Am I audible? Yes. Thank you so much, Sri Dhirendra Jain, our Chief Financial Officer, and it is a great pleasure for me to welcome all of you in first quarter 2026-2027 working results press meet. For me, it is virtually third and normally it is fourth. I welcome all of you for the financial results announcement and I think around 12:15 P.M or so, we have already uploaded to stock exchange and we have already uploaded website, so presentation as well as the details of the financials are uploaded as per the regulatory. I am sure? Yeah. Thank you for that. Friends, I think, as I said that this is the third one in sequence we are meeting and you have heard to us earlier also. Before going to the financials and the PPT and other things, your Q&A, before that, I would just like to set the context. The Indian economy, you know actually more than us as well, but our country, Bharat, is holding up well, despite persistent global headwinds on a combination of its inner resilience and proactive efforts undertaken by our policymakers. Though there are disruptions, though there are challenges, but our country has stood very well, very firm. We need to acknowledge that Q1 FY 2026-2027 was deeply affected by the West Asia conflict, with varied channels of impact on our macros and markets via oil prices, trade linkages, logistics, currency and rate movements. Despite this, our country, Bharat, has grown. Fundamentals remain relatively resilient, and the banking sector has well managed to navigate the heightened external volatility with prudence. I must again assert the consistent policy support from both the Government of India and various state governments and the RBI to cushion the impact of war-related disruptions on the economy, especially the hard-hit MSMEs and the markets, specifically to protect the rupee. This helped the banking sector to withstand the macro uncertainty and demonstrate continued strength. As we have said earlier in our earlier press meets during various quarterly results, your bank, Union Bank of India, is working upon five very clear pillars. The first is the efficiency, the second is the robustness, third is the quality and sustainable growth, fourth is the profitability, and fifth, the customer centricity and ease of doing business for both customers and the staff, equally distributed. We are giving equal weightage to each because we believe these five pillars will actually help us in navigating these challenges, and we will be for sure coming up with improved and far better performance going forward. This is the five pillar where we are actually working and against this backdrop, our strategy has remained around these five pillars and I am very sure that the results which you have seen quarter to quarter for at least the last three quarters are aligned to all these five pillars. We at Union Bank of India continue to pursue strategic initiatives as highlighted in the last three press analyst meets as well. Given our focus, it stays on long-term growth, sustainability and business profitability. We aim to remain a key contributor to the overall banking ecosystem with trust from our customers, investors and key stakeholders. With a focus on sustainable growth given our motto, business first and compliance always. More importantly, our 7,400 plus staff member, employee stay true to our slogan in both letter and spirit, "Achhe Log Achha Bank." With this, I acknowledge, first of all, their support, all our stakeholders, the support and our employees more so, enduring these turbulent times and keeping the bank's performance as aligned to the five pillars of objective. In terms of key accomplishment during the quarter, actually, your bank has got IIBF Banking Excellence award under excellence in governance and compliance. TransUnion CIBIL award for best data quality bank, IBA award for cybersecurity team, and The Economic Times Enterprise Security winner for data privacy. I think these are important ones in today's scenario. All these four or five things, we need to be concerned about that, and we are happy that the team which has worked on these pillars actually could secure recognition and achievement on these. Let me share with you the financial results as well. The net profit for Q1 FY 2026-2027 stood at INR 5,332 crore with a growth of 29.57% on year-over-year basis. I think that is also one of the remarkable, if we see June 2025. Even we are better than the March figures, June figure it is 29.57%. The OP is one of the key parameters, and if we take Q1 FY 2026-2027, the first time your bank has crossed INR 8,000 crore of OP. The growth of 15.83% year-over-year basis. As we have been highlighting in our constant communication with investors, our strategy was focused on defending the NIM. Two, three things which we clearly told, I think in last three press meet analyst call, that the NIM we would like to defend and make it better. I think this quarter we have achieved it and the results are in front of you. We have clocked 2.80% vis-a-vis 2.64% during the March quarter, and the same was actually 2.70% for the full year 2025/2026. The next is we always say that we believe upon the CASA, which I will come going forward in my commentary. Our profitability ratios, we really work hard on the efficiency parameters, because once we are efficient, we will be in a position to deliver much faster, much better results. Our profitability ratios has remained favorable with ROA comfortably above 1%, clocking 1.36%. On ROA, I would say that last three quarters there you would have seen the consistency on the ROA front. We are continuing the same ROA of 1.36 and the return on equity stood at 17.23. There is a consistency I think in this. The capital adequacy is one of the best in the industry as 18.46%, with CET1 ratio at 16.38, which shows the robustness strength in the balance sheet. Similarly, we stay focused on asset quality. Asset quality, we have already told many a times that this is one parameter which we are observing both during underwriting and during monitoring of the assets. Key metric to watch for in an uncertain world, I think this is very important asset quality, particularly these, I should say, turbulent times. Our gross NPA reduced further by 87 basis points year-over-year to 2.65%, and our net NPA declined by 15 basis points year-over-year to 0.47. The provision coverage ratio has held steady at 95.05, reflecting a well-provisioned balance sheet of the bank. Moving to other crucial metrics of asset quality as promised, we contained our credit cost eased further by 9 basis points year-over-year to 38 basis points in quarter one FY 2026/2027. This was primarily led by a consistent drop on our slippage ratio to 0.82 in Q1 2026/2027 as compared to 0.99 in Q1 of the last year. The gross slippages for the quarter stood at INR 2,157 crore, but well surpassed by reductions of INR 3,465 crores. Before discussing the business growth number, it is pertinent to reassert that we have attempted to balance the top line with bottom line through our top line numbers have also minute underlying details that warrants attention. Our growth in domestic deposit clocked at 3.49% year-over-year as we continue to curtail high cost bulk deposit by another. In this quarter, INR 24,907 crores, that is what we have shed it during the quarter. We adjust for the same, the deposit growth is above 5.50%. Our domestic advances growth jumped back to double digits by 13.11%. If we adjust for the impact of shedding of low yielding IBPC and all, I think it is far better, which I have already told in our earlier press and analyst calls. Getting into details, I should mention very clearly that how we are working and we told that we actually focus much on the average assets, on the average figures rather than the only terminal. Let me tell you very clearly, because I think on 28th or 29th of April, we have given a disclosure also where our CASA was quite high in the March. Average CASA, which remained for the June quarter was around INR 24,000 crore, and average RTD was INR 17,000 crore. If we take put together RTD and CASA, it was INR 41,000 crore. I think that is the reason we always say that the first preference is to build the deposit base through CASA and RTD. If you take from the March figures or maybe from the June 2025 figures, the bulk deposit to total deposit has come down by 7.5%-8% for a bigger balance sheet size. I think it is sizable, and I'm very sure it is more than INR 75,000 crore of bulk deposit. It doesn't mean that we are not taking bulk deposit. We are taking because there are maturities, because bulk deposit base itself is quite huge. Every quarter, we take even last quarter, we have replenished with INR 35,000 crore-INR 40,000 crore. But the first choice is to build the base of the CASA and RTD, and there we are coming into it. The present one also, we are actually working a lot on the FCNR which the window has been opened. Because there is again some benefits to the bank on CRR, SLR, we are very firm on that, and we are approaching all our NRI customers, branches, and even friends and relatives who are abroad, you know, to get converted into. That is what it will help the bank, more the bank it will help the economy as such. I think that is where we are coming from now, and our strategic goal remains to boot high NIM, and assertive RM lending. As we said, domestically, we are 57/43 on the large corporate book and the RM book. I think these are the figures, and if we take the vision, what we feel, we would like to work very clearly on the five pillars which we have told you, because we surely believe as a team in Union Bank that if you have to build the bank further on a large scale, because we have already done five-year strategy plan, we have built the business figures of five years. We are in line with that, with the structural changes which we have made. We are very sure that working upon these five, because these five are important, as to when you build the bank of maybe down the line INR four lakh crore-INR five lakh crore, INR six lakh crore or more, you need to be robust, you need to be compliant, you need to be much more disciplined. I think in that line only we are moving right now. The IT also, we spend almost INR 1,800 crore-INR 2,000 crore every year. This time, though we have got a cybersecurity team award and DPDP, our data privacy DPO award, at the same time, we are again planning that how we can build the cybersecurity version 2.0 in our bank. I think that is the plan which has been mooted, and we will be discussing further in our board, and we will make it. Because when you have to grow, you will grow, you have to be more customer-centric, I believe, and we have to be more compliant and the negatives in the society like money mule and frauds and all, we have to be very careful on that. I think these five pillars will be working. As far as the FCNR is concerned, Biju, your bank is having a plan for reaching out around $ 1.5 billion-$ 2 billion and OFCB around $ 200 million-$ 300 million. We are in line with that. As of today, $105 million without any leverage. We have already done it. Every day we are actually in a position to garner good portfolio in that. Some of the things are in line, and for leveraging and all, maybe the line and other thing, we are in discussion with the various partners and we will be concluding that soon. Most importantly, I would like to convey, that is what we have conveyed, Project Muskaan, to all of you in our last three press meet. It has given very good results. I think this you can always see in the figures reflecting as well. The bottom-up approach which we have adopted in the bank, where we are taking suggestions from the branch people, even UAT production testing they are doing before we roll out anything. It has given a very good impetus to the bank. With this, I think more important, bank undertook several transformative initiatives during the year and during the last quarter on the branch productivity, operational resilience. Let me tell you, we are working a lot on the operational resilience along with technology resilience, because we firmly believe technology has to be supported by the operational resilience first. I think with this total base, we are working in the entire workforce capabilities, skilling, reskilling them, and simultaneously branch workload is also reduced through centralization, automation, digital sourcing. Even the RPA we have done, we started recently, but we have done more than 60, and we have a plan to go for around 500 in the times to come. Customer service excellence and operational efficiency and ease of doing business are, these are the three for a bank like us, and in the financial BFSI sector, I think customer is on the top. These three things, I think we are very sure with Project Muskaan, we are in a position to reconnect and redo, and we can be in a position to have a very good customer base and business from them. I conclude with a deep gratitude for our customers, our investors, our board, most importantly, without whose support it would not be possible for bank to flourish, for any organization for that matter. Our key stakeholders who have supported a positive turnaround in the bank in recent quarters. We will continue to need your support to help us reach greater heights of glory in the coming quarters. Thank you. Thank you so much. With this, I request my Chief Financial Officer to run through the presentation quickly because we have already uploaded, and you must be having now all the data and all the questions with you by now. I think you can run through, and we can have a Q&A. Thank you very much, MD Sir, with these comprehensive remarks at the initial stage, make my work easy going forward because almost every key parameter is covered by MD Sir. The slide in front of you shows that bank is a pan-India having 8,700 branches, and 60% of our branches are in rural and semi-urban places. Bank has centralized processing units for various processing of retail loan, MSME loan, gold loan, and corporate advances. Next slide, please. This slide shows all the operating parameters, which almost everything is covered by MD Sir. Still, for the sake of little repetition, CASA and retail term deposit, as MD Sir mentioned, has grown absolute terms, it is 111 on a year-over-year basis. Bulk deposit, we have cautiously reduced it by about INR 68,000. Advances reached to INR 1,096,000 crore with a year-over-year growth of 12.5%. Capital position remained comfortable with CRAR of 18.46% and CET level at 16.38%. Continued improvement in asset quality with gross NPA at 2.65%, net NPA at 0.47%, and PCR at 95.05%. Both operating profit and net profit, MD Sir already mentioned. Net interest income has improved from INR 9,113 crore to INR 10,037 crore with a year-over-year growth of 10.15% and sequential increase of 6.71%. The bank first time has crossed the NII figure of INR 10,000 crore in a quarter. Credit cost contained at 38 basis point versus 47 basis point in Q1 of FY 2026. Next slide, please. These are profitability indicators. Operating profit, net profit already mentioned. Improvement in earning is an outcome of healthy and profitable business growth and continued cost discipline. The same has resulted in improved interest income and expenditure. Resultantly, the net interest income has improved from INR 9,113 crore -INR 10,037 crore. Non-interest, that is fee-based income, has also increased from INR 4,486 crore -INR 4,603 crore, showing a year-over-year increase of INR 2.61 crore, mainly driven by core fee income, which grew by INR 457 crore from INR 2,219 crore in June 2025 to INR 2,676 crore. Despite there's a fall on year-over-year basis in treasury income, the bank would be able to register a growth of 2.61% in its fee-based income. ROA, ROE and EPS stood at 1.36, 17.23, and 27.94% as on 30th of June against 1.11, 15.15, and 21.57 a year ago respectively. Next slide, please. This slide shows the asset quality, both gross NPA and net NPA stood at 2.65% and 0.47% as of 30th of June 2026. PCR improved to 95.05% from 94.65% a year ago due to controlled slippages and PCR above 95% means lower aging provision and resulting to a great cost decline from 47 basis point- 38 basis point. Slippages ratio contained at 82 basis point in Q1 of FY 2027 versus 99 basis point in Q1 of FY 2026. Next slide. Credit growth. Advances, as mentioned by MD Sir also, grew by 12.5% globally and 13.13% domestically. RAM sector grew by 11.56%. Within RAM sector, MSME grew by 16.49% and retail by 12.06% year-over-year. Corporate growth is 13.73% and absolute number stood at INR 4.88 crore. Already mentioned by MD Sir, the domestic RAM to LC, RAM to corporate book is 57:43. Strong underwriting discipline reflected in 700+ of retail bureau score constitutes 99.8% of the retail loan portfolio of the bank. Next slide, please. This is credit growth, particularly in RAM sector. The retail lending reached to a level of INR 2.57 lakh crore, year-over-year growth 12.06%, constitute 24% of the domestic loan book of the bank, supported by housing book providing stability. MSME reached to a level of INR 1.68 lakh crore, year-over-year growth of 16.49%, with a strong micro and small book constituting more than 80% of MSME portfolio. Agriculture advances reached to a level of INR 1.83 lakh crore, year-over-year growth of 6.75%, largely core farm credit and constituting more than 80% of agri portfolio. Next slide, please. This is credit exposure of the bank to various industries. Infra portfolio is well diversified and balanced, avoid concentration risk. Credit to major seven industries, as mentioned in the slide, stood at INR 3.87 lakh crore, up over 18% year-over-year. With better underwriting standard, about 95% of corporate loan book, about INR 25 crore is investment grade, that is BBB and above. Deposit growth already touched by MD Sir in the initial remark, stood at INR 12.83 lakh crore with a year-over-year growth of INR 3.50 lakh crore. However, CASA and retail term deposits registered a higher growth of 11.70% and 12.48% respectively. CASA ratio improved by 258 basis points from 32.52% - 35.10%. Absolute increase in CASA plus RTD is INR 1.11 lakh crore. Reduction in high bulk deposit by INR 68,000 crore resulted in bulk to total deposit ratio from 26% - 19%, as mentioned by MD Sir in that 7% reduction in bulk deposit ratio. Due to cautious reduction of this bulk deposit, the deposit growth is 3.5%. However, this reduction in bulk deposit has led to a reduced cost of deposit by 48 basis points on a year-over-year basis and 18 basis points on a quarter-over-quarter basis resulting in a decline in our interest expenditure. Strong liquidity position with stable average LCR and NSFR, which stood at 121 and 118.72 as of June 30, 2026, well above the regulatory guidelines. Next slide, please. This is our treasury book. The treasury portfolio experienced a volatile quarter with the uncertainty rising on account of geopolitical situation and the fluctuation in crude oil prices. The India 10-year G-Sec, which was closed at 7.03% at the end of March 2026, witnessed a significant movement during the quarter ended June 2026 to a high of 7.15% before settling at 6.77% at the end of June quarter. The bank continued to proactively manage its investment portfolio between earning liquidity and interest rate risk. Total investment portfolio stood at INR 333,994 crore. 78% of the same is in HTM category. Duration during the quarter increased marginally by 13 basis points from 4.63 - 4.76, primarily on account of fresh accretion in HTM portfolio aimed at enhancing carry income and portfolio stability. At the same time, the bank took a cautious stance in AFS book and reduced the SLR-AFS duration from 4.06 - 3.70 sequentially, thereby mitigating MTM volatility amid uncertain interest rate scenario. Overall duration of the total investment portfolio has been reduced from 4.90 - 4.63 on a sequential basis. The bank maintained excess SLR of 2.29% of its NDTL, providing adequate liquidity buffer. Next slide, please. This is a profitability statement. Major part is already covered, yield at 2.80% up four basis points and 16 basis points on a YoY and sequential basis. It is interesting to note, and this has given a little color on the stickiness and average about the business of the bank. I would just like to put some points here additionally. That average to terminal ratio of advances, deposit, and CASA has shown marked improvement during Q1 of FY 2027. As on 30th of June, the same stood at 97.44% for advances, 99% for deposit, and 96.44% for CASA deposit. The same figure as of March quarter was 94.52%, 93.95%, and 89.13% respectively. Due to increased average level of CASA and advances, the interest expenses have come down and interest income has increased, resulted in increased net interest income. Fee-based income already we have covered, operating profit and net profit is also covered. Next slide, please. This slide shows the provisions made during the quarter. The total provision for Q1 stood at INR 2,671 crore against INR 2,793 crore during the corresponding previous quarter. NPA provision stood at INR 1,020 crore in Q1 against INR 1,153 crore a year ago. Resultantly, credit cost has come down from 47 basis points - 38 basis points. During Q4, the bank had proactively strengthened standard asset provisioning coverage and has made a one-time provision of INR 700 crore in Q1 towards contingency provision. Now, during this Q1 of FY 2027, the bank has added another INR 100 crore in this, and the same now stood at INR 800 crore as contingency provision. Key ratios. Next slide, please. Yeah. All of you know, basically, the ECL and other guidelines are in place. We are simply strengthening the book so that by the time it comes, we are very clear. We have a visibility, and we do not want it to lag at the last fag end of the time. I think we are proactively, while at least maintaining the highest profit and all the efficiencies parameter at the best, and then whatsoever remains we can better put it for strengthening the balance sheet. Key ratios, cost of deposit is in declining trend and stood at 5.05%. Yield on advance also declined and stood at 7.90% global and 8.01% domestically. Yield on investment stood at 6.77% global and domestic it is 6.80%. Yield on funds at 6.93%, cost of funds at 4.37%. NIM, as already mentioned, 2.80%. Next slide, please. Efficiency parameters. Cost to income ratio at 45.34% during Q1 of 2027. I think this is very important parameter because we were harping on this, that cost to income will has to improve. I think from 50.65% levels, 45.34%. Almost 4%. Almost 5%. 4%. Five. Almost 5%, I think it is. 5.3%. Yeah. Please continue. Factors contributing to this improvement in cost to income ratio are mainly improved net interest income, as we discussed, reduction in interest expenditure. Actually various parameters. Yeah. EPS improved from INR 21.57 -INR 27.94. Price to earning ratio declined from 7.12 - 6.17. Business per branch and business per employee stood at INR 274 crore and INR 32 crore respectively. Book value as of 30th June is INR 162.15. Price to book is 1.06. Next slide. This is NPA movement. Recovery upgradation and Technical Write-Off stood at INR 3,465 for the quarter against the slippages reported INR 2,157 for the quarter, leading to continued reduction in both gross and net NPA. Recovery and written off accounts stood at INR 743 crore compared to INR 850 crore during the corresponding previous quarter. Gross NPA stood at INR 29,093 crore and the net NPA at INR 5,017 crore, supported by a strong PCR of 95.05%. Delinquency ratio, we already mentioned, reduced to 82 basis point from 99 basis point, reflecting better credit discipline. Fresh slippages during the quarter was INR 2,157 crore. Next slide, please. This is sectoral asset quality. very visibly you can observe retail NPA ratio at 0.89 against 1.19 as of June 2025. Agriculture NPA ratio at 7.49 as of June 26 now against 8.42 as of June 25. MSME NPA ratio at 4.15 against 4.39 as of June 25. large corporate NPA ratio at 0.99 as of June 26 against 1.70 as of June 2025. all the credit sectors NPA has improved over the year. Next slide, please. this is our restructured book. Restructured book is declining from INR 8,608 crore -INR 7,118 crore year-over-year, with no material fresh accretion during the year. Reduction led mainly by retail and MSME, indicating the post-stress normalization. SMA above INR 500 crore declined sharply by 51.56% year-over-year and 37.85% quarter-over-quarter. I think June quarter, we will see mostly it gives a more sort of slippages and generally in banking and more SMA. the positive thing is that it is almost INR 1,000 crore down SMA from, I think, this more than INR 5 crore, zero, one and two. I think from INR 3,833 crore. from December, I think September, from all the quarters you can see, this is one of the best figures which the team could generate. Next slide, please. This is about the capital of the bank. Capital ratio remains strong with overall CRAR of 18.46%, year-over-year increase of 16 basis points, sequential increase of 36 basis points, CET1 at 16.38%, year-over-year improvement of 108 basis points and quarter-over-quarter of 69 basis points. In terms of revised RBI guideline effective from April 1st, we have transferred amount of INR 1,701 crore from Tier 2 to CET1, similarly, the RBI guidelines which now permits to add the quarterly profit net of three years average dividend, an amount of INR 4,483 crore now has been a part of the CET1. During the quarter, the bank has redeemed INR 850 crore of Tier 2 bonds. Bank has a board-approved capital plan in place and will take appropriate call at appropriate time depending upon the market situation. Next slide, please. this is about inclusive growth. Bank is driving inclusive and sustainable development by extending banking services to underprivileged and vulnerable section of the society. Strong commitment to financial inclusion through various flagship programs of the Government of India with sustained growth in PMJDY, PM. I think here we are focusing more on the claim settlement because these are the needy people who has done PM Suraksha Bima and Jeevan Jyoti. In this quarter itself, you can see 898 and 1,753. These are the number of lives which was taken, and the claim was settled during the period. Next slide, please. I now request our Chief Risk Officer, Sowmya Madam. Request every other vertical to be precise. Key points you can tell. Good afternoon, ladies and gentlemen. Regarding our Bank's contribution to ESG, Bank has taken many steps in this direction, and we are pioneer in many areas. We are the first major Indian bank who is a signatory to the Partnership for Carbon Accounting Financials. On the social front also. No. Hold on a second. Last minute. On the ESG front, we have taken many steps. We are pioneers in many areas. Bank's green financing portfolio is around INR 40,000 crore now, and we have also sanctioned around INR 2,800 crore for green vehicles. We are the first major Indian bank as a signatory in the Partnership for Carbon Accounting Financials. We have started set up emission reduction standards for Scope 1 and Scope 2 emissions, which we are planning to achieve by financial year 2034-2035. CARE Edge has given us ESG 1+ rating, which is the best rating, and that defines the leadership position in managing ESG risk. Moody's also has given us an SQS2 rating, which is the second-best score on a scale of five. Our bank has organized an ESG event which is Union Bank Climate Dialogue during the Mumbai Climate Week 2026, and we have also been awarded as one of the top 60 India's Most Sustainable Companies for the financial year 2024-2025 by Businessworld during March 2026. The bank has also been ranked second out of the top 35 banks by market capitalization based on IFRS S2 for financial year 2024-2025 by Climate Risk Horizons during May 2026. These are some of our achievements on the environment side. On the social side also, bank has taken many initiatives and we are doing a lot of CSR activities also. On the governance side also, all the prescribed policies which a bank of our size should be having, we are having all of those. So those are some of the. Good afternoon, sirs and madam. Union Bank has a young workforce with an average age of less than 40 years. We have also a strong base of professionally qualified employees, mainly in engineering, CS, ES, MBA, PGDBM, and FRM. We have also a good number of specialist officer, 5,900+, having IT and technology, credit and marketing, law and risk, and specialized roles. And bank has also taken several initiatives for employee wellbeing, like wellness app, yoga, counseling, doctor consultation. We have also revamped Milestone Award, health checkup, trailblazer scheme we have brought in for rewarding the performer in uplifting the aspirers. We have also been providing financial support scheme for PWD and childcare support. In the area of accessibility, we have launched several schemes like Divyangjan employee help desk, and we have also enabled monthly account eStatement. We have also introduced mandatory accessibility awareness training programs. We have initiated this GUARD 2026 awareness initiative. During this program, this white plays and quiz awareness campaigns have been organized, also strengthened this Divya innovative and inclusive products. Our employee, Ms. Engmon Chonmin, she has completed this Mount Yunam along with Mount Everest, Kilimanjaro, Aconcagua, and Siachen Kumar Post. She has completed five summits, she has a target to achieve seven summits. Our player, Ms. Rutuja Pisal, she is in Indian hockey team also selected, she has been participating in Asian Games, at 20th Asian Games. One more, our employee, Ms. Chandana. For our employees in the wellbeing of the employees. Thank you. Good afternoon, sirs and madams. Under Project Muskaan, to enhance ease of doing business, bank has taken several initiatives. These initiatives are creation of audit quality cell, dedicated audit quality cell within the audit vertical, dedicated functional IT department, also dedicated compliance cell within the IT vertical of the bank. Bank has strengthened its stress asset management vertical by creation of specialized OTS settlement cell also zone-wise NPA recovery cell. For a deep-rooted compliance culture across the organization, in the field level, bank has created the role of zonal assurance head also regional assurance head. Bank has created a data validation cell at central office. The cell ensures data quality, accuracy, consistency, and completeness. Bank has also created unified central reconciliation vertical by bringing reconciliation, transaction monitoring, and AML activities under one governance structure. Finally, bank has also revamped its support service vertical by establishment of dedicated cells for outsourcing, premises management, and also for insurance centralized insurance management for a better governance customer service and also for cost rationalization. Thank you. Customer service cell is one of the important pillar for the customers, noticing the voice of the customer, taking all the complaints on a single place. Initiatives has been taken where all the channels has been integrated and automated in terms of sending an acknowledgment of any issue which has been raised, plus the documented-based closure of any complaint or redressal, that is being communicated to the customer back and listen the feedback, if any, on the further improvement. This is also being done based on the root cause analysis, so that such kind of complaints are addressed on a permanent basis. In terms of creating an awareness to the customers, various initiatives has been done. Continuous email mailers or the SMS is being sent to the customers for getting various product understanding, and if any issues, they can raise to the various different channels. This is also being supported based on if any feedback is there or if customer is not satisfied, they can reopen the ticket on the automatic manner. Such initiatives are helping the organization to have much further strengthen in the service. Thank you. Around 10%+, there is a reduction. Yes, sir That it is reducing or not. Next slide, please. Good afternoon. I am Sumit Srivastava, head of Ecosystem Banking. During the last two quarter press conference also, we highlighted this, that several activities like liability acquisition, transition banking, wealth business, and general finances, they were working separately and we have brought them under the umbrella of Ecosystem Banking as one department and vertical. We have started understanding the requirements of various ecosystems and providing them the 360-degree view of our product offering and providing it. Where that has helped, this is helping us in generating the stable CASA base, fee income, better wallet share penetration, and also the cross-selling opportunities. Because of that, in this quarter, we have got several green shoots. Like our CFO mentioned, the overall CASA growth year-over-year is 11% +. If you see the institutional CASA growth, it is more than 17%. That has started helping. We have overall footprints, nine ecosystem hubs we have created and 118 ecosystem business centers we have created across country. It is working as a vertical. Yes. Right. Satish. Thank you. Good afternoon, sirs. Good afternoon, madam. On the IT and digital front, bank has onboarded nearly INR 11 lakh customers on the Union ease app in the last quarter, taking the total to the INR 96 lakh. Similarly, on the Union e-biz front, bank added 20,000 customers, taking it to 26,500. During the period, bank has onboarded INR 7.31 lakh CASA customers to the digital front, INR 3.01 lakh number of accounts opened for the fixed deposit. Similarly, on the CBDC front, bank has actively participated in the programmable CBDC, and at present, bank is having around INR 9 lakh customer base on the CBDC platform. Similarly, bank has gone live on the pre-sanctioned credit line on the UPI. Number of UPI transactions during the quarter has crossed INR 400 crore first time, which comes to nearly INR 5 crore transactions in a single day. Thank you. Next slide. Good afternoon. Good afternoon. Good afternoon, ladies and gentlemen. Cybersecurity is going a fundamental transformation. No, not audible. Good afternoon. Cybersecurity is going a fundamental transformation with the emergence of frontier AI and model like Mythos and other things. It has transformed how artificial intelligence can accelerate the discovery and the exploitation of a vulnerability in the systems. This has redefined the cybersecurity threat landscape and reinforced the need for a bank to strengthen the cyber resilience. At Union Bank of India, we have been proactively preparing for this. We have established our next-generation cyber SOC, which is AI-enabled, having a capability to monitor the cybersecurity posture of all the applications which are accessed through the internet as well as inside. We have also implemented the system to continuously monitor the threat exposure around these things. We have continuously strengthening our cybersecurity validation through the AI-led adversarial testings and all. It is also equally important to strengthen the awareness amongst our customer and general public also. Bank has taken an extensive exercise in terms of awareness campaign, which is displayed here also. All this is leading to the awareness amongst the customer that how to operate our digital channel, because the way digital transformation is happening, it is equally important that customer remain aware of the threats, which we are proactively informing them. All these initiatives are getting validated or rather, getting a recognition in the industry, which our MD Sir has talked about. We are also working on the next phase of our cybersecurity initiative, and shortly we will come out with that. Thank you. These are the details of various subsidiary associate and joint ventures of the Bank. Bank has five subsidiary, two joint venture, and one associate. Next slide, please. MD Sir, in his initial remark, have mentioned about various awards and accolades. These are listed in this slide. Next slide, please. Q&A. This is all from our side. Now, you must be having some questions, some curiosity in your mind. I would now request you to be prepared for yourself. Please give to them one by one. Yeah. See, there are three things. The first is FCNR. We have already done around INR 600 million up till now. INR 106 we have already done. INR 106. We have not done as such a leveraging that is purely repeat. We are having customers in already we have discussed and agreement finalized and all. We are going for the arrangements, we do have plan of $1.5 billion-$2 billion and we'll be getting it done. That is we are saying OFCB. That is where we are looking at the opportunities around USD 200 million-USD 300 million on the OFCBs. ECB, actually, these are our corporates only. We are in discussion and wherever feasible, we'll be taking. There is nothing as such because it is only our corporates only where we are having the dealing. Whenever they require it, we'll be going ahead in that. From where did it come, 106? 106 has come from various places. It has come from even the Australia. It has come from the UAE side. Many places. We have NRI branches, various. Actually, now we have run a campaign for all our NRI branches who are having NRI customers. We are approaching mostly one by one to each one of them, not only through SMS or this, but we have set up a NRI cell. Yes. How many NRI branches do you have? Biju? Five branches. Five branches we have. We have selected some 20 more branches where the base is more. They are general branches. The base is more. We are running a campaign for the branches for accumulating this. We are very sure to achieve around $1.5 billion-$2 billion. Basically, let us understand, we have, first of all, NRI branches where we will run through, because already they are our customers, and that will be. Second is, we have a DIFC branch in Dubai. We have a subsidiary in London, and a branch in London, means a branch of that subsidiary. Another one is we have in Sydney, Australia. Certainly, when we have a base, we have a relationship with the Indian diaspora over there and all. Those we are actually mobilizing to deal with. Shayan Ghosh from Mint. It's been about 40 days since the scheme was announced. We have got INR 100, INR 500, INR 6 million so far. What gives you the confidence that you will reach INR 1.5 billion -INR 2 billion in the next 75 days? Initially, the people were also not aware, like it will come or not, it has come. It is all the support which Government of India and the Reserve Bank of India are supporting. Secondly, then people had queries. FAQ has also come. It has taken some time. Particularly, this NRI is not like domestic business. You need to convince them over deposit rates. We were not very sure all. I am saying as an industry, not as a Union Bank. That what the rate will settle down somewhere. We have come. It is around 6.10%-6.60%. Anything above. Do you think you'll have to raise the rates? Huh? Do you think you'll have to raise the rates further? As of now, we are comfortable with that, we are getting it. See, that is where we said INR 106 million approximately we have got without leverage, that is a good amount. Already it is in pipeline. I think what happens, now if you Let us see 2013 first. You will see that in September, means last fag only it has come. It builds and maybe because it is a competitive market, NRIs will also wait that whether the rates will improve further or not, leveraging will happen. All those things. There are so many things, dynamics play into it. Generally, it comes in the lag, this time, initial response is also very good. I think that is the green shoot, we should say, this time scheme that people are much aware. Maybe 2013 and 2016, down the line, 13 years, social media and the news which is propagating to all up. I think that is a green shoot which has come, we are very sure of meeting that. Actually, we have in pipeline. Sir, are you raising any QIP or FCNR? See, we do not have a GIFT City branch as of now. Yes, when we have shown you the capital plan of INR 8,000 crore. We do not as such plan for QIP or as such right now. At an appropriate time, we will see for ESPS for our staff members, basically. No, I am saying not FCNR, I am saying on capital first. Okay. Where ESPS is basically for employees. Now, coming to another, which we said OFCB and other things. There we are thinking that where can we go for an MTN or something sort of around, say, INR 200 million - INR 300 million somewhere. That is what figure we have given. Sir, two queries. First is on your deposit growth. You mentioned, losing bulk deposit, focusing on CASA, retail term deposits. 3%, sir, your advances is in double digit. Can you guide us whether the deposit growth will go in double digit, at least in the second half? That sector tell you very clearly the asset and how asset and liability goes hand in hand. The first thing is that, let us see March 2025 levels, and let us see all the efficiency and profitability figures of June, March, June. It was around INR 4,000, so you can see 29% jump. Certainly, the CD ratio at that point of time was around 74%. Today, it is around 85%-86%. 18.4%, 18.46% capital we are setting in. Don't you think it is my own money which I can leverage upon? That is point 1. The second is that, which is the. Going forward, probably Indian banking industry, you will see probably the changed version of a CASA. People will talk more about the CASA and RTD, the combination of both. That is why we are monitoring both combinations. What is the CASA and what is the RTD. The first choice is whether to create liability first and then asset later, or whether to create asset first and liability later. We do have a leverage over the capital, so 18.46%. We have moved. That is quite good. You can always see that is why the ROA is 1.36% is not a small thing. We are continuing with that. The third thing is that deposit, it is not deposit we are not taking. Let us understand the deposit profile of the Indian banking sector. You will not find more than 5% where the corporates and big people are investing for three-year, five-year term. You will see mostly maximum it will go to one year. You have maturities around the year. Last quarter also, we have taken deposit of INR 40,000 crore. What we are doing is we are replenishing with better rate than the earlier one. We are monitoring that. The question is that the first thing is that how much we can build immediately from RTD and CASA. The third pillar comes. Whenever you discuss about asset and liability, the third pillar comes is of liquidity position. My average LCR is around 121%. The RBI is 100%, and our board approved is 107%, but we want to be a compliant bank. We want to be a robust bank. That is why we are maintaining average liquidity of 121%. Suppose if I take some INR 20,000 crore or INR 15 or INR 10,000 crore more of a deposit, my LCR will move further ahead. The thing is that up till now, since last three quarters, we are telling only very clearly, like five pillars which we told even today, that how to make efficient balance sheet. Now we are settling down here. Certainly, you will see, because for credit growth, we are very sure to move better than the industry. Already we have told, and now you can see even QoQ, it is more than 12%. When we are intending to move out to 15% or 16%-plus sort of a credit growth in RAM and other sectors, certainly we will need to look into the deposit. The first choice is the CASA and RTD. Okay, I will put one more thing in front of you. Probably the public sector bank you will see most people are doing most of the things. The ecosystem banking, which you have seen that 118 centers and this, they're neither in the branch nor in admin office. They're totally into the business. It means sourcing is totally separate vertical, underwriting is separate vertical, monitoring a separate vertical, and recovery is separate vertical in a bank. The thing is that since you have created, let us enjoy the fruit. We have an offshoot. Even if you want the average figures, like how many salary accounts we opened last year, how salary account we opened last quarter, then there are so many detailed figures in between. Certainly, tomorrow when you need to have a very good fee-based income, and this department is also having a very good because of earlier Corporation Bank, you had a CAPS, cash management. That is now in electronic form they are handling. Actually, we were at around 13,000 approximately NACH registration per day, which has increased to 18,000 NACH per day. Now there is a return charges, there is a registration charges, direct debit management, and so many things. What we are doing as ecosystem, we are now creating a system. The thing is that rather, first how much. Even if the June quarter, I have given you INR 41,000 crore of the total average increase. Average means it is very good increase. If we increase the CASA and RTD on an average basis in a quarter, the first priority. The second is that we do have taken, but the maturing one. One more thing I think, I believe, December, our commentary, if you see, around INR 77,000 crore of a bulk deposit we shed, we told. Which is 68, means 7,000 we have accreted more. Wherever required, we are going. Even if we require, suppose 10,000, 15,000, 20,000 more, we are there. Certainly there is asset being created and liability is also created. Just one thing, sir. Why I asked is because in March quarter, we saw the deposit bump up quite high, CASA also going quite high, there were certain reports also flowing that the bank had garnered deposits of the pace at which it garnered in the last weeks of the quarter was too high. Just to get, do you have any comments to make with regard to. I think this time, very transparently, we have given all the average figures. I think you all have noticed that it was a pseudonymous sort of thing, and it was not any base of that, whosoever has circulated that. The stickiness, my Chief Financial Officer has told, which is around 94%, 95%, 96%, and 99% in advances and all. I think that is one of the best stickiness even after the quarter end. On April 28th or 29th, we have given a disclosure where our average CASA was INR 28,000 around, more than the March figures. Even today, let me tell you that what's our June figure, even today's figure is average is CASA is more than my June figures. Now I can tell you about stickiness, I can give you the figures about the average, and I think that is the best. When figure speaks, I think words would not speak more than figures. Sir, CASA down 20%. You will see the March, no? It is a total budget utilization. Most of the banks you will see it is declining because it get utilized at the Panchayat levels. Whenever CASA from how it flows from treasury to SNA, if it's a state. If it is central, treasury to CNA to SNA, and then block, Panchayat, and all those levels. You need to capture at each level. If really you want to have a stickiness in CASA, that's what they are doing. Okay, I would not give much of the color, but one important point, let me tell you, that probably two states, more than 700 Panchayat accounts we have opened in last, I think, maybe 20 days. It is not a matter. We are telling you that to what extent we are going for this. See again, it is more than 2.35 percentage point CASA, and we are sticking to it. We are sticking on a quarter-to-quarter. I think that is also a very good color that we are having, maybe. Yeah. Generally, you will see the June quarter much more, but in our camp it has not come. Certainly, SMA also, it also gives you the good pipeline, how it is building up for delinquency and all. We have come down to 2,800 and odd levels. If you see the delinquency, it is hardly increased. Generally, March you will not see much of the delinquencies. In this quarter you will see, because this quarter it accumulates from the last quarter. Even then, you see what we say is the recovery is more than the slippages, and we are continuing with that. We have strengthened the recovery vertical, which we have shown under the Project Muskaan, that now at central level we are monitoring even the SARFAESI of even in a housing loan. Sir- How much of bulk deposit will you be able to replace with INR 2 billion of FCNR? Which one? INR 2 billion of FCNR will help you replace how much of bulk deposit? Certainly, you can multiply with the dollar rate. Do you have the targets in place and how much? See, nothing. We are going straight away. It is mostly a retail FCNRB, certainly there is a benefit of CRR, SLR other. That is why INR 1.5 billion and INR 2 billion. It will come in stages till September levels. Our priority is to garner as early as possible, as much as possible, we are now going to do for that. Certainly, we want to build the asset also along with it. We are building the CASA along with it. INR 1.5 billion to INR 2 billion we have in mind to garner FCNRB. Have you crossed your taking bulk deposit in almost every quarter? This will help me, no? Yes. I'm asking, do you have an optimum bulk deposit level in your mind at this point? Certainly. It is a very good question. Actually, we said, last time, same thing you asked. We said first is 20%, and we breached it, and we have achieved it. It is not an easy job to breach or achieve within 7% in the three quarters. Certainly, we aim to be below 15% going forward. It may take time. Because, see, CASA and RTD doesn't accumulate overnight. Certainly it will take time, but our aspiration is to go below 15%. Sir, how much of this INR 100 million which has come in is through leverage, and how much is it through SBLC? There's no leverage. Till now, no leveraging. Are you planning to give leverage? Yes, ma'am. We have to win market, and we are also planning for that. We are also arranging the funds and all. Once the funds is being arranged. That is why we have estimated around INR 2 billion. That is, once the funds is being arranged, that INR 2 billion is also achievable. That funds you're arranging? So I think. By way of. Today. Yes It will not be prudent to name the bank. Yeah. Yes, we are in talk with various important players. Foreign banks We are very close. Yes, ma'am, to finish. Already, actually, one or two we have done it. Documentation, other things, it takes some time. Probably we may take maybe 10 days. I will tell you one more thing. It is not only full leveraging. Yesterday, we have taken INR 5 million without leveraging. For? Without leveraging. Without leveraging. How would you look at deploying these funds? Certainly my credit growth. Okay. We have another 10 minutes. Yes, yes. One more. Sir, this is Manish Suvarna from PTI. Sir, you mentioned that you are getting good recovery from the whatever NPAs you have. In FY 2026, your recovery from the return of account was lower compared to FY 2025. What target you want to give for the FY 2027, as you mentioned that recovery is going to be good? Let us understand that NCLT has played a very good role in India. There were diverse views, I will not go into that diverse views, at least one thing which I can share with you, it has given a good liquidity, return back of money through that routes. Now that is drying up, going forward. Certainly, the banks have to move more on the SARFAESI and the other schemes of OTS and other things where you The thing is that what we have done in our bank is that we have strengthened our stress asset management recovery vertical on various counts. At least three GMs are there along with a CGM. Now we are looking to even a smaller account from central office. We are digitalizing even to advocate on record. We are trying to create a cell so that they can discuss here. No further Date adjournment and other things. We will discuss with the advocate what we are going to take in the second. I think that is all we are using. We are using PIRs. We are using all the channels. Actually, we have taken exclusive Lok Adalat for Union Bank of India for PAN India. Whether. 18th. 18th we are having. If we can go to that extent, taking exclusive Lok Adalat for only Union Bank, I think let us understand we are serious on that. Our thing is that we would like to cross those figures. How much is the number you are expecting in FY 2027? See, now we have done 750. 750 is the minimum because June quarter is always sluggish. Into four, you can always make it and you can add further maybe 1,000, 1,500, 2,000 more. To 5,000, certainly we can make it during. It will be lower than FY 2026 then if we'll into full. The FY 2026. see, in that one, INR 700 came of one of the account. You may be knowing that Supreme Court of India decision was there. We would like to cross those figures. That is our aspiration. FY 2026 was INR 4,000 only. Yeah. it was INR 4,000, we are aiming INR 5,000 crore from two.. Sir, what is the impact that you're seeing on rain deficit on your agri loan portfolio? Which deficit? Rain. I think. Monsoon deficit It was their initial, which we have seen and forecast in our monsoon. The sequencing is almost okay. There is no such adverse we have heard, and the agriculture is picking up. Sir, Kabir here from Informist. Sir, excess SLR as a percentage of NDTL has fallen from last quarter and the quarter before that. Is it safe to assume that you're relying on alternate channel of funds rather than deposits to fund credit growth now, given the high interest rates? No, it was the only efficiency which we were working upon very clearly. Certainly, if I have a better option to deploy, let me deploy on a better option. That's the reason this time you are seeing almost 16 basis points growth in NIM is not small from June. Actually, comparing with June, because at that time repo was something else, June 2025, and now repo is something else. If we want to compare, I think March Q4 and first Q1 is better to compare. 2.64%, even we have come to 2.80% levels. Let me tell you, we are very sure to further defend it, make it more better. Sir, with the current inflation and interest rate environment, people are expecting maybe even a hike. Do you think rate hike, sir. Do you think it will be possible to maintain NIM here, or you think it might have peaked out? See, NIM, as far as you know, each organization is different, and each organization is having their own portfolio, investments, and everything. For our bank, I can say that 2.64 was peaked out, and now we have made a U-turn. Certainly, we are seeing we have come to 2.80 levels, and we are very sure it is a good number as far as the earlier periods are concerned. One of the best, I think, for last many quarters. Correct. Many quarters. Here again, I would like to be very clear with you that we would like to defend and probably let me see better NIMs going forward. Hello. Sir, can- What do the business volumes look like for you at Unified Lending Interface? It is one of the very important, very promising initiative of RBI. Let me tell you, we have already done five on agriculture, already integrated five states. Yes, actually we are working upon, internally, to work in some system where we shift all our. See, banks are having already those channels of MSME and other. I think you can please brief. Yeah. ULI, Union Bank is already there. We are consuming half a dozen services from them, and I think two or three products we are using. Going forward, the idea is that whichever service is available in ULI, we will consume services from there directly rather than having our own vendors, which are presently there. What do the business volumes look like for you? Presently, our business volume is not that great because presently we are only doing the KCC, which has a dependency on the land data digitization, which is available currently for us with the five or six states. As we integrate this with the MSME businesses, I think business volume opportunity is high. We have given one slide on the digital channel business, and we are having a separate vertical headed by general manager who is looking to digital business. Now the question is that we are already doing this business. It is not a new stream for us. Now we will shift it to ULI as early as possible to all those services which they are going to provide to you. One more thing, in digital, always remember, the delinquency is less and SME is less than the manual one. Sir, you spoke about the bank strategy remains to defend NIM, right? How do you see the NIM trajectory for the rest of the year? If you can give some guidance over there. If any targets, target number, if you can just share. We are in an uncertain world, madam. Let us understand. We are not in a very predictive sort of an economy and everything because we are not shielded alone within our own country. Now everything happening across the world is having an impact. At the same time, we have now visibility very clear that earlier 2.64 was bottomed out. We have come a good way to 2.80, and certainly, we aim to be better than from here. Gross NPA has also improved. If you can just brief us about what segments led to this recovery. I could not. Recovery has been across the segments in retail, agri, and MSME. That is the key. Also that gross NPA improvement is because we have been able to contain the slippages. If you look at even the last quarter, it was INR 2,100 crore, this quarter also June was around INR 2,157 kind of thing. One is that we have been able to contain the slippages, secondly, we have been able to increase the recovery and upgrade. That is the reason for decrease in the gross NPA on a consistent basis. We have given a slide. It is in the slide, more granular probably, I think you want it, absolutely no issues. Right now, in this quarter, INR 850 crore, we have done the call option. We have redemption of how much? INR 850 crore. Redemption is done. There are few more in this quarter, which it's at higher cost, we are going to call for it. No, no, I am saying Tier 2 only. Tier 2. I am talking about Tier 2 only. The thing is that, see, always capital is I will come both on equity and debt side. On the pure equity side, we have an option of QIP, and certainly I have a concern from the shareholders. Rather than for QIP, I would go for an ESPS because my own staff members, after the amalgamation who has come and all those people, a huge 75,000 staff members team. Coming to the debt side, Tier 1, Tier 2, we are not as such thinking right now because already we are at 18.46 capital base. There is absolutely no requirement from that side to go. Even the ECL if you take, the requirement is only INR 6,000 crore maximum, in which INR 800 crore you are seeing right now in the balance sheet. There is nothing hidden in that. INR 800 crore is already there. Tier 1, Tier 2, nothing we are seeing. On the equity front, we are seeing only ESPS going forward at appropriate time. Yes, OFCB like bond, we are thinking of MTN going forward. Not now. Maybe in the third or fourth quarter, we will see if appropriate time, appropriate cost, because we are cost-conscious. It is there. INR 3,000 is already there. INR 3,000 equity, INR 5,000 debt. Debt. Yeah, because, see, we can spread it out, no? I think voice is not coming. Swap facility won't be there she said. Available up to December. FCNRB, it is up to September, for other it is up to December. You have to complete it by December, that's what I said. Yeah. That will be done before that, yeah. Please. Talking about AI, what is the bank's current roadmap for integrating generative AI into this operation? See, AI, as you rightly said, is becoming omnipresent. In fact, bank in several of its initiatives, either directly or through the vendors that we are working on, whether it is the fraud risk management, whether it is the transaction monitoring alerts or even in the cybersecurity, we are already using the AI tools to do that. Further for the GenAI, we are in the process of building our own platform. Our board has already given the approval, and very soon, we'll be taking that process to the next stage. By that, maybe in the next six to nine months, we'll be able to create our own platform for the AI, through which we'll be using for the customer services and also for the products like credit appraisal notes. That is a process which is already on, and this is one of the top priorities that bank is giving for integrating AI and GenAI in our operations. Are you focusing on customer-facing tools? See, I will tell you one thing that AI, we have a big plan as our ED Sahab has told. One thing is very clear. Let us understand that AI, we need to build. It is order of the day. The thing already told, like the proposal making and other things, and there are certain use cases which POC has already done, I think three, four. Yeah On the HR and other things. Now, let me share with you, but we may be giving a press release, not now, but maybe down the line by close of this month, or we are waiting actually. We are about to launch some 15, 16 very novel thing, and where we have used huge machine learning technology and all. Those are around 150 use cases already in place. Now, actually, we are just waiting for the platform to be built and put into use. We are, I think, the use cases when I am saying the real use cases, which maybe, probably we may be giving a press release at that point of time. We are waiting for some event or something like that where we can launch those 14, 15 things as soon as possible. There, I think, is straight away 150 use cases for AI we have. Thank you, sir. Sir, Canara Bank and Union Bank is getting merged into some other public sector bank. Sir, like you, I also heard somewhere, but I do not know. From the FM? It's a question or statement. No, I'm asking, sir, have you heard anything? People maybe. From you only I heard. Sir, now I think we need to close, sir. 3:00 P.M conference call is there. The people must have connected through call. Thank you. Thank you, sir. Sir, could you also give quickly numbers on ECLGS 5.0? Yes, INR 11,000+ crore. I think around INR 12,000 crore we have already sanctioned. Around INR 10,000 crore we have disbursed. How much in total would you be able to do under ECL? See, certainly we will be able to. I think one thing which probably I can tell very quickly. Keeping in view West Asia and all, we have done 140 MSME customer meets across India. I think this is a point which you can note. It has been attended from central office by my GM MSME and chief economist. One-to-one, we have discussed on their working capital, input cost. Around 2,500 + MSME we have talked, and we have made the report. We have bifurcated them to Central India, North India, South India, East, West, Northeast, Northwest, Southeast, Southwest. Each geographically located MSME has given different input. That actually we are now working upon how, where we can give ECL, where we can support them on export. We are doing that huge. I think we are working a lot on this piece, particularly. Sir, requesting vertical heads to join the conference room.