Responsive Unveils Fall 2025 AI Release To Help Enterprises Win Faster With Smarter, Trusted Knowledge

New AI Agents, an Enhanced Agent Studio, Content Health Dashboard, and Keyword Trends Help Organizations Democratize Knowledge Across Teams and Win More Business

 

Responsive, the leader in Strategic Response Management (SRM), today announced its Fall 2025 Release—introducing new AI agents, a no-code Agent Studio, and market intelligence tools designed to help global enterprises qualify, respond, and win faster. Building on over a decade of category leadership and $750B in managed opportunities, Responsive’s latest innovations give revenue teams the intelligence and agility to turn knowledge into a measurable growth advantage.

 

The release coincides with Responsive Summit 2025, where thousands of global customers will see the new capabilities in action.

 

"Knowledge only matters when everyone can access and trust it,” said Ginny Perrine-Wilson, Senior Manager, Global Bid and Proposal Management at Iron Mountain. “Responsive AI makes our expertise work harder for us. With new AI agents and capabilities like Executive Summaries and TRACE Score, our teams get what they need fast, tell better stories, and know every answer is solid. At the end of the day, that’s how we show up stronger and win more."

 

Responsive’s innovation is driven by deep collaboration with its customers. More than 100 leading enterprises—including Microsoft, EXL, Vodafone GmbH, Telefónica UK, and Tech Mahindra—have been early adopters of AI agents and capabilities released earlier this year, shaping the future of how organizations capture, share, and apply organizational knowledge and response intelligence to win business. 

 

Next generation AI agents built for every stage of the sales process 

 

The Responsive Fall 2025 Release expands the breadth of its out-of-the-box AI agents and introduces a more intuitive Agent Studio. Together, these advancements help organizations democratize knowledge by making trusted expertise accessible to every team. Buyers expect fast, personalized, and compliant answers, yet critical knowledge often lives in silos. Specialized agents allow frontline employees to access organizational knowledge to improve go/no-go decisions and deliver faster, more accurate responses - ultimately driving stronger outcomes.

 

Building on the Spring 2025 Release, which introduced the first AI agents purpose-built for SRM, the broader range and versatility of new agents allows revenue teams to accelerate their ability to qualify, respond, and win opportunities while harnessing deeper market and customer insight to improve positioning and differentiation. New capabilities include:

 

• Fit Analysis Agent — Instantly reviews RFPs to surface key requirements, risks, and red flags, delivering a transparent fit score that helps teams qualify faster and focus on winnable opportunities.

 

• Executive Summary Agent — Automatically crafts clear, compelling summaries that align proposals with buyer priorities—eliminating hours of manual editing.

 

• Agent Studio — The next evolution of Responsive’s no-code environment that enables teams to design and deploy custom agents that analyse, interpret, and share insights -bringing strategy and decision intelligence into every pursuit.

Fuelling growth with trusted knowledge and market intelligence 

 

As more enterprises standardize on Responsive across sales, security, and compliance, one principle remains clear: AI is only as strong as the knowledge behind it. That knowledge includes both organizational expertise and market insight. 

 

Today, Responsive is introducing new capabilities that transform response data into a competitive advantage:

 

• Content Health Dashboard gives organizations a clear, actionable view of their knowledge base, measuring accuracy, freshness, duplication, and compliance, and recommending improvements to keep knowledge trusted and response ready.

 

• Keyword Trends unearths real-time market insight, surfacing emerging buyer priorities and demand signals based on questions buyers pose in bids and assessments - allowing revenue and product teams to adjust strategy and messaging in real time.

 

“Responsive has evolved from helping teams move faster to helping them work smarter,” said AJ Sunder, co-founder and Chief Product Officer at Responsive. “The enterprises that win are those that turn their knowledge and buyer insight into real intelligence that drives action.”

 

Responsive AI at scale: from adoption to impact

Adoption of Responsive AI has more than doubled year over year as customers move beyond experimentation to enterprise scale. Organizations are using Responsive AI to qualify faster, respond smarter, and accelerate revenue with measurable results, turning organizational knowledge into a measurable growth engine.

 

• 45% of customer responses are AI-assisted, up from 7% last year

• 46% of customers standardized on Responsive AI, up from 22%

• 2x faster turnaround times and higher win rates reported by AI leaders

 

Expanding its global reach and impact, Responsive now serves 450,000+ users and 25% of the Fortune 100 across North America, Europe, APAC, and India. Recent expansion, including new offices in Coimbatore and Bengaluru and the acquisition of Australia-based Bidhive, reflects growing global demand for SRM innovation and Responsive’s continued category leadership.

 

About Responsive

Responsive is the global leader in Strategic Response Management (SRM), transforming how organizations share and exchange critical information. The AI-driven Responsive Platform is purpose-built to manage strategic responses at scale, empowering companies worldwide to accelerate growth, mitigate risk, and improve employee experiences. More than 2,000 companies have standardized on Responsive to manage RFPs, RFIs, DDQs, ESGs, security questionnaires, ad hoc requests, and more. Responsive is headquartered in Portland, Oregon, with offices in Kansas City, Missouri; Dallas, Texas; and Coimbatore, India. For more information, visit https://www.responsive.io.

Pregnancy-Associated Breast Cancer: Navigating Risk And Care In A Fragile Time

By Dr. Krunal Khobragade, Senior Consultant Surgical Oncology, HCG Cancer Center - Nagpur

When a woman discovers she is pregnant, her focus shifts to nurturing new life. Yet for a small number, cancer casts a shadow on that hope, breast cancer diagnosed during pregnancy or within a few years after childbirth. Known as pregnancy-associated breast cancer (PABC), this rare diagnosis poses unique challenges for both mother and child. As more women delay childbirth in India, understanding PABC’s risks, detection hurdles, treatment options, and emotional toll is vital. This article explores what the data tell us, and why timely care matters deeply.

Incidence and Risk Factors: A Rare, Rising Concern

PABC is uncommon, with estimates globally suggesting around 19.2 cases per 100,000 pregnancies in recent years. In India, precise figures remain elusive due to limited reporting, but single-centre registries place the incidence of PABC at about 0.6 % to 0.7 % of breast cancer cases. 

Despite its rarity, PABC carries disproportionate weight because it often strikes younger mothers, and diagnosis tends to be delayed. The risk is higher in women who give birth after age 30, those with a family history of breast cancer, or known genetic predispositions such as BRCA mutations. Parity and breastfeeding also modulate risk: in some cases, more pregnancies or longer breastfeeding may offer some protection, but this effect may be weaker in PABC’s biology.

Biological Characteristics: A More Aggressive Profile

PABC often differs from typical breast cancers in non-pregnant women. Tumors may show more aggressive behaviour: higher grade, more frequent lymph node involvement, and a tilt toward hormone receptor–negative or triple-negative subtypes. Pregnancy’s hormonal milieu, immune modulation, and the process of breast involution (post-lactation tissue remodelling) may contribute to faster progression. Because PABC tends to behave more aggressively, timely diagnosis and tailored treatment become all the more critical.

Diagnostic Challenges During Pregnancy and Postpartum

Diagnosing breast cancer during pregnancy or soon after is fraught with difficulty. Symptoms such as breast swelling, tenderness, nodularity or lumps are often dismissed as normal changes of pregnancy and lactation. This masking effect can delay detection. 

From an imaging perspective, mammography is limited (and must use abdominal shielding if employed). Ultrasound is safer and often the first choice; in select cases, MRI without contrast may be considered postpartum but is avoided during pregnancy. Biopsy (core needle) remains the gold standard for diagnosis even during pregnancy, with care to minimize foetal risk. 

Because delays in diagnosis often lead to more advanced disease at presentation, awareness among clinicians and patients is essential to minimize lost time.

Treatment Considerations and Approaches: Balancing Dual Lives

Treating PABC is a delicate balance between maternal welfare and foetal safety. A multidisciplinary team—involving oncologists, obstetricians, foetal medicine specialists, and paediatricians—must make decisions tailored to each case.

Surgery (mastectomy or breast-conserving where feasible) is generally safe in all trimesters. Axillary staging is also considered carefully. 

Chemotherapy can be administered safely in the second and third trimesters using regimens such as anthracyclines (e.g. doxorubicin) and taxanes. First-trimester use is avoided due to higher risk of miscarriage and foetal malformations. Radiotherapy is contraindicated during pregnancy and must be postponed until after delivery. Hormonal therapies and targeted agents like trastuzumab are deferred until postpartum due to foetal risks. 

After delivery, treatment intensifies as needed, targeted therapy, radiotherapy, hormonal therapy, and adjuvant chemotherapy become part of the postpartum plan.

Discussions about fertility preservation are important in postpartum scenarios, as cancer therapies may affect ovarian reserve. 

Crucially, the timing of intervention matters: delays to wait for delivery may worsen outcomes, so, whenever safe, therapy should begin without undue hesitation.

Prognosis and Outcomes: Challenges, but Not Without Hope

Historically, survival in PABC was thought to be worse than in non-pregnancy breast cancer. Some studies show increased risk of recurrence and mortality; others, when matched for stage and treatment, find similar outcomes. In an Indian cohort, three-year relapse-free survival was reported at around 40%, and overall survival at about 50%, underscoring the gravity of delayed detection and aggressive disease. 

Yet outcomes improve when diagnosis is early, treatment is immediate, and therapeutic decisions are well coordinated. Tailoring therapy to tumour subtype and stage can bring outcomes closer to those of non-pregnancy breast cancers.

Psychosocial Impact and Support Needs

A cancer diagnosis during pregnancy or early motherhood is emotionally wrenching. Women must reconcile fears for their health, their baby’s wellbeing, and the uncertainty ahead. The psychological burden is immense.

They need targeted counselling services that address anxieties about foetal effects, loss of fertility, breastfeeding decisions, and future pregnancies. Support groups specializing in PABC offer shared experience and emotional relief. Healthcare teams should adopt empathetic communication, offer clear explanations, and ensure psychological supports are in place from the start.

Conclusion: Safeguard Motherhood, Protect Lives

Pregnancy-associated breast cancer is rare, but for affected women, it presents complex risks and urgent decisions. Delays in diagnosis, more aggressive biology, and dual stakes for mother and child make its management uniquely challenging.

To change outcomes, India needs heightened awareness among women, obstetricians, and primary care doctors. Suspicious breast changes in pregnancy or postpartum must be promptly evaluated, never dismissed. Treatment protocols should be multidisciplinary, evidence-based, and individualized. Investment in research and support systems focused on this vulnerable group will pay life-changing dividends.

Let us commit, today to closer vigilance, timely care, and compassionate support. In safeguarding mothers, we protect generations to come

Kotak Mahindra Bank Announces Reappointment Of C.S. Rajan As Part-Time Chairman

Kotak Mahindra Bank Limited (KMBL or “Kotak” or “the Bank”) today announced that the Reserve Bank of India (RBI) has accorded its approval for the reappointment of Mr. C S Rajan, Independent Director on the Board of the Bank, as Part-Time Chairman for a further period from January 1, 2026 to October 21, 2027, in terms of Section 10(B)(1A)(i) of the Banking Regulation Act, 1949.

 

Mr. Ashok Vaswani, Managing Director & CEO, Kotak Mahindra Bank said: “Kotak Mahindra Bank stands at an exciting juncture of growth and transformation. As we navigate our next phase of growth, we look forward to Mr. Rajan’s continued leadership and strategic vision, which will help us deliver sustainable value to our stakeholders.”

 

Mr. C S Rajan, Part-Time Chairman, Kotak Mahindra Bank said: “I am honoured to continue serving as Chairman of Kotak Mahindra Bank. I look forward to working closely with the Board and management to further strengthen the Bank’s position and deliver value to all stakeholders.”

 

Mr. Rajan’s reappointment ensures continuity in leadership and governance as the Bank progresses on its strategic growth path. He has been serving as Part-Time Chairman since January 1, 2024, following RBI’s earlier approval for a two-year term.

 

Mr. Rajan a Post Graduate in History, is an accomplished leader with 46 years of experience in public life. He was appointed as an Independent Director on the Board of the Bank, with effect from October 22, 2022 and as Chairman, with effect from January 1, 2024. An IAS officer of the 1978 batch, Mr. Rajan retired as the Chief Secretary of the Government of Rajasthan in 2016. He served in leadership roles for 12 years in key Infrastructure sectors, such as, Energy, Highways, Water Resources and Industry, including SSI / MSME and enjoyed a long stint of 14 years in Agriculture and Rural Development. During his years as an IAS officer, he has also been exposed to the fields of Human Resources, Finance and General Administration. He has served on inter-disciplinary teams for review of World Bank Agriculture projects in other states and as a Consultant to the World Bank in a study on ‘Farmer Participation in Agricultural Research and Extension System’ which was later on published as a book co-authored by him.

 

After his retirement from active service in July 2016, Mr. Rajan served as Deputy Chairman in the Chief Minister of Rajasthan’s Advisory Council for a period of two and half years. In October 2018, Mr. Rajan was appointed by the Government of India on the Board of Infrastructure Leasing and Financial Services Limited ("IL&FS"), initially as Director from October 2018 to April 2019, thereafter as Managing Director from April 2019 to April 2022, then as Chairman & Managing Director from April 2022 to October 2022 and finally, as the Non-Executive Chairman of IL&FS from October 2022 until his resignation in September 2024. Mr. Rajan is also an Independent Director on the Board of Kotak Mahindra Life Insurance Company Limited, a wholly-owned subsidiary of the Bank.

 

About Kotak Mahindra Group

 

Established in 1985, Kotak Mahindra Group is one of India's leading financial services conglomerates. In February 2003, Kotak Mahindra Finance Ltd. (KMFL), the Group's flagship company, received banking license from the Reserve Bank of India (RBI), becoming the first non-banking finance company in India to convert into a bank - Kotak Mahindra Bank Ltd (KMBL).

 

Kotak Mahindra Group (Group) offers a wide range of financial services that encompass every sphere of life. From commercial banking, to stock broking, mutual funds, life and general insurance and investment banking, the Group caters to the diverse financial needs of individuals and the corporate sector. The premise of Kotak Mahindra Group’s business model is concentrated India, diversified financial services. The bold vision that underscores the Group’s growth is an inclusive one, with a host of products and services designed to address the needs of the unbanked and insufficiently banked.

 

Kotak Mahindra Group has a global presence through its subsidiaries in UK, USA, Gulf Region, Singapore and Mauritius with offices in London, New York, Dubai, Abu Dhabi, Singapore and Mauritius respectively. As on 30th September 2025, Kotak Mahindra Bank Ltd has a national footprint of 2,198 branches and 2,758 ATMs (incl. cash recyclers), and branches in GIFT City and DIFC (Dubai).

 

For more information, please visit the Company’s website at https://www.kotak.com/en/home.html 

5,000+ People, One Mission: Apollo Hospitals’ Stroke Awareness Run Rallies Bengaluru Ahead Of World Stroke Day

  

●        The event, inaugurated by Mr. Tejaswi Surya, Member of Parliament underscored the importance of recognizing stroke symptoms early and acting within the golden hour to save lives

 

Apollo Hospitals, Bengaluru, organized the Stroke Awareness Run & Walk at Kittur Rani Chennamma Stadium, Jayanagar, to mark World Stroke Day 2025 and raise awareness about recognizing early signs of stroke and acting within the golden hour. With the participation of 5000 + people, the event brought together citizens, healthcare professionals, and stroke survivors, to promote the message that stroke is preventable, treatable, and reversible if attended to in time. The event was inaugurated by Mr. Tejaswi Surya, Member of Parliament, Bengaluru South in the presence of Mr. Seemant Kumar Singh IPS, City Police Commissioner, Bengaluru, and Mr. C K Ramamurthy, MLA, Jayanagar.

 

Participants took part in a 10 km run and a 4.5 km Golden Hour Walk, symbolizing the importance of timely intervention and rapid response in stroke emergencies. The event highlighted that every minute counts when it comes to saving brain function and reducing disability after a stroke.

 

While inaugurating the event, Mr. Tejaswi Surya, Member of Parliament, Bangalore South, said “The Central government has placed strong emphasis on strengthening stroke management across the country by expanding dedicated stroke units, improving access to timely treatment, and advancing preventive care through initiatives like Ayushman Bharat. At the state level, initiatives such as this by Apollo Hospitals play a vital role in building a healthier and more informed community. Stroke remains a growing public health concern that calls for greater awareness and faster response at the community level. Events like these remind us that timely recognition and immediate medical attention can make all the difference to patient recovery and outcomes.”

 

Mr. Seemant Kumar Singh IPS, City Police Commissioner, Bengaluru said “Stroke is not only a medical condition, it is a community issue that demands awareness, timely action, and preventive responsibility. We often overlook our own health in the rush of daily life. Events like these serves as a reminder for us to investment in our safety and well-being. I appreciate Apollo Hospitals for leading this awareness movement and bringing the community together. Recognizing the early signs of stroke and seeking immediate help can save a life, prevent disability, and change outcomes. Let’s take the initiative to stay alert and active, and stand by each other when every minute counts.”

 

Speaking on the occasion, Dr. P Satischandra, Sr. Consultant & Advisor – Neurology, Apollo Hospitals, Jayanagar, said, “In India, stroke has emerged as one of the leading causes of mortality and long-term disability, affecting a large section of the population. Of particular concern is its increasing incidence among younger, working-age adults, primarily due to uncontrolled hypertension, diabetes, smoking, and sedentary lifestyles. Unlike a heart attack, the symptoms of a stroke are frequently overlooked or misinterpreted, resulting in critical delays in seeking treatment. Greater awareness and prompt action by recognizing early warning signs can significantly improve outcomes and save many lives”.

 

Mr. Akshay Oleti, CEO – Karnataka Region, Apollo Hospitals, said, “The Stroke Awareness Run & Walk reflects Apollo Hospital’s commitment to community health beyond hospital walls. Through this initiative, we aim to build an informed and responsive community where people can recognize early symptoms, act fast, and access timely care. Our goal is to ensure that no life is lost or permanently disabled because of delayed action.”

 

Dr. Yatheesh Govindaiah, Unit Head, Apollo Hospitals Jayanagar, said, “Managing stroke requires not just advanced infrastructure, but also coordination and readiness across the entire healthcare system. At Apollo Hospitals, we have established integrated stroke protocols that ensure patients receive rapid diagnosis, imaging, and treatment within the golden hour. Equally important is creating awareness so that people reach the hospital at the earliest sign of a stroke. Initiatives like this help bridge that crucial gap between awareness and timely action, ultimately improving patient survival and recovery.”

 

Dr. Suryanarayana Sharma, Senior Consultant Neurologist & Stroke Specialist, Apollo Hospitals, Bannerghatta, said, "Stroke is a medical emergency that requires immediate attention. Recognizing the signs and symptoms early can significantly improve treatment outcomes and save lives. As a neurologist, I've seen firsthand the impact of timely intervention in stroke cases. It's crucial that we spread awareness about the importance of acting within the golden hour to prevent long-term disability and reduce mortality rates."

 

Dr. Chinmay Nagesh, Senior Consultant, Neuro and Vascular Interventional Radiology, Apollo Speciality Hospitals, Jayanagar said "Strokes that occur because of a major blood vessel block are the most severe yet, potentially, also the most reversible. An advanced endovascular procedure called Mechanical Thrombectomy can open up the blocked vessel. When performed in the golden hours this can result in remarkable recovery. This procedure is performed by specialized Neurointerventionists and is available only in comprehensive stroke centres with dedicated neuro-cathlabs.”

 

Dr. Gurucharan Adoor Senior Consultant Consultant Neurology, Apollo Hospitals, Bannerghatta, said, "Early recognition of stroke symptoms is key to effective treatment. Timely intervention can significantly improve patient outcomes and reduce long-term disability. As a neurologist, I emphasize the importance of awareness and swift action in stroke care."

 

Dr. Krishna Chaitanya N, Consultant – Neurosurgery (Brain & Spine) and Dr. Ajay Herur, Senior Consultant in Minimal Access Neurosurgery, Apollo Hospitals, Jayanagar, said, "Stroke is a critical condition that requires swift and precise medical intervention. As a neurosurgeon, I emphasize the importance of timely treatment in minimizing brain damage and improving patient outcomes. Acting within the golden hour can make a significant difference in saving lives and preventing long-term disability."

 

Dr. Sundeep VK, Consultant Neurosurgeon and Spine Surgeon, Apollo Hospitals, Jayanagar, said, “A stroke can change a life in an instant, without warning. Yet its impact can be reduced when we stay alert, act quickly, and respond with compassion. Recognizing the early signs is vital. If a person’s face suddenly droops, their arm feels weak, or their speech becomes slurred, do not wait. Call for emergency medical help immediately. Every second matters. Prevention begins with the choices we make each day which includes staying active, keeping our blood pressure under control, and taking care of our heart and brain health. As a society, we can build a future where more lives are saved in time and fewer families face the lasting effects of stroke.”

 

India reports nearly 1.8 million new stroke cases each year, with a growing number affecting adults under 50. In response to this rising burden, Apollo Hospitals has been actively working to improve stroke outcomes through timely diagnosis, advanced emergency care, and sustained public awareness efforts. The hospital regularly conducts community outreach programs to help people recognize early warning signs and seek immediate medical attention.

Kotak Mahindra Bank Consolidated PAT For Q2FY26 At ₹ 4,468 Crore Standalone PAT For Q2FY26 At ₹ 3,253 Crore

The Board of Directors of Kotak Mahindra Bank (“the Bank”) approved the unaudited standalone and consolidated results for the quarter and half-year ended September 30, 2025, at the Board meeting held in Mumbai, today. 

Consolidated results at a glance

Consolidated PAT for Q2FY26 stood at ₹ 4,468 crore (₹ 5,044 crore in Q2FY25).

PAT of Bank and key subsidiaries given below:

PAT (₹ crore)	Q2FY26	Q2FY25
Kotak Mahindra Bank	3,253	3,344
Kotak Securities	345	444
Kotak Asset Management & Trustee Company	258	197
Kotak Mahindra Prime	246	269
Kotak Mahindra Investments	120	141
Kotak Alternate Asset Managers	104	22
Kotak Mahindra Capital Company	60	90
Kotak Mahindra Life Insurance	49	360

Consolidated Customer Assets which comprise Advances (incl. IBPC & BRDS) and Credit Substitutes grew to ₹ 576,339 crore as at September 30, 2025, up 13% YoY from ₹ 510,598 crore as at September 30, 2024.

Total Assets Under Management as at September 30, 2025 grew to ₹ 760,598 crore , up 12% YoY from ₹ 680,838 crore as at September 30, 2024. The Domestic MF Equity AUM increased by 14% YoY to ₹ 362,694 crore as at September 30, 2025.

Consolidated Networth as at September 30, 2025 was ₹ 167,935 crore. The Book Value per Share increased to ₹ 844 as at September 30, 2025, up 14% YoY from ₹ 740 as at September 30, 2024.

At the consolidated level, Return on Assets (ROA) for Q2FY26 (annualized) was 1.97%. Return on Equity (ROE) for Q2FY26 (annualized) was 10.65%. 

Consolidated Capital Adequacy Ratio as per Basel III as at September 30, 2025 was 22.8% and CET I ratio was 21.8% (including unaudited profits).

Average Liqudity Coverage Ratio stood at 132% for Q2FY26.
Kotak Mahindra Bank standalone results 

Net Advances increased 16% YoY to ₹ 462,688 crore as at September 30, 2025 from ₹ 399,522 crore as at September 30, 2024.

Average Total Deposits grew to ₹ 510,538 crore for Q2FY26, up 14% YoY from ₹ 446,110 crore for Q2FY25. Average Current Deposits grew to ₹ 70,220 crore for Q2FY26, up 14% YoY from ₹ 61,853 crore for Q2FY25. Average Fixed rate Savings Deposits grew to ₹ 113,894 crore for Q2FY26, up 8% YoY from ₹ 105,584 crore for Q2FY25.

Average Term Deposits grew to ₹ 311,889 crore for Q2FY26, up 20% YoY from ₹ 259,434 crore for Q2FY25.

CASA ratio as at September 30, 2025 stood at 42.3%. Activ Money grew 10% YoY to ₹ 57,768 crore.

Credit to Deposit ratio as at September 30, 2025 stood at 87.5%.

Customers as on September 30, 2025 were 5.2 crore.

Net Interest Income (NII) for Q2FY26 increased to ₹ 7,311 crore, up 4% YoY from ₹ 7,020 crore in Q2FY25.

Net Interest Margin (NIM) was 4.54% for Q2FY26. Cost of funds was 4.70% for Q2FY26.

Fees and services for Q2FY26 increased to ₹ 2,415 crore, up 4% YoY from ₹ 2,312 crore in Q2FY25.

Operating expenses for Q2FY26 increased to ₹ 4,632 crore, up 1% YoY from ₹ 4,605 crore in Q2FY25. 

Operating profit for Q2FY26 increased to ₹ 5,268 crore, up 3% YoY from ₹ 5,099 crore in Q2FY25. 

Credit cost (annualised) for Q2FY26 stood at 0.79% (0.93% for Q1FY26).

The Bank’s PAT for Q2FY26 stood at ₹ 3,253 crore (₹ 3,344 crore in Q2FY25). 

As at September 30, 2025, GNPA was 1.39% & NNPA was 0.32% (GNPA was 1.49% & NNPA was 0.43% at September 30, 2024). As at September 30, 2025, Provision Coverage Ratio stood at 77%.

Standalone Return on Assets (ROA) for Q2FY26 (annualized) was 1.88%.  Return on Equity (ROE) for Q2FY26 (annualized) was 10.38%. 

Capital Adequacy Ratio of the Bank, as per Basel III, as at September 30, 2025 was 22.1% and CET1 ratio of 20.9% (including unaudited profits).

The financial statements of Indian subsidiaries (excluding insurance companies) and associates are prepared as per Indian Accounting Standards in accordance with the Companies (Indian Accounting Standards) Rules, 2015. The financial statements of subsidiaries located outside India are prepared in accordance with accounting principles generally accepted in their respective countries. However, for the purpose of preparation of the consolidated financial results, the results of subsidiaries and associates are in accordance with Generally Accepted Accounting Principles in India (‘GAAP’) specified under Section 133 and relevant provision of Companies

Act, 2013.
About Kotak Mahindra Group

Established in 1985, Kotak Mahindra Group is one of India's leading financial services conglomerates. In February 2003, Kotak Mahindra Finance Ltd. (KMFL), the Group's flagship company, received banking license from the Reserve Bank of India (RBI), becoming the first non-banking finance company in India to convert into a bank - Kotak Mahindra Bank Ltd (KMBL).

Kotak Mahindra Group (Group) offers a wide range of financial services that encompass every sphere of life. From commercial banking, to stock broking, mutual funds, life and general insurance and investment banking, the Group caters to the diverse financial needs of individuals and the corporate sector. The premise of Kotak Mahindra Group’s business model is concentrated India, diversified financial services. The bold vision that underscores the Group’s growth is an inclusive one, with a host of products and services designed to address the needs of the unbanked and insufficiently banked. 

Kotak Mahindra Group has a global presence through its subsidiaries in UK, USA, Gulf Region, Singapore and Mauritius with offices in London, New York, Dubai, Abu Dhabi, Singapore and Mauritius respectively. As on 30th September 2025, Kotak Mahindra Bank Ltd has a national footprint of 2,198 branches and 2,758 ATMs (incl. cash recyclers), and branches in GIFT City and DIFC (Dubai). 

For more information, please visit the Company’s website at https://www.kotak.com