Bharat Grameen Bank

Pioneering Rural Finance and Development in India “Serving every individual in rural and suburban India through finance, infrastructure, and development.” The Government of India is considering a transformative step: converting the National Bank for Agriculture and Rural Development (NABARD) into the Bharat Grameen Bank, a wholesale and commercial bank of national importance, wholly owned by the government. This initiative aims to strengthen rural finance, agribusiness, village industries, and self-reliance across India. Relocation and Strategic Hubs NABARD relocation to Nashik: The denotification of Deolali Cantonment makes it an ideal location for the new headquarters, centralizing wholesale banking activities. Vidarbha Region as a development centre: The region is positioned to become the hub of agriculture, rural development, village industries, khadi, agribusiness, and rural employment. Wardha as the agribusiness hub: Historically associated with Vinoba Bhave, Wardha is proposed for relocation of the Khadi and Village Industries Commission, symbolizing rural India and freeing Delhi’s environment. “Wardha and Nashik will become the convergence points of rural prosperity and economic growth in India.” Aviation and Transport Infrastructure Shri Vinoba Bhave International Airport: Priority should be given to building this airport, serving as a base for India Post, Indian Railways, the National Disaster Management Authority, Embraer, and alternative aircraft deployment. Fleet of commercial aircraft: Based in the Wardha–Amaravati region, this fleet will support ESG goals, water conservation, and rural economic growth. Indian-owned operations: All aircraft will be owned and operated by Indian enterprises, ensuring efficient, cost-effective transport for agricultural and manufactured products, including clothing. Potential SEZ designation under the Special Economic Zones Act 2005 will further enhance economic activity. Rural Prosperity and Urban Convergence Measured agricultural growth: Agricultural management should be located outside Delhi to focus on rural development. Population-based resource allocation: Towns with populations of 15,000–100,000 will be strengthened to encourage reverse migration and reduce urban congestion. Finance as a tool for ease of doing business: Availability of finance should guide business facilitation, with monitoring of prices prioritized over inflation alone. Conflict vs dispute resolution: True convergence occurs when conflicts are absent. Dispute settlement and conflict resolution are distinct, allowing resources to focus on growth and human development. Action Plan for Bharat Grameen Bank 1. Banking Role and ESG Focus – Operate as both a commercial and hybrid investment bank for rural investments, while maintaining sovereign functions through special verticals. – Headquarters and all registered offices should be located in rural areas, emphasizing ESG principles and rural impact. 2. Operational Guidelines Wholesale bank licence: Issued by the RBI, making Bharat Grameen Bank India’s first wholesale bank. Deposits: Acceptance of only Current Account and Savings Bank deposits, with high minimum balances. Branch operations: Limited to rural areas; no presence in cities with populations above 30 lakh. Management: All operations conducted through Grameen Banks, with permission to hold equity in state-owned banks and supportive corporates. NABARD equity: Permanent 26% holding in all Grameen Banks, with public equity capped at 26%. Long-term bonds: 10–20 year bonds issued to sustain lending, accessible to rural, semi-urban, and global investors. Government holdings: Limited to under 35%, encouraging public and institutional participation. Objective Bharat Grameen Bank aims to serve every individual in rural and suburban India, providing finance, enabling prosperity, and supporting the country’s goal of self-reliance. Through strategic relocations, focused infrastructure, and innovative financial policies, rural India can become the cornerstone of India’s economic growth.
Posted by G Giridhar Prabhu

Reforms in Public Sector Banking

Response to the Draft Circular on the Lead Bank Scheme Key Policy Proposals The Reserve Bank of India issued a Press Release on 13 February 2026 inviting public comments on the Draft Circular for the Lead Bank Scheme (LBS). While the LBS has long supported rural and institutional banking, the current State Level Bankers’ Committees (SLBCs) require a fundamental overhaul, as they no longer fully meet operational or structural needs. Given the breadth and complexity of the scheme, a structured response must address public sector banking reform, rural credit, SME financing, governance frameworks, and long-term capital markets. This blog consolidates public comments, including proposals from the paper “Reforms in Public Sector Banking.” 1. Transform the Central Bank of India into a Government-Owned Wholesale Bank The Central Bank of India should be delisted and all public shareholders bought out so it becomes a fully government-owned enterprise. The bank would focus on wholesale banking, serve State Governments and institutions, and divest SME advances to SIDBI, with SIDBI restructured as Bharath Laghu Udyog Bank. 2. Reorganise Rural Banking through NABARD and Grameen Banks Rural branches of public sector banks could be handed over to NABARD and other state-owned banks. About 120 branches would remain to support agricultural knowledge and rural development. Grameen Banks would be strengthened through Central Bank equity participation and improved coordination. 3. Develop a ₹9 Lakh Crore Long-Term Bond Market Grameen banks and development institutions could issue long-term bonds in GIFT City, attracting domestic and international investors. Bonds would fund agriculture, rural development, and infrastructure, while allowing farmers and local stakeholders to hold structured financial instruments for alternative income streams. Committee on Banking Reform The Government of India has announced the creation of a high-level committee to examine banking reforms. It should be chaired initially by a former Cabinet Secretary for at least nine months, with sufficient resources to guide policy. Over time, the committee could evolve into a permanent framework for prosperity-building within the Department of Banking Operations of the RBI. Its primary focus should be commercial banking reform, ensuring that public sector banks effectively serve institutional and rural needs. Governance and Institutional Structure Effective governance is key to institutional reform: – Appoint a retired officer of Secretary or Cabinet Secretary rank as Chairman Emeritus for two years. – Appoint a serving officer of Secretary rank as Chairman for three years to manage central and state relations. – Boards should include professionals from central, state, and national sectors, with four Additional Chief Secretaries from State Governments. – Four Managing Directors and five Executive Directors would execute government mandates in wholesale banking. Farmers’ Financial Participation and Agricultural Growth Structured financial mechanisms like Farmers’ and “Friends of Farmers” Funds could ensure that farmers hold up to ₹10 lakh crore in bonds and other instruments. These measures, coupled with strengthened rural banking, could support India’s agriculture in producing an additional 40 million metric tonnes of crops over 20–30 years, meeting both immediate and medium-term needs. Skill Development and Institutional Capacity Institutional capacity can be strengthened through: – Collaboration between RBI and AICTE to manage select engineering campuses for commercial banking skill development. – Recruitment by India Post to develop a nationwide banking and currency management cadre. – Absorption of experienced personnel by commercial banks for specialised roles in governance, fraud prevention, and rural banking operations. The overarching goal is professionalism, integrity, and long-term institutional sustainability. SME Recovery and State Financial Corporations State Financial Corporations (SFCs) could play a central role in restructuring and recovering SME accounts: – Debt Recovery Tribunal (DRT) accounts may be transferred to SFCs for structured recovery. – Collaboration with the Supreme Court of India and High Courts ensures integration into regular judicial frameworks. – Interest charges on recovery accounts could be suspended to facilitate SME restructuring. Conclusion The Draft Circular on the Lead Bank Scheme offers a chance to rethink India’s banking architecture. Reforms in public sector banks, rural financial institutions, bond markets, governance frameworks, and institutional capacity are critical to strengthen financial stability and support long-term economic growth. Ultimately, successful financial reform must rest on integrity, professionalism, and robust institutional structures. Credit will follow integrity.
Posted by G Giridhar Prabhu