Chapter 7.1Business Correspondent Model in Microlending
The Business Correspondent (BC) model was introduced as part of the financial inclusion programme in the country, launched in 2005. The Deepak Mohanty Committee in 2015 gave a proper structure to the Business Correspondent model1 . Initially, the BC model was open to a limited number of agents, like individuals, SHGs, Societies, NGOs, etc. But soon it was extended to corporate entities to act as BCs. Thus, microfinance companies emerged as BC to several financial institutions, thereby expanding the reach of credit far and wide.
Business Correspondent Model in Microlending
The Business Correspondent (BC) model was introduced as part of the financial inclusion programme in the country, launched in 2005. The Deepak Mohanty Committee in 2015 gave a proper structure to the Business Correspondent model1 . Initially, the BC model was open to a limited number of agents, like individuals, SHGs, Societies, NGOs, etc. But soon it was extended to corporate entities to act as BCs. Thus, microfinance companies emerged as BC to several financial institutions, thereby expanding the reach of credit far and wide.
At its core, the BC model fosters partnerships between financial institutions and customers, with correspondents serving as intermediaries to expand banking access to underserved communities at the base of the socioeconomic pyramid. Over time, with advances in technology, the model has evolved into three distinct forms—physical, digital, and hybrid— reflecting the changing dynamics of the financial services industry.
Since its launch, the Business Correspondent (BC) channel has expanded rapidly, reaching millions of customers each year and playing a pivotal role in advancing financial inclusion by bridging the last mile. But the risks of fraud, weak risk management frameworks, inadequate capacity-building, limited visibility, absence of a centralised database, and underutilization of new technologies are some of the concerns of this model. Addressing these issues requires proactive participation and strong collaboration among industry stakeholders. Only through collective vision, planning, and coordinated action can the BC model overcome barriers to growth. Encouragingly, the industry has already begun working together to design efficient, scalable, and future-ready solutions supply2 .
Alongside technological progress, a new class of enterprises, Loan Service Providers (LSPs), has emerged, creating fresh opportunities for financial institutions to diversify partnerships beyond the traditional BC model. Unlike BCs, LSPs operate mainly in the digital space, with a strong focus on customer acquisition, credit underwriting, and initial service delivery, while playing a more limited role in long-term customer relationship management.
The banking sector in India had been leveraging the Business Correspondent (BC) model to drive retail credit growth, especially in deeper areas with newly included bank account holders. By integrating digital payment data with BC-led activities, such as lead generation, follow-up, and collections, the banks have been able to strengthen credit outreach across MSMEs, SHGs, agriculture, and retail segments. Promoting their own UPI apps and QR codes among traders, service providers, and institutions will create valuable data trails, enabling more accurate credit assessments. With trained BC agents facilitating customer engagement and collections, this approach can significantly enhance financial inclusion while fuelling sustainable credit expansion in the microfinance space3.
Rural India has also been witnessing a digital finance revolution powered by UPI, Aadhaar-enabled services, and Business Correspondent (BC) networks. While these tools expand financial inclusion, challenges like poor connectivity, low literacy, limited trust, cybersecurity risks, and unregulated lending persist. Regulatory initiatives, such as the Payments Infrastructure Development Fund, data protection norms, and pilots like the Unified Lending Interface (ULI), can help address these gaps. Strengthening connectivity, empowering BC Sakhis, improving literacy, ensuring cybersecurity, and regulating lenders—alongside innovations like ONDC—can unlock inclusive, resilient, and equitable digital finance for rural India.
7.1 Progress in Financial Inclusion
In 2021, the Reserve Bank of India (RBI) introduced the composite Financial Inclusion Index (FI-Index) to measure financial inclusion nationwide. The index is based on three parameters—Access (35%), Usage (45%), and Quality (20%)—covering 97 indicators. Notably, the Quality dimension captures financial literacy, consumer protection, and service gaps. As of March 2025, the FI-Index rose to 67.0 from 64.2 in March 2024, with improvements across all sub-indices. The rise was driven mainly by greater Usage and Quality, reflecting deeper financial inclusion and the impact of sustained literacy initiatives4 . The role of BC agents in this regard is vital.
The following is a summary of BC led financial inclusion progress in the country.
Table 7.1: Financial Inclusion Plan-Summary Progress of all Banks, including RRBs
| Particulars | March 2010 | December 2023 | December 2024 | Change between Dec’23 and Dec’24 |
|---|---|---|---|---|
| Banking Outlets in Villages – Branches | 33,378 | 53,893 | 56,579 | 2,686 |
| Banking Outlets in Villages – BCs | 34,174 | 15,92,598 | 13,55,591 | -2,37,007 |
| Urban Locations covered through BCs | 447 | 3,58,167 | 3,67,712 | 9,545 |
| Basic Savings Bank Deposit A/c through branches (No. in lakh) | 600 | 2,780 | 2,743 | -37 |
| Basic Savings Bank Deposit A/c through branches (₹ in crore) | 4,400 | 1,35,628 | 1,45,883 | 10,255 |
| Basic Savings Bank Deposit A/c through BCs (No. in lakh) | 130 | 4,274 | 4,458 | 184 | Basic Savings Bank Deposit A/c through BCs (₹ in crore) | 1,100 | 1,36,558 | 1,58,832 | 22,274 |
| BSBDA-Total (No. in lakh) | 730 | 7,054 | 7,201 | 147 |
| BSBDA Total (₹ in crore) | 5,500 | 2,72,186 | 3,04,715 | 32,529 |
| OD facility availed in BSBDAs (No. in lakh) | 2 | 53 | 45 | -8 |
| OD facility availed in BSBDAs (₹ in crore) | 10 | 579 | 548 | -31 |
| KCCs (No. in lakh) | 240 | 507 | 520 | 13 |
| KCCs (₹ in crore) | 1,24,000 | 8,11,906 | 8,85,068 | 73,162 |
| GCC (No. in lakh) | 10 | 55 | 22 | -33 |
| GCC (₹ in crore) | 3,500 | 53,690 | 36,312 | -17,378 |
| ICT-A/Cs-BC Transactions (No. in lakh) | 270 | 27,294 | 29,944 | 2,650 |
| ICT-A/Cs-BC Transactions (₹ in crore) | 700 | 9,86,236 | 10,73,073 | 86,837 |
4 https://rbi.org.in/scripts/BS_PressReleaseDisplay.aspx?prid=60875