90-Day Impact Radar
Not just what RBI said — what is likely to change in bank operations over the next 90 days because of it. Each card is an AI-projected scenario reviewed for plausibility, clearly labeled, and linked to the underlying circular. Projections are informational scenarios only — never verified facts, never advice.
- Adjustment of treasury portfolio management strategies — Banks and NBFCs need to realign their portfolios based on the securities bought back by RBI. (teams: Treasury and Investment Management Teams)
- Updating risk management frameworks — Ensure alignment with new security holdings post-buyback. (teams: Risk Management Teams)
- Revision of liquidity management strategies — Adjust cash flow forecasting and liquidity buffers based on VRR auction results. (teams: Liquidity Management Teams)
- Repricing of short-term borrowing and lending rates — Align with the new repo rate of 5.26%. (teams: Pricing and Product Teams)
- Implementation of new credit derivatives documentation — Comply with updated Master Directions on Credit Derivatives. (teams: Compliance and Legal Teams)
- Training staff on new credit derivative products — Ensure understanding of OTC and exchange-traded credit default swaps, credit indices, and total return swaps. (teams: Training and Development Teams)
- Preparation for participation in State Government Securities auction — Ensure readiness for bidding on June 30, 2026. (teams: Treasury and Investment Management Teams)
- Adjustment of SLR holdings — Ensure compliance with SLR requirements post-auction. (teams: Treasury and Compliance Teams)
- Updating investment calendars for state government securities — Align with RBI's indicative borrowing calendar for July-September 2026. (teams: Investment and Treasury Management Teams)
- Reviewing liquidity planning frameworks — Ensure sufficient liquidity for state government securities purchases. (teams: Liquidity Management Teams)
- Liquidity management bidding process — Banks will need to adjust their bidding strategies and processes for the VRR auction to meet short-term liquidity needs. (teams: Treasury and liquidity management teams)
- Operational timing and coordination — The auction timing (9:30–10:00 AM) requires precise operational coordination to ensure timely participation. (teams: Operations and treasury teams)
- Premature redemption processing — Banks must update their redemption processes to handle premature redemptions at the newly announced price. (teams: Post-trade operations and treasury teams)
- Gold price monitoring — Banks need to ensure their systems accurately track IBJA 999 purity gold closing prices for redemption calculations. (teams: Commodities and treasury teams)
- Data preparation and reporting — Banks may need to prepare and report invisibles data per the IMF BPM6 format. (teams: Compliance and reporting teams)
- Data analysis coordination — Teams must await detailed RBI analysis to interpret implications. (teams: Data analysis and strategy teams)
- Survey submission compliance — Banks must complete and submit the ITBS survey by the July 31, 2026 deadline. (teams: Compliance and international banking teams)
- Data collection and validation — Teams need to ensure accurate data collection from overseas branches/subsidiaries/joint ventures. (teams: Data governance and international banking teams)
- CoR surrender application — NBFCs must update their processes to align with the revised application form and checklist for CoR surrender. (teams: Legal and compliance teams)
- Portal submission coordination — Submissions must be made via the PRAVAAH portal, requiring updated workflows. (teams: Operations and IT teams)
- Risk assessment models for industry and services sectors — Sharp increase in credit growth to industry (17.5%) and services (20.4%) requires updated risk models (teams: Credit risk management teams)
- Personal loan origination processes — Personal loans grew 15.4%, necessitating streamlined origination (teams: Retail banking operations)
- Credit card risk monitoring — Credit card growth slowed, requiring revised risk monitoring (teams: Credit card operations team)
- Capital adequacy monitoring — FSR highlights strong capital buffers (teams: Risk management and treasury teams)
- Liquidity management frameworks — Emphasis on liquidity buffers in the FSR (teams: Treasury and ALM teams)
- Stress testing scenarios — Global risks persist, requiring updated stress tests (teams: Risk management teams)
- Loan pricing models — Fresh loan WALR edged up to 8.51% (teams: Pricing and product management teams)
- Deposit product repricing — Deposit rates firmed on fresh term deposits (teams: Retail banking operations)
- EBLR-linked loan administration — EBLR share rose to 67.6% (teams: Retail and corporate banking teams)
- Foreign asset-liability management — Net foreign claims dropped significantly (teams: Treasury and international banking teams)
- Forex risk assessment frameworks — Rupee depreciation impacted USD-denominated liabilities (teams: Risk management teams)
- Liquidity management operations — Overnight VRR auction results indicate liquidity needs (teams: Treasury and ALM teams)
- Collateral management for repo operations — Repo auctions require updated collateral processes (teams: Treasury operations)
- Update treasury operations to prepare participation in the VRR auction. — Banks need to align their liquidity management strategies with the RBI's auction schedule. (teams: Treasury and liquidity management teams)
- Train staff on VRR auction bidding procedures and reversal mechanisms. — Ensuring staff understands the operational guidelines for timely and efficient participation. (teams: Training and operations teams)
- Monitor external debt data updates for risk assessment. — Banks need to evaluate their exposure and risks based on external debt trends. (teams: Risk management and compliance teams)
- Review and update loan sanctioning policies to prevent director-related loans. — To ensure compliance with Section 20 read with Section 56 of the Banking Regulation Act, 1949. (teams: Compliance and legal teams)
- Conduct staff training on regulatory compliance for loan approvals. — To prevent future violations and penalties related to director loans. (teams: Training and loan approval teams)
- Adjust loan portfolio to ensure 40% of total advances are small-value loans. — To comply with RBI norms on small-value loan maintenance. (teams: Loan portfolio management teams)
- Enhance monitoring systems for director-related loan approvals. — To avoid sanctions for non-compliance with regulatory directives. (teams: Compliance and auditing teams)
- Revise exposure limits for loans to nominal members. — To comply with RBI exposure norms and avoid penalties. (teams: Loan approval and risk management teams)
- Implement two-factor authentication for CBS access. — To meet RBI's graded cyber security framework requirements. (teams: IT and cybersecurity teams)