The independent director will chair NRC and serve on Risk, Stakeholders Relationship and CSR. The mandate is to ensure that leadership, incentives and succession can withstand the institution's aggregate risk before individual businesses use their own metrics to explain it away. The director will not operate credit, treasury or cyber response; the role is to ensure that appetite, decision rights, exceptions and remediation are specific enough for management to be held accountable and for the Board to intervene while choices remain.

The risk conversation

Credit reporting must move beyond gross ratios to segment, geography, vintage, channel, collateral, concentration, restructuring, cure and recovery. Growth cohorts should be examined before they season, with explicit indicators for underwriting drift and data weakness. Modelled expected loss, management overlays and capital consequence need common assumptions and back-testing. The Risk Committee should understand where reported diversification disappears under a shared economic shock.

Liquidity and market risk reviews will test deposit concentration and behaviour, wholesale maturity, collateral availability, intraday needs, interest-rate sensitivity and contingency actions. Scenarios should be severe enough to expose decision points, communication duties and operational constraints. A funding plan that assumes all management actions remain available simultaneously is not a credible stress response.

Operational resilience is a customer outcome

Cyber, fraud, payments, data,



branch operations and critical vendors belong in one service-resilience view. Material processes require mapped dependencies, tolerance, alternative operation, reconciled recovery and tested customer remedy. Restoring a system without restoring transaction integrity, regulatory reporting and usable customer access is incomplete recovery.

Third-party sales, collections, cloud, technology and service partners remain within the bank's accountability. Contracts must support audit, incident notification, data control, subcontractor visibility, resilience testing and exit. Concentration should be assessed by service dependency, not merely vendor spend.

Conduct and emerging risk

Complaints, ombudsman reversals, disputed transactions, fraud reimbursement, collection conduct and unexplained digital decline can reveal risk earlier than aggregate loss. The Chair will require root cause, affected population, remedy and recurrence evidence. Material AI use must have accountable ownership, approved data, validation, human review, monitoring and a correction pathway proportionate to customer consequence.

NRC Chair agenda The Chair will assess succession and stature for the CEO, CRO, CFO, compliance, internal audit, technology, information security and major business leaders. Control executives need direct access, credible resources and reward arrangements that do not penalise challenge. Senior scorecards should reflect risk-adjusted return, customer outcome, control conduct and the later performance of decisions—not only current-year growth.

📌 Independent Director (New Delhi)
🏢 Gladwin International u0026
📍 New Delhi