Your Directors take great pleasure in presenting the 31st AnnualReport on the business and financial operations of HDFC BankLimited (“HDFC Bank” or “Bank”), together with the auditedaccounts for the year ended March 31, 2025.
The Bank's key financial parameters continued to be healthy,due to its robust credit evaluation of targeted customers and awell-diversified loan book across sectors, customer segmentsand products. Its performance is an outcome of its disciplinedapproach to managing risk and return.
The Indian economy is expected to remain one of the fastestgrowing economies in 2025-26. RBI has forecast GDP growthof 6.5 per cent. Rural demand is expected to be healthy onaccount of robust agricultural output, lower food inflation andeasing input costs. Urban consumption is also likely to benefitfrom tax cuts announced in the Budget, reduction in interestrates by the RBI and moderating inflation.
Global growth stood at 3.3 per cent in 2024, which was belowthe historical average. The growth in countries like the USremained strong at 2.8 per cent, while the growth contractedor remained muted in the Eurozone, Japan and UK.
For more details, please refer to the Macroeconomic andIndustry section on page no. 214.
In this changing environment, your Bank continued toprioritise growth while strengthening its focus on governance,sustainability and inclusive development.
The results for the year ended March 31, 2025 include theoperations of Housing Development Finance CorporationLimited (“HDFC Limited”) and its subsidiaries (which becamesubsidiaries of the Bank on amalgamation) effective from July01, 2023 and hence are not comparable with results for theyear ended March 31, 2024.
The income statement reflected a growth in revenue comprisingNet Interest Income and Non-Interest Income. While the formergrew by 13.0 per cent, the latter fell by 7.33 per cent year-on-year. On an overall basis, Total Net Revenue for the yearended March 31, 2025, reached ' 1,68,302.4 crore, reflectingan increase of 6.7 per cent over the previous year.
Net Revenue Distribution
(6.7%
1,80,000
1,60,000
45,632
1,40,000
49,241
--^33^,
1,20,000
Ý
1,00,000
80,000
60,000
40.000
20.0000
Ý Ne
in ' crore
108,532
13.0%
122,670
FY 2023-24 FY 2024-254 Interest Income Ý Non-Interest Income
Net Profit increased by 10.7 per cent to ' 67,347.4 crore from' 60,812.3 crore. Return on Average Net Worth was 14.56per cent while Basic Earnings Per Share was ' 88.29 up from' 85.83.
70,000
(10.7%
67,347.4
60,812.3
50.000
30.000
20.00010,000
0
FY 2023-24
FY 2024-25
Total Advances grew by 5.4 per cent and Total Deposits grewby 14.1 per cent year-on-year. Net Interest Margin (NIM) wasat 3.48 per cent.
Growth in Advances and Deposits
28,00,000
26,19,609
27,14,715
24,84,862
24,00,000
23,79,786
20,00,000
16,00,000
12,00,000
8,00,000
4,00,000
Advances
Deposits
Gross Non-Performing Assets (GNPAs) stood at 1.33 percent as against 1.24 per cent. This is amongst the lowest inthe industry.
Two years into the merger, the integration of HDFC Limited'shome loan expertise with HDFC Bank's scale and reach hassolidified our position as a leading financial institution. Ourenhanced capacity to support large-scale and infrastructurefinancing underscores our continued commitment to nation¬building and job creation. As our role expands, so does ouremphasis on strong governance across the HDFC BankGroup. We remain steadfast in upholding ethical practices,transparency, and strong risk management-ensuring weretain the trust that defines our legacy.
Parivartan, HDFC Bank's CSR initiative, is dedicated tosupporting the inclusion of economically and sociallydisadvantaged groups by fostering growth, development andempowerment. With a commitment to creating sustainableecosystems, it identifies and supports programmes thatnurture and uplift communities.
Parivartan concentrates on six key areas:
1. Rural Development
2. Promotion of Education
3. Skill Development & Livelihood Enhancement
4. Healthcare & Hygiene
5. Financial Literacy & Inclusion
6. Natural Resource Management.
Each of these pillars is designed to foster holistic growth andempower communities, ensuring sustainable and inclusivedevelopment. Through Parivartan, your Bank has reached outto underserved communities in the tribal belt, border villagesand locations with limited access. The Bank through its HolisticRural Development Programme (HRDP), has worked towardscreating self-reliant villages.
Your Directors are pleased to announce that the Banksuccessfully fulfilled its CSR obligation for the Financial Year2024-25.
For further details on Parivartan please refer topages 168 to 191.
Indian GDP grew at 6.5 per cent in 2024-25. It had registered ahealthy average growth of 8.8 per cent over the previous threeyears. This was due to moderation in urban demand as inflationand elevated interest rates weighed on discretionary spending.
According to RBI, India is expected to grow at 6.5 per cent in2025-26. Consumption demand in the rural areas is expectedto be supported on account of healthy agricultural output,lower food inflation and moderating input costs. Urbanconsumption demand will be supported by tax cuts, reductionin interest rates by RBI and moderating inflation. The RBI hasreduced its policy rate by 100 basis points since February2025, bringing it to 5.50 per cent. This along with liquidityinfusion is likely to help reduce borrowing costs and spur creditdemand in the economy.
In the year under review, the Bank focused on expandingcustomer reach, maintaining balance sheet strength, andadvancing post-merger integration across business lines andsystems. As the scale and complexity of operations increased,a formal Group Oversight Framework was introducedto ensure alignment of governance and risk practicesacross subsidiaries.
The Bank continued to contribute to national development byenhancing access to financial services in underserved regionsand supporting rural prosperity through both commercialand social initiatives. We remain committed to responsiblecorporate citizenship by contributing to the development ofsociety and promoting sustainability.
These efforts are made possible by the resilience anddedication of over 2,14,000 employees whose contributionremains integral to the Bank's progress. We continue to focuson attracting and retaining top talent, striving to be one of theindustry's premier employers.
Your Bank's mission is to be a ‘World-Class Indian Bank'. Itsbusiness philosophy is based on five core values:
• Customer Focus
• Operational Excellence
• Product Leadership
• People
• Sustainability
Sustainability should be viewed in unison with Environmental,Social and Governance performance. As a part of this yourBank, through its CSR initiative Parivartan, seeks to bringabout change in the lives of communities mainly in rural India.
During the year under review, HDFC Bank continued buildinga sound customer franchise across distinct businesses toachieve healthy growth in profitability consistent with itsrisk appetite.
The Bank is focusing on:
• Delivering a better experience and greaterconvenience to customers
• Increasing market share in India's growing bankingand financial services industry
• Expanding geographical reach
• Cross-selling the broad financial product portfolio
• Sustaining strong asset quality through disciplinedcredit risk management
• Maintaining low cost of funds
Your Bank remains committed to the highest levels of ethicalstandards, professional integrity, corporate governance andregulatory compliance. Every employee affirms to abide by theCode of Conduct annually.
Particulars
For the year ended/ As onMarch 31, 2025
For the year ended /As onMarch 31,2024
Deposits and Borrowings
3,262,645.8
3,041,939.4
2,619,608.6
2,484,861.5
Total Income
346,149.3
307,581.6
Profit Before Depreciation and Tax
91,857.5
73,705.4
Profit After Tax
Profit Brought Forward
139,579.9
112,960.0
Additions on Amalgamation (net)
-
3,570.1
Total Profit Available for Appropriation
206,927.3
177,342.4
Appropriations
Transfer to Statutory Reserve
16,836.8
15,203.1
Transfer to General Reserve
6,734.7
6,081.2
Transfer to Capital Reserve
507.0
4,166.4
Transfer to / (from) Investment Reserve
529.4
Transfer to / (from) Investment Fluctuation Reserve
378.0
Transfer to Special Reserve
3,200.0
3,000.0
Dividend pertaining to previous year paid during the year
14,826.2
8,404.4
Balance carried over to Balance Sheet
164,822.4
The Board of Directors of the Bank, at its meeting held on April19, 2025, has recommended a dividend of ' 22.00 (RupeesTwenty-two only) per equity share of ' 1/- (Rupee One only),for the Financial Year ended March 31, 2025. This translatesto a Dividend Payout Ratio of 25.00 per cent of the profits forthe Financial Year ended March 31, 2025.
In general, your Bank's dividend policy, among other things,balances the objectives of rewarding shareholders andretaining capital to fund future growth. It has a consistent trackrecord of dividend distribution, with the Dividend Payout Ratioranging between 20 per cent and 25 per cent, which the Boardendeavours to maintain. The dividend policy of your Bank isavailable on the Bank's website.
httDs://www.hdfcbank.com/content/bbD/reDositories/723fb80a-2dde-42a3-9793-7ae1be57c87f/?Dath=/Footer/About%20Us/
CorDorate%20Governance/Codes%20and%20Policie/Ddf/Dividend-Distribution-Policv.Ddf
Instrument
Rating
Rating Agency
Comments
Fixed DepositProgramme
CARE AAA (FD)
CARE Ratings
Securities with this rating are considered to have the highest degree of safetyregarding timely servicing of financial obligations.
Such securities carry the lowest credit risk.
IND AAA
India Ratings
Fixed DepositProgramme(Transferred from
CRISIL AAA
CRISIL
HDFC Limited)*
ICRA AAA
ICRA
Certificate of DepositsProgramme
CARE A1 +
Securities with this rating are considered to have very strong degree of safetyregarding timely payment of financial obligations.
IND A1 +
Infrastructure Bonds
CARE AAA
Such securities carry lowest credit risk.
Additional Tier IBonds
(Under Basel III)
CARE AA+
Securities with this rating are considered to have high degree of safety regardingtimely servicing of financial obligations.
Such securities carry very low credit risk.
CRISIL AA+
IND AA+
Tier II Bonds(Under Basel III)
Commercial Paper(Transferred fromHDFC Limited)*
CRISIL A1 +
Bank Loans(Transferred fromHDFC Limited)*
Securities with this rating are considered to have the highest degree of safetyregarding timely payment of financial obligations.
Unsecured NCD(Transferred fromHDFC Limited)*
Subordinated Debt(Transferred fromHDFC Limited)*
* The instruments / bank facilities have been transferred from Housing Development Finance Corporation Limited (HDFC Limited) on accountof amalgamation of HDFC Limited into HDFC Bank Limited with effect from July 01, 2023.
As on March 31, 2025, the issued, subscribed and paid-upcapital of your Bank stood at ' 7,65,22,21,674.00 /- comprising7,65,22,21,674 equity shares of ' 1/- each. Further, 5,53,11,012equity shares of face value of ' 1/- each were issued by yourBank pursuant to the exercise of Employee Stock Options(ESOPs) and Restricted Stock Units (RSUs).
For information pertaining to ESOPs, please refer Annexure 1of the Directors' Report.
As on March 31, 2025, your Bank's total CAR, calculated asper Basel III Regulations, stood at 19.6 per cent, well above the
regulatory minimum requirement of 11.7 per cent, including aCapital Conservation Buffer of 2.5 per cent and an additionalrequirement of 0.2 per cent on account of the Bank beingidentified as a Domestic Systemically Important Bank. Tier ICapital was at 17.7 per cent as of March 31, 2025.
India's GDP growth moderated to 6.5 per cent in 2024-25,after registering a healthy average growth of 8.8 per cent overthe preceding three years. This was driven by a moderation inurban demand as inflation and elevated interest rates weighedon discretionary spending, growth in fixed investmentsremained muted and government spending was off to a slowstart due to union and state elections in the first half of 2024¬25. Further, Foreign Direct Investment (FDI) flows remainedweak as rising global uncertainty related to US tariff threatsled to outflow of capital in second half of Financial Year 2024¬25. On the other hand, domestic growth was supported byan improvement in rural demand conditions on the back ofhealthy agriculture output. In addition, exports also addedpositively to growth increasing by 6.3 per cent. Export growthwas led by strong momentum in net services exports, drivenby the continued expansion of global capability centers andstrong demand from large trading partners like the US.
From the supply side, manufacturing growth slowed in 2024¬25 with a rise in input costs and slower volume growth whileservice sector growth broadly held up above 7 per cent.Elsewhere, growth in the construction sector remained healthyat 9.4 per cent. The biggest support to growth came fromabove trend growth in the agriculture sector, as favourablemonsoon conditions supported kharif output while healthyreservoir levels and soil moisture conditions supportedrabi crops.
On the external front, global growth stood at 3.3 per cent in2024 - below the historical average. While growth in countrieslike the US remained strong at 2.8 per cent, growth contractedor remained muted in the Eurozone, Japan, and UK.
Looking ahead, India is widely expected to remain one of thefastest growing economies in Financial Year 2025-26, with theRBI forecasting GDP growth at 6.5 per cent. Consumptiondemand in the rural areas is expected to be supported byhealthy agricultural output, lower food inflation and moderatinginput costs. Tax cuts, reduction in interest rates by RBI andmoderating inflation are likely to support urban consumptiondemand. The RBI has reduced its policy rate by 100 basispoints since February 2025 bringing it down to 5.5 percent. This along with liquidity infusion is likely to help reduceborrowing costs and spur credit demand in the economy.
The government is expected to continue supporting growththrough capital spending which is budgeted at '11 lakh crorefor 2025-26. In addition, with an improvement in demand
conditions, private capex is expected to also see somerecovery. At the same time accommodative monetary policy,lower inflation and healthy balance sheets of financial institutionsand corporates are likely to support private investments.
Inflationary pressures started to ease towards the end ofFinancial Year 2024-25, with headline Consumer Price Index(CPI) averaging at 4.6 per cent from 5.4 per cent in FinancialYear 2023-24. Though inflation increased to a high of 6.2 percent in October 2024, it has continuously moderated sincethen, reaching 3.3 per cent in March 2025. The moderationin headline inflation was led by moderating food price inflationin H2-2024-25. Core inflation (which excludes the volatilefood and fuel prices) continued to remain below 4 per centfor most part of the fiscal year. Going forward, we expectheadline inflation to moderate further to 3.7 per cent in 2025¬26, with a continued easing in food inflation, assuming anormal monsoon. The risk to inflation stems from weather-related disruptions reigniting food inflation.
Tariff threats and related disruptions in global trade flows posethe biggest risks to global and India's growth prospects. TheUS had imposed reciprocal tariffs across all countries withIndia attracting a tariff of 26 per cent in early April, 2025. Highertariffs were later put on pause for a 90-day period and replacedwith a blanket tariff of 10 per cent on all countries exceptChina which attracts a 30 per cent tariff for now. The final tariffimposed will depend on country specific trade agreementsincluding between India and the US. The diversification andderisking of supply chains could open an opportunity for Indiato expand its exports to the US in sectors like electronicsand textiles amongst others. Moreover, India could benefitfrom closer trade ties with the US depending on the finalnegotiations under the Bilateral Trade Agreement. That said,the risk of a sharp global growth slowdown, recession in theUS and supply chain disruptions due to US tariffs and anyretaliation by other countries poses a risk for India's overallexports in Financial Year 2025-26.
Geopolitical tensions in the Middle East, Russia and Ukraineor closer home with neighbours could impact domesticgrowth. The geopolitical tensions between India and Pakistanhave currently subsided but need to be closely monitored.Similarly, a further escalation in Ukraine - Russia tensionscould disrupt global trade and energy flows and negativelyimpact the domestic economy. Furthermore, financial marketvolatility and climate induced uncertainties continue to poserisks to growth.
Domestically, a slower than expected improvement inconsumption demand due to weather related disruptions,
inflation spikes and any sharp corrections in the domesticequity market could also weigh on growth prospects.
That said, India's domestic economy remains resilient andits financial system sound to navigate global headwinds.Moreover, proactive monetary and fiscal support are likely toprovide further support to growth in Financial Year 2025-26.
The financial performance of your Bank during the year endedMarch 31, 2025 remained healthy with Total Net Revenue(Net Interest Income plus Other Income) rising 6.7 per centto ' 1,68,302.4 crore from ' 1,57,773.5 crore in the previousyear. Revenue growth was driven by an increase in NetInterest Income. Net Interest Income grew by 13.0 per centto ' 1,22,670.1 crore. Net Interest Margin (NIM) stood 3.48per cent.
Total Provisions and Contingencies were ' 11,649.4 croreas compared to ' 23,492.2 crore in the preceding year. Thedecrease is mainly on account of floating provision created inthe previous year of ' 10,900.0 crore. Your Bank's provisioningpolicies remain more stringent than regulatory requirements.
The Coverage Ratio based on specific provisions aloneexcluding write-offs was 67.9 per cent and including general,floating and contingent provisions was 172.1 per cent. YourBank made General Provisions of ' 198.4 crore during theyear. Gross Non-Performing Assets (GNPAs) were at 1.33per cent of Gross Advances, as against 1.24 per cent in theprevious year. Net NPA ratio stood at 0.43 per cent as against0.33 per cent in the previous year.
Profit Before Tax grew by 24.8 per cent to ' 88,478.1 crore.After providing for Income Tax of ' 21,130.7 crore, Net Profitincreased by 10.7 per cent to ' 67,347.4 crore from ' 60,812.3crore. Return on Average Net Worth was 14.56 per cent whileBasic Earnings Per Share (EPS) was ' 88.29 up from ' 85.83.
Other Income fell by 7.33 per cent to ' 45,632.3 crore.Excluding prior year transaction gains of ' 7,341.42 crorefrom stake sale in subsidiary HDFC Credila Financial ServicesLtd, Other Income grew by 8.91 per cent. The largestcomponent was Fees and Commissions at ' 31,898.6 crore.Profit on Revaluation and Sale of Investments was ' 1,754.3crore. Foreign Exchange and Derivatives Revenue was' 4,919.04 crore and recoveries from written-off accountswere ' 3,785.0 crore.
Operating (Non-Interest) Expenses rose to ' 68,174.9 crorefrom ' 63,386.0 crore. During the year, your Bank set up719 new branches and 201 ATMs / Cash Recycler Machines(CRMs). The addition in expenses includes HDFC Limitedoperating cost post-merger. This, along with higher spendon IT resulted in higher infrastructure and staffing expenses.Staff expenses also went up due to employee additions andannual wage revisions. Further, Deposit Insurance and CreditGuarantee Corporation (DICGC) premium cost increased dueto deposit growth. Despite higher Staff and InfrastructureExpenses, the Cost to Income Ratio was 40.5 per cent ascompared to 40.2 per cent during the previous year.
As on March 31, 2025, your Bank's Total Balance Sheetstood at ' 39,10,199 crore, an increase of 8.1 per cent over' 36,17,623 crore on March 31, 2024. Total Deposits rose by14.1 per cent to ' 27,14,715 crore from ' 23,79,786 crore.Savings Account Deposits grew by 5.3 per cent to ' 6,30,467crore while Current Account Deposits rose by 1.3 per cent to' 3,14,094 crore. Time Deposits stood at ' 17,70,155 crore,representing an increase of 20.3 per cent. CASA Depositsaccounted for 34.8 per cent of Total Deposits. Advances stoodat ' 26,19,609 crore representing an increase of 5.4 per cent.The Domestic Loan Portfolio at ' 25,73,450 crore grew by 5.2per cent over March 31, 2024.
The Bank's Debt Equity Ratio for the year ended March 31,2025 stood at 0.74 as compared to 1.21 in the previous year.
Of the HDFC Limited's borrowings of ' 2,87,923 crore as atMarch 31,2025, approximately 15 per cent is due for repaymentin each of the two years up to FY27 and the balance 70 percent is due thereafter.
Your Bank's operations are split into Domestic and International.
Your Bank's Retail Assets are built on three keyprinciples: Strong Digital Offering, Optimal Risk Pricingand Maintaining Pristine Portfolio Quality. Adherence tothese principles combined with the strength of mergerboosted your Bank's Retail Advances to ' 13,75,769crore witnessing a growth of about 9 per cent year-on-year.
The Bank's increased focus on top corporates andgood credit score customers contributed to the overallpristine portfolio quality. Personal Loans segment hasexperienced strong growth with the overall portfoliotouching ' 1,99,334 crore towards the end of the year.Nearly all applications (99.6 per cent) of this segment areoriginated digitally and 87 per cent of these applicationsare disbursed digitally.
The Xpress car loans, offering seamless end-to-enddigital disbursement, has increased the digital originationto 36 per cent of the total New Car Loan business.
Two-Wheeler advances are close to ' 12,359 crore withnearly 100 per cent digital acquisition.
Your Bank has exhibited significant year-on-year growthof 28 per cent in Gold Loans capitalising on an expandedbranch network.
Post the merger, your Bank, has emerged as aninstitution with one of the largest mortgage loan portfoliosin the country. The retail mortgage advances stood at' 8,35,656 crore compared to the previous year's' 7,74,406 crore representing a growth of 8 per cent yearon year.
The payments business is one of the stated strategicpillars for the Bank.
With over 7.5 crore cards issued (credit, debit and pre¬paid) and a widely distributed acceptance networkacross the online and offline merchant ecosystem, HDFCBank continues to maintain a leadership position acrossmultiple product offerings in the payments landscape.
I n the Financial Year 2024-25, HDFC Bank scaled upwith a slew of new products launched across UPI, TATA,Swiggy in the Payments Business.
The year ended March 31, 2025 saw 62 lakh newcredit cards being issued covering retail and businesssegments. Of total cards in force in market, HDFC Bankcrossed 2.38 crore cards in force which is the highestamongst all issuers. To provide better service to all cardholders, the recently launched Mycards, emerged as arobust and comprehensive card servicing platform andcurrently has 3.45 crore registered customers availingseveral card related services.
Further, the Bank launched PayZapp 2.0 a comprehensivemobile payment commerce app in March 2023. PayZappnot only supports a complete range of payments fromcredit cards, debit cards, wallet and UPI with customersgetting the choice of form factor to make paymentsat merchant stores using Scan or Tap or at Onlinemerchants with a Swipe action. The app has reachedthe milestone of 1.6 crore registrations in FY 2025 andover 50 lakh (on an average) active users per month.
To enhance and strengthen offerings to merchants,SmartHub Vyapar- an integrated payment, bankingand business solution that caters to the daily needs ofmerchants and helps them drive business growth wasformally launched in October 2022. The platform haswitnessed widespread adoption ever since and hasonboarded close to 19.3 lakh users across the countryas on March 31, 2025.
SmartHub Payment Gateway, a unified payment platformfor online merchants was launched in February 2024 inline with the Bank's endeavour to provide merchants acomprehensive platform to cater to their payments andbanking needs and help drive their growth. This platformenables merchants to collect payments through 150plus methods and assists them in maximising saleswith best-in-class success rate. SmartHub PaymentGateway provides an insightful dashboard powered by
smart analytics and empowers merchants to provide africtionless check out experience for their customers.The platform has onboarded over 1,600 Merchantswith projected March exit volume of approximately1,000 crore.
Lastly, in tune with the evolving payments landscapethe business continues to transform itself with significantinvestments across Cloud Computing, Analytics,Artificial Intelligence and Machine Learning, Open APIsand Cyber Security. The objective is to manage largescale and continuously grow volumes while processingtransactions in a safe and secure manner.
I n the Financial Year 2024-25, the Bank continued toexpand and deepen its digital footprint across the retailsegment, with a strong emphasis on simplifying customerjourneys, scaling digital fulfilment, and embeddingservices across channels and platforms.
Driven by the Bank's broader Shift Right strategy, thefocus this year was on developing end-to-end journeysthat minimise friction, reduce paperwork and enhancespeed-to-fulfilment—while ensuring security, regulatoryalignment and accessibility.
Retail customer acquisition through digital channelsreached new milestones during the year. 86 per centof all new retail products—including savings accounts,loans, credit cards and deposits—were sourced digitally,up from 82 per cent in the previous year. The bank nowenables 97 per cent of all financial transactions throughdigital channels, highlighting the shift towards a self¬service ecosystem. Additionally, 79 per cent of servicingrequests were fulfilled digitally, compared to 73 percent in FY 2024. The Bank's self-service and assistedjourneys now support onboarding across a diversecustomer base, from digitally native users to first-timeusers in semi-urban and rural markets.
The Bank's Xpress Car Loan (XCL) platform continuedto scale as India's largest end-to-end digital auto loanjourney. The platform processed over 1.3 lakh units,disbursing ' 13,110 crore digitally in FY 2025. This zero-paper, zero-touch model is now the preferred channel
for auto loans and extends full-service capabilities evento new-to-bank customers.
Other digitally enabled loan products—such as personalloans, gold loans and business loans—saw increasedadoption, supported by features like:
• Pre-qualified offer journeys
• Bank statement analytics
• Automated underwriting
• Real-time KYC and biometric authentication
Digital journeys were also introduced for GroupHealth and Group Term insurance, embedded withinaccount and loan offerings for existing-to-bank (ETB)customers—reflecting a growing focus on integratedprotection products.
In deposits and liabilities, the Bank launched newjourneys for:
• Assisted and unassisted savings account onboarding
• Minor-to-major conversions and salaryfamily accounts
• Fixed deposits with external funding
• Standalone card and asset customer servicing
Digital issuance and activation journeys for credit cards,including DSA-assisted and corporate card variants,were expanded during the year. These journeys wereintegrated with real-time bureau checks and documentvalidations, reducing manual touchpoints and enablingfaster disbursals.
Customer servicing continued to see strong digitaladoption. The Bank now offers 89 per cent digitalcoverage across common retail service interactions—upfrom 73 per cent in FY 2024.
Key services journeys rolled out during the year included:
• Address update (cards and assets)
• Re-KYC for standalone asset customers
• SmartHub and WhatsApp-based service ticketing
Over 55 per cent of support interactions were resolvedthrough self-service channels, powered by intelligentrouting, contextual nudges and fallback to live assistancewhere required.
Retail journeys were also extended beyond the Bank'sdirect platforms through embedded finance partnershipswith e-commerce, fintech and mobility platforms.Strategic tie-ups with platforms like Tata Neu, Swiggyand PhonePe enabled real-time, near 100 per centdigital fulfilment of savings accounts, personal loans andcredit cards.
Behind the scenes, these embedded journeys werepowered by the Bank's growing library of secure,reusable APIs and an orchestration framework thatenabled straight-through processing (STP), verification,and activation at the point of need.
The Bank continued to prioritise accessibility throughassisted digital journeys, especially in semi-urban andrural markets. These journeys leverage field agents,business correspondents and biometric-ready apps tosupport onboarding and fulfilment.
Key features included:
• Aadhaar and biometric-based KYC
• Geo-tagged documentation
• Offline-ready functionality for low-connectivity areas
Products such as gold loans, microcredit, and depositswere offered through assisted apps, ensuring financialinclusion while maintaining the speed and simplicity ofdigital fulfilment.
The virtual channels of the Bank were set up to enhancecoverage across customer segments and to ensure aholistic service experience to all customers. This is oneof the key engagement channels in the Bank.
Virtual Relationship Banking is an integrated customercentric approach covering three pillars - VirtualRelationship, Virtual Sales and Virtual Care serving asa crucial component of the Bank's sales and customerengagement strategy. This approach harnesses
technology to connect with customers, build relationshipsand promote banking products and services. This helpsthe Bank to expand the managed customer base,generate leads and drive revenue growth.
Recognising employees and customers as thecapitals for this business, your Bank has investedheavily in training and development of its relationshipmanagers. Training covers product knowledge, salestechniques, communication skills, compliance andregulatory requirements and customer relationshipmanagement skills.
As we transition into the digital age, a banking experiencecharacterised by digital ease and personalisedconversations remains at the core of our VirtualRelationship Management (VRM) strategy.
As a part of this strategy, relationship managers reachout to customers through remote and digital platformsresulting in deeper and cost-effective engagement. Asdigital literacy and exposure increases exponentially,VRMs are gaining wider acceptance through deeperengagement and relationships backed by a strongproduct offering thereby constituting an importantcomponent of the Bank's customer engagement strategy.
With proper training, technology support, and adherenceto compliance, this channel is a highly effective tool forthe Bank to drive revenue growth, expand its customerbase and provide excellent customer service.
Post the merger, HDFC Bank, has emerged as aninstitution with one of the largest mortgage loan portfoliosin the country. This brings together HDFC Limited'ssegment expertise of over four and a half decades andin person customer connect with HDFC Bank's extensivebranch network and an ability to leverage technologyplatforms. The home loan business has opened afresh pathway for future growth for the Bank due to alarge customer base. This increases its ability to servecustomers better due to a longer tenure engagement andenhances its ability to tap into opportunities for cross¬sell. The retail mortgage advances stood at ' 8,35,656crore compared to ' 7,74,406 crore in FY 2024.
Cross-sell remains a primary focus for both existing andnew customers. The Bank leverages its digital channelsto minimise acquisition costs. Post the merger, over 95per cent of the newly acquired home loan customershold a liability account with the Bank. The home loan
customers also enjoy the benefit of a strong suite offinancial products and solutions that the Bank offers, likecredit cards, consumer durable loans, wealth productsand insurance. This culminates in strengthening customerrelationships and enables HDFC Bank to emerge as theprimary banker for these customers.
Your Bank distributes Life, General and Health Insuranceas well as Mutual Funds (Third Party Products) to itscustomers. In the Financial Year 2024-25, the incomefrom this business accounted for 24.7 per cent of theBank's Total Fee Income.
Your Bank has adopted an open architecture modelfor distributing insurance products from three trustedpartners with a focus on offering customers a diversearray of options. For the year ended March 31, 2025, theBank mobilised premium of ' 10,331 crore representinga year-on-year growth of 16 per cent. HDFC Bank'sextensive distribution network includes branches, virtualchannels, NRI services and wealth management. Thekey focus would continue to be on staff training, robustquality and control processes uniformly implementedacross all partners as well as offering integrated andseamless digital on-boarding journeys. Currently, theBank's NetBanking platform offers 66 insurance productsacross all partners accounting for over 49 per cent of thetotal policies.
12,000
|16%
10,331
10,000
8,000
8,940
6,000
4.000
2.0000
Your Bank, in collaboration with its four General Insuranceand two Standalone Health and Insurance partners, hasintroduced innovative non-life insurance products toexpand the range of offerings and provide comprehensivecoverage to customers. These products are accessiblethrough both digital and physical platforms. Employeesacross channels have been trained in the new products
and processes. To meet customer demands, additionalmanpower has been deployed across non-life insurers.As on March 31, 2025, premium mobilisation in Generaland Health Insurance reached a total of ' 4,381.6 crorerepresenting a growth of 4 per cent over the previous year.
5,000
4,500
4,208.4
^4%
4,381.6
4,000
3.5003,000
2.5002,000
1.5001,000
500
Your Bank follows an open architecture approach indistribution of Mutual Funds and is currently associatedwith 37 Asset Management Companies (AMCs).
The Bank's Assets Under Management (AUM) grew by14 per cent to reach ' 1,56,321 crore for the year endedMarch 31, 2025. The Bank offers digital on-boardingplatform to customers for Mutual Fund investmentsthrough Investment Services Account (ISA) andSmartWealth (app based).
During the same period, HDFC Bank and HSL(InvestNow) witnessed a significant growth of 40 per centin Systematic Investment Plans (SIPs) mobilisation.
1,37,343
^14%
1,56,321
I n the Financial Year 2024-25, our team of over 1000Sales and Service experts have focused on extendingWealth services to clients ranging from Ultra-HNW toMass Affluent client segments.
HDFC Bank was adjudged as “India's Best for HNW”in the Euromoney Private Banking Awards 2025. Inthe Global Private Banking Awards 2024 organised byProfessional Wealth Management (PWM), published bythe Financial Times, HDFC Bank was adjudged the BestPrivate Bank in India.
Your Bank made continuous and incremental efforts togenerate as well as quantify the alpha delivered in eachclient's portfolio. In 2025, 87 per cent of our clients hadgenerated a positive alpha with the median client alphaat 2.6 per cent. Our aim is to incorporate alpha in all clientreports and portfolio reviews.
With a sales force of over 850 team members supportedby 150+ service staff and over 100 Investment Analysts,we have the largest Wealth bankers in the country. Withan increase in manpower, we've put in consistent effortsin providing the best education and training to our privatebankers. By conducting intensive training sessions incollaboration with top-ranked business schools suchas Indian Institute of Management at Ahmedabad andBangalore, we have groomed our in-house talent.
Service First culture is the central pillar for our businessas we focus on service led sales by prioritising clientdelight and relationship banking. Service Quality is anessential part of RM scorecards and Supervisor KPIs.Client engagement, portfolio servicing and Net PromoterScore are key business performance assessmentmeasures. Our Service First Culture has led to an NPSscore of 87 in the Financial Year 2024-25 which is one ofthe highest in the industry.
With this segment specific focus, we have beenconsistent in growing our market share and proving to beone of the largest Wealth Managers in the country. Withthe help of over 100 Investor Education Initiatives havingfund managers as expert guest speakers, your Bank hasbeen able to reach across the length and breath of thecountry, covering Tier II and III cities as well.
Your Bank has endeavoured to become the marketleader across all investor segments through curated
offerings in each segment. For Ultra-HNW clients, wehave more than doubled the number of products referredon our platform. Keeping our Super-Affluent clients inmind, we've introduced State-of-the-art Wealthfy reportsthat provide detailed portfolio diagnostics and analysis.
We have developed an advanced unassisted digitalinvestment platform - SmartWealth that enables our clientsto track their portfolios and make investments along withaccess to goal-based investment recommendations.With highly intuitive client experience and gamification ofclient journeys, this mobile first platform aims to provideaccess of our research to all mass affluent clients. It hasmore than six lakh downloads and nearly four lakh clientsonboarded on SmartWealth.
HDFC Bank's wide range of investment offeringssuccessfully adapt to the changing economic landscapeto manage and create wealth for our clients, with “Protect,Manage, Grow.” being our brand identity.
The Wholesale Banking business focuses on institutionalcustomers such as the Government, PSUs, Large andEmerging Corporates and SMEs. Your Bank offers arange of products and services encompassing workingcapital and term loans, trade credit, cash management,supply chain financing, foreign exchange and investmentbanking services.
Wholesale Banking business constituted about 42 percent of your Bank's Gross domestic advances as perBasel II classification, with a book size of ' 10,82,413 crore.
The Bank has continued making significant inroads intothe banking consortia of a number of leading corporates.Corporate Banking, focusing on large, well-ratedcompanies continued to be the biggest contributor toWholesale Banking in terms of asset size.
This business continued its attention towards engagingwith Multi-National Corporations (MNCs) and capitalisedon the increasing trend among large companies toconsolidate their banking relationships. Your Bankstrengthened its existing relationships and expanded itsmarket share by leveraging its extensive array of productofferings. The Emerging Corporates Group focuses onthe mid- market segment. Your Bank leveraged its vastgeographical reach, technology backbone, automatedprocesses, suite of financial products and quick
turnaround times to offer a differentiated service. Thebusiness continues to have a diversified portfolio in termsof both industry and geography.
I n the year under review, the Bank continued its focuson the MSME sector. There has already been increasedformalistion and digitalisation of the MSME sector owingto the implementation of the Goods and Service Tax(GST). Through MyBusiness, which offers comprehensivefinancial solutions like Business Banking, Easy Loans,Trade Services and Digital Solutions, MSMEs canconveniently access a suite of product / services tailoredto meet the business requirements.
Post the merger of HDFC Limited with HDFC Bank, theBank inherited the realty finance business. During theyear, the bank increased its focus to provide constructionfinance in the residential and commercial space as wellas lease rental discounting to leading developers in thecountry. The Bank increased its market share in existingrelationships and added new customers. it plans toincrease its geographical presence in the coming year tocater to new customers in key growing markets. The Bankfocuses on providing a gamut of banking services andcustomised solutions to its customers in this segment.
The Investment Banking business further cemented itsprominent position in the Debt Capital Markets, EquityCapital Markets and INR Loan Syndication. Your Bank isamong the top three in the Bloomberg rankings of RupeeBond Book Runners for the Financial Year 2024-25 with amarket share of 11.61 per cent. Your Bank is amongst thetop five in the Bloomberg rankings of Syndicated INR termloans for Financial Year 2024-25. The Bank has providedadvisory services and actively assisted clients in equityfund raising through five Initial Public Offerings (IPOs)amounting to ' 17,250 crore (including one InvIT IPO) andone Institutional Placement of units of InvIT amounting to' 8,400 crore, aggregating to about ' 25,650 crore forthe Financial Year 2024-25. Additionally, the Bank alsoassisted in a government. disinvestment through an Offerfor Sale amounting to about ' 3,450 crore.
I n the Government Business, your Bank sustained itsfocus on tax collections, collecting direct tax (CBDT) of' 6,08,278.22 crore and Indirect tax - CBIC (Custom duty+ GST) of over ' 5,15,558.20 crore during Financial Year2024-25. It continues to enjoy a pre-eminent positionamong the country's major stock and commodityexchanges in both Cash Management Services andCash Settlement Services.
Your Bank has embarked on strategic digitaltransformation to enhance Customer Engagement andEmployee Experience and create an ecosystem forseamless banking.
It also leverages analytics to delve deeper into corporateecosystems resulting in better product structuring, crosssell opportunities, improved yields thus improving theBank's share of Revenue Pools from Corporates.
HDFC Bank provides a comprehensive suite of cutting-edge platforms tailored to meet the diverse needs ofcorporate clients. Among these, our Corporate E-NetBanking platform stands out, offering both the reliablee-Net service and the more recently upgraded CBXplatform. These platforms provide intuitive interfacesand robust functionalities empowering businesseswith seamless control over their financial operations.Additionally, our Trade Platform - Trade on Net (TON)serves as a cornerstone for facilitating efficient tradetransactions. Also, our Supply Chain Finance (SCF)transaction platform enables digital contract bookingsand automated disbursements, streamlining end-to-end SCF transactions for the corporates. Your Bankhas integrated with all the three TReDS platforms.We are also collaborating with Fintechs to integratewith Corporate ERP and offer Embedded Banking inCorporate Ecosystems journeys.
The Treasury Department is the custodian of yourBank's cash / liquid assets and handles its investmentsin securities, foreign exchange and cash instruments.It manages the liquidity and interest rate risks on thebalance sheet and is also responsible for meetingreserve requirements. The vertical also helps managethe hedging needs of customers and earns a fee incomegenerated from transactions customers undertake withyour Bank while managing their foreign exchange andinterest rate risks.
Revenue accrues from spreads on customer transactionsbased on trade and remittance flows and demonstratedhedging needs. Your Bank recorded a revenue of' 4,919.04 crore from foreign exchange and derivativetransactions in the year under review.
As a part of its prudent risk management, your Bankenters into foreign exchange and derivatives deals withcounterparties after it has set up appropriate credit limitsbased on its evaluation of the ability of the counterparty
to meet its obligations. Where your Bank enters intoforeign currency derivatives contracts not involving theIndian Rupee with its customers, it typically lays them offin the inter-bank market on a matched basis. For suchforeign currency derivatives, your Bank primarily carriesthe counterparty credit risk (where the customer hascrystallised payables or ‘mark-to-market' losses) andmay carry only residual market risk, if any. Your Bankalso deals in derivatives on its own account including forthe purpose of its own balance sheet risk management.
HDFC Bank is also a nominated agent for thebullion imports and has a significant market share inthat business.
Your Bank maintains a portfolio of Government securitiesin line with the regulatory norms governing the StatutoryLiquidity Ratio (SLR). A significant portion of these SLRsecurities are in ‘Held-to-Maturity' (HTM) category, whilesome are ‘Available for Sale' (AFS). The Bank is also aprimary dealer for Government Securities. As a part ofthis business, your Bank holds fixed income securitiesas ‘Held for Trading' (HFT).
I n the year under review, your Bank continued to be asignificant participant in the domestic exchange andinterest rate markets. It also capitalised on falling bondyields to book profits and is now looking at tappingopportunities arising out of the liberalisation in the foreignexchange and interest rate markets.
During the year, your Bank stayed on course to caterto NRI clients and deepen its product and serviceproposition. HDFC Bank's international operationscomprise five branches, located in Hong Kong, Bahrain,Dubai International Financial Centre (DIFC), Singaporeand an IFSC Banking Unit in Gujarat International FinanceTec-City. Additionally, it has four representative officesin Kenya, Abu Dhabi, Dubai and London respectively,catering to Non-Resident Indians and Persons ofIndian Origin.
The Bank's product strategy in International Markets iscustomer centric and it has products to cater to clientneeds across asset classes. GIFT City branch offersproducts such as trade credits and foreign currencyterm loans (including external commercial borrowings).It is gradually widening the product offerings to caterto the needs of Resident and Non-Resident clients andcapitalise on the growth in the financial centre.
As on March 31, 2025, the Balance Sheet size ofInternational Business was US $ 10.83 billion. Advancesconstituted 1.75 per cent of the Bank's advances.The Total Income contributed by Overseas Branchesconstituted 1.44 per cent of the Bank's Total Income forthe year.
It has been another year of steady progress forGovernment, Institutional Business and Start-Upswithin your Bank. Some of the key highlights and newinitiatives include:
1. Increased focus on the retail Government depositsresulted in your Bank acquiring over 10 per cent ofthe market share in 201 districts.
2. Your Bank continues to rank among the top threeleading Government Agency Banks for collectingCentral Government taxes. Substantial marketshares were acquired in collections of Direct Tax,GST and Custom Duty as per tax collection datareported through PIB & CGA, Government of India.Your Bank has now started sourcing accountsunder the Senior Citizens Savings Scheme onbehalf of the Central Government.
3. Your Bank facilitated the transfer of funds flowingfrom the Central Government to various beneficiariesunder the aegis of the Centrally SponsoredSchemes, Central Sector Schemes, and the 15thFinance Commission. The total flows processedgrew by 11 per cent year on year.
4. Your Bank continues its initiatives on digitalisationof financial operations of government entities.For example, it has enabled online collection ofrevenues from wayside amenities for NationalHighway Logistics Management Limited.
5. On disbursements, your Bank has helped digitalisepayments to beneficiaries against land acquisitionactivities undertaken by various authorities fordevelopment of national infrastructure.
6. Your Bank is now integrated with Nationale-Governance Services Limited (NeSL) enablingonline access and validation of electronic BankGuarantees (eBGs) to serve customers better.
7. Your Bank is now integrated with treasurysystems across six states to enable beneficiaryaccount validation, payments, transaction andbalance reporting.
8. Your Bank has successfully harnessed the granularbusiness opportunity at District-level, Block-leveland Gram Panchayat-level. It has introduced a newbundled offering called “Panchayat Kavach” wherecomplimentary non-life insurance of ' 5 lakh andseveral exclusive benefits are provided to securethe Gram Panchayats from various calamities.
9. Your Bank has also driven digitalisation at districtlevel through solutions that enable expenditurereporting and associated payments throughintegration with the Bank's payment channels.
10. Your Bank has intensified its efforts to engage withpensioners implementing the following measures:
a. Enhancing pension product for defencepensioners, with personal accidental deathcoverage of ' 50 lakh till the age of 80.
b. In the Financial Year 2024-25, we ensured that99 per cent of pensioners (our customers)successfully submitted their digital lifecertificates in the Pension Processing Systemof the Bank through a hassle-free experience.
c. Further, your Bank has extended its pensiondisbursement services to non-HDFCBank accounts thus servicing a widerpensioner population.
11. Your Bank continues to expand its presence inthe education sector and has successfully on-boarded approximately 42 per cent of universitiesnationwide. Some of the marquee additions duringthe year include IIM Kozhikode, IIM Visakhapatnam,AIIMS Jammu, Mahadevappa Rampure (MR)Medical College, Shekhawati University andCentral Sanskrit University. Additionally, your Bankonboarded notable religious organisations, includingDwarkadhishji Mandir, Thakur Shri Bankey BihariJi Maharaj Vrindavan, Shri Digamber Jain AtishayTeerth Kshetra Chandragiri Dongargarh, Sri RajapurJagannath Mandir, Catholic diocese of Kottayam,Shri Bhimakali Temple, Haryana Wakf Board andthe chain of ISKCON temples.
12. Your Bank has received positive customer feedbackfor its recent digital products and solutions:
a. FarSight Dashboard: Building on theexisting solution, your Bank has furtherenhanced the FARSight Dashboard to providevisibility across accounts and offer cashflowforecasting capabilities for customers to plantheir finances.
b. GIGA: Your bank launched GIGA - an industryfirst banking programme tailored specificallyfor gig/platform workers. GIGA addresses anunderserved demographic, by understandingthe unique challenges faced by them such asirregular income, lack of financial security andlimited access to traditional banking services.
GIGA Program includes a specialised savingsaccount with relaxed quarterly balance requirements,debit and credit cards with value added offers,affordable health insurance for themselves and theirfamily, unique flexible investment products whichenables them to ‘invest when they can and howmuch they can' instead of a traditional systematicinvestment plan. Additionally, a range of loans tomeet their borrowing needs are also offered.
13. Your Bank is committed to enabling smoothcross-border transactions for Indian merchants,freelancers, MSMEs and exporters. In line withRBI's regulations on online payment gatewayservice providers/ payment aggregators - crossborder, your Bank is collaborating with fintechpartners for providing authorised dealer servicesto enable secure and hassle free cross-bordertrade settlements.
14. Start-up Banking: Your Bank provides acomprehensive range of banking products speciallycurated for the start-up ecosystem. In furtheranceof its objective to support the banking and financialneeds of start-ups, your Bank signed MoUs withprominent start-up ecosystem partners. Mostof them are government nodal agencies andincubators located at educational institutions. Someof the partners are:
a. Department for Promotion of Industry andInternal Trade (DPIIT), Government of India
b. Society for Innovation and Entrepreneurship(SINE), IIT Bombay
c. Kerala Startup Mission (KSUM)
d. Startup Odisha
e. Startup Assam
f. Hyderabad University
g. Manipal University, Jaipur-TechnologicalIncubation Centre
h. Chitkara University
15. HDFC Tech Innovators 2024: Your Bank alongwith HDFC Capital Advisors spearheaded HDFCTech Innovators 2024, a joint initiative of HDFCBank group companies - HDFC AMC, HDFC Ergo,HDB Financial Services, HDFC Life, and HDFCSecurities to promote innovations and opportunitiesfor technology related start-up ventures. Over 2,000applications were received across five categories -Fintech, Proptech, Sustainability Tech, ConsumerTech and New Age Tech. The top 10 winnerswere selected by a grand jury comprising HDFCBank Group leadership, venture capitalists, seniorindustry executives and unicorn founders.
16. Parivartan Start-Up grants: Your Banksupported 20 incubators associated with reputedacademic institutions and 87 start-ups through theeighth edition of the Parivartan Start-Up Grants.This year, your Bank partnered with three nodalgovernment agencies, each contributing to specificthematic areas:
a. Reserve Bank Innovation Hub: Identifying/developing a product/process/policy to makebanking inclusive for women
b. Startup India: Strategic partnership foraccess to startup ecosystem
c. MeitY India AI Mission: Strategic partnershiptowards nurturing AI solutions for large scalesocio-economic impact.
Your Bank has traditionally focused on the Semi-Urbanand Rural (SURU) markets. As rural incomes andaspirations rise, your Bank's focus on this market hasonly increased as it caters to the demand for betterquality financial products and services. The Bank hasbeen increasing its presence in Semi-Urban and Ruralmarkets through various groups in the Bank with theobjective of increasing lending.
Apart from meeting its statutory obligations under PSL(Agri and Allied activities, Small and Marginal Farmers andWeaker Sections), your Bank has been offering a widerange of products on the asset side, such as Auto, Two¬Wheeler, Personal, Gold, Light Commercial Vehicle (LCV)and Small Shopkeeper Loans in these markets. Havingexpanded the rural footprint to more than 2.35 lakhvillages, HDFC Bank now plans to increase its coveragein existing villages and deepen the relationships. TheSemi-Urban and Rural push has been backed by theBank's digital strategy. Your Bank's operations in Semi¬Urban and Rural locations are explained below:
Your Bank's assets in Agriculture and Allied activities(PSL + Non PSL) stood at ' 3,73,863.65 crore as onMarch 31, 2025.
The Key to HDFC Bank's success in the existing market hasbeen its ability to leverage various opportunities through:
1. A diverse product range
2. Faster turnaround time
3. Distribution strength
4. Innovative digital solutions
HDFC Bank's extensive product portfolio encompassespre and post-harvest Crop Loans, Farm Development/ Investment Loans, Two-Wheeler Loans, Auto Loans,Tractor Loans, Small Agri Business Loans, Loan AgainstGold, Loan to landless labourers and more. Thiscomprehensive offering has enabled the Bank to establisha robust presence in rural areas with its asset products.Additionally, it has been a prominent participant in theAgri Infrastructure Fund Scheme consistently achievingallocated targets set by the Government.
HDFC Bank is increasingly involved in facilitating variousGovernment / Regulatory Schemes to other Non-cropSegments, including Agri-allied and Small Agri-BusinessEnterprises, as well as Rural MSMEs. A unique businessmodel encompassing a wide variety of products andservices driven by a relationship management approachensures suitable solutions as well as financial literacyto farmers. The Bank has tailored a range of crop andgeography-specific products to align with harvest cyclesand address the specific needs of farmers across diverseAgro-climatic zones. This customer-centric approachhas transformed the rural banking services, enabling thedelivery of personalised offerings to meet the evolvingneeds of rural customers effectively.
Products such as post-harvest cash credit andwarehouse receipt financing facilitate faster cash flows tofarmers, while credit is also extended for Allied AgriculturalActivities such as Dairy, Pisciculture, and Sericulture.Moreover, HDFC Bank's targeted branch expansion inSURU regions coupled with digital interventions aims tocreate a superior customer experience and position it asa future-ready institution.
As a part of Atmanirbhar Bharat Abhiyan, the Governmentof India has announced several schemes/enablers acrossseveral sectors, particularly in the Agriculture sector. YourBank is implementing almost all such initiatives / schemestargeting multiple stakeholders in the Agri ecosystem.
Through this scheme, the Bank is offering medium tolong-term debt for investment in viable projects pertainingto post-harvest management and infrastructuredevelopment like construction of warehouses/silos. Asof March 31,2025, under the AIF scheme, your Bank hassanctioned ' 6,359 crore covering 8,859 projects anddisbursed ' 4,642 crore covering 7,494 projects. Duringthe year under review, your Bank has sanctioned ' 1,991
crore for 3,529 projects and disbursed ' 1,843 crore for3,363 projects.
• The Project Monitoring Unit, AIF, Ministry ofAgriculture and Farmer Welfare has set specifictargets through various campaigns. Your Bankachieved 106 per cent of assigned target byapproving ' 688 crore against target of ' 650 crorein AIF PRAGATI Campaign conducted betweenJanuary 1 and February 15, 2025.
• In the ARISE Campaign conducted betweenJune 18 and July 31, 2024, your Bank has securedsecond position amongst all Scheduled CommercialBanks (SCBs) by approving 1,421 applications.
Your Bank is actively implementing the scheme andpassing the benefits to all eligible borrowers in the foodprocessing sector.
I n the year under review, loans worth ' 549 crore weresanctioned for 2,929 projects and ' 567 crore has beendisbursed for 3,319 projects.
Other Agri schemes, where your Bank has significantlycontributed include Agri Marketing Infrastructure Fund(AMIF), Animal Husbandry Infrastructure Fund (AHIDF),Credit Guarantee Fund for Micro Units, NationalLivestock Mission (NLM) as well as state-specificGovernment schemes.
To address high volume and low-value ticket loans inAgri-Business with a digital optimisation strategy, yourBank plans to onboard AgriTech-BCs with differentiatedbusiness models. These BCs will help source and servicesmall and marginal farmers.
Your Bank views lending to the agriculture sector,including to small and marginal farmers, as a hugeopportunity and not just a regulatory mandate to meetpriority sector lending requirements. The Bank hasleveraged its extensive knowledge of rural customersto create as well as deliver products and services ataffordable price points with a quick turnaround time. Thishas enabled HDFC Bank to establish a strong footprintin the rural geographies which it has now leveraged toincrease its penetration of liability products.
I n the Financial Year 2023-24, your Bank servicedcustomers in about 2.25 lakh villages. Through a plethoraof interventions, the number of villages grew to over 2.35lakh in the Financial Year 2024-25. Your Bank has put inplace a strategy to further penetrate these villages andadd more customers through a variety of products forfarmer financing.
HDFC Bank has financed and supported 35 lakh Smalland Marginal Farmers. This was achieved through astrategy to engage closely with small and marginal farmersthrough customised agriculture loans. Leveraging thegovernment schemes it has launched various secured/unsecured loan products including Loan Against Gold assecurity, targeting small and marginal farmers in Agri andAllied segments.
For agriculture productivity and incomes to grow,aggregation of farm holdings in the form of FPOs is thekey strategy to double farmers' income. Leveraging thegovernment scheme for formation and promotion of10,000 new FPOs (Credit guarantee is available fromNABARD / CGTMSE), your Bank has funded eligibleFPOs for working capital and term loan requirements. Asof March 31,2025, your Bank was able to reach 249 FPOscovering about one lakh small and marginal farmers.
Some of the digital interventions made by yourbank include:
This initiative brings transparency in the milk procurementand payment process which benefits both farmers anddairy societies. Multi-function Terminals (MFTs), popularlyknown as Milk-to-Money ATMs, are deployed in dairysocieties. The MFTs link the milk procurement system ofthe dairy society to the farmer's account to enable fasterpayments. MFTs have cash dispensers that functionas standard ATMs. Payments are credited without thehassles of cash distribution. Further, this process createsa credit history which can then be used for accessingbank credit. So far, the Bank has digitalised paymentsat various milk cooperatives across two states also279 milk cooperatives actively serving and benefitingmore than 1.66 lakh dairy farmers and facilitated 41.72lakhs transactions. Apart from dairy and cattle loans,customers gain access to the Bank's products includingdigital offerings such as 10 Second Personal Loan, Kisan
Credit Card and Bill Pay
Your Bank is making inroads into a market dominatedby the unorganised sector, moneylenders and pawnbrokers. The Bank is keen on making the gold loanfacility available across the length and breadth of thecountry. As on March 31, 2025, the Bank is offering goldloans through 4,617 branches, with 46 per cent of thesebranches in Semi-Urban and Rural location. HDFC Bankended the year with a Gold Loan Portfolio of ' 18,716crore with growth of 28 per cent over the previous year.
Your Bank is implementing its blueprint of making goldloans available in most of its branches and thereby takingthis product within the reach of otherwise untappedcustomer segments
The farm sector faces threats arising out of climatechange as evident from the growing number of extremeweather events. In addition, factors like soil health, inputquality (seeds and fertilisers), water availability andGovernment policy have significant impact, along withprice realisations and storage facilities. All this has animpact on farm yield and income.
Given the vulnerabilities, it is critical to strengthen climateresilience and adaptability of the agri-food sector. In thiscontext, your Bank has launched a variety of initiativessuch as Holistic Rural Development Programme(HRDP), Crop Residue Management Project amongstothers. Within regulatory guidelines, your Bank has alsobeen providing relief to impacted farmers. It also hasput in place systems designed to enable Direct BenefitTransfers in a time-bound manner.
Lending to the agriculture sector, including to smalland marginal farmers, is a regulatory mandate as partof priority sector lending requirements. The Bank hasleveraged its extensive knowledge of rural customersto create as well as deliver products and services ataffordable price points and with a quick turnaroundtime. This has enabled it to establish a strong footprintin the rural geographies which has now been leveragedto increase penetration of liability products. Further,your Bank has been working with a segment-specificapproach like funding to horticulture clusters, supplychain finance, agri business, MSMEs and dairy farmers. Italso continues to engage closely with farmers to mitigaterisks and protect portfolio quality.
The MSME sector serves as an important engine foreconomic growth and is one of the largest employers inthe economy.
As on March 31,2025, your Bank's assets in the MSMEsegment stood at ' 5,24,101.10 crore.
The Micro Enterprises assets alone stood at' 1,54,028.51 crore.
The Union Government and the Reserve Bank of India(RBI) have been providing support for lending to MSMEsegment on an ongoing basis. Apart from variousschemes to support MSMEs during the pandemic, theGovernment has also launched a revamped CGTMSEscheme with an increased limit threshold for guaranteecover and reduction of guarantee fee. Many otherschemes like Credit Guarantee to Start Ups (CGSS),eNWR guarantee scheme have been rolled out.
Your bank emerged as one of the leading contributors toCGTMSE in the Financial Year 2024-25 also, supportingthe MSME sector with guarantee-covered credit facilities.This has further supported the growth of MSME loanswhich have shown a year-on-year growth of 4.07 per cent.
The pace of digitalisation among MSMEs has accelerated,which has helped to speed up the pace of disbursementand increase transparency in the sector. Customers cannow apply online and submit required documents digitallyand they can also execute post-sanction agreementsdigitally to avail of facilities quickly with straight-throughdisbursement. The Government's digitalisation push,the adoption of GST and reforms in return filings, suchas income tax have made it easier to access customercash flow and financial data, which can be used tosupport decision making and portfolio monitoring. YourBank's SME portal continues to offer ad hoc approvalsand pre-approved Temporary Overdrafts (TODs) on asimplified and faster basis to existing customers. Theycan request a top-up of loans and submit the requireddocuments online. The SME portal also allows customersto access your Bank's services related to sanctionedcredit facilities 24/7 from anywhere. Customers candownload various certificates and statements as neededon an ongoing basis.
On the trade side, your Bank focuses on customerengagement to increase the penetration of Trade on Netapplications. Trade on Net is a complete enterprise tradesolution for customers engaged in domestic and foreign
trade. It enables them to initiate and track requests onlineseamlessly, reducing time and costs.
The philosophy of financial inclusion is about seamlessdelivery of financial services. This includes opening ofsavings bank accounts to inculcate the savings habit/transactions, extending credit for productive, personaland other purposes and offering value added servicessuch as micro-insurance, pension products amongothers. The Bank, through its wide network of branchesand business correspondents coupled with enhanceddigital offerings such as BHIM UPI as well as Aadhaar andRuPay-enabled Micro-ATMs ensures a wide coveragepan-India.
HDFC Bank is committed to extending banking servicesto deeper geographies in the country to educate,empower and enable citizens to be a part of the formalfinancial system. The bank believes that financial literacyis an important tool for promoting financial inclusion andhas adopted an integrated approach, wherein its effortstowards Financial Inclusion and Financial Literacy gohand in hand.
Through Financial literacy and education, the Bankdisseminates information on the general bankingconcepts to diverse target groups, including students,women, rural and urban poor, pensioners and seniorcitizens to enable them to make informed financialdecisions as well as to make people understand thebenefits of linking with the banking system.
Your Bank has been actively committed to offering amultitude of Government schemes across diversegeographies. Below are key highlights:
• Pradhan Mantri Jan Dhan Yojana and SocialSecurity Schemes (PMJJBY, PMSBY andAPY): To enhance financial inclusion coverage.
Support: Opened more than 50 lakh PMJDYaccounts and enrolled 90.97 lakh customers inSocial Security Schemes (PMJJBY, PMSBY andAPY) since inception.
• Financial Literacy Camps (FLCs): To educateand empower citizens to understand the benefitsof joining the formal financial system.
Support: The Bank has cumulatively coveredover 1.84 crore customers through its FLCs.During the Financial Year 2024-25, the bank hasconducted 4.97 lakh FLC camps covering 30.65lakh participants.
enable small borrowers to borrow upto ' 20 lakhfor non-farm income generating activities.
Support: Since the launch of the scheme, the Bankhas extended loans amounting to ' 88,664 crore to1.32 crore beneficiaries.
• Stand Up India (SUPI): To empower ScheduledCaste, Scheduled Tribe and Women borrowers.
Support: Your Bank has extended loans amountingto ' 3,720 crore to 16,115 beneficiaries sinceinception of the scheme.
• Prime Minister’s Employment GenerationProgramme (PMEGP): A special scheme aimedat generating employment opportunities in ruraland urban areas through establishment of newself-employment ventures, projects and micro¬enterprises.
Support: The Bank has disbursed funding of ' 390crore since inception to micro-enterprise units inmanufacturing and service sectors.
• PM-Street Vendors AtmaNirbhar Nidhi (PM-SVANidhi): Special scheme under micro-creditfacility for street vendors providing collateral-free,affordable term loans of ' 10,000 for one year in the1st tranche.
Support: Your Bank has provided loans to 40,302Street Vendors since inception and educated andencouraged them to adopt digital transactionsthrough the “Main Bhi Digital” campaign.
• Aadhaar Seva Kendras (Aadhaar enrolmentand updation service): Your Bank providesAadhaar enrolment and update services at branchesthat are designated as Aadhaar Seva Kendras.
Support: More than 65.8 lakh enrolments andupdates undertaken since inception basis explicitcustomer request.
Sustainable Livelihood Initiative
Our Sustainable Livelihood Initiative (SLI) is a holistic approachthat aims to deliver financial support to that section of thepopulation who lack access to formal banking services.
For details click on https://www.hdfcbank.com/personal/borrow/other-loans/sustainable-livelihood-initiative
E. Environmental Sustainability
Sustainability is one of the core values of the Bank. Thedetails are covered in pages 112 to 135.
F. Business Enablers
1. People
People is one of the core values of the Bank. Throughcontinuous reinforcement and alignment with ourstrategic objectives, the HDFC Bank Culture Frameworkensures that over 2.14 lakh employees are equipped tosucceed in an ever-evolving landscape. Our supervisorybehaviour framework - Nurture, Care, Collaborate(NCC) - empowers our workforce with the knowledgeand guidance needed to lead transformation. We focuson acquiring diverse talent and prioritise their well¬being, safety and development, fostering an inclusiveenvironment where they can thrive and grow.
For details please refer to pages 150 to 167.
2. Leveraging Technology for Growth andTechnology Absorption
I n the Financial Year 2024-25 HDFC Bank advancedits long-term technology strategy with an integratedapproach to digital, data, and risk transformation. Ourambition to build a future-ready, inclusive financialinstitution continued to gain ground-guided by the beliefthat technology must serve the customer, not complexity.
The year saw the convergence of three key forces:
• A pivot towards platform-led architecture,
• A sharp focus on digitalising every meaningfuljourney, and
• A proactive stance on resilience and responsibleAI exploration.
Our “Shift Right” strategy, launched in FY 2024., servedas the compass-anchoring transformation around fivepillars: Journeys, Channels, Core, Data, and Security.
Across customer segments —retail, SME, andenterprise—we reengineered critical touchpoints to bemore responsive, inclusive and insight-led.
• 86 per cent of new account acquisitions and 79per cent service requests were fulfilled digitally,supported by simplified onboarding, real-timevalidations, and assisted journeys where needed.
• High-volume lending products like Xpress CarLoans, Business Loans and Gold Loans saw scalethrough straight-through processing and biometricKYC flows.
• I n rural and semi-urban India, digitally assistedjourneys enabled credit and deposit access via localbusiness correspondents—reducing onboardingtime and improving branch capacities.
Our customer-first design philosophy enabled us to deliveroutcome-based journeys, not just digital workflows—focused on speed, intuitiveness and self-resolution.
Our newly upgraded Mobile and NetBanking platforms—rolled out in phases—have ushered in a cutting-edgeexperience, featuring unified views, smart navigation andenhanced security protocols that elevate every interaction.
Conversational interfaces through HDFC BankOnehandled over 3.7 crore customer engagements monthly,while WhatsApp Banking emerged as the preferredchannel of our customers. Over half of all servicerequests now flow through digital self-service channels,with fallback to agents only when required.
The launch of Pixel, a fully digital, app-nativecredit card, saw strong traction. It is built on theprinciples of configurability, real-time servicing andcontextual engagement.
Our embedded banking model evolved into ananchoring capability:
• We scaled integrations with partners like Tata Neu,PhonePe and Swiggy enabling seamless API-ledjourneys for retail lending and cards.
• Over one lakh products were sourced monthlythrough these ecosystems.
• Our co-branded cards portfolio expandedwith curated benefits, contextual offers andintelligent onboarding.
We also enhanced our cross-border offering:
• HDFC Bank now handles over 20 per cent of India'sinbound remittances through tie-ups with LuluExchange, Flywire and PayMyTuition, supported byover 115 correspondent arrangements.
A robust API-first orchestration layer continues todrive plug-and-play capability for partners, enablingsecure, real-time access to banking infrastructureacross platforms.
Financial Year 2024-25 marked a major milestone withthe migration of our Core Banking System to a next-genengineered platform—making HDFC Bank one of thelargest banks in the country to host its core ecosystemon a modern, scalable architecture.
This was complemented by:
• The first deployment under our “Lighten the Core”strategy-Payments Hub-which modularised IMPSprocessing with reduced latency.
• Active-active data center configurations andinfrastructure upgrades across payments,origination and loan management platforms.
These foundational shifts allow us to handleexponential digital growth while preserving availabilityand performance.
The Bank initiated a Data Lake House programme tocentralise data from across systems, enabling scalableanalytics, improving accuracy and regulatory compliance.
Built on modern open-stack technologies, the platformsupports better decision-making, standardises masterdata, and strengthens governance through unifiedcontrols, lineage tracking and reduced duplication.
As the Bank expands its digital footprint, safeguardingcustomer data and ensuring system integrity remainparamount. In FY 2025, HDFC Bank strengthened itscybersecurity architecture with a comprehensive suite oftools and governance frameworks designed to manageevolving risks, ensure regulatory alignment and preserveoperational continuity.
The Bank continued to enhance its Zero TrustArchitecture, reducing reliance on perimeter defencesand embedding verification at every access point—across users, systems and APIs. These principles nowunderpin access controls, policy enforcement and cloudgovernance across business-critical environments.
The Bank protects its customer data and digital servicesthrough a range of advanced security measures. Bydeploying PRISMA Cloud Infrastructure EntitlementManagement (CIEM), the Bank effectively manages andrestricts cloud permissions based on least-privilegeprinciples. The integration of Accops Secure Gatewayprovides MFA-protected access to crucial internet¬facing applications while Zscaler Private Access (ZPA)ensures secure, policy-driven remote connectivity inline with the Bank's Zero Trust roadmap. Additionally,the Cloud Web Application Firewall (WAF) safeguardsagainst application-layer threats across digital channels.Continuous monitoring, detection and remediation ofcloud misconfigurations and vulnerabilities are achievedthrough the Cloud Security Posture Management (CSPM)and Cloud Workload Protection Platform (CWPP). TheBank also employs Cloud Access Security Broker(CASB), Browser Isolation and CI/CD Security Controlsto secure SaaS usage and development pipelines. Lastly,Attack Surface Monitoring (ASM) continuously scans andsecures exposed digital assets throughout the enterprise.
Collectively, these investments reinforce the Bank'scommitment to secure-by-design architecture ensuringthat innovation, scale and resilience go hand in hand withresponsible risk management.
Our Corporate and Wholesale Banking business sawstrong digital adoption through:
• Rollout of fully digital onboarding journeys forworking capital and trade finance.
• Enhancements to CBX (Corporate BankingExchange), which now processes large volume oftransactions monthly, with API share steadily rising.
I n parallel, our SmartHub suite scaled across SME andmerchant communities with embedded finance, paymentsand loan origination stitched into a single interface.
The Factory model continues to be the nucleus ofdigital execution at HDFC Bank—with dedicated unitsfocused on:
• Experience design
• Mobile and cloud engineering
• APIs and orchestration
• Data and GenAI
• Secure-by-design architecture
Various high-impact programmes were executedin FY 2025 using this construct—ranging from coremodernisation to next-gen servicing platforms.
Financial Year 2024-25 served as the foundation year forAI-readiness. A structured platform approach is beingdeveloped with focus on:
• Secure, reusable models and componentsfor scalability
• Built-in observability and compliance
The Bank is exploring a Class of Problemsmethodology—prioritising high-impact, enterprise¬wide opportunities over isolated use cases. Thisapproach ensures scalability, consistency andmeasurable business outcomes.
Early pilots in documentation, support, underwritingand productivity workflows have validated the potentialfor GenAI to augment decision-making and reduceoperational friction.
Financial Year 2024-25 was a year of bold action,modernisation and simplification. In FY 2026, our focussharpens towards:
• Scaling digital platforms with embedded capabilities
• Operationalising responsible GenAI
• Delivering contextual experiences at the edge
• Sustaining resilience while enabling agility
HDFC Bank's technology and digital strategy remainsfocused not just on keeping pace with change—but onshaping the future of customer-centric, inclusive andintelligent banking in India.
Cybersecurity is at the heart of the technology transformationjourney and the Bank is deeply committed to ensuring robustcyber security with substantial advancements being made tofurther fortify its infrastructure and applications. Key initiativesin this regard include:
• Significant advancements to consolidate cyber securitythrough initiatives such as the foundation of a next-generation Cybersecurity Operations Center (CSOC)for predictive security and incident management,introduction of Security Orchestration, Automation andResponse (SOAR) to reduce incident response times andnetwork micro-segmentation for better control, visibilityand preparedness against ransomware.
• The initiative and approach to leverage AI and ML as anentire suite to proactively detect and respond to threatsis managed through the deployment of next generationSecurity Incident Event Management (SIEM) solutionaugmented by Artificial Intelligence (AI) and MachineLearning (ML) capabilities along with strong User EntityBehavioral Analysis (UEBA) functionalities and built-inthreat modelling.
• 24/7 defacement monitoring and vulnerabilitymanagement of the bank's internet properties, antivirus/ malware program, patch management, penetration
testing, etc. for minimising the surface area for cybersecurity attacks and fortifying the Bank's assets likeinfrastructure and applications.
• Dedicated program for attack surface management(ASM) that includes continuous attack surface discoveryand probing for weaknesses on the discovered assets.There has been a continuous effort to ensure thatall significant weaknesses are remediated within areasonable timeframe.
• Adopting a zero-trust architecture approach to ensureprotection against cyber-attacks.
• I mplementation of Anti-Advanced Persistence Threat(Anti-APT) system agent on all endpoints in the Bankto protect from zero-day malware attacks. All networkelements such as email, web as well as endpointcomputers are protected by the anti-APT system.
• Enterprise solutions such as Data Loss Prevention (DLP)to monitor sensitive data stored, transmitted and sharedby users, and to prevent and detect data breaches. Allendpoints have proxy agent configured to ensure thatonly authorised websites are accessed. All outgoinge-mails are monitored through DLP solution.
• Laptop Encryption: Data encryption ensures thatbusiness-critical and sensitive data is not misplaced,thereby preventing any reputational damage andcurtailing monetary losses. Hard disk encryption isimplemented on all laptops.
• Implementation of Domain-based MessageAuthentication, Reporting and Conformance (DMARC)system for protecting the Bank's domain fromunauthorized use, commonly known as ‘email spoofing'.
Technology related challenges over the past few years haveonly made the Bank's resolve stronger to consolidate andfortify its technology environment. Focused technology /digital investments and programs in technology are pivotal tothe Bank in the new age of digital banking and experiencesfor its customers.
Customer Focus is one of the five core values of the Bank.Given a highly competitive business environment, especiallywith diverse lines of businesses, we continuously strive toenhance customer experience. Delivering exceptional product
quality and customer service is a prerequisite for sustainedgrowth. The Bank strives to achieve this by seeking customerfeedback, benchmarking with best-in-class business entitiesand implementing customer-centric improvements. We haveadopted a well-defined three-step strategy towards CustomerService - Define, Measure and Improve. Towards improvingcustomer experience, the Bank has adopted industry bestpractices and continuously acts on customer feedbacksecured across multiple channels.
HDFC Bank has adopted a multi-pronged approach toprovide an omnichannel experience to its customers. Onthe one hand, it has traditional touchpoints like branches,email care and PhoneBanking. On the other hand, it hasstate-of-the-art platforms like NetBanking, MobileBanking,WhatsApp Banking, the chatbot Eva and the Bank's exclusivesocial care handles. The Bank also has a Virtual RelationshipManagement programme to cater to various financial needsin a personalised manner.
One of the key strategies adopted by your bank is to leveragethe benefits of Artificial Intelligence (AI) and Automation inproviding better customer service - which entails (a) Speedof Response (b) Accuracy of Response (c) Response being Inline with regulatory prescriptions and (d) in-depth root causeanalysis to reduce/eliminate recurrence of customer grievances.
Customer service performance and grievance redressal areregularly assessed at various levels, including Branch LevelCustomer Service Committees, Virtual Level CustomerService Committees, Standing Committee on CustomerService and Customer Service Committee of the Board. HDFCBank has implemented robust processes to monitor andmeasure service quality levels across touchpoints, includingat product and process level through the efforts of the QualityInitiatives Group.
The service quality team conducts regular reviews acrossvarious products, processes and channels, focusing onimproving the customer experience. A unique Service QualityIndex (SQI) has been developed to measure the performanceof key customer facing channels based on critical customerservice parameters. This SQI enables customer facingchannels to identify improvement areas, thereby raisingservice standards.
One of the basic building blocks of providing acceptablelevel of customer service is to have an effective InternalGrievance Redressal Mechanism / Framework. HDFC Bankhas developed a comprehensive Grievance Redressal Policy,Customer Rights Policy, Customer Protection Policy and a
Customer Compensation Policy duly approved by the Boardwhich outline a framework for resolving customer grievancesin an effective manner. These policies are accessible tocustomers through the Bank's website and branch network.
HDFC Bank has created multiple channels for customersto provide feedback and register grievances facilitatinga transparent and accessible system. As a pioneer ininnovative financial solutions and digital platforms, theBank has witnessed an increased utilisation of its digitalchannels. Keeping customer interest in focus, the Bank hasformulated a Board approved Protection Policy which limitsthe liability of customers in case of unauthorised electronicbanking transactions.
This Bank is compliant with the RBI Internal OmbudsmanScheme of RBI Guidelines. At the apex level, as a part ofthe Internal Grievance Redressal mechanism, the Bank hasappointed seasoned-retired bankers as Internal Ombudsmento independently review any customer grievance which ispartly/wholly rejected by the Bank before the final decision iscommunicated to the customer.
HDFC Bank is on a journey to measure customer loyaltythrough a high velocity, closed loop customer feedbacksystem. This customer experience transformation programmehelps employees to empathise better with customers andimprove turnaround times. Branded as ‘Infinite Smiles',the programme helps establish behaviours and practicesthat result in customer-centric actions through continuousimprovement in products, services, processes and policies.
The Bank remains committed to placing the customer at thecentre of its operations. By consistently improving customerexperience, adopting an omnichannel approach andimplementing robust service quality and grievance redressalmechanisms, it aims to build and nurture lasting relationships.
Your Bank's historical focus on Pillar 1 risks, including CreditRisk, Market Risk and Operational Risk has been expandedin response to the evolving banking landscape. LiquidityRisk, Information Technology Risk, Information Security Risk,Group Risk and Model Risk have also emerged as criticalconsiderations. These risks not only impact your Bank'sfinancial strength and operations but also its reputation. Toaddress these concerns, your Bank has established Board-approved risk strategy and policies overseen by the Risk Policyand Monitoring Committee (RPMC). RPMC is a Board levelcommittee, which supports the Board by supervising the
implementation of the risk strategy. It guides the developmentof policies, procedures and systems for managing risk. Itensures that these are adequate and appropriate to changingbusiness conditions, the structure and needs of the Bank andthe risk appetite of the Bank. It ensures that frameworks areestablished for assessing and managing various risks facedby the Bank, systems are developed to relate risk to theBank's capital level and methods are in place for monitoringcompliance with internal risk management policies andprocesses.
The hallmark of your Bank's risk management function is that itis independent of the business sourcing unit with convergenceonly at the CEO level.
The gamut of key risks faced by the Bank which aredimensioned and managed include:
• Financial Risks:
• Credit Risk,
• Market Risk
• Interest Rate Risk in the Banking Book
• Liquidity Risk
• Intraday Liquidity Risk
• Intraday Credit Risk
• Credit Concentration Risk
• Non-Financial Risks
• Operational Risk
• I nformation Technology and InformationSecurity Practices
• Technology Risk
• Third Party Products Risk
• Outsourcing Risk
• Group Risk (various risks pertaining to subsidiaries)
• Model Risk
• People Risk
• Business Risk
• Strategic Risk
• Compliance Risk
• Reputation Risk
Credit Risk is the possibility of losses associated withdiminution in the credit quality of borrowers or counterparties.Losses stem from outright default or reduction in portfoliovalue. Your Bank has a comprehensive credit risk architecture,policies, procedures and systems for managing credit riskin its retail and wholesale businesses. Wholesale lendingis managed on an individual as well as portfolio basis. Incontrast, given the granularity of individual exposures, retaillending is managed largely on a portfolio basis acrossvarious products and customer segments. Robust front-endand back-end systems are in place to ensure credit qualityand minimise default losses. The factors considered whilesanctioning retail loans include income, demographics,credit history, loan tenure and banking behavior. In addition,multiple credit risk models are developed and used to assessdifferent segments of customers based on portfolio behavior.In wholesale loans, credit risk is managed by cappingexposures based on borrower group, industry, credit ratinggrades and country, among others. This is backed by portfoliodiversification, stringent credit approval processes, periodicpost-disbursement monitoring and remedial measures. YourBank has ensured strong asset quality through volatile timesin the lending environment by stringently adhering to prudentnorms and institutionalised processes. Your Bank also has arobust framework for assessing Counterparty Banks, whichare reviewed periodically to ensure interbank exposures arewithin approved appetite.
As on March 31, 2025, your Bank's ratio of Gross Non¬Performing Assets (GNPAs) to Gross Advances was 1.33 percent. Net Non- Performing Assets (Gross Non-PerformingAssets Less Specific Loan Loss provisions) was 0.43 per centof Net Advances.
Your Bank has a conservative and prudent policy for specificprovisions on NPAs. Its provision for NPAs is higher thanthe minimum regulatory requirements and adheres to theregulatory norms for Standard Assets.
Driven by rapid technological advancements, the bankingsector is witnessing the increasing importance of digitalisationas a critical differentiator for customer retention and servicedelivery. Digital lending has emerged as a convenient andquick method for customers to secure loans with just afew clicks, often in minutes. However, addressing the risksassociated with digital lending is crucial, and your Bank hasimplemented appropriate measures to manage these riskseffectively. Digital loans are sanctioned primarily to your Bank'sexisting customers. Often, they are customers across multipleproducts, thus enabling the Bank ready access to theircredit history and risk profile. This accessibility facilitates theevaluation of their loan eligibility. Moreover, the credit checksand scores used by your Bank in process-based underwritingare replicated for digital loans. This ensures consistency in theevaluation process.
Market Risk arises primarily from your Bank's statutory reservemanagement and trading activity in interest rates, equityand currency market. These risks are managed through awell-defined Board approved Market Risk Policy, InvestmentPolicy, Foreign Exchange Trading Policy and Derivatives Policythat caps risk in different trading desks or various securitiesthrough trading risk limits/triggers. The risk measures includeposition limits, tenor restrictions, sensitivity limits, namely,PV01, Modified Duration of Hold to Maturity Portfolio andOption Greeks, Value-at-Risk (VaR) Limit, Stop Loss TriggerLevel (SLTL), Scenario-based P&L Triggers, Potential LossTrigger Level (PLTL), YTD Trigger for AFS book. These limitsare monitored on an end-of-day basis by treasury mid office.In addition, forex open positions, currency option delta andinterest rate sensitivity limits are computed and monitoredon an intraday basis. This is supplemented by a Board-approved stress testing policy and framework that simulatesvarious market risk scenarios to measure losses and initiateremedial measures. Your Bank's Market Risk capital charge iscomputed daily using the Standardised Measurement Methodapplying the regulatory factors.
Liquidity risk is the risk that the Bank may not be able tomeet its financial obligations as they fall due without incurringunacceptable losses. Your Bank's liquidity and interest raterisk management framework is spelt out through a well-defined Board approved Asset Liability Management Policy.As part of this process, your Bank has established variousBoard-approved limits for liquidity and interest rate risks in
the banking book. The Asset Liability Committee (ALCO) is adecision-making unit responsible for implementing the liquidityand interest rate risk management strategy of the Bank in linewith its risk management objectives and ensures adherenceto the risk tolerance/limits set by the Board. ALCO reviewsthe policy's implementation and monitoring of limits. Whilethe maturity gap, Basel III ratios, and stock ratio limits helpmanage liquidity risk, Net Interest Income impact and MarketValue of Equity (MVE) impact help mitigate interest rate riskin the banking book. This is reinforced by a comprehensiveBoard-approved stress testing programme covering bothliquidity and interest rate risk.
Your Bank conducts various studies to assess the behaviouralpattern of non-contractual assets and liabilities andembedded options available to customers, which are usedwhile managing maturity gaps and repricing risk respectively.Further, your Bank has the necessary framework to manageintraday liquidity risk.
The Liquidity Coverage Ratio (LCR) is one of the BaselCommittee's key reforms to develop a more resilient bankingsector. The LCR, a global standard, is also used to measureyour Bank's liquidity position. LCR seeks to ensure that theBank has an adequate stock of unencumbered High-QualityLiquid Assets (HQLA) that can be converted into cash easilyand immediately to meet its liquidity needs under a 30-daycalendar liquidity stress scenario. The LCR helps in improvingthe banking sector's ability to absorb shocks arising fromfinancial and economic stress, whatever the source, thusreducing the risk of spillover from the financial sector to thereal economy.
The Net Stable Funding Ratio (NSFR), a key liquidity riskmeasure under BCBS liquidity standards, is also used tomeasure your Bank's liquidity position. The NSFR seeks toensure that your Bank maintains a stable funding profile inrelation to the composition of its assets and off-balance sheetactivities. The NSFR promotes resilience over a longer-termtime horizon by requiring banks to fund their activities withmore stable sources of funding on an ongoing basis. The RBI
guidelines stipulated a minimum NSFR requirement of 100 percent at a consolidated level and your Bank has maintainedthe NSFR well above 100 per cent since its implementation.Based on guidelines issued by RBI, your Bank's NSFR stoodat 119.80 per cent on a consolidated basis at March 31,2025.
This is the risk of loss resulting from inadequate or failed internalprocesses, people and systems or from external events. It alsoincludes risk of loss due to legal risk but excludes strategicand reputational risk.
Given below is a detailed explanation under four differentheads: Framework and Process, Internal Control, InformationTechnology and Information Security Practices and FraudMonitoring and Control.
To manage Operational Risks, your Bank has establisheda comprehensive Operational Risk ManagementFramework, whose implementation is supervised by theOperational Risk Management Committee (ORMC) andreviewed by the RPMC of the Board. An independentOperational Risk Management Department (ORMD)is responsible for implementing the framework. Theframework incorporates, three lines of defence toensure implementation.
Three Lines of Defense model for OperationalRisk Management
• In order to achieve the aforesaid objective pertainingto operational risk management framework, the ORMCguides and oversees the functioning, implementation, andmaintenance of operational risk management activities ofBank, with special focus on:
• I dentification and assessment of risks across the Bankthrough the Risk and Control Self-Assessment (RCSA)and Scenario analysis
• Measurement of Operational Risk based on the actualloss data
• Monitoring of risk through Key Risk Indicators (KRI)
• Management and reporting through KRI, RCSA andoperational risk losses of the Bank
Your Bank has implemented sound internal controlpractices across all processes, units and functions. It haswell laid down policies and processes for the managementof its day-to-day activities. Your Bank follows established,well-designed controls, which include traditional four eyeprinciples, effective segregation of business and supportfunctions, segregation of duties, call back processes,reconciliation, exception reporting and periodic MIS.Specialised risk control units function in risk- proneproducts/ functions to minimise operational risk. Controlsare tested as part of the SOX control testing framework.
Your Bank operates in a highly automated environmentand makes use of the latest technologies available oncloud or on-premises Data Centres to support variousbusiness segments. With the advent of new technologytools and increased sophistication, your Bank hasimproved its efficiency, reduced operational complexities,aided decision making and enhanced the accessibility ofproducts and services. This results in various risks suchas those associated with the use, ownership, operation,redundancy, involvement, influence, and adoption of ITwithin an enterprise, as well as business disruption dueto technological failures. Additionally, it can lead to risksrelated to information assets, data security, integrity,reliability, and availability, among others. Your Bankhas put in place a governance framework, InformationSecurity Practices, Business Continuity Plan, DisasterRecovery (DR) resiliency, Public Cloud and Cloud NativeServices Adoption and Enhanced Automated Monitoringmechanisms to mitigate Information Technology andInformation Security-related risks. Our Bank continuesto enhance its information security posture through arange of strategic and technology-driven initiatives aimedat strengthening its information security and resilienceagainst evolving cyber threats.
a. The Next-generation Cybersecurity OperationsCenter (CSOC) has brought in significantadvancements to improve overall cyber securityposture of the Bank by deploying a predictive/ proactive security monitoring of Bank ITInfrastructure and Applications. We have deployednext generation Security Incident Event Management(SIEM) solution augmented by Artificial Intelligence(AI) and Machine Learning (ML) capabilities alongwith strong User Entity Behavioral Analysis (UEBA)functionalities and built-in threat modelling.
b. The Bank's dedicated Attack Surface Management(ASM) program is aimed at continuously identifyingand addressing vulnerabilities across its assets,thereby ensuring a secure environment for the Bankand its customers.
c. Additionally, vulnerability management of the Bank'sinternet properties, penetration testing, antivirus /anti-malware program etc. minimize the surfacearea for cyber security attacks.
d. Our centralized patch management tool automatesthe discovery, management, and remediation ofendpoints and servers across various operatingsystems and environments for the available patches.It further facilitates patching, software deployment,and compliance with security standards, thusreducing the risk of the introduction of vulnerabilitydue to lack of timely patching.
e. With the growing use of cloud infrastructure,tools such as Cloud Posture and Access SecurityTools (CSPM & CASB) have been implementedto detect misconfigurations, enforce compliancerequirements, and proactively reduce cloud-relatedrisks.
f. Our Red Team proactively assesses our cyberassets for vulnerabilities through various periodictests which also include red team assessments.Any issues identified during the assessments areremediated in a timely manner to ensure that thebanking services remain resilient and stay protectedagainst the evolving threats.
g. Our Bank has also adopted zero-trust architectureapproach to ensure protection against cyber¬attacks.
h. Bank's comprehensive e-learning module, iSecurityAmbassador (iSA), a mandatory assessment-basedcourse on information and cyber security, helps inpromoting security awareness culture in the Bank.
Overall, the bank's cybersecurity measures are focusedon ensuring the highest level of protection against cyberthreats, with proactive monitoring and automated incidentresponse capabilities, enhanced network visibility and azero-trust approach to security.
The Bank has defined various policies and frameworksfor managing the IT and Information Security risksincluding risks emanating from third party engagementsand it follows the three lines of defence principle inmanaging these risks. With the evolving changes in thetechnology landscape, the Bank has been reviewing andenhancing the scope for monitoring and mitigating therisks through revision of frameworks and policies, tools,and governance.
Your Bank has a well-defined Business Continuity andDisaster Recovery plan that is periodically tested toensure that it can meet any operational contingencies.Further, there is a well-documented crisis managementplan in place to address the strategic issues of a crisisimpacting the Bank and to direct and communicate thecorporate response to the crisis including cyber crisis.In addition, employees periodically undergo mandatorybusiness continuity awareness training and sensitisationexercises on a periodic basis.
For details on Business Continuity Management,Information and Cyber Security Practices and DataPrivacy Measures, please refer page 106 to 111 and231 & 239.
An independent assurance team within Internal Auditacts as a third line of defence that provides assuranceon the management of IT-related risks.
Your Bank has defined a comprehensive Fraud RiskManagement Policy encompassing the life cycle, i.e.prevention, detection, investigation, accountability,monitoring, recovery, analysis and reporting. Further, theBank has Whistle Blower and Vigilance Policies and thereare designated functions responsible for implementationof fraud prevention measures. Frauds are investigated toidentify the root cause and relevant corrective steps arerecommended to prevent recurrence.
Fraud Monitoring committees at the senior managementand Board level also deliberate on high value fraudevents and advise preventive actions. Periodicreports are submitted to the Board and seniormanagement committees.
Compliance Risk is defined as the risk of impairment of yourBank's integrity, leading to damage to its reputation, legal orregulatory sanctions, or financial loss, as a result of a failure (orperceived failure) to comply with applicable laws, regulationsand standards. Your Bank has a Compliance Policy to ensurethe highest standards of compliance. A dedicated team ofsubject matter experts in the Compliance Department workswith business, support and operations teams to ensure activeCompliance Risk management and monitoring. The teamalso provides advisory services on regulatory matters. The
focus is on identifying and reducing risk by rigorously testingproducts and also putting in place robust internal policies.Products that adhere to regulatory norms are tested afterrollout and shortcomings, if any, are fully addressed till theproduct stabilises. Internal policies are reviewed and updatedperiodically as per agreed frequency or based on marketactions or regulatory guidelines/ actions. The complianceteam also seeks regular feedback on regulatory compliancefrom product, business and operation teams through self¬certifications and monitoring.
Your Bank has diverse set of subsidiaries including NBFC,AMC, Life Insurance, General Insurance, Venture Capitalentities, amongst others. In order to manage the risk arisingfrom subsidiaries with regard to potential uncertainties oradverse events that can impact the operations, financialstability, reputation of the Group, your Bank has establishedGroup Risk Management function within the Risk ManagementGroup. Your Bank shall have a reasonable oversight on theRisk Management Framework of the group entities on anongoing basis through Group Risk Management Committee(GRMC) and Group Risk Council (GRC). The Board / RiskManagement committees of respective subsidiary shall bedriving the day to day risk management in accordance withthe requirements of the respective regulator. Stress testingfor the group is carried out by integrating the stress tests ofthe subsidiaries. Similarly, capital adequacy projections areformulated for the group after incorporating the business/capital plans of the subsidiaries. The Group Risk ManagementCommittee reports to the Bank's Risk Policy & MonitoringCommittee (RPMC).
As HDFC Bank continues to grow in scale and complexity as theparent of a diversified financial group, the need for coordinatedoversight across group entities has become increasinglyimportant. In April 2024, the Bank formally introduced aGroup Oversight Framework to reinforce governance acrosssubsidiaries. This initiative aligns with regulatory expectationsset out in the inter-regulatory forum reports by the ReserveBank of India (RBI), Securities and Exchange Board of India(SEBI) and Insurance Regulatory and Development Authorityof India (IRDAI) on the monitoring of systemically importantfinancial intermediaries.
The Framework applies to H DFC Bank and its group companiesthat are consolidated in the Bank's financial statements, withthe exception of entities where the Bank neither exercises
significant control nor qualifies as a significant beneficialowner-such as HDFC Mutual Fund, Alternative InvestmentFunds and Separately Managed Accounts managed oradvised by HDFC Asset Management Company Limited andits international subsidiary.
The Framework establishes a defined structure for oversight,reporting and escalation across the Group. The Board of HDFCBank exercises overall oversight through periodic informationreported by various stakeholders. The Group OversightDepartment reports critical matters to the Board, includingcritical overdue action items, material risks, exceptions in intra¬group transactions, material related-party transactions andsignificant governance concerns (if any).
Enabling and control functions of the Bank report Group-levelkey metrics and any observed exceptions through designatedchannels. Oversight responsibilities and escalation protocolsare set out in the framework and is illustrated as below.
The use of models invariably presents model risk, which is thepotential for adverse consequences from decisions based onincorrect or misused model outputs and reports. The ModelRisk Management (MRM) under Risk Management Groupis responsible for testing and verifying the accuracy andreliability of models used within the Bank. By establishing adedicated MRM team, your Bank ensures that its models areindependently evaluated before implementation and on anongoing basis.
There is an established Model Risk Management Policy(MRM Policy) which is a centralized, overarching policy whoseobjective is to provide comprehensive guidance on modelrisk management across the Bank. The policy defines theroles and responsibilities across stakeholders i.e., Model
Owners, Model Users, Model Developers, and the Model RiskManagement (MRM).
There is Model Risk Management Committee (MRMC)which is an executive committee to govern the Model RiskManagement Framework as defined in the MRM policy. It alsooversees the development and implementation of MRM policy,governance structure and ensure that necessary processesand systems are put in place. The Committee reviews theresults of the model validation/monitoring on a periodic basis.The MRMC shall report to the Bank's Risk Policy & MonitoringCommittee (RPMC).
Your Bank has a structured management framework in theInternal Capital Adequacy Assessment Process (ICAAP) forthe identification and evaluation of all material risks that theBank is exposed to, which may have an adverse materialimpact on its financial position. Your Bank has identifiedmaterial risks which include, in addition to Pillar 1, severalPillar 2 risks for which capital is primarily quantified usingstress testing approach. The ICAAP framework is guided bythe Board approved ICAAP Policy. The ICAAP encompassesassessment of capital adequacy for the base period and forthe projected plan years.
The risks from climate change are divided into (i) Physical risk(acute and chronic) which captures economic losses fromacute impacts on account of extreme weather events or long¬term chronic impact on environment and (ii) Transition riskswhich captures financial asset level losses due to the possibleprocess of adjustment to a low carbon economy.
The CSR and ESG committee of the Board oversees yourBank's sustainability and climate change initiatives. ThisCommittee monitors the ESG framework, the EnvironmentalPolicy framework, actionables and initiatives strategised andexecuted by the management level ESG Apex Council andthe ESG Working Groups.
The Committee also maintains an oversight over your Bank'sESG disclosures, highlighting your Bank's ESG performanceand prioritisation of material topics. A dedicated ESG verticalworks in conjunction with several internal and externalstakeholders, to drive your Bank's ESG agenda includingmanaging, mitigating and reporting on climate metrics. TheDeputy Managing Director of the Bank has direct oversight onthe ESG function and reports to the Board on such matters.Further, your Bank has formulated its ESG policy framework
and ESG Risk Management (ESGRM) Framework, which areintegrated into the Bank's wholesale credit appraisal process.Specifically, your Bank's ESGRM Framework addressesclimate transition and mitigation plan and includes a prohibitionlist criterion and ‘Category-A' tagging of climate risk-relatedvulnerable sectors. Your Bank's commitment to enhance itsportfolio from a climate and ESG perspective is reflected in thedevelopment of the Board approved Sustainable FinancingCriteria Framework, which aligns with the overall sustainabilitystrategy of the Bank.
Your Bank is in the process of evaluating appropriatemethodology and frameworks to assess climate transition riskfor the wholesale borrowers. Your Bank also estimates financedemissions in its lending portfolio and is firming up an internalstrategy on tracking its portfolio-based financed emissions.Additionally, your Bank has taken initiatives to engage incapacity building programmes to familiarise the Board andits staff members on the key developments in climate riskassessment, considering this risk is continuously evolving.
Additionally, your Bank is continuously striving to align itselfto make increased climate risk related disclosures in line withdomestic and global regulations. Your Bank endeavours toalign with climate risk related disclosures as per Task Force onClimate-Related Financial Disclosures (TCFD) framework andhas been reporting on ESG KPIs in alignment with the GlobalReporting Initiative (GRI) since FY2014, along with reportingin line with the SEBI-mandated Business Responsibilityand Sustainability Reporting (BRSR) framework in itsannual disclosures.
Your Bank has implemented a Board approved StressTesting Policy and Framework which forms an integral part ofthe Bank's ICAAP. Stress testing involves the use of varioustechniques to assess your Bank's potential vulnerabilityto extreme but plausible stressed business conditions.The changes in the levels of Pillar I risks and select PillarII risks, along with the changes in the on and off-BalanceSheet positions of your Bank are assessed under assumed‘stress' scenarios and sensitivity factors. The suite of stressscenarios includes topical themes depending on prevailinggeopolitical / macroeconomic / sectoral and other trends.The stress testing outcome may be analysed throughcapital impact and/or identification of vulnerable borrowersdepending on the scenario.
Your Bank has a strong BCP programme in place thatenables operational resilience and continuity in deliveringquality services across various business cycles. With our ISO22301:2019 certified Business Continuity Programme, weprioritise minimising service disruptions and safeguarding ouremployees, customers and business during any unforeseenadverse events or circumstances. The Programme is designedin accordance with the guidelines issued by regulatory bodies.Further, our programme undergoes regular internal, externaland regulatory reviews.
The Business Continuity Management function focusseson strengthening the Bank's preparedness for continuity.Oversight over programme is provided by the BusinessContinuity Steering Committee (BCSC), chaired by the GroupChief Risk Officer and Risk & Policy Monitoring Committee(RPMC), a Board-level committee.
The programme is guided by an enterprise-wide Boardapproved BCM Policy, supported by comprehensive processesand procedures. These enable the Bank to effectively respondto, recover from, resume and restore critical business functionsfollowing disruptions caused by internal or external risk events.The framework clearly defines roles and responsibilities forteams involved in Crisis Management, Business Recovery,Emergency Response and IT Disaster Recovery, ensuring acoordinated approach.
So e of the key roles in this programme are as follows:
Steering Committee
It ensures centralised monitoring of your Bank's Business Continuity program implementation
<£>
Crisis Management teams
These work on effective management of recovery operations during disruptive events
Disaster Recovery (DR) Site
A dedicated DR site for recovery of critical core and customer facing applications
&
Functional recovery plans
Functional recovery plans ensure structured and expedited restoration of operations
Periodic drills
Periodic drills are conducted for testing the effectiveness of recovery plans.
As a responsible Bank, these steadfast practices have enabledus to continue seamless service delivery to our customersthrough disruptiveeventsand beyond.
Your Bank has put in place extensive internal controls andprocesses that are commensurate with the size and scaleof the Bank to mitigate Operational and other allied risks,including centralised operations and ‘segregation of duty'between the front and back-office. The front-office unitsusually act as customer touchpoints and sales and serviceoutlets while the back-office carries out the entire processing,accounting and settlement of transactions in the Bank'score banking system. The policy framework, definition andmonitoring of limits is carried out by various mid-office andrisk management functions. The credit sanctioning and debtmanagement units are also segregated and do not have anysales and operations responsibilities.
Your Bank has set up various executive-level committees,with participation from various business and control functions,that are designed to review and oversee matters pertaining tocapital, assets and liabilities, business practices and customerservice, operational risk, information security, businesscontinuity planning and internal risk-based supervision amongothers. The second line of defence functions set standards
and lay down policies and procedures by which the businessfunctions manage risks, including compliance with applicablelaws, compliance with regulatory guidelines, adherence tooperational controls and relevant standards of conduct. At theground level, your Bank has a mix of preventive and detectivecontrols implemented through systems and processes,ensuring a robust framework in your Bank to enable correctand complete accounting, identification of outliers (if any) bythe management on a timely basis for corrective action andmitigating operational risks.
Your Bank has put in place various preventive controls, including:
a) Limited and need-based access to systems by users
b) Dual custody over cash and near-cash items
c) Segregation of duty in processing of transactions vis-a¬vis creation of user IDs
d) Segregation of duty in processing of transactionsvis-a-vis monitoring and review of transactions/ reconciliation
e) Four eye principle (maker-checker control) for processingof transactions
f) Stringent password policy
g) Booking of transactions in core banking systemmandates the earmarking of line/limit (fund as well asnon-fund based) assigned to the customer
h) STP processes between core banking system andpayment interface systems for transmission of messages
i) Additional authorisation leg in payment interface systemsin applicable cases
j) Audit logs directly extracted from systems
k) Empowerment grid
Your Bank also has detective controls in place:
l) Periodic review of user IDs and its usage logs
m) Post-transaction monitoring at the back-end by wayof call back process (through daily log reports) by anindependent person, i.e., to ascertain that entries in thecore banking system / messages in payment interfacesystems are based on valid/authorised transactions andcustomer requests
n) Daily tally of cash and near-cash items at end of day
o) Reconciliation of Nostro accounts (by an independentteam) to ascertain and match-off the Nostro credits anddebits (external or internal) regularly to avoid / identifyany unreconciled/ unmatched entries passing throughthe system
p) Reconciliation of all internal/transitory accounts andestablishment of responsibility in case of outstanding
q) I ndependent and surprise checks periodicallyby supervisors.
Your Bank has an Internal Audit Department which isresponsible for independently evaluating the adequacyand effectiveness of internal controls, risk management,compliance with extant regulations, governance systemsand processes and is manned by appropriately qualified andexperienced personnel.
This department adopts a risk-based audit approach and carriesout audits across various businesses i.e., Retail, Wholesale andTreasury (for India and Overseas books), Audit of Operationsunits, Audit of Control functions, Management and Thematicaudits, Information Security audit, Revenue audit, Spot checksand Concurrent audit in order to independently evaluate theadequacy and effectiveness of internal controls on an ongoingbasis and proactively recommending enhancements thereof.
The Internal Audit Department, during the course of audit, alsoascertains the extent of adherence to regulatory guidelines,legal requirements and operational processes and providestimely feedback to the management for corrective actions. Astrong oversight on the operations is also kept through off-sitemonitoring by use of data analytics and automation tools tostudy trends/patterns to detect outliers (if any) and alert themanagement for due corrective action, wherever warranted.
The Internal Audit Department also independently reviewsyour Bank's implementation of Internal Rating Based (IRB) -approach for calculation of capital charge for Credit Risk, theappropriateness of your Bank's ICAAP, as well as evaluatesthe quality and comprehensiveness of your Bank's disasterrecovery and business continuity plans and also carries outmanagement self-assessment of adequacy of the Bank'sinternal financial controls and operating effectiveness ofsuch controls in terms of Sarbanes Oxley (SOX) Act andCompanies Act, 2013. The Internal Audit Department playsan important role in strengthening of the control functions byperiodically reviewing their practices and processes as well asrecommending enhancements thereof. Additionally, oversightis also kept on the functioning of the subsidiaries, relatedparty transactions and extent of adherence to the licensingconditions of the RBI.
Any new product / process introduced in your Bank isreviewed by Compliance function in order to ensure adherenceto regulatory guidelines. The Audit function may, if deemednecessary also proactively recommend improvementsin operational processes and service quality for such newproducts / processes.
To ensure independence, the Internal Audit Function has adirect reporting line to the Audit Committee of the Board andan administrative line reporting to the Managing Director foradministrative purposes.
The Compliance function independently tracks, reviews andensures compliance with regulatory guidelines and promotesa compliance culture in the Bank.
Your Bank has a comprehensive Know Your Customer (KYC),Anti Money Laundering (AML) and Combating Financing ofTerrorism (CFT) policy (based on the RBI guidelines/provisionsof the Prevention of Money Laundering Act, 2002) incorporatingthe key elements of Customer Acceptance Policy, CustomerIdentification Procedures, Risk Management and Monitoringof Transactions. The policy is subject to an annual review andis duly approved by the Board.
Your Bank besides having robust controls in place to ensureadherence to the KYC guidelines at the time of accountopening also has monitoring processes at various stages ofthe customer lifecycle including a continuous review process inthe form of transaction monitoring carried out by a dedicatedAML CFT monitoring team, which carries out transactionreviews for identification of suspicious patterns/trends thatenables your Bank to further carry out enhanced due diligence(wherever required) and appropriate actions thereafter.
The Audit team and the Compliance team undergo regulartraining and certifications, both in-house and external to equipthem with the necessary know-how and expertise to carry outthe function.
The Audit Committee of the Board reviews the effectivenessof controls, compliance with regulatory guidelines as also theperformance of the Audit and Compliance functions in yourBank and provides direction, wherever deemed fit. The Auditfunction is also subject to periodic external assurance reviews.Your Bank has always adhered to the highest standards ofcompliance and has put in place appropriate controls and riskmeasurement and risk management tools to ensure a robustcompliance and governance structure.
Your Bank has five key subsidiaries, HDFC Life InsuranceCompany Limited (HDFC Life), HDB Financial Services Limited(HDBFSL), HDFC ERGO General Insurance Company Limited(HDFC ERGO), HDFC Asset Management Company Limited(HDFC AMC) and HDFC Securities Limited (HSL). HDFC Lifeis a leading, listed, long-term life insurance solutions providerin India. HDBFSL is a leading NBFC that caters primarily tosegments not covered by the Bank. HDFC ERGO offers acomplete range of general insurance products. HDFC AMC isInvestment Manager to HDFC Mutual Fund, one of the largestmutual funds in the country while HSL is among India's leadingretail broking firms.
Amongst the Bank's key subsidiaries, HDFC Life InsuranceCompany Limited and HDFC ERGO General InsuranceCompany Limited prepare their financial results in accordancewith Indian GAAP and other subsidiaries do so in accordancewith the notified Indian Accounting Standards (‘Ind-AS').
The detailed financial performance of the companies isgiven below.
Established in 2000, HDFC Life Insurance Company Limited(‘HDFC Life' or the ‘Company') is a leading provider of long¬term life insurance solutions in India. It offers a broad rangeof individual and group plans across the Protection, Pension,Savings, Investment, Annuity, and Health categories, witha portfolio comprising over 70 products and optional ridersdesigned to meet the diverse needs of its customers.
The Financial Year 2024-25 was a year in which HDFCLife deepened its reach, continued sharpening its valuepropositions and demonstrated the resilience of its businessmodel. The Company reported 18 per cent growth in IndividualAPE (Annualised Premium Equivalent) for FY2025, in line withthe stated growth aspirations for the year. This growth wasbroad-based, driven in equal measure by an increase of 9per cent in policies written and an increase of 9 per cent inaverage ticket size.
Based on FY2025 industry data, HDFC Life outperformedboth the private peers and the overall sector. HDFC Life'soverall industry market share expanded by about 70 bps to11.1 per cent and about 30 bps to 15.7 per cent in the privatesector. Notably, the Company's policy count grew faster thanthe overall industry and private sector. Almost 75 per cent ofthe Company's new customers on-boarded in FY2025 werefirst-time buyers from HDFC Life, reflecting its expanding reachacross Tier I, II and III markets.
In FY2025, HDFC Life known for its innovative products andcustomer-centric approach has secured about 5 crore liveswith an overall claim settlement ratio of 99.8 per cent. Thecompany has over 650 branches across India.
For FY2025, HDFC Life reported New Business Margin of25.6 per cent, Value of New Business of ' 3,962 crore, anEmbedded Value of ' 55,423 crore and delivered Profit AfterTax of ' 1,802 crore. As of March 31 2025, HDFC Life had anAUM of ' 3,36,282 crore.
HDFC Life has consistently delivered positive and range-boundoperating variance over the past nine years (excluding Covid),underscoring prudent risk management, disciplined executionand strong fundamentals. Moreover, aligning with the statedaspirations, the Company has nearly doubled all significantmetrics between FY21 and FY2025. The Company was alsorecognised as a Great Place to Work and amongst the top 50companies in India for building a culture of innovation.
As the Company steps into its 25th year of operations, the focusremains clear - to build a future-ready life insurer that growssustainably, serves responsibly and innovates purposefully.
HDB Financial Services Limited (HDBFSL) is a subsidiary ofHDFC Bank and is a Non-Banking Finance Company (NBFC).HDBFSL has a comprehensive bouquet of products andservice offerings that are tailor-made to suit its customers'requirements including first-time borrowers and theunderserved segments.
HDBFSL is engaged in the business of lending, fee-basedproducts and BPO services.
The company's Profit After Tax stood at ' 2,176 crore as onMarch 31, 2025 compared to ' 2,461 crore as on March 31,2024. The Total Loan Book stood at ' 1,06,878 crore as onMarch 31, 2025 compared to ' 90,218 crore as on March 31,2024, a growth of 18.47 per cent. The asset quality remainedrobust, with Gross Non Performing Asset (GNPA) ratio at 2.26per cent and Net Non Performing Asset (NNPA) ratio at 0.99per cent as on March 31, 2025. GNPA stood at 1.90 per centand NNPA at 0.63 per cent for the year ended March 31,2024. Capital Adequacy Ratio stood at 19.22 per cent as onMarch 31, 2025.
HDBFSL has continued to focus on diversifying its productsand expanding its distribution while augmenting its digitalinfrastructure and offerings to effectively deliver creditsolutions. The company has a strong network of over 1,771branches spread across 1,170 cities. As on March 31, 2025,your Bank held 94.32 per cent stake in HDBFSL.
HDBFSL has a diverse range of product offerings (securedand unsecured) to various customer segments. Given beloware the key product as well as service offerings to variouscustomer segments.
On October 19, 2024, the Board of Directors of HDFC Bankapproved sale of such number of shares of HDBFSL equivalentto up to ' 10,000 crore in the Initial Public Offering (“IPO”) ofHDBFSL, by way of Offer for Sale. The IPO also consists of afresh issue of such number of shares of HDBFSL equivalentto up to ' 2,500 crore, and accordingly the IPO would befor an aggregate amount of ' 12,500 crore. The Red HerringProspectus in relation to the IPO was filed on June 19, 2025and the price band for the issue has been fixed at ' 700 to' 740 per share. The anchor bidding date would be June 24,2025 and the public issue would open on June 25, 2025 andclose on June 27, 2025.
Consumer Loans are provided to individuals for personalor household purposes to meet their short to medium term
requirements. It comprises loans for consumer durables,lifestyle products and digital products, personal loans,auto loans for new and used cars, two-wheeler loans andgold loans.
Enterprise Loans
HDBFSL offers loans to businesses for their growth andworking capital requirements. Various loans offered toenterprises include: Unsecured Business Loan, EnterpriseBusiness Loan, Loan Against Property, Loan AgainstSecurities. These loans cater to the financial requirements ofenterprises for the purchase of new machinery, inventory orrevamping the business.
Asset Finance
HDBFSL provides loans for the purchase of new and usedcommercial vehicles and provides refinance against existingvehicles for business working capital. It extends theseofferings to fleet owners, first-time users, first-time buyersand captive use buyers. Construction equipment loans areoffered for the procurement of new and used constructionequipment. The company also facilitates refinancing onexisting equipment. HDBFSL also offers customised tractorloans for the purchase of tractors or tractor-related implementsto meet both agricultural and commercial needs.
Micro Lending
HDBFSL offers micro-loans to borrowers through the JointLiability Group (JLG) framework to empower and promotefinancial inclusion for sustainable development.
These loans were initiated in 2019 and are currently available inseven states including Maharashtra, Bihar, Rajasthan, Gujarat,Madhya Pradesh, Uttar Pradesh, Odisha and Tamil Naducovering 144 districts with more than 269 operational branches.
HDBFSL has a licence from the Insurance Regulatory andDevelopment Authority of India (IRDAI) and is a registeredCorporate Insurance Agent certified to sell both life andgeneral (non-life) insurance products. The company has tie-ups with HDFC Life Insurance Company Limited and AdityaBirla Sun Life Insurance for life insurance products. HDBFSLhas partnered with HDFC ERGO General Insurance CompanyLtd, Tata AIG General Insurance Company Ltd and Go DigitGeneral Insurance for general insurance products.
The BPO service offerings include running collection callcentres, sales support services, back office operations andprocessing support services. Under collection services,HDBFSL has a contract to run collection call centres forHDFC Bank. These centres provide collection services forthe entire range of HDFC Bank's retail lending productsoffering comprehensive end-to-end collection services. Underback office and sales support, HDBFSL offers sales supportand back-office services like forms processing, documentverification, finance and accounting operations and processingsupport for HDFC Bank.
HDBFSL’s presence across digital channels enables it to offera wide range of financial solutions to its customers. They canaccess and manage their loan account 24/7 through its new,upgraded version of Mobile Banking Application HDB-On-the-Go with enhanced features, customer Service Portal tomanage the loan account, missed call service, WhatsAppAccount Management and the Chatbot #AskPriya.
HDFC ERGO General Insurance Company Limited (HDFCERGO), is a subsidiary of HDFC Bank. It offers a comprehensivebouquet of general insurance products - such as Health,Motor, Travel, Home, Personal Accident and Cyber Insuranceto its retail customers. It also offers products like Property,Engineering, Marine and Liability Insurance to its SME &Corporate Customers. For Rural Customers it offers Crop andCattle Insurance.
HDFC ERGO has a track record of consistent profitablegrowth. Over the past 17 years, it has grown faster than theindustry - with a 28 per cent CAGR vis-a-vis 15 per cent CAGRfor the General Insurance industry. As a result, HDFC ERGOhas improved its market share from 0.8 per cent in FY08 to5.1 per cent in FY2025.
Profit After Tax for the year ended March 31, 2025 stood at' 500 crore as compared to ' 438 crore for the year endedMarch 31, 2024.
HDFC ERGO has a pan-India presence and a multi-channeldistribution network. This enables it to provide its customersflexibility while availing its products and services.
Riding on the motto of ‘Customer First', HDFC ERGO hasa comprehensive distribution network of over 1,20,000individual agents including Point of Sales Personnel (POSPs),177 Banks / Corporate Agents and over 600 brokers with 299offices and over 600 digital offices spread across the country,enabling it to ‘Insure More, Serve More, Reach More'.
Accident & Health Insurance: As an important stakeholder inbuilding a ‘Healthy India', HDFC ERGO offers various productsunder Accident & Health Insurance - retail health insuranceto those seeking individual or family floater health insuranceplans, group health insurance to insured groups, top-up healthinsurance to those who seek to protect themselves from highmedical expenses, mass health insurance to those interestedin participating in Government schemes. The Company is thefourth largest retail health insurer in the industry as of March31,2025.
Commercial Business: HDFC ERGO has a track recordof providing customised insurance solutions to its corporateclients. Be it property, engineering insurance, marine insuranceor liability insurance, the Company follows an advisoryapproach to its clients based on a thorough understanding oftheir requirement. It is the fourth largest insurer in the privatesector in the Commercial segment in the Financial Year 2024¬25.
Motor Insurance: HDFC ERGO offers motor insurance forvarious segments - private cars, two wheelers, passengervehicles, commercial vehicles, electronic vehicles as well asnew and old vehicles.
Rural and Agri Business: HDFC ERGO's rural marketdevelopment activities are spearheaded by crop insurancecovering a large agrarian population which is frequentlyaffected by crop losses attributable to an irregular climaticpattern. It is the second largest insurer in the private sectorin the crop insurance segment in FY2025. HDFC ERGO alsosupports deepening insurance penetration in rural India via itsCommon Service Centre (CSC) channel.
The Company continues to invest in developing robust digitalcapabilities supported by Artificial Intelligence. Be it uniqueinsurance products, integrated customer service models, topin-class claim processes or a host of technologically innovativesolutions, the Company strives to consistently enhance thecustomer / partner experience. It has ISO certified processesfor Claims, Operations, Customer Services, BusinessContinuity Management System and Information SecurityManagement System.
HDFC ERGO has a fair and robust claims managementpractice. The Company provides prompt response and quickclaim settlement and equity of treatment to all its stakeholders,through its wide network of motor workshops and empanelledhospitals across the country. Customers are able to view andtrack claims status and provide feedback through HDFCERGO's website and mobile application thus bringing intransparency. Over 47 per cent of motor insurance claimsurveys were conducted digitally in FY2025. About 92 percent of motor insurance claims and about 69 per cent of healthinsurance claims were settled in cashless mode in FY2025.
HDFC ERGO issued more than 3.4 crore policies in FY2025, ofwhich about 92 per cent were issued digitally. The Companyhas enabled multilingual support across digital platforms toservice the customers in their preferred language. It Introduced“1UP”, an AI-driven application that provides advisors with AI-powered contextual prompts for sales, retention, and dailyplanning, optimising their workflow. It also embedded anAI-enabled inspection technology on its WhatsApp chatbot,which allows the customers instant motor claim settlementfeature for minor damages like dents, scratches among others.In line with its customer centric philosophy, the Company'sgrievance resolution TAT is lower than industry average byabout 5 days.
HDFC ERGO's Here app is a one-of-a-kind ecosystem whichaims to address consumers' anxiety and provide conveniencetowards healthcare & mobility needs and helps them savecost on their daily healthcare and vehicles expenses. The appis free for use by all, irrespective of whether or not one is anHDFC ERGO policyholder, and has been well received, asevident by over 70 lakh downloads since launch. The app alsoincludes features to help people manage their cyber and petsrelated requirements.
The Company continues to invest in developing robustdigital capabilities to ensure long-term success in the digitallandscape. Its transition of the policy administration systemto Duck Creek marks a significant stride towards futurereadiness and unlocking growth. The new core systemfacilitates dynamic product configuration, expediting product
launches and enabling swift deployment of niche offerings andembedded insurance journeys.
HDFC ERGO continues to be future-ready by innovating andfocusing on new-age technologies like AI, VR, Robotics, etc.to continue to provide superior customer experience.
HDFC ERGO believes in building a sustainable ecosystemto ensure it can continue providing value to its customersand society at large. It has developed an ESG policy andframework, and has been undertaking a number of initiativesacross Environmental and Social aspects and furtherstrengthening its Governance related processes.
As an example, Diversity, Equity and Inclusion (DEI) is a keypart of the Company's culture and embedded in variousprocesses. The share of women in overall workforce hasimproved from 19 per cent in FY22 to 27 per cent in FY2025.
Established in 1999, HDFC AMC offers a comprehensivesuite of mutual fund and alternative investments across assetclasses, including equity, fixed income, hybrid and multi-assetsolutions. These offerings are available on both active andpassive platforms, catering to a broad and diverse customerbase. As of March 31,2025, HDFC Bank held a 52.47 per centstake in HDFC AMC.
As the investment manager to HDFC Mutual Fund - one ofIndia's leading mutual funds - HDFC AMC reported a closingAUM of over ' 7,54,453 crore, representing a market shareof 11.5 per cent as on March 31, 2025. It serves over 1.32crore unique investors through 2.33 crore live accounts. With astrong nationwide presence across 280 offices and a networkof over 95,000 distribution partners, HDFC AMC is furtherenabled by modern digital platforms, ensuring broad andefficient access for clients across India.
HDCF AMC extends Portfolio Management, Segregated Account Services, along with Alternative Investment Funds to high net-worth individuals, family offices, domestic corporates, trusts, provident funds and domestic cum global institutions.
Financial highlights (' in crore)
Y-o-Y growth %
4,058.3
3,162.4
28
2,461.1
1,945.9
26
Closing AUM
7,54,453
6,07,342
24
Additionally, the company has a wholly owned subsidiarycompany - HDFC AMC International (IFSC) Limited in GujaratInternational Finance Tec-City (GIFT City) offering investmentmanagement, advisory and related services.
HDFC Securities Limited surpassed a key milestone of 25 yearsof existence in April 2025. The company has demonstrated astrong financial performance over the years underscored bya 31 per cent CAGR in total income and a 24 per cent CAGRin profit after tax, both over the last five years. As one of thelong-standing bank-based stockbrokers and a key subsidiaryof HDFC Bank, HDFC Securities Ltd. (HSL) leverages real¬time, data-driven insights and research-backed information toempower investors. HSL serves 68 lakh customers, offering acomprehensive range of investment and protection products.HSL's distribution footprint stood at 134 branches across 106cities/towns as of March 31,2025. Approximately, 96 per centof its customers accessed its services digitally. HSL's rankingin NSE active clients has improved to the 6th position with15.25 lakh customers from the 7th position last year.
HDFC Bank held a 94.5 per cent stake in HDFC SecuritiesLtd. (HSL) as of March 31, 2025. Total equity raised, pursuantto the rights issue in fiscal 2025 aggregated to ' 996 crore.
In FY 2024-25, HSL achieved a total income of ' 3,265 crore,reflecting a 23 per cent increase from ' 2,661 crore in theprevious financial year. Net revenue (total income less financecosts) aggregated to ' 2,479 crore in the year ended March31, 2025, a 20 per cent year-on-year increase. Operatingexpenses were ' 983 crore, resulting in a cost-to-revenue ratioof 39.7 per cent. PAT for fiscal 2025 was ' 1,125 crore markingan 18 per cent rise year-on-year, and registering an earningsper share of ' 638. The average margin trading funding (MTF)portfolio increased significantly by 50 per cent year-on-year to' 8,343 crore, while equity trade volumes grew by 24 per centyear-on-year to ' 8 lakh crore.
HSL launched its wealth advisory platform viz., HDFC TRU,in fiscal 2025. It has an aggregate of ' 10,000 crore assetsunder management. During the year under review, HSL hasincorporated a Wholly Owned Subsidiary namely HDFCSecurities IFSC Limited (HSIL) in the GIFT City-Gujrat.
India's financial markets in FY2025 reflected a clear duality-marked by strong domestic investor participation in thefirst half, followed by a more subdued second half due toweaker corporate earnings, rupee depreciation, and globalrisk aversion. Foreign capital outflows also added to market
volatility during this period. This economic environment createda stark contrast in market performance, with the strong gainsachieved in the first half of the fiscal year largely erased in thesecond half, though a late recovery helped the Nifty 50 closewith a modest 5 per cent annual gain.
During FY 2024-25 the Board met 14 (Fourteen) times. Thedetails of Board Meetings held during the year, attendanceof Directors at the Meetings and constitution of variousCommittees of the Board are included separately in the Reporton Corporate Governance.
In accordance with the provisions of Companies Act, 2013(“Act”), the Annual Return of the Bank in the prescribed FormMGT-7 for FY 2024-25 is available on the website of the Bankat https://www.hdfcbank.com/personal/about-us/investor-relations/annual-report.
The cost records as specified by the Central Governmentunder Section 148(1) of the Act, are not required to bemaintained by the Bank.
Pursuant to Section 143(12) of the Act and circular issuedby National Financial Reporting Authority on StatutoryAuditors' Responsibilities in relation to fraud in a company datedJune 26, 2023, there were 2 (Two) instances of fraudcommitted during FY 2024-25, by the employees of the Bankand reported by the Statutory Auditors to the Audit Committee.Details of the frauds are as under:
Sr.
No.
Nature of fraud withdescription
Approximateamountinvolved(Rs. in Lakh)
Remedial action taken
1
Cheating & Forgery
Case pertains to fraudperpetrated by borrowers inconnivance with staff and thirdparties by processing goldloan in the name of dummycustomers by pledging spuriousgold.
265.17
At the time of sanction:
Various checks at the time of sanction of loan is conducted by evaluation of goldby a designated assayer and further dual valuation is carried out by an alternateindependent assayer for higher value loans crossing certain threshold limits.
Post sanction of loan:
Increase in proactive sample checks of gold jewellery packets by an independentteam, which will help in identification of suspected fraud cases.
2
Misappropriation of funds andcriminal breach of trust
385.55
For mitigating such frauds, a revised process has been shared with RetailBranches.
Pursuant to customercomplaints received, a fraudwas detected which involveda relationship manager inmisappropriation of customerfunds.
1. Process of Issuance Confirmation with the account holder by theRelationship Manager has been stopped and has been assigned tothe staff processing the transaction. Issuance Confirmation details areannotated on the reverse of cheque.
2. At the end of day, this is re-verified through a Callback Report by anindependent staff. In event of miss-out, the staff will seek issuanceconfirmation from the account holder and annotate on reverse of thecheque.
Pursuant to Section 134(3)(c) and Section 134(5) of the Act,
and based on the information provided by the Management,
the Board of Directors hereby confirm that:
• In the preparation of the annual accounts, the applicableaccounting standards have been followed along withproper explanation relating to material departures;
• Accounting policies have been selected and appliedconsistently. Reasonable and prudent judgmentsand estimates have been made so as to give a trueand fair view of the state of affairs of the Bank as atMarch 31, 2025 and of the profit of the Bank for the yearended on that date;
• Proper and sufficient care has been taken for themaintenance of adequate accounting recordsin accordance with the provisions of the Act, forsafeguarding the assets of the Bank and for preventingand detecting fraud and other irregularities;
• The annual accounts have been prepared on a goingconcern basis;
• I nternal financial controls have been laid down to befollowed by the Bank and such internal financial controlsare adequate and operating effectively; and
• Systems to ensure compliance with the provisions ofall applicable laws are in place and such systems areadequate and operating effectively.
The Bank has complied with Secretarial Standards on Meetingsof the Board of Directors (SS-1) and General Meetings (SS-2)issued by the Institute of Company Secretaries of India.
The Members of the Bank at the 28th Annual General Meetingheld on July 16, 2022 had approved the appointment ofM/s. Price Waterhouse LLP, Chartered Accountants (ICAIFirm Registration No. 301112E/E300264) [“PW”], as the JointStatutory Auditors of the Bank for a period of 3 (Three) yearsfrom FY 2022-23 till (and including) FY 2024-25. Further, theMembers of the Bank at the 30th Annual General Meetingheld on August 9, 2024 had approved the appointment ofM/s. Batliboi & Purohit, Chartered Accountants (ICAI FirmRegistration No. 101048W) [“B&P”] as the Joint StatutoryAuditors of the Bank for a period of 3 (Three) years fromFY 2024-25 till (and including) FY 2026-27.
In view of the completion of term of PW, the Board of Directorsbased on the recommendation of the Audit Committee hasvide its resolution dated June 20, 2025 recommended theappointment of M/s. B S R & Co. LLP (ICAI Firm RegistrationNo. 101248W/W-100022) [“BSR”] as the Joint StatutoryAuditors of the Bank for a period of 3 (Three) years fromFY 2025-26 till (and including) FY 2027-28, subject to approvalof the Members at the ensuing Annual General Meeting(“AGM”).
The said appointment shall also be subject to approval ofReserve Bank of India (“RBI”) every year. Accordingly, RBI videits letter dated May 16, 2025 has approved the appointmentof BSR as the Joint Statutory Auditors of the Bank along withB&P for FY 2025-26.
The resolution in this regard is being proposed at the ensuingAGM for approval of the Members.
During the year ended March 31, 2025, the fees paid toPW and B&P (“Joint Statutory Auditors”) as well as theirrespective network firms, on aggregated basis, are as follows:
Fees (excluding taxes)*
HDFC Bank toJoint StatutoryAuditor(s)
Subsidiaries ofHDFC Bank toJoint StatutoryAuditors and itsnetwork firms
Statutory Audit
9.90
0.36
Certification & Other
Audit / Attestation
Services
1.76
0.02
Non-Audit Services
Outlays
1.28
0.01
Total
12.94
0.39
*No fees were paid to network firms of Joint Statutory Auditor(s)by the Bank.
The aggregate fees paid to Joint Statutory Auditors werewithin the limits approved by the Audit Committee.
The composition of CSR & ESG Committee, brief outline ofthe CSR policy of the Bank and the initiatives undertaken bythe Bank on CSR activities during FY 2024-25 are set out inAnnexure 2 to this report in the format prescribed in Companies(Corporate Social Responsibility Policy) Rules, 2014.
The CSR & ESG Committee confirms that the implementationand monitoring of the CSR Policy was done in compliance withthe CSR objectives and policy of the Bank.
The Bank's CSR Policy & Environmental Social & Governance(ESG) Policy Framework are available on the Bank's websiteat https://www.hdfcbank.com/personal/about-us/corporate-governance/codes-and-policies.
There were no contracts or arrangements entered into withrelated parties referred to in Section 188(1) of the Act duringFY 2024-25 and hence Form AOC-2 as required underRule 8(2) of the Companies (Accounts) Rules, 2014, isnot enclosed.
Further, the Policy on Related Party Transactions of the Bank(“RPT Policy”) ensures that the related party transactions arebased on principles of transparency and arm's length pricing.RPT Policy outlines the basis on which the materiality of relatedparty transactions will be determined and the manner of dealingwith the related party transactions by the Bank. Pursuant toSEBI (Listing Obligations and Disclosure Requirements) (ThirdAmendment) Regulations, 2024, the RPT policy was amendedto align it with all the applicable amendments.
RPT Policy is available at https://www.hdfcbank.com/personal/about-us/corporate-governance/codes-and-policies.
Further, the Directors / Key Managerial Personnel who areinterested in the related party transaction(s) do not participatein the discussion / abstain from voting on the said matter atBoard / Audit Committee meetings. The Bank has engagedM/s. Vinod Kothari & Company as external consultantto advise the Bank on related party transactions andrelated compliances.
Pursuant to applicable provisions of Section 186 of the Act,the particulars of investments made by the Bank are disclosedin Note no. 9 of Schedule 18 of the standalone financialstatements as per the applicable provisions of the BankingRegulation Act, 1949.
There were no material developments / changes / commitmentsaffecting the financial position of the Bank which occurredafter March 31, 2025 till the date of this Report.
In terms of Section 134 of the Act read with Rule 8(1) ofthe Companies (Accounts) Rules, 2014, the highlights ofthe performance of the Bank's subsidiaries & entity overwhich control is exercised and their contribution to overallperformance of the Bank during FY 2024-25 are enclosed
as Annexure 3 to this Report. The Bank does not have anyassociate companies or other joint venture companies.
Pursuant to amalgamation of HDFC Limited with and intothe Bank and conditions as stipulated by RBI, on October18, 2024, the Bank sold 18,20,00,000 equity shares of facevalue of ' 10 each of Edu Voyage Education Private Limited(formerly known as HDFC Education and DevelopmentServices Private Limited) (“Edu Voyage”), corresponding to91% of its paid-up share capital, to Vama Sundari Investments(Delhi) Private Limited (“Vama Sundari”). Accordingly, EduVoyage ceased to be a subsidiary of the Bank with effect fromOctober 18, 2024. Further, on December 20, 2024, the Bankcompleted the sale of balance 1,80,00,000 equity shares offace value of ' 10 each of Edu Voyage, corresponding to 9% ofpaid-up share capital of Edu Voyage to Vama Sundari.Accordingly, as on March 31, 2025, the Bank does not haveany shareholding in Edu Voyage.
HDFC Securities Limited (“HSL”), a subsidiary of the Bank,incorporated a wholly owned subsidiary, namely “HDFCSecurities IFSC Limited” on October 1, 2024. Accordingly,HDFC Securities IFSC Limited has become a step downsubsidiary of the Bank with effect from October 1, 2024.
Further, during FY 2024-25, the Bank made the followinginvestments in its subsidiaries:
• I n April 2024, pursuant to the rights issue of HSL, theBank was allotted 16,13,176 equity shares amounting to' 9,53,22,56,984. The Bank held 94.55% shareholdingin HSL as on March 31, 2025.
• I n August 2024, pursuant to the rights issue of HDFCERGO General Insurance Company Limited (“HDFCERGO”), the Bank was allotted 44,20,598 equity sharesamounting to ' 2,89,10,71,092. The Bank held 50.33%shareholding in HDFC ERGO as on March 31, 2025.
• I n accordance with the Employee Stock Option Plan2021 of HDFC Capital Advisors Limited (“HCAL”), theBank acquired 69,330 equity shares of HCAL amountingto ' 67,47,19,560 from the employees of HCAL. TheBank held 89.34% shareholding in HCAL as on March31, 2025.
In accordance with the provisions of Section 136 of the Act,the Integrated Annual report of the Bank including the annualfinancial statements and related documents of the Bank'ssubsidiary companies are placed on the website of the Bank.
During FY 2024-25 the Bank has complied with the applicableprovisions of FEMA with respect to downstream investmentsmade by it. Further, as required under the Foreign ExchangeManagement (Non-Debt Instruments) Rules, 2019, theBank has obtained a certificate from M/s. Batliboi & Purohit,Chartered Accountants, one of the Joint Statutory Auditors ofthe Bank, to this effect.
The Bank encourages an open and transparent system ofworking and dealing amongst its stakeholders.
While the Bank's “Code of Conduct & Ethics Policy” directsemployees to uphold Bank values and conduct businessworldwide with integrity and highest ethical standards,the Bank has also adopted a “Whistle Blower Policy”(“WB Policy”) to encourage and empower the employees /stakeholders to make or report any Protected Disclosuresas defined under WB Policy, without any fear of reprisal,retaliation, discrimination or harassment of any kind.
WB Policy has also been put in place to provide a mechanismthrough which adequate safeguards can be provided againstvictimization of employees who avail this mechanism.WB Policy covers and is applicable to the ProtectedDisclosures related to violation / suspected violation of theCode of Conduct including:
(a) breach of applicable law;
(b) f raud / criminal offence or corruption / misuse of officeto obtain personal benefit / pecuniary advantage for selfor any other person;
(c) leakage / suspected leakage of unpublished price sensitiveinformation which are in violation of SEBI (Prohibition ofInsider Trading) Regulations, 2015 and internal code ofthe Bank i.e. Share Dealing Code of the Bank;
(d) wilful data breach and / or unauthorized disclosure ofBank's proprietary data including customer data.
WB Policy does not cover the following types of complaintswhich if made, is not considered as Protected Disclosureunder WB Policy:
(a) Matters relating to personal grievances on issues such asappraisals, compensation, promotions, rating, behavioralissues / concerns of the manager(s) / supervisor(s) /other colleague(s), complaint of sexual harassment atworkplace, etc. for which alternate internal redressalmechanisms in the Bank are in place.
(b) Matters which are pending before a court of law, tribunal,other quasi- judicial bodies or any governmental authority.
(c) Anonymous / pseudonymous complaints will not beconsidered as Protected Disclosures under this Policy.
All Protected Disclosures made under WB Policy are made tothe Whistle Blower Committee through the following modes:
(a) By letter in a closed / sealed envelope addressed to theWhistle Blower Committee, or
(b) by submission of the same on the information portal ofthe Bank, or
(c) by way of an email addressed to whistleblower@hdfcbank.com. In exceptional circumstances, the WhistleBlower may make such Protected Disclosures directly tothe Chairperson of the Audit Committee of the Board.
All Protected Disclosures received under WB Policy areexamined by the Whistle Blower Committee and theinvestigation is further assigned to an appropriate investigatingOfficer(s) depending on the nature of the subject matter of theProtected Disclosure.
Details of whistle blower complaints received and subsequentaction taken and the functioning of the whistle blowermechanism are reviewed periodically by the Audit Committee.During FY 2024-25, a total of 97 such complaints werereceived and taken up for investigation which has resulted incertain staff actions in 41 cases, post investigation. The broadcategories of whistle blower complaints were in the areas ofmisappropriation of Bank / customer funds, forgery relatedcases, improper business practices and corruption.
WB Policy is available on the website of the Bank athttps://www. hdfcbank.com/personal/about-us/corporate-governance/codes-and-Dolicies.
Mr. Atanu Chakraborty, Mr. M. D. Ranganath, Mr. SandeepParekh, Dr. (Mrs.) Sunita Maheshwari, Mrs. Lily Vadera,
Dr. (Mr.) Harsh Kumar Bhanwala and Mr. Santhosh Keshavanare the Independent Directors on the Board of the Bank ason March 31, 2025.
The Independent Directors have submitted declarationsthat each of them meets the criteria of independence asprovided in Section 149(6) of the Act, along with the Rulesframed thereunder and Regulation 16(1)(b) of the SEBI (ListingObligations and Disclosure Requirements) Regulations, 2015.
During FY 2024-25 there has been no change in thecircumstances affecting their status as Independent Directorsof the Bank. In the opinion of the Board, the IndependentDirectors possess the requisite integrity, experience, expertise,skills, and proficiency required under all applicable laws andthe policies of the Bank.
The performance evaluation of the Board, its Committeesand the individual members of the Board (including thePart-Time Chairman) for FY 2024-25, was carried out internallypursuant to the framework laid down by the Nomination andRemuneration Committee (“NRC”). A questionnaire for theevaluation of the Board, its Committees and the individualmembers of the Board (including the Part-Time Chairman),covering various aspects of the performance of the Board and itsCommittees, including composition, roles and responsibilities,board processes, boardroom culture, adherence to Code ofConduct and Ethics, quality and flow of information, as wellas measurement of performance in the areas of strength asidentified in the previous board evaluation, was sent out tothe Directors. The Committees were evaluated inter-alia onparameters such as composition, terms of reference, qualityof discussions, contribution to Board decisions and balanceof agenda between the Committees and the Board.
The responses received to the questionnaires on evaluationof the Board, its Committees and Non-Independent Directorswere then placed before the meeting of the IndependentDirectors for consideration. The assessment of performanceof Non-Independent Directors on personal and professionalattributes was also carried out at the meeting of IndependentDirectors. The assessment of performance of the IndependentDirectors on the Board (including Chairman) was subsequentlydiscussed at the Board meeting. In addition to the aboveparameters, the Board evaluated and was satisfied that theIndependent Directors of the Bank fulfill the independencecriteria as specified in SEBI (Listing Obligations and DisclosureRequirements) Regulations, 2015 and was independent fromthe management.
The Board of Directors complimented the improved effectiveoversight on the group entities. Other areas such as code ofconduct, board processes, board composition and boardroomculture demonstrated the best corporate governancepractices adopted by the Bank. The Board appreciated theindependent and transparent discussion at the meetings.The Board noted that it has been dedicating significant timein Strategic planning, Competitive positioning, Benchmark,talent management & Succession planning and the same willcontinue. The Board further realised the need to focus more onGen AI and Cyber Security aspect considering that the samehas become increasingly important. The Board also noted thatwhile there has been positive development in the areas of focusidentified in the previous evaluation, efforts need to continue inthat direction. The appropriate feedback was conveyed to theBoard members on their respective evaluation.
The Bank has in place a Policy for appointment and fit andproper criteria for Directors of the Bank. This Policy lays downthe criteria for identification of persons who are qualified as‘fit and proper' to become Directors such as academicqualifications, competence, track record, integrity, relevantskills, etc. which shall be considered by the Nomination andRemuneration Committee (“NRC”) while recommending theappointment of proposed candidate as a Director of the Bank.
This Policy also deals with the process for re-appointment ofdirectors, annual affirmations, familiarization programme forNon-Executive Directors (“NEDs”), etc. and is available on thewebsite of the Bank at https://www.hdfcbank.com/personal/about-us/corporate-governance/codes-and-policies.
The remuneration of all employees of the Bank, includingWhole Time Directors, Material Risk Takers, Key ManagerialPersonnel, Senior Management and other employees isgoverned by the Compensation Policy of the Bank. The sameis available at the https://www.hdfcbank.com/personal/about-us/corporate-governance/codes-and-policies.
The Compensation Policy of the Bank, duly reviewed andrecommended by the NRC has been articulated in line withthe relevant Reserve Bank of India guidelines.
The Bank's Compensation Policy is aimed to attract, retain,reward and motivate talented individuals critical for achievingstrategic goals and long-term success. The CompensationPolicy is aligned to business strategy, market dynamics,internal characteristics and complexities within the Bank. The
ultimate objective is to provide a fair and transparent structurethat helps the Bank to retain and acquire the talent pool criticalto build competitive advantage and brand equity.
The Bank's approach is to have a “pay for performance”culture based on the belief that the performance managementsystem provides a sound basis for assessing performanceholistically. The compensation system also takes into accountfactors such as roles, skills / competencies, experience andgrade / seniority to differentiate pay appropriately on the basisof contribution, expertise and availability of talent on accountof competitive market forces. The details of the CompensationPolicy are also included in Note No. 18 of Schedule 18 formingpart of the standalone financial statements.
During FY 2024-25 based on the recommendation of theNRC, the Compensation Policy of Bank was reviewed by theBoard of Directors and necessary changes were made tothe policy with respect to addition of clauses pertaining to‘Special Payouts' and inclusion of ‘Guidelines to grant LTI toNew Joiners'.
The NEDs including Independent Directors are paidremuneration by way of sitting fees for attending meetings ofthe Board and its Committees, which are determined by theBoard based on applicable regulatory guidelines / circulars.
Further, expenses incurred by them, if any, for attendingmeetings of the Board and Committees in person arereimbursed at actuals. Pursuant to the relevant RBI guidelinesand approval of the Members, the NEDs including IndependentDirectors, are paid fixed remuneration as detailed in the Reporton Corporate Governance.
The following Directors of the Bank are also the director(s) ofthe Bank's subsidiaries / step down subsidiaries as on thedate of this report:
Name of Directors
Name of Subsidiary /Step down SubsidiaryCompany
Designation
Mr. M D Ranganath
HDFC PensionFund ManagementLimited (Subsidiary ofHDFC Life InsuranceCompany Limited)
Non-Executive
Independent
Director
Mr. Keki Mistry
HDFC ERGO GeneralInsurance CompanyLimited
Non-ExecutiveDirector (Chairman)
HDFC Life InsuranceCompany Limited
HDFC CapitalAdvisors Limited
Mrs. Renu Karnad
HDFC AssetManagementCompany Limited
Non-ExecutiveNominee Director(HDFC Bank)
Mr. Kaizad Bharucha
HDFC SecuritiesIFSC Limited(Subsidiary of HDFCSecurities Limited)
Mr. Bhavesh Zaveri
HDFC TrusteeCompany Limited
HDFC Sales PrivateLimited
Non-ExecutiveNominee Director(HDFC Bank)[Chairman]
HDFC SecuritiesLimited
Mr. V SrinivasaRangan
Note: As per the Bank’s Policy, no sitting fees were paid to the ExecutiveDirector(s) of the Bank nominated on the board of its subsidiary/ stepdown subsidiary.
The NRC and Board reviews succession planning andtransitions at the Board and Senior Management level. The
Board composition and the desired skill sets / areas of expertiseat the Board level are continuously reviewed and vacancies,if any, are reviewed in advance through a systematic process.
Succession planning at Senior Management level, includingbusiness and assurance functions, is continuously reviewedto ensure continuity and depth of leadership at two levelsbelow the Managing Director. Successors are identified priorto the Senior Management positions falling vacant, to ensurea smooth and seamless transition.
Succession planning is a continuous process which isperiodically reviewed by NRC and the Board.
There are no significant and material orders passed by theregulators or courts or tribunals impacting the going concernstatus and operations of the Bank in the future.
In compliance with Section 152 of the Act and the Articles ofAssociation of the Bank, Mr. Kaizad Bharucha and Mrs. RenuKarnad will retire by rotation at the ensuing AGM and are eligiblefor re-appointment. The resolutions for their re-appointmentare being proposed at the ensuing AGM for the approval ofthe Members. A brief profile of Mr. Bharucha and Mrs. Karnadis furnished elsewhere in the Integrated Annual Report andNotice of the AGM for the information of the Members.
During FY 2024-25 following were the changes in compositionof the Board of Directors and Key Managerial Personnel ofthe Bank:
1. Re-appointment of Mr. Atanu Chakraborty(DIN: 01469375) as the Part-Time Chairman andIndependent Director of the Bank for a period of 3 (Three)years with effect from May 5, 2024 to May 4, 2027 (bothdays inclusive), not liable to retire by rotation, as approvedby RBI and the Members through Postal Ballot on May3, 2024;
2. Appointment of Mr. Santhosh Keshavan(DIN: 08466631) as an Independent Director of theBank for a period of 3 (Three) years with effect fromNovember 18, 2024 to November 17, 2027 (both daysinclusive), not liable to retire by rotation, as approved by theMembers through Postal Ballot on January 11,2025;
3. Resignation of Mr. Santosh Haldankar (ICSI MembershipNo.: A19201) as the Company Secretary and ComplianceOfficer of the Bank effective from July 20, 2024 (close ofbusiness hours); and
4. Appointment of Mr. Ajay Agarwal (ICSI MembershipNo.: F9023) as the Company Secretary and ComplianceOfficer of the Bank with effect from July 21,2024.
All the Directors of the Bank have confirmed that they satisfythe fit and proper criteria as prescribed under the applicableregulations and that they are not disqualified from beingappointed as Directors in terms of Section 164(2) of the Act.
In accordance with the provisions of Section 197(12) of theAct read with Rule 5(1) of the Companies (Appointment andRemuneration of Managerial Personnel) Rules, 2014, therequisite details are set out in Annexure 4 to this Report.
Further, the statement containing particulars of employees asrequired under Section 197(12) of the Act read with Rule 5(2) andRule 5(3) of the Companies (Appointment and Remunerationof Managerial Personnel) Rules, 2014, is given in an Annexureand forms part of this Report. In terms of Section 136(1) ofthe Act, the Integrated Annual Report including the financialstatements are being sent to the Members excluding theaforesaid Annexure. The Annexure is available for inspectionand any Member interested in obtaining a copy of the Annexuremay write to the Company Secretary of the Bank.
The Bank has complied with the applicable provisions ofMaternity Benefit Act, 1961 for female employees of the Bankwith respect to leaves and maternity benefits thereunder.
Please refer to page nos. 119 to 120 and 125 of this IntegratedAnnual Report for information on Conservation of Energy andpage no. 228 of this Integrated Annual Report for informationon Technology Absorption.
During the year, the total foreign exchange earned by theBank was ' 4,919.04 crore (on account of net gains arisingon all exchange / derivative transactions) and the total foreignexchange outgo was ' 4,092.04 crore towards the operatingand capital expenditure requirements.
In terms of Section 204 of the Act and the Rules madethereunder, M/s. BNP & Associates, Company Secretaries,(ICSI Firm Registration No. P2014MH037400), were appointed
as Secretarial Auditors of the Bank for FY 2024-25. The reportof Secretarial Auditors is enclosed as Annexure 5 to thisReport. There are no qualifications, reservations or adverseremarks in the report of the Secretarial Auditors.
Further, the Audit Committee and the Board of Directors ofthe Bank at their respective meetings held on April 12, 2025and April 19, 2025 have recommended the appointment ofM/s. Bhandari & Associates, Practicing Company Secretaries(ICSI Firm Registration No. P1981MH043700), as SecretarialAuditors of the Bank at an overall audit fees of Rs. 15,00,000(Rupees Fifteen Lakh Only) per annum in addition to out ofpocket expenses, outlays and taxes as applicable, to conductsecretarial audit of the Bank for a period of 5 (Five) years i.e.from FY 2025-26 till (and including) FY 2029-30.
The resolution in this regard is being proposed at ensuingAGM for approval of the Members.
In compliance with applicable provisions of SEBI ListingRegulations, a separate report on Corporate Governancealong with a certificate of compliance from the SecretarialAuditors, forms an integral part of this Annual Report.
The Bank's Business Responsibility and Sustainability Reportforms an integral part of this Report.
The relevant information is included in the Report onCorporate Governance.
Details of customer complaints and grievance redressal isenclosed as Annexure 6 to this Report.
The Bank is a private sector bank registered with RBI and interms of applicable RBI norms, deposits remaining unclaimed /unpaid for a period of 10 (Ten) years, need to be transferred bythe Bank to Depositor Education and Awareness (DEA) Fundmaintained by RBI.
In accordance with applicable provisions of the Act read withInvestor Education and Protection Fund Authority (Accounting,Audit, Transfer and Refund) Rules, 2016, as amended, HDFCLimited, has transferred deposits remaining unclaimed for aperiod of 7 (Seven) years upto June 30, 2023, to the InvestorEducation and Protection Fund (IEPF) established by theCentral Government. The deposit holders of HDFC Limitedcan claim their respective unclaimed deposits from IEPF. Theprocess of claiming the deposits from IEPF is uploaded onthe website of the Bank. Post merger of HDFC Limited withand into the Bank i.e. effective July 1, 2023, the Bank hasbeen transferring all the unclaimed deposits of HDFC Limited(remaining unclaimed for more than 10 years) to the DEA Fund.
The Directors of the Bank would like to place on record theirgratitude towards the guidance and co-operation receivedfrom the Reserve Bank of India, Securities and ExchangeBoard of India, Stock exchanges, Ministry of CorporateAffairs and other Government and Regulatory Agencies. TheDirectors of the Bank would like to take this opportunity toexpress their appreciation for the hard work and dedicatedefforts put in by the Bank's employees and look forward totheir continued contribution.
After two years of the merger, the integration of HDFCLimited's home loan expertise with HDFC Bank's extensivescale and reach has strengthened our position as aleading financial institution. The merger has resulted ina much stronger Bank that is now poised to capitalisefurther on the growth opportunities in the market.In FY 2024-25, the Bank reported healthy growth whilemaintaining pristine asset quality. There is immenseopportunity for offering banking services in India as theeconomy grows. HDFC Bank is well positioned to capitaliseon this due to its strong balance sheet as well as establishedbrand name. While pursuing growth, the Bank will notcompromise on high corporate governance standards andwill continue focusing on its five core values: CustomerFocus, Operational Excellence, Product Leadership, Peopleand Sustainability.
Part-Time Chairman Managing Director
and Independent Director and Chief Executive Officer