance

SOURCING MODELS: Self Sourcing | Branch Referrals | Channel Partners | Corporates

52
 Agri Banking - Portfolio Detail

Gross Total Presence Avg. Ticket Working WIRR* Non-Fund GNPA

Advances Deposits Size Capital Book Book
13 States &
Rs. 3,012 Crs ~Rs. 475 Crs Rs. 0.98 Crs 60% 10.11% Rs. 291 Crs 0.74%
2 UT

Geographical Distribution Ticket Size Distribution – Fund Based

Coverage of 220 locations

Sourcing Channels 2%
8%
Branch Sourced (19%) 21% 25%
11%
Self-Sourced (34%)
AU Value (47%) 40%
11% 16%

URBAN PORTFOLIO CORE PORTFOLIO PSL

12%
39%
54% 46% 93% 16%

Madhya
Rajasthan Delhi Upto 1 Cr 1 Cr to 5 Cr
Pradesh
Punjab &
Gujarat Maharashtra 5 Cr to 10 Cr Above 10 Cr
Haryana

New Regions (UP, East & South)

*excluding FDOD (including FDOD- 10%) 53

 Agri Banking Journey

Gross Advances (Rs. in Crs)

4,000

3,012
3,000
2,259

2,000

1,139
1,000
637

245
33
0
Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sept '22

Floating Rate Book Linked to Repo

FB Exposure - Rs. 3,515 Crs (78% utilized), NFB Limits – Rs. 530 Crs (55% utilized)
Note: Data has been regrouped and re-classified as per current reported product wise Gross Advances 54
Agri Banking Portfolio – Diversification in Agri & Allied Sectors
1%
2%
3%
3% Food Processing Cold Storage
3% 17%
4% Agro Processing Oil Mill

5% Crop Cultivation Food Product Packaging

Food & Vegetable

5% 14% Flour Mill
Processing
Dry Fruit
Dairy Mfg
5% Processing

Dal Mill Cattle Feed Mfg

6%
13% Rice Mill Spices Mfg
6%
6% 6% Warehousing Seed Mfg.

34% of the Portfolio Qualifies under Agri and Allied Sectors

Rest of the book includes Agro Based Businesses, Commodity Trading, Food Retailing etc.
55
 Agri Banking – Key Takeaways

Why Agri Banking?

Agriculture Sector - 18.8% GVA
Growth in Agri Allied sectors - Major Growth Drivers
Globally 4th in Agriculture Production
Government Schemes Driving CAPEX in Food Processing/Agri Infra Projects
Opportunities across Value Chain – Farm to Fork
Regulatory 18% Agri-PSL Requirement

What makes us different?

Deeper Distribution in Core Markets

Cluster Based Sectoral Focus
Assisting Client in Availing Government Subsidies
Customized Solutions & Faster TAT to Support Seasonality & Perishability Issue

Way forward…

Continue to Focus on:

Agri & Agri Allied Sector
Agri Infra Finance
Agri-Sectoral Finance
Farm-Credit to Collectives (FPOs)
Sustainable Finance to Rural/ Agriculture Development
Geographical Expansion in UP, East and South Markets
56
Agri Banking – Credit Underwriting & Philosophy

Team Strength & Expertise

Localized and Seasoned Team Spread across Customer

Agri-Clusters Vintage
Agri Domain Expertise &
Non- Hierarchical Approach Creditworthiness
Assessment Commodity
End-use
Seasonality
Monitoring
&
&
Detailing Cyclical Risk
Portfolio Review
Physical Interaction & Customer’s Business Assessment
Know-how
Cashflow Analysis & Ring-fencing Philosophy
Local Intelligence & Feedback Financial
Macro Environment Affecting Commodity Risk Analysis Sub-sector
Peer Comparison & Industry Outlook & Analysis
Business &
Operational Price Variability
Customized Approach & Faster Decisioning Gross Value
Efficiencies
Addition
&
Score-Card Based Underwriting for Small Ticket
Cashflow
Cases
Analysis
Customized Underwriting Solution & Product
Offering

57
Agri Banking – Portfolio Quality and Monitoring

Asset Quality Portfolio Monitoring

100%
99.88%
5.00%

99% 98.96%

98.34% Dealing Seasonality Through Product
97.97%
98% 4.00%

Offering (Peak/Lean Seasons)
97%
96.63%

Monitoring of Agri Commodity Prices &
96% 95.72% 3.00%

Climatic Conditions
95%

94%
Macro Environment Affecting Commodity
2.00%
2%
1.69%
93% Risk
1.5%

92% 0.74% 1.00%

Cashflow Routing
1%
0.74%
0.38%
91%
0.5%
Periodic Review & Regular Client Visits
0.12% 0.21%

90%
0% 0.00% Risk Identification Through EWS Monitoring
Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22

Current Book %GNPA

58
NBFC Lending
 NBFC Lending - Organisational Structure

NBFC Lending

Operations Risk & Compliance

National Business National Credit

Manager Manager

Legal Product

Relationship
Sales Support Credit Managers Credit Support
Managers

CMS Team Internal Audit

Flat Hierarchy Structure Enables Higher Productivity Per Person

Team Strength: 16 Employees

60
NBFC Lending - Know How Methodology
WHY
Transitioning from being NBFC
Understood issues
Understanding and reach made it
easier to do on ground Credit
Assessment
HOW KEY TAKE AWAYS
Vast and Varied experience of the Early Lenders for many NBFCs
team
Never the largest lender, exposure
Field assessment along with cap on conservative levels
Financial Checks
Close Monitoring of the portfolio
Supported by Transaction Banking
Knowledge of various asset
classes
61
NBFC Lending - Portfolio Detail

78% Exposure to
Granular Book 90% of Book is Avg Ticket Size Average Residual
NBFC in Secured
#146 NBFCs Investment Grade ~Rs.13 Crs Tenure - ~21 months
Lending

Segmental Book

OthersOthers Gross Advances

Gold Loan
4% 4%
Credit Rating Percentage
Fintech 2% (Rs. in Crs)
6%
Investment Grade 1,691 90%

MFI “AAA” 56 3%
12%
“AA” 185 10%

“A” 929 49%

“BBB” 520 28%

HFC
11%
AFC Unrated & Others 189 10%
65%
Total 1,880 100%

62
NBFC Lending - Portfolio Journey
Gross Advances (Rs. in Crs)
2,513
2,500

2,036
2,000 1,857 1,880

1,530
1,500 1,426

1,000

500

0
Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22

Portfolio IRR at 10.8%, Increased

Floating Rate Book Linked to Repo 90 New Customers Added since Sep’18
by 110 bps over Mar’22
63
 NBFC Lending - Cross Sell Opportunity: Strong & Steady

CMS Mandates
Self Funded Book
Product Nos.
Product EOP (In Crs)

+
CMS Mandates 88
Current Account (CA)* ~300
Saving Account (SA) ~35
Term Deposit (TD) ~1240
Salary Accounts
Total ~1575
Product Nos.

Salary Mandates 65

* Including CCOD accounts credit balances 64

NBFC Lending - Way Forward

Sufficient Head Room for Growth – Internal and External

factors

Focus on Segmental Approach

Deeper Penetration through Transaction Banking –

Payment and Collection Solution

Cross Sell – Insurance, TD, Salary Mandate, Corporate

Cards, Personal Banking

Co-lending and BC Arrangements – Originating Agri & PSL

65
Key Pillars of NBFC Lending Credit Underwriting
Capital Adequacy
Leverage Analysis
Liquidity Assessment
Portfolio Study
Credibility of Promoters Profitability Breakdown
Promoter’s Ability to Raise Runds Accounting Policies
Financial
Strength of Board Decoding B-Plan
Performance
Quality of Senior Management
Second line of leadership
Governance and
Promoter’s stake and RPT
Management Funding Traction
Quality of Investors and Lenders
rd
Reference and 3 Checks
Proper MIS/System Checks
Risk
Operational and Strategy analysis Management
Identification Key risks
Business and
Unit Level Economics
Operational
Business Processes and Policies End Use
Efficiencies
Controls at Field level Charge Creation
Quality of Ground Team Covenant Tracking
EWS
Monitoring PDD Monitoring

66
 NBFC Lending - Asset Quality

100.00% 100.00% 99.87% 99.99%

100%

99.37%
98.74% 4%
99%

98%

97% 3%

96%

95%

2%
94%

93%

1%
92% 0.66%
5
0.49%

5 91%

5
0.13%

0.00% 0.00% 0.01%

0%
0 90%

Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22
Current Book % GNPA

Negligible Credit Cost in Proportion to Cumulative Disbursements

67
Real Estate Group
 Real Estate Contribution and Outlook

Employment Generator Contribution to GDP FDI Inflow Direct & Indirect Impact

nd rd
2 After
agriculture 7% In
2021 3 $50.8 Bn in
2000-2021 270 Allied
industries

Source: Real Estate Industry report – Aug 2022 by IBEF Source: MoHUA Secretary Durga Shanker Mishra at Source: Report by DPIIT in Dec 2021. Source: Naredco President Niranjan Hiranandani at the
National Urban Digital Mission in May-2021 release of Real Estate Sentiment Index Q1 2020 in Jan
2021.

RERA RE Market Size Urbanization Per Capita Income Investment in RE

94,748 $1 Trillion 38.20% $3,115 $5 Billion

Project registered 600 million people By 2022
Market size by 2030* By 2026
Till Sep-2022 by 2036** $4.2 Bn till Sep 2022

Source: RERA status tracker by MoHUA Source: Niti Aayog CEO at CII Event in Oct Source: Population projection report - MoHFW Source: Statista, German-based market Source: Investment in RE 2022 Report- Knight
2021 in Jul 2020 database Frank India

69
 Real Estate Group - Organisational Structure
SALES CREDIT

National Business National Credit

Manager Manager

Centralized Localised
Regional Business Zonal Credit Lead Project
Manager Manager Monitoring

Operations Monitoring Technical Legal

Relationship Regional Credit Unit

Manager Manager Manager

Relationship Credit Unit Process

Officer/Service
Manager Associate
Manager

Team Strength: 44 Employees

01
70
 REG - Portfolio Trend

Gross Advances Movement (Rs. in Crs)

1,000 953

830
808 801
791
750
661
620 621
CF
492 LAP
500

250 180

0
Mar '14 Mar '15 Mar '16 Mar '17 Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22

Portfolio Builder LAP CF

Note: Data has been regrouped and re-classified as per current reported product wise Gross Advances 71
 REG - Portfolio Movement

Opening Book Closing Book

1,000

750

500
Closing Book Movement
(in Rs. Crs) 620 808 808 801 801 830 830 621 621 791 791 953
250

0
March '18 March '19 March '20 March '21 March '22 Sept '22

Disbursement (D) 481 439 406 294 852 632

Repayments (R) 294 447 377 503 683 470

R/D 61% 102% 93% 171% 80% 74%

Cash Flow-Controlled Lending

Faster Repayment Resulting Sluggish Portfolio Growth

72
 REG - Geographical Distribution

March 2018 Septemeber 2022

Delhi NCR 1%
Others 2% Bengaluru 1%
Delhi NCR 2% Pune 3%
Mumbai 8%
Surat 8% Hyderabad 9%

Ahmedabad 5%
Surat Mumbai 35%
11%

Ahmedabad
11%

Rajasthan 75%
Rajasthan 29%
Rajasthan’s concentration reduced from 75% to 29%
Penetration in Tier-1 cities increased from 17% to 60%
73
REG - Portfolio Features

Affordable Top 10 Customer

Synergy with Liability:
Housing Projects Account EOP in Crs
22% Exposure Current Accounts including RERA A/cs* ~75
42% (18 Projects) Saving Accounts ~5
Term Deposits ~35
Total Liability Book ~115
Active RERA
Average Loan (*Includes credit balance in CC/OD)
Projects
Lifecycle
173
(92% portfolio) 2.5 years

Thruputs:
Average RERA Average Activities Avg Quarterly Volumes
Projects Ticket Retail Ticket
NOC Issuance ~1,000+
Size Size
Escrow Transfers ~3,500+
Rs. 14.20 Crs Rs. 0.9 Crs Subsequent Tranches ~350+

74
REG - Way Forward

Cashflow Controlled Lending

Locations Focus - Tier 1 Cities

Average Ticket Size <15 Crs (RERA Projects)

Priority - Affordable Housing Projects

75
 REG - Underwriting Practices and Philosophy

Philosophy
Control over
No Dependency Towards Asset Concentration of Significant Lender Financial Closure
Project
on Funding Creation Borrower to Borrower of Project
Cashflows

Practices

Credit Based Pro Active & Continuous Direct Liaising with Construction Activity- System Based Post
Business Sourcing Customer Engagement Customer Based Disbursement On-Boarding Servicing

Pre-login Joint PD by Philosophy Based Onsite Due Complete Control Over

Credit & Business Underwriting Diligence Project Accounts
76
REG - Credit Monitoring

Project Monitoring

1 2 3 4 5

Construction DCCO RERA A/Cs Early Annual

Monitoring Monitoring Monitoring Warning Review

Track Check
Track RERA Track Risk
Construction Portfolio
Timelines Cashflows Identification
Progress Health

01
77
REG - Portfolio Health & Asset Quality

Asset Quality
CURRENT BOOK % GNPA

100% 96.77% 97.02% 96.92% 11%

93.53%
90.15%
83.41%

9%
75%

7%

50% 4.87% 5%

2.14% 2.48% 2.24%

1.27% 1.85% 3%
25%

1%

0%
Mar '18 Mar '19 Mar '20 Mar '21 Mar '22 Sep '22

96.92% Book – Current 100% Gross NPAs – Provided for

90+ DPD – Only 3 customers Security Cover Range – 1.5x to 2.0x

No customer on-boarded post April’17 turned NPA Receivable Cover Range – 2.0x to 2.5x

78
Transaction Banking
 Transaction Banking – Enabling Holistic Banking

Synergy with Asset Maximizing wallet Higher RoA

Businesses share

Leverage Lending Relationships for Cross-
sell
Sole Lending Relationships can be
Harnessed for Transaction Banking
Business
Capture More Banking Business Wallet
Share – CASA Balances, Trade & Fx
Flows
Ecosystem Banking Provides More
Cross-sell Opportunity
Maximize Income & Improve ROA
Low-cost Balances & NFB Fee Income
Improves Return on Risk Weighted
Assets

Higher Customer Core Banker Risk Mitigation

Retention

Transactional relationship and superior
customer experience creates loyalty
and exit barriers
Recurring and stable business through
transactional product offerings
Position AU SFB as core bank of
customer meeting all customer
requirements
First right of refusal for all future banking
business
Ring fencing customer’s cashflows
Transaction data monitoring provides
early warning signals

80
Transaction Banking – Product Verticals

I. Cash Management Services

Holistic Integrated Collection and Payment Solutions (4X increase in CMS customers since Mar 2021)
CMS Cross Sell through Sales Channels and Continuous Product Additions and Upgrades
Advanced Cash Management Solutions capability – API Banking Services (Bespoke Implementations), Enhanced QR
and UPI solutions
Customized CMS Offerings for large clients/segments (NBFCs, Govt Banking, Payment Aggregators)
Partnerships and alliances for segment specific offerings - eShiksha, Tally Integration, Govt Banking Solutions

II. Trade Finance

Inland Trade Finance Products – Bank Guarantees, Letters of Credit, LC Backed Bill Discounting
Inland Bill Discounting (Sales/Purchase Invoices) for the working capital needs of clients
Referral business with partner banks for Cross-border Trade Finance and Remittances

81
 Transaction Banking – Key Priorities
1 BUSINESS SCALE UP
CASA Scale up – Operative
accounts through CMS Cross-Sell
Leverage branch network
Specialist CMS Sales
Build & Scale Up New Business:
Supply Chain Finance
Funded Trade Finance
2 EXPAND PRODUCT SUITE
CMS Offerings –
PF /ESIC/Custom payments
Sub-membership for Co-op Bank
Aadhar based NACH
Nodal Accounts
DIGITAL APPLICATIONS
Superior Digital Channels
Upgraded Corp Net Banking
Merchant App for SMEs
3
Digital Trade Portal
Process Digitalization
Digital Trade workflow
Electronic Bank Guarantee
BUSINESS MULTIPLIERS
Alliances and Partnerships
Connected Banking for Accelerating
4
Acquisition of liability relationships
Leverage Data Analytics for Cross- Sell
Right Product Cross-Sell
Ecosystem Banking
82
Commercial Banking – Digitization & Digital Adoption

Digitalization Of Internal Process Digital Channels For Superior Customer Experience

Advanced Corporate Mobile app for Digital Trade Portal

Loan Origination Digital Documents Transaction Process Net Banking with merchants and for facilitating
System Extraction Digitization Comprehensive SMEs under online trade
functionalities development transactions

Building Partnership Across Platforms & Ecosystems

83
Key Takeaways for Commercial Banking

High Synergy with Branch Banking Franchise & Lower Cost of

Customer Acquisition
Continued Focus on Opex, Asset Quality, Holistic Banking & Fee
Based Income for ROA Accretion
Significant Opportunities to Grow Each Business with Growth in
Economy
Balance Sheet-based Lending with Better Visibility on Cashflows
owing to GST & Banking Data
Potential to Increase Fee Income from Trade & Fx once Bank
Transition to AD Category (I)
Continue to Focus on Transaction Banking to Build CA Book & Lower
Cost of Fund
Focus on Digitization to Enhance Customer Experience

84
 Disclaimer

This presentation has been prepared by AU SMALL FINANCE BANK LIMITED (the “Bank”) solely for information purposes, without regard to any specific objectives,
financial situations or informational needs of any particular person. All information contained has been prepared solely by the Bank. No information contained herein has
been independently verified by anyone else. This presentation may not be copied, distributed, redistributed or disseminated, directly or indirectly, in any manner. This
presentation does not constitute an offer or invitation, directly or indirectly, to purchase or subscribe for any securities of the Bank by any person in any jurisdiction,
including India and the United States. No part of it should form the basis of or be relied upon in connection with any investment decision or any contract or commitment to
purchase or subscribe for any securities. Any person placing reliance on the information contained in this presentation or any other communication by the Bank does so at
his or her own risk and the Bank shall not be liable for any loss or damage caused pursuant to any act or omission based on or in reliance upon the information contained
herein. No representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the
information or opinions contained in this presentation. Such information and opinions are in all events not current after the date of this presentation. Further, past
performance is not necessarily indicative of future results.
This presentation is not a complete description of the Bank. This presentation may contain statements that constitute forward-looking statements. All forward looking
statements are subject to risks, uncertainties and assumptions that could cause actual results to differ materially from those contemplated by the relevant forward-
looking statement. Important factors that could cause actual results to differ materially include, among others, future changes or developments in the Bank’s business, its
competitive environment and political, economic, legal and social conditions. Given these risks, uncertainties and other factors, viewers of this presentation are cautioned
not to place undue reliance on these forward-looking statements. The Bank disclaims any obligation to update these forward-looking statements to reflect future events
or developments. Except as otherwise noted, all of the information contained herein is indicative and is based on management information, current plans and estimates in
the form as it has been disclosed in this presentation. Any opinion, estimate or projection herein constitutes a judgment as of the date of this presentation and there can
be no assurance that future results or events will be consistent with any such opinion, estimate or projection. The Bank may alter, modify or otherwise change in any
manner the content of this presentation, without obligation to notify any person of such change or changes. The accuracy of this presentation is not guaranteed, it may be
incomplete or condensed and it may not contain all material information concerning the Bank.
This presentation is not intended to be an offer document or a prospectus under the Companies Act, 2013 and Rules made thereafter , as amended, the Securities and
Exchange Board of India (Issue of Capital and Disclosure Requirements) Regulations, 2009, as amended or any other applicable law.
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 Limited Reviewed financials or based on Management estimates.

85
 BADLAAV
HUMSE HAI

For Investor queries contact (details in QR Code):

Prince Tiwari | Aseem Pant

Thank You!
Email: investorrelations@aubank.in