Frequently Asked Questions
Getting started with Capri Global
Find answers to all your questions here. Browse through these FAQs to find answers to commonly raised questions. If you are going to avail our loans, we encourage you to read through the relevant articles.
How do I approach for loan?
Fill up enquiry form at website or contact at the customer care no’s, we will love to serve you.
What Documents are needed for approving a loan?
At Capri we ensure that minimum documents are collected and evaluation is done of your proposal. We require below mentioned documents: ID proofs, address proofs, Bank statements, Property Papers, Financials
How many days you take to sanction a loan?
At Capri each case undergoes a thorough evaluation process. We normally take 7 to 15 working days to decision the loan depending upon sufficient fulfillment of requirements.
What Charges do I need to pay along with interest?
Kindly refer the section schedule of charges.
What type of installment options are available to me?
Capri offers Equated instalment as well as Structured installment options for tenors 12 to 120 months.
What type of properties are funded by CCGL?
You can speak to the Relationship Manager for more details on this.
We have customized income programs to calculate your loan eligibility which takes into account your actual income. We will determine your loan eligibility largely by your income and repayment capacity and collateral offered. Other important factors include your age, qualification, number of dependents, your spouse’s income (if any), Other Income, Assets & Liabilities, Savings History and the Stability & Continuity of occupation.
Our interest rates depend upon creditworthiness and market conditions.
Your requirement is assessed on the following parameters: Quantitative Parameters 1. Financial Ratios 2. Sales Turnover and Profitability Record 3. Credit History Qualitative Parameters 1. Management Details / Shareholding Pattern 2. Understanding Business Models through Personal Discussions 3. Industry
Minimum age of the self employed applicant should be 25 years & Maximum age of 65 years.
Following will be taken as security 1. The Asset financed (Equipment proforma Invoice mandatory prior to disbursement in all cases) 2. Hypothecation endorsement in the invoice and insurance (Including Transit Insurance) to be present before disbursement of loan along with Equipment Loan cum Hypothecation agreement. 3. Additional Property collateral or any suitable collateral such as Fixed Deposits and LIC policies (as specified from time to time by us)
The rate of interest varies depending upon your loan amount, property type, income etc and this will be communicated to you by our sales representatives.
The stages involved are: 1. Application 2. Processing 3. Documentation 4. Sanctioning of the loan 5. Disbursement
Still have questions?
As history dictates, women globally,have faced an uphill battle on an uneven playing field to earn the right to be treated as equal citizens, both legally and socially. In India, discrimination and marginalisation is evident even in political and economic involvement, access to education and decision-making positions. While the feminist movement has made great strides, struggle is still prevalent today. In 2019, the hindrance for women to thrive in the workplace is certainly not the lack of qualification or ability. Everyday sexism, lack of transparency, gender wage gap and sexual harassment is the tip of the ice berg.
It was Melinda Gates who said, ‘When we invest in women, we invest in the people who invest in everyone else.’ In order for India’s economy to progress, we need to create an empowering environment that promotes women at all levels to reshape the conversation, change the dynamic and make sure that their voices are heard. In a deeply patriarchal society, one may ask the question, ‘Why is there a need for equal female representation in the workplace?’ The answer lies in the statistics.
The current female population in India is 48.4%. From this, the labour force participation rate for Indian women is a meagre 28.5%. This means that there are 235 million missing workers. An unbalanced ratio that certainly puts India (the second largest economy in the world) at a developmental disadvantage. We have made humble progress in closing the gender gap in the last decade, rising from the rank of 98th to 87th in the World Economic Forum’s Gender Gap Report. It aggregates a range of indicators from health and education to economic and political participation. If we were to rebalance and equalize our workforce, the IMF estimates, that India would be 27% richer, effectively turning into a developed nation. This unrealized contribution of women is one unfortunate reason why 60% of India is still in poverty.
The Working Woman
Oxford Dictionary defines success as ‘the accomplishment of an aim or purpose’. Who/What defines this yardstick to measure success in the workplace is open to interpretation. Is it the amount of zeroes in a salary? Or the field of authority in one’s possession? Or even the capacity to balance a personal and professional life? Our conversation with various female employees at Capri holding different positions, having had unique experiences in the world of Finance, revealed that there is a shared link. The appreciation for being accountable for the decisions made by them i.e. the ambition and monetary independence earned through the role of a working woman. ‘In the next 5 years, I see myself as the head of the Administration Department. I want to become stronger within my own identity and achieve all the goals I set for myself’ says Charu.
We have all heard the saying, ‘All work and no play makes Jack a dull boy (or Jill a dull girl!)’. Maintaining a work-life balance is essential for productivity, holistic living and mental health. For women employed in typically male dominated industries, finding this balance can be an idealistic fantasy. Extended office hours, pressure to work harder than male counter parts for equal recognition and the challenge against remaining in a subordinate position to prioritize household responsibilities can be the dominant deterrents. ‘A routine work day makes me feel that 24 hours is not adequate. Time passes so fleetingly; it is hard to grasp the speed of the passing days. It’s only home to office and office to my home’ says Priyanka.
Employers are required to provide 26 weeks of paid maternity leave, while they are not obligated to provide paternity leave. This creates the stigma of a ‘motherhood penalty’ for working women. Additionally, this influences hirers to prefer men over women to reduce the burden of the added wage. Along with this, Indian mothers are expected to shoulder the burden of domestic duties. By creating flexible work hours, childcare benefits, on-site day care facilities to be utilized by both parents would promote equality, reduce stress, and promote an efficient employment approach and lifestyle. This also enables an inclusive and women-friendly work environment.
The Concern for Safety in the Workplace
The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act was enacted in 2013 by the Indian Government. It covers all women, irrespective of their age or employment status and protects them against sexual harassment at all workplaces both in public and in private sector, whether organized or unorganized. At the time of employment, women should be made aware of their rights and how to apply them. A secure human resources department, having transparent procedures in place and a ‘prevention is better than the cure’ mentality already fixes a lot of problems.
Small steps for change
The Ministry of Women and Child Development has invested over Rs.300 crores in the past 15 years to empower rural women. The initial underprivileged women gain access to skills, markets and business development services. As a result, they have experienced greater food security, better access to finance, and higher incomes that benefit themselves and their families. Last year, Prime minister, Narendra Modi launched the Amma Scooter Scheme - the All India Anna Dravida Munnetra Kazhagam Government’s flagship programme – in Chennai. In this initiative, the state government offers a Rs 25,000 subsidy for women to buy two-wheelers for an easy and safe commute to work. Women are able to secure positions at the village council level and are being included in decision making alongside men in rural parts of India.
“IN THE FUTURE, THERE WILL BE NO FEMALE LEADERS. THERE WILL JUST BE LEADERS.” — SHERYL SANDBERG
A decade ago, a kirana store owner could not even consider approaching the bank for a loan. If a poorly educated woman wished to start her own boutique, she was better off reaching out to her relatives than getting sucked into the time-consuming process of borrowing from a bank that would eventually deem her creditworthiness to be nil. Today, the scenario is very different. NBFC’s have played a critical role in the financial inclusive growth of India. It is considered to be a ‘consumer finance revolution’ due to its swift processing and the substantial reduction in time taken for credit decisions. Their biggest contribution to the economy has been their role as financiers to the unorganised sector as well as to individuals without adequate collaterals to mortgage. It is undeniable that traditional banking still holds dominance in many ways but NBFCs have formed a new, parallel system that has the ability to accomplish things other financial institutions are unable to.
In 2018, the financial markets faced an extremely turbulent time when one of the biggest financial services NBFC defaulted on meeting its repayment obligations. The underlying issue was that IL&FS was using short-term instruments like Commercial Papers ( CPs) and Non-Convertible Debentures (NCDs) to meet its long-term funds requirement. They were defaulting on payments to their creditors because of Asset-Liability mismatch (ALM). Due to this cycle of borrowing funds from the market for a shorter tenure but lending for longer as well as being overleveraged resulted in market disruption.
Although IL&FS should not be compared to the rest of the NBFC sector, the event fuelled loss of confidence from creditors such as banks, corporates, insurance companies and mutual funds.
There were sharp losses in NBFC stocks, higher funding costs and massive pressure on margins. Business investors and leaders subsequently shied away from lending resulting in liquidity crisis slowing down economic growth at large. NBFC’s were abided by stringent rules from the RBI that further restricted funding. Moreover, 1500 NBFC registrations were cancelled by RBI as it stepped up supervision.
Capri’s management of the situation
While NBFCs, especially the ones catering to the urban and rural poor faced setbacks, Capri with AA rating in the industry faced this difficult time pragmatically. With financial liquidity in backup, Capri continued lending on strict merit and selective basis . It has always followed strict monitoring policies which prevented delinquency. While regulators required capital adequacy (CAR) is 15%, Capri was standing tall at 40%. The capital cover was way over 1300 crores, which ensured smooth functioning of its business. “The rich discipline of the management rules followed during this time fortified further lending provisions to its esteemed clientele,” Surender Sangar – Head of Construction Finance, Capri Global.
The underlying problem for the crisis was poorly managed ALM. However, Capri enjoyed comfortable liquidity position in the crisis as its ALM is supported by sufficient capital (CAR), long term funding and no dependency on short term funding instruments such as CP.
Capri enjoys the vision of very agile business leaders that have prepared the organisation to stay ahead of the curve. “It is the combination of our sound lending policies, vigilant monitoring, prudent and experienced top management that helped us remain unaffected by this crisis.” added Surender.
“Every 5 years, NBFCs phase through some sort of growth pangs... This happens when NBFCs take an aggressive growth path. NBFCs slow down during times of stress; and when a sense of normalcy returns, they start doing brisk business. The current stress is just a minor blip. There are higher opportunities (for NBFCs) for at least 15 - 20 more years,” Umesh Revankar, MD-CEO of Shriram Transport Finance Company.
Currently the market is very vulnerable, still reeling in the aftermath of the default. The cost of borrowing has increased substantially. The guidelines from RBI are tight and unforgiving. While the liquidity squeeze is not a new issue, it has affected the growth and margins for many players. Slowly but steadily the markets are reaching a stage of financial agreeability but it is still very delicate and demands support from the borrowers. By increasing interest rates temporarily, it can reach a stage of higher discipline and survival of the fittest according to Surender.