Taarangan (July-December 2017) by Sartaj Mohd Shakeel

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Bank of India’s Quarterly House Journal July-December 2017

Star will always Shine...

CONTENT

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42 Credit Management for Learners ................. 10

64 yeQkeÀ Dee@]HeÀ Fbef[³ee keÀer efleceener ie=nHeef$ekeÀe pegueeF&-efomebyej 2017

Bank of India’s Quarterly House Journal July-December 2017

             

Star will always Shine...

Printed, Published and Edited by S M Shakeel on behalf of Bank of India, Published from Head Office : Star House, G-5, 'G' Block, Bandra Kurla Complex, Bandra (E), Mumbai–400 067 and printed at Sap Print Solutions Pvt. Ltd. 28, Lakshmi Industrial Estate, S. N. Path, Lower Parel (W), Mumbai–400 013.

Ÿ¸¸›¸¢¬¸ˆÅ ÷¸›¸¸¨¸ ˆ½Å œÏ¢÷¸ ¬¸ˆÅ¸£¸÷Ÿ¸ˆÅ ´¦«’ˆÅ¸½μ¸ ......... 14 œÏ¸½ ¸½Æ’ ˆÅ›¸½Æ’-¬¸¿œ¸ˆÄÅ ........................................ 16 Connecting Dots .... ....................................20 Compliance of KYC/ AML/CFT Norms ..... 24 ‚¿÷¸££¸«’ïú¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ .......................................27 Is English Eating into Regional languages .. 28 Foundation Day .............................................. 30 Case Study .......................................................32

¬’¸£ ¬¸‰¸ú Æ¥¸¤¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸Â ................................37 ‰¸¸¬¸-‰¸¸¬¸ ......................................................38 œ¸º£¬ˆÅ¸£ ..........................................................41 The Art of Constructive Confrontation ...... 44

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Editorial Board

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ABCI

ž¸¸£÷¸ ¬¸£ˆÅ¸£ ˆÅ¸ „œ¸ÇÅŸ¸ (A Government of India Undertaking) ¤¸¾¿ˆÅ ‚¸Áœ¸ö€ ƒ¿¢”¡¸¸ ˆÅú ¢×ž¸¸«¸ú ¢÷¸Ÿ¸¸íú Š¸¼íœ¸¢°¸ˆÅ¸ A Quarterly Bilingual House Journal of Bank of India

‚¿ˆÅ: ¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Mrityunjay Kumar Gupta

Volume: July-December 2017

General Manager

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Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Shankardas Gupta General Manager

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Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Rajkumar Singh Chouhan General Manager

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¬¸¿œ¸¸™ˆÅ Sartaj Mohd. Shakeel Editor

8 ›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í („î¸£-I/II) .............46 ¡¸º¨¸¸‚¸½¿ Ÿ¸½¿ ¸ ¤ö¸¸ ...................................... 52 ›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸»¨¸Ä) ......................53 ›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸¢© ¸Ÿ¸ I/II) ...........54 ›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (™¢®¸µ¸) ..................58 ›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (Ÿ¸š¡¸) .....................59

15 Travellonge - GENEVA .................... 62

›¸½½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í ( ¸¸.‡¨¸¿Ž.) ..............68 ¬¨¸÷¸¿°¸÷¸¸ ¢™¨¸¬¸ ....................................78 ‚›¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ ...................................89

¬¸¿™½©¸ / Message

œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú Managing Director & Chief Executive Officer At the ground level, there will be no change in normal business activities. You continue your efforts in mobilizing GABHI & low cost deposit, disbursing low capital consuming & low risk advances in RAM (Retail, Agriculture and MSME sectors as well as good rated and well secured other advances, arresting slippages and recovering in NPA accounts, controlling controllable expensed and above all ensuring excellent customer service which is the key to any service industry including Banking.

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Dear colleagues,

t At the outset, let me take this opportunity to wish you and your families a very Happy New Year 2018. May this year bring happiness, success and good health to your lives. I also wish this year to be the TURN AROUND YEAR for our mother institution i.e. Bank of India. The last few years have been very challenging for the Banking Industry and our Bank is no exception. Despite adversities, Bank posted net profits for quarters June 2017 & September 2017 but December 2017 quarter ended with net loss of `2,341.23 crore in view of additional provisioning requirements arising out of RBI inspection of books as of 31.03.2017 and mark to market provision on account of sharp rise in bond yields which affected all Banks. You all are aware that during Q3, Bank was placed under Prompt Corrective Action (PCA) by Reserve Bank of India on the basis of Risk Based Supervision/ Risk Assessment conducted for FY 2016-17. Bank was mandated to classify certain high value accounts (`13,645 crore) as NPAs resulting high increase in Bank’s Gross NPA from `49,307 crore in September 2017 to `64,249 crore in December 2017. However, we have already recovered around `4,750 crore (out of `9,405 crore mandated by RBI) in 20 days’ time and for the rest of the amount Bank has issued notices and may recover balance amount by 31st March 2018. On the positive side, the bank made recoveries of `1,178 crore, up from `898 crore in the year-ago period, while upgrades substantially reduced to `165 crore from `1,510 crore. The ratio of CASA has improved from 39.84% in March, 2017 to 40.36% in December, 2017. The share of RAM Advances (Retail, Agriculture and MSME) increased from

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47.53% in December 2016 to 51.68% in December 2017. We will continue our strategy of rebalancing the asset book in favour of RAM to increase our revenues and profitability.

©¸ºž¸ˆÅ¸Ÿ¸›¸¸‚¸½¿ ¬¸¢í÷¸

With Best Wishes,

You will also appreciate that with appropriate strategy in place, we have accelerated our business developments through initiatives like Project Connect-Sampark, Star Samadhan, Hum Honge Kaamyaab, Star Eklavya, Ghar-Ghar Dastak, Area Managers for quick connect to a cluster of 30 branches, ‘Star Prime’ with dedicated Relationship Managers and Customer Relation Executives and BC based outlets called ‘Star Points’. In addition, Special CASA campaigns ‘Amantran’ are organized with special focus on Government, Business Associates, HNIs & NRIs. To leverage information technology Project Star Mahashakti has been launched with focused approach on customer comforts and to reap maximum benefits of Digi Banking. We are revamping select branches as ‘Star Digi’ branches with high-end digitalized services for tech savvy customers. We are also one of the premier Banks in implementing concept of Digital Village in 325 villages till date. Friends, we are indeed on the right path. Today, all our staff members are totally committed and engaged for quality business development, recovery and cost rationalization measures, not as salaried employees but as owners of the Bank. I would like to commend each one of you for your unstinted efforts, dedication and commitment shown during the last eight to nine months for bringing the Bank to its glory. At the ground level, there will be no change in normal business activities. You continue your efforts in mobilizing GABHI & low cost deposit, disbursing low capital consuming & low risk advances in RAM (Retail, Agriculture and MSME sectors as well as good rated and well secured other advances, arresting slippages and recovering in NPA accounts, controlling controllable expenses and above all ensuring excellent customer service which is the key to any service industry including Banking. At the beginning of the auspicious New Year 2018, let us take a pledge to Re-dedicate ourselves to build our Bank, Re-double our efforts and Re-focus on the above said areas in such a passionate way that our Bank comes out of the PCA at the earliest and Re-write the story Prompt Turn Around (PTA) in this very auspicious year 2018. I also congratulate Editorial Team of our In-House Journal Taarangan for receiving prestigious ‘ABCI Magazine of the Year 2017’ Award along with 6 other category awards and also an International Award at Singapore. Taarangan is one of the effective medium of internal communication in the Bank, which provides opportunity to share your success stories for benefits of all. I am also happy to see your response to the newly created Social Media platform ‘StarParivar@112 Facebook Group exclusively for serving staff members. I urge you to join the group, interact, and act positively and share your knowledge and achievements. Let us take a pledge to reinforce our energies to restore our past glories through qualitative and profitable business mix and out unparalled service quality.

(™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸)

(Dinabandhu Mohapatra)

Taarangan

July-December, 2017

¬¸¿œ¸¸™ˆÅú¡¸ / EDITORIAL

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We are proud to share with you that our strive for excellence has paid us the Highest Reward on 22nd December, 2017 when the prestigious ABCI conferred upon our House Journal 'ABCI Magazine of the Year 2017' award at The Hotel Taj Mahal Place, Mumbai in front of very eminent people across various strata of communications and Banking Fraternity. ˆÅú— ¡¸í ¢›¸¢ä¸÷¸ ³ œ¸ ¬¸½ íŸ¸¸£½ ¢¥¸‡ Š¸¨¸Ä ˆ½Å ®¸µ¸ £í½ ‚¸¾£ ƒ›íÊ íŸ¸ ¤¸íº÷¸ ¢™›¸¸Ê ÷¸ˆÅ ¡¸¸™ £‰¸ÊŠ¸Ê— íŸ¸ ¬¸á™¡¸ ¡¸í œ¸º£¬ˆÅ¸£ ‚œ¸›¸ú Ÿ¸¸÷¸¼ ¬¸¿¬˜¸¸ ‚˜¸¸Ä÷¸Ã ¤¸ÿˆÅ ‚¸ÁûÅ ƒ¿¢”¡¸¸ ˆÅ¸½ ¬¸Ÿ¸¢œ¸Ä÷¸ ˆÅ£÷¸½ íÿ — íŸ¸ ‚œ¸›¸½ ¬¸ž¸ú ¬¸í¡¸¸½Š¸ˆÅ÷¸¸Ä‚¸Ê, ¬’¸ûÅ ¬¸™¬¡¸¸Ê ‚¸¾£ ¬¸¨¸½Ä¸œ¸¢£ íŸ¸¸£½ œ¸¸“ˆÅ¸Ê ˆÅ¸½ á™¡¸ ¬¸½ š¸›¡¸¨¸¸™ ˆÅ£÷¸½ íÿ ¸¸½ ¨¸¸¬÷¸¨¸ Ÿ¸Ê íŸ¸¸£ú œÏ½£µ¸¸ ˆ½Å è¸¸½÷¸ íÿ— ‡ˆÅ ‚ Ž¸ ¬¸Ÿ¸¸ ¸¸£ ¡¸í ž¸ú í¾ ¢ˆÅ ‚¤¸ ÷¸¸£¸¿Š¸µ¸ ¢”¢¨¸ ¸›¸ ˆÅ¸ ›¸¸Ÿ¸ ¤¸™¥¸ˆÅ£ ‚¸¿÷¸¢£ˆÅ ¬¸¿ ¸¸£ ¢¨¸ž¸¸Š¸ (÷¸¸£¸¿Š¸µ¸ ‡¨¸¿ Š¸¼íœ¸¢°¸ˆÅ¸‡¿ ) ¢ˆÅ¡¸¸ Š¸¡¸¸ í¾— ƒ¬¸ˆ½Å ¬¸¸˜¸-¬¸¸˜¸ „ ¸ œÏ¤¸¿š¸›¸ ›¸½ íŸ¸Ê ‚¸¿÷¸¢£ˆÅ ¬¸¿ ¸¸£ ˆ½Å ‚¿÷¸Š¸Ä÷¸ ¤¸ÿˆÅ ˆ½Å ¬¸½¨¸¸£÷¸ ¬’¸ûÅ ¬¸™¬¡¸¸Ê í½÷¸º œÏ¸£¿ž¸ ¢ˆÅ‡ Š¸‡ ¬¸¸½©¸¥¸ ¢Ÿ¸¢”¡¸¸-û½Å¬¸¤¸ºˆÅ Ÿ¸Ê StarParivar@112 ¬¸Ÿ¸»í ˆ½Å ¬¸¿ ¸¸¥¸›¸ ˆÅú Ÿ¸í÷¨¸œ¸»µ¸Ä ¢ ¸ŸŸ¸½¨¸¸£ú ž¸ú ¬¸¸ÿœ¸ú í¾— ƒ¬¸ ¬¸Ÿ¸»í ˆÅ¸½ ž¸ú ‚¸œ¸ˆÅ¸ ž¸£œ¸»£ ¬¸Ÿ¸˜¸Ä›¸ ¢Ÿ¸¥¸¸ í¾— íŸ¸Ê ¥¸Š¸÷¸¸ í¾ ¢ˆÅ ž¸¢¨¸«¡¸ Ÿ¸Ê ¡¸í ¬¸Ÿ¸»í ¢›¸¢ä¸÷¸ ³œ¸ ¬¸½ ‚¸¿÷¸¢£ˆÅ ¬¸¿ ¸¸£ ˆ½Å ‡ˆÅ ¬¸©¸Æ÷¸ Ÿ¸¸š¡¸Ÿ¸ ˆ½Å ³ œ¸ Ÿ¸Ê ¢¨¸ˆÅ¢¬¸÷¸ í¸½Š¸¸— ‚¸œ¸ˆÅ¸Ê ¬¸¸ÿœ¸¸ Š¸¡¸¸ ¡¸í ‚¿ˆÅ ¸¸›¸ˆÅ¸£ú ¬¸½ œ¸¢£œ¸»µ¸Ä ‡¨¸¿ ±¸¸›¸¨¸ÖÄˆÅ ‚¸¥¸½‰¸¸Ê ˆÅ¸ ¢Ÿ¸ªµ¸ í¾— íŸ¸›¸½ Ç½Å¢”’ œ¸£ ¢¨¸©¸½«¸ ²Åœ¸ ¬¸½ ‚¸¥¸½‰¸ œÏˆÅ¸¢©¸÷¸ ¢ˆÅ¡¸¸ í¾ ¢ ¸¬¸¬¸½ íŸ¸¸£½ ›¸‡ Ç½Å¢”’ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅ¸½ ƒ¬¸ ¢¨¸«¸¡¸ ¬¸½ ¬¸¿¤¸¿¢š¸÷¸ ‚÷¡¸¿÷¸ Ÿ¸í÷¨¸œ¸»µ¸Ä ¸¸›¸ˆÅ¸£ú ¢Ÿ¸¥¸½Š¸ú— íŸ¸›¸½ ‚¢š¸ˆÅ÷¸£ „›íú¿ ‚¸¥¸½‰¸¸Ê ˆÅ¸½ œÏˆÅ¸©¸›¸ Ÿ¸Ê ¬˜¸¸›¸ ¢™¡¸¸ í¾ ¸¸½ íŸ¸¸£½ ¬’¸ûÅ ¬¸™¬¡¸¸Ê ˆ½Å ™¾¢›¸ˆÅ ˆÅ¸¡¸¸½ô Ÿ¸Ê ¥¸¸ž¸™¸¡¸ˆÅ í¾— ‚¸œ¸ˆÅ¸½ ¢¨¸¢™÷¸ í¾ ¢ˆÅ ‚œ¸›¸½ ‚÷¡¸¿÷¸ ‚¸½ ¸¬¨¸ú ‚¸¾£ … ¸¸Ä¨¸¸›¸ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ ¬¸úƒÄ‚¸½ ˆ½Å ›¸½÷¸¼÷¨¸ Ÿ¸Ê íŸ¸ ‚¿ ¸¥¸¸Ê Ÿ¸Ê ¤¸íº÷¸ ¬¸¸£ú ˆÅ¸£¸½¤¸¸£ú ¢¨¸ˆÅ¸¬¸ ˆÅú Š¸¢÷¸¢¨¸¢š¸¡¸¸Ê ˆÅ¸ ‚¸¡¸¸½ ¸›¸ ™½‰¸ £í½ íÿ— ‡½¬¸½ ¬¸Ÿ¸¡¸ Ÿ¸Ê œÏ÷¡¸½ˆÅ Š¸¢÷¸¢¨¸¢š¸ ˆÅ¸½ œ¸¢°¸ˆÅ¸ Ÿ¸Ê ¬˜¸¸›¸ ™½›¸¸ íŸ¸½©¸¸ ¸º›¸¸¾÷¸úœ¸»µ¸Ä £í÷¸¸ í¾— ¢ûÅ£ ž¸ú íŸ¸›¸½ œÏ¡¸¸¬¸ ¢ˆÅ¡¸¸ í¾ ¢ˆÅ ‚¢š¸ˆÅ¸¢š¸ˆÅ Š¸¢÷¸¢¨¸¢š¸¡¸¸Ê ˆÅ¸½ ‚¸œ¸ ¬¸ž¸ú ÷¸ˆÅ œ¸íº¿ ¸¸‡¿ ÷¸¸¢ˆÅ ‚¸œ¸ ˆÅ¸£¸½¤¸¸£ ¨¸¼¢Ö ˆ½Å ¢¥¸‡ ¢ˆÅ‡ ¸¸ £í½ ¤¸ÿˆÅ ˆ½Å œÏ¡¸¸¬¸¸Ê ¬¸½ ‚Ô¸÷¸›¸ £íÊ— íŸ¸ ¡¸í ž¸ú ¤¸÷¸¸›¸¸ ¸¸í÷¸½ íÿ ¢ˆÅ ¡¸í ‚¿ˆÅ ™¸½ ¢÷¸Ÿ¸¸¢í¡¸¸Ê ‚˜¸¸Ä÷¸ ¸º¥¸¸ƒÄ-¢¬¸÷¸¿¤¸£-¢™¬¸¿¤¸£ 2017 ˆÅ¸ ¬¸Ÿ¸½¢ˆÅ÷¸ ‚¿ˆÅ í¾— œ¸ õ›¸½ ˆÅ¸ ‚¸›¸¿™ ¥¸Ê ‚¸¾£ ‚œ¸›¸ú œÏ¢÷¸¢ÇÅ¡¸¸ íŸ¸Ê HeadOffice.Taarangan@bankofindia. co.in œ¸£ ¢ž¸ ¸¨¸¸‡¿—

Dear Readers,

Very Happy New Year 2018.

It is always a pleasure to present you the new edition of our In House journal 'Taarangan'. I would like to share that this edition is a special one. It reminds me of the year 2011, when I was entrusted with the responsibility of Editor of this esteemed House Journal by the Management. In my first editorial, I made a commitment to all the Readers that together we will make our House Journal No.1 in the Banking Industry. In the last 7 years, with the support of the Top Management and Editorial Board and the love, contributions and positive feedbacks of staff members and readers, we were able to get 7 International Awards, 50+ National, and other Awards from almost every reputed communication organization across country. You all are witness to the changes; we brought out to our House journal quarter after quarter. We are proud to share with you that our strife for excellence paid us the Highest Reward on 22nd December, 2017 when the prestigious ABCI conferred upon our House Journal 'ABCI Magazine of the Year 2017' award at The Hotel Taj Mahal Palace, Mumbai in front of very eminent people across various strata of Communications and Banking Fraternity. Our Bank also received 6 other awards in various categories. It was indeed a proud moment for all of us and we will cherish it for a long time. We whole-heartedly dedicate this AWARD to our mother institution i.e. Bank of India. We also thank our contributors, staff members and above all THE READERS, who are our real strength behind the curtains. Further, the other good news is renaming of Taarangan Division as Internal Communications Department (Taarangan & House Magazines). In addition, the Top Management also gave us the responsibility of running new internal communication medium on social media i.e. StarParivar@112 Facebook Group for serving staff members. The response to the initiative is very positive and encouraging one, which we believe will develop as a strong medium of internal communications in future. The edition in your hands is full of information and informative articles. We have published special article on credit, which will help our new credit managers in understanding various aspects of credit. We have given space to mostly those articles, which are beneficial for our staff members in their day to day working. You are aware that under the dynamic leadership of our MD & CEO, we are witnessing a lot many business activities happening across Zones. It is always challenging to cover each activity when numerous activities are happening at a very fast pace. However, we have tried our best to cover maximum activities to give all staff members better understanding of our Banks business strategies. We would also like to inform our Readers that this edition is a combined edition for two quarters i.e. July-SeptemberDecember 2017. Enjoy Reading! Send your feedbacks to HeadOffice.Taarangan@ bankofindia.co.in

(¬¸£·¸¸ ¸ Ÿ¸øíŸŸ¸™ ©¸ˆ ú¥¸ Sartaj Mohd. Shakeel)

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Star BOI Team @ Tata Mumbai Marathon

MD & CEO Shri Dinabandhu Mohapatra, EDs Shri Damodharan N, Shri Atanu Das, Senior Executives (GMs & DGMs) and staff participants during the Tata Mumbai Marathon. Tata Mumbai Marathon (previously known as Standard Chartered Mumbai Marathon) is an annual international marathon held in Mumbai, India, on the third Sunday of January every year. It is the largest marathon in Asia as well as the largest mass participation sporting event on the continent. Team Star BOI participated in the event with full fervor and enthusiasm under the dynamic leadership of MD & CEO.

Congratulations MD & CEO Shri Dinabandhu Mohapatra, EDs Shri Damodharan N, Shri Atanu Das, the then GM Shri Kulbhushan Jain & GMs Shri J K Shrivastava, Shri S K Aggrawal, Shri S K Mukherjee & Shri Ajay Kumar Sahoo during the inauguration of Newly constructed Conference Hall named AAROHAN at MDI, Belapur.

Welcome

New General Managers (nov-Jan, 2018)

Shri Mrityunjay Kumar Gupta, General Manager (HR) has been awarded with India’s Best HR Leader in PSUs Award at Asia Pacific HRM Congress held at Bengaluru. Sh Alistair Schofield, Director, Asia Pacific HRM Congress gave away the Award in the presence of Sh M V Taksale, ex-CMD, Central Bank of India in Bengaluru The award is given to those professionals having year after year success record and outstanding contributions in their respective field.

Retired General Managers (nov-Jan, 2018) Shri Ramesh Manohar Kadam Shri Shanker Iyer Shri K V Raghavendra

Shri M N A Ansari

Shri Monoj Das

Best wishes from ‘BOI Parivar’

BOI Parivar wishes both Executives a very Happy, Peaceful, Healthy and Contended Retired Life.

Taarangan

July-December, 2017

AWARDS /achievement

“Taarangan” creates History

Bags the prestigious ABCI ‘Magazine of the Year 2017 Award’

Bank of India has always been amongst Top Performers in the industry and will continue to relentlessly work to sustain its position as one of the Top Brands in Banking Industry. -MD&CEO

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ank’s In-House journal ‘Taarangan’ bags one of the prestigious ‘ABCI Magazine of the Year 2017 Award’ for its House Journal ‘Taarangan’ during glittering 57th Annual Awards Nite held at Hotel Taj Mahal Palace, Mumbai organized by Association of Business Communicators of India (ABCI). Our Bank was also awarded with ‘Gold Prize’ for its Corporate Hindi Magazine ‘BOI Vaarta’ along with five other category awards including one for its Corporate Film. Our Bank wrapped this award in competition with 62 Big Brands including Reserve Bank of India, all Public and

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Pvt. Sector Banks, other Central Govt. Undertaking viz IOC, ONGC, LIC and Pvt. Sector Organization viz GVK Power, Glenmark Pharm, Mahindra & Mahindra, Tata Power Company, L&T, Adani Enterprises Ltd., Maxposure, Marshmallow etc. GM (HR) & Chairman (Editorial Board) Shri Mrityunjay Gupta & Editor Sartaj M Shakeel received the award on behalf of Bank along with Zonal Manager (Mumbai) Shri Vivek Wahi & CM (Pub.) Shri Sanjay Banerjee at the hands of CMD ECGC Ltd. Govt. of India Smt. Geetha Mularidhar, President (ABCI) Shri Yogesh Joshi other dignitaries present on the Dias. MD&CEO Shri Dinabandhu Mohapatra, EDs Shri Damodharan Neelam, Shri Atanu Das, Shri C G Chaitnaya, Editorial Board Chairman Shri Mrityunjay Kumar Gupta appreciated the achievement of Taarangan. Our In-House Journal is smooth multidimensional channel of communication in our Bank as it acts as glue that binds employees to the business growth of bank. It has always created an excitement and deep interest when a new issue with a different theme reaches to the staff. It has blend of all the colors, which is successfully reflecting BOI Parivaar in its totality. Taarangan

is reader friendly, soothing to the eyes and interesting. The color palette of the magazine is very trendy. Since every staff is usually interested in knowing about the bank’s employees and its activities, a House Journal is certainly a big hit because for any organization the most important relationships are those with employees at all levels. “Taarangan” House journal is widely read by the staff including the retired staff of Bank of

India. The stories shared by staff helps in motivating and inspiring other staff members in personal and business growth of the bank. Reacting on the achievement Shri Dinabandhu Mohapatra, MD & CEO said, “Bank of India has always been amongst Top Performers in the industry and will continue to relentlessly work to sustain its position as one of the Top Brands in Banking Industry.” “Taarangan” is close to the hearts and minds of each employee of our bank as it plays a vital role in developing connectedness and belongings towards the institution. One of the best things about our House Journal is that it has always accepted change with open mind and welcome the ideas and feedbacks of its Readers. It has always received full support and has been able to touch the new heights of success in each decade with a new freshness. “Taarangan” today consistently

motivates all our employees as all are geographically scattered. It creates a feeling of belongingness, ownership among them, as they can see how their work plays an integral role in the ultimate success of the Bank. A house journal “Taarangan” being a well planned publication is being used in situations like organization change or turnarounds require continuous efforts in order to facilitate the change and ensure smooth sailing of the bank. One of the follower of our House Journal from NBG (Central) Shri Vinod Dixit expressed his feelings with full of emotions. He said that for more than 50 years, our in-house journal “Taarangan” has been playing a significant role of internal communication in the Bank. “Taarangan” has today provided the enjoyment of listening and seeing things happening before our eyes & has brought to the notice of all BOI staff. Today “Taarangan” is not just In-House journal for BOI staff but it has become a part of their family. The role of “Taarangan” is now multifaceted-from being a mouthpiece of management, a platform for sharing views, news and opinion, a tool to disseminate detailed information to each & every vibrant force of Bank of India. Taarangan has been awarded seven International Awards and crossed the mark of 50+ National and other Awards till now. - Editor

Taarangan

July-December, 2017

banking plus

Credit Management for Learners Indian Banking Industry is saddled with burgeoning NPAs for various external factors beyond control of banks (business failure, diversion of funds, highly leveraged borrowers, recession, input/ power shortage, changes in Govt. policies, exchange rate fluctuations, wilful defaults, etc.) and internal factors within control of banks (skill gap due to large scale superannuation of experienced employees/ fresh recruitments without adequate training, slackness in credit management, lax monitoring of credit & failure to recognize early warnings signals, etc.). This article covering all aspects of lending, with practical tips, is targeted to obviate the gaps in internal factors which will benefit all segments of bankers.

RE-APPRAISAL STAGE Qualitative credit appraisal envisages right selection of borrower & assessment of need-based credit needs. It commences with credit investigation to know about 5 “C”s (Character, Capacity, Capital, Collateral, Case History) of applicant. It is important to have proper due diligence by collecting related documents & having personal interaction directly with promoters/ authorized representatives, to elicit information on current/ proposed activities, overview of financial position, major suppliers/ buyers, etc. depending on nature of credit requirement. The following steps / documents, particularly for high value advances, will facilitate to proceed in a structured way of appraisal1. Reference to Bank’s Credit Policy & subsequent circulars: It should be the first & foremost step to verify whether the Bank’s latest policy guidelines permit financing of activities sought to be financed.

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2. RBI Master Circular on Loans & Advances - Statutory & Other Restrictions: The circular available on www.rbi.org. in provides framework of regulations/ instructions for banks to follow. 3. Personal Visit: To borrower’s place of manufacturing / business activity facilitates getting first-hand information about processes/ activities & to collect useful information from the key persons. 4. Discreet enquiries: From existing bankers, business associates/ competitors, bank’s existing customers connected with similar lines of business, information available in public domain (web search), etc. 5. Market Research: About products being dealt with by applicant, coupled with government policies will enable to take judicious decision. 6. Small Borrowers: Ensure that applicant resides/undertakes activity within area of branch operation & make discreet enquiries

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from local residents/nearby shops about his financial standing/ reputation 7. Check-List of Documents: For sake of good order, it is advisable to act fast & to handover (against acknowledgment) check-list of documents to be submitted by applicant to avoid any possible grievances arising out of delayed decision. Some indicative documents area) Application in Bank’s Prescribed Form: Duly filled & signed by authorized person/s, for better understanding of client’s financial requirements & expeditious processing. b) KYC Check: Permitted documents relating to Proof of Identity, Residence, Business Address, PAN, Aadhaar, etc. c) Financial Statements (Applicant & Allied Concerns): For last 3 years & completed quarters of current FY): Audited F/S (Annual Report, Directors’ Report, Audit Report, Cash Flow, Tax Audit Report & all Annexures) needed, if business sales/ turnover exceeds

`Cr in any FY (not exceeding `2 Cr. if opted for Presumptive Taxation Scheme u/s 44AD) & professionals having gross receipts exceeding `50 Lakhs. d) Legal Documents (Firm: Partnership Deed & Certificate of Registration; Company: Articles & Memorandum of Association, Certificate of Incorporation, Certificate of Commencement of Business (Public Limited Company), Search Report on subsisting charges on assets & status of Directors on Board, Trusts: Trust Deed, Cooperative Societies: Bye-laws, Permission from Registrar of Co-operative Societies for borrowings.) e) Authorisations: Business Registrations (TAN, GSTIN, IEC, Shop & Establishment Act, etc.), Licences/Permissions/ Clearances from Local/ Statutory Authorities. f) Returns & Assessment Orders: ITAO for insight into assesse's credit worthiness; VAT/GST Returns for business turnover & whether firm is over-trading or within available resources or entirely on borrowed funds; & WTAO indicates net worth & liquid sources available. g) Municipality Register: To get idea of property owned, Rental Values & House Tax payable. h) Electricity Bills: To get estimates of level of operation / production in relation to power consumption and timely settlement of bills. i) Asset Liability or Net-Worth Statement: To assess credit worthiness of borrower/ directors/ partners/ guarantors, preferably with documentary proof & authenticated by CA. It is necessary to personally verify assets disclosed in statement & assess their value. j) Statement of existing accounts with other banks: To study trend of operations. k) CMA Data (for Working Capital Limits): It contains analysis of financials for previous 3 years & projections for next 2 years to assess MPBF. Any abnormal trend in projections needs to be questioned before acceptance. l) Project Report (for Term Loan): It contains details of machineries, price, suppliers, specifications, installed capacity, capacity utilization etc. with financial projections. It is advisable to independently verify quotations of fixed assets and get details of sources of promoter’s contribution for meeting gap. m) Salary Certificate: For latest month with full details of earnings & deductions, where loan is sought by salaried person. It should be ensured that photo copies of all documents obtained are signed by

authorized person of applicant & later attested by branch officials by verifying with originals. 8. Defaulters Lists: Check names of applicant/ directors/ partners/ guarantors from latest lists published by RBI (Suit-filed/ Non-suit Filed/ Wilful Defaulters), ECGC (Specific Approval), etc. 9. Credit Information Reports: Extract Reports (Personal/ Commercial) from Credit Information Agency (CIBIL/ Equifax/ Experian/ CRIF High Mark) having tie-up with bank, to understand credit history of applicant firm & its promoters/ owners. 10. Confidential opinion: From existing Bankers of applicant. 11. CERSAI Search: Check details of existing charges, if any, on immovable property & movable assets (like stocks & book debts) offered as security, from CERSAI database. 12. MCA Search: For Company/LLP, check (from www.mca.gov.in) Master Data, details of existing charges, other companies in which directors are on board. Download company’s B/S & Annual Returns for 3 years & compare details with financials received with proposal. 13. Legal Search of Property offered as Security: It is obtained from advocate on Bank’s Panel, generally after in-principle sanction, based on scrutiny of original title deeds. It should specify documents scrutinised, description of property, encumbrances of last 13 years, flow of title for 25 years, status of marketability & suitability for mortgage (including type of mortgage). 14. Valuation of Property offered as Security: Obtained from Valuer on Bank’s Panel generally after in-principle sanction, based on assessment during personal visit. It specifies description of property with boundaries, status of construction/occupation, purchase price, market value & distress sale value. Ideally, distress sale value should be considered for financing. Branch officials should personally visit property, make discreet enquiries of ownership, possession, marketability & valuation. 15. Credit Risk Ratings: Carry out applicant’s Internal Credit Risk Rating as per Bank’s guidelines & obtain External Risk Rating by any approved agency (CRISIL, ICRA, CARE, SMERA, Fitch India or Brickwork Ratings), if available & map with Bank’s threshold limits. Proposals with rating above Minimum Score/ Hurdle Rate are normally sanctioned.

APPRAISAL STAGE 1. Analysis of Financial Statements: Most banks have acquired tools for analysis of financials & to arrive at various ratios. Banks reclassify certain items of assets & liabilities appearing in Company’s B/S based on their nature & repayment/ realisation period. Compare results with Bank’s acceptable parameters. Match loans in B/S with CIC Report & check adverse remarks in Audit Report or Annexures. 2. Assessment of Working Capital: Common methods are Operating Cycle Method, Turnover Method, EWCL/MPBF Method, Drawing Power Method & Cash Budget Method. Choose method as per Bank’s Credit Policy. The assessed WC limits are bifurcated into Fund based (OD/ CC/ Bills Discounting/ Negotiating, etc.) & Non-Fund based (BG, LC, etc.) limits. 3. Term Loans: Repayment schedule, sometimes with initial moratorium followed by fixed or ballooning instalment, is fixed based on projected cash flows of borrower. DPG facility can be sanctioned for purchase of heavy machinery/ equipment. 4. Schematic Lending: Follow the norms prescribed by the Bank for assessment of loan. 5. Terms & Conditions: Should be discussed with applicant at appraisal stage to avoid delay in release of sanctioned facilities. 6. Personal Guarantee of Owners of Properties offered as Security: It must be ensured that personal guarantee of owners of movable/ immovable property offered as security is insisted. 7. Due Diligence Report: Obtain from empanelled CA/CS (if required under Bank’s Policy) on Financials, ROC Charges, IT Returns & seek clarifications from applicant for any adverse remarks. 8. Exposure Norms: Follow the per party / group exposure limits prescribed by Bank while sanctioning / recommending credit proposals. 9. Sanction of Proposal: Bank delegates different levels of sanctioning powers to various Credit Approval Committees / functionaries for loans & advances. The appraised proposal duly recommended must be referred to appropriate sanctioning authority. Never split the credit requirement into multiple transactions to avoid reference to higher authorities for sanction. 10. Sanction Letter: It should explicitly have details of credit facilities sanctioned, margin, rate of interest, securities/ charges, personal guarantees, repayment clauses, pre-release & post-release terms of sanction.

Taarangan

July-December, 2017 11

POST SANCTION STAGE 1. Communication of Sanction to Applicant: Sanction Letter prepared in duplicate should be sent to applicant & one copy duly signed by authorised signatory confirming acceptance of terms of sanction must be taken back, before release of any sanctioned facility. If any modification in terms of sanction is sought by Applicant, it should be referred to Sanctioned Authority, before release of credit facilities. 2. Documentation: Credit facilities should be released after prescribed documents are filled-in, stamped (as per State/ Central Stamp Act), executed, charges/ mortgage created & pre-release sanction terms are fully complied with. It should be followed by obtaining Legal Compliance & Due Diligence Certificate as per Bank’s norms. It is equally important to comply with post-release terms of sanction. Any laxity may cause irreparable damage in the event of loan going bad at later date. 3. Documentation for Consortium Advances: Original set of documents is obtained by Consortium Leader & inter-se agreement is signed between all consortium members. It should be ensured that set of executed documents are obtained from Consortium leader with certificate confirming holding of original documents /securities in custody on behalf of all consortium members. If S/L permits release of credit facilities against individual documents pending joint documentation, branch must first obtain NOC/ Letter ceding pari-passu charge on primary & collateral securities, from other participating lenders. 4. Creation of Charges: All charges on assets financed/taken as security must be created through Mortgage, Assignment, Pledge, CERSAI, MCA, RTO, etc. within time-frame, as per terms of sanction. It should be ensured that mortgagor’s signatures are never obtained in UREM Register. 5. Insurance: Arrange comprehensive insurance for full value of assets (not loan amount) with Bank Clause, through approved Insurance Company. 6. Personal Visit: It is desirable to visit place of manufacturing / business activity before release of credit facilities to have an assessment of stocks/ machinery position & working of the unit. 7. Disbursement of Term Loan: After collecting margin money upfront from borrower (or collecting original receipt of advance payment made & seeking independent confirmation from supplier), loan proceeds

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be remitted directly to supplier with covering letter specifying purpose of remittance, getting Bank’s charge noted in invoice & ensuring end-use. Payment should not be routed through Current/ CC account of borrower, unless specifically permitted in sanction letter. Where Term Loan is to be released in stages, further releases should be made after verifying physical progress in implementation of project, supported by certificate from CA / Lender’s Engineer (as the case may be). 8. Disbursement of Working Capital: Where Term Loan & WC are sanctioned for implementation of project, WC should be extended as per terms of sanction or after getting prior approval of competent authority. It is pertinent that withdrawals from WC limits are closely monitored for genuine trade transactions & any payments to Associate/ Group Concerns, Directors, Partners should be permitted only for genuine reasons. 9. Borrower’s Master Profile for limits of ` 1 Crore & above: This would contain details of facilities sanctioned, key persons with contact numbers/ e-mail ID, date of documents, share of all lenders in case of consortium advances, financial highlights, insurance policies, creation of charges, stock audit, internal/ external ratings, audit comments & rectification, receipt of periodical statements/ conduct of inspection (stocks & book-debts, immovable property, machinery, vehicles, QIS Returns, Audited B/S, etc.), month-wise Drawing Power, etc. Each such profile should enable recordings for 3-5 years for close monitoring of high value advances. 10. Follow-up Sheets for Small Borrowers: This would contain details of facilities sanctioned, business/ residential address, contact numbers/ e-mail ID, date of documents, security details, insurance policies, receipt of periodical statements/conduct of inspection of stocks & book-debts, immovable property, machinery, vehicles, etc. 11. Maintenance of Registers: For recording month-wise details of (a) Limits Released (To monitor due dates for renewal), (b) Loans Released (To monitor due dates for obtaining Acknowledgment of Debt), (c) Insurance (for annual renewal), (d) LIC Policies assigned (for due dates of premium / refunds), (e) Other securities like NSCs etc. (for maturity dates of refunds). Monitoring Stage 1. Periodical Inspection of Securities: As far as possible, visit borrower’s business place without pre-intimation to get realistic assessment of manufacturing / business activity.

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During such visits, discuss with key persons/ workers to get broad idea about manufacturing processes, major suppliers / buyers, power/ labour conditions; besides sample check of stocks, books of accounts, payment of statutory dues, to detect warning signal, if any. Remember to prepare Inspection Report after every such Visit, which will be useful tool for monitoring of account. 2. Periodical Statements: Stocks & Bookdebts statement should not be restricted for calculation of monthly Drawing Power. Its timely review facilitates detection of early warning signals, like over/ under operations vis-a vis sales & purchases, slow moving stocks, book-debts of longer durations, exceeding in accounts, etc. Similarly, statements like QIS Forms I & II, etc. are useful tools to monitor the accounts. 3. Follow up for overdues: It is easier to pay/ recover overdues in soft buckets to keep account in good health. Daily monitoring of exceptional reports facilitates targeting such accounts to prevent slippages. 4. Periodical / Annual Review: Working Capital limits are generally valid for one year and are subject to levy of penal interest/ classification as NPA for non-renewal, besides depriving borrower to seek need based limits at annual renewal. Depending on level of sanctioning authority & estimated time required for collecting renewal documents from borrower, branch appraisal and sanction, borrower should be informed well in advance for submission of renewal proposal. 5. Revival of Documents: The validity of all loan documents is governed by “The Limitation Act,1963”, which broadly prescribes limitation period of 3 years, unless the validity is extended by way of obtaining Acknowledgement of Debt (AOD) before expiration of prescribed period. A fresh period of limitation is computed from the time of signing of AOD. The period of limitation for various types of suits & time from which period begins to run has been fully described in “The Schedule” to the Act. 5) Slippages to NPAs: RBI’s Master Circular in www.rbi.org.in provides detailed guidelines on Prudential Norms on Income Recognition, Asset Classification & Provisioning pertaining to Advances. An asset (Loan) becomes nonperforming when it ceases to generate income for Bank. Broadly, overdue (interest and/ or instalment of principal) for more than 90 days is criteria for determination of NPA status of loans & advances, whereas concept of crop season is applicable for short/ long duration crops. Asset Classification is done borrower-

Foundation Day 2017 at Shanmukhananda Hall, Mumbai - Highlights

wise & not facility-wise. NPAs are classified into Sub-Standard Assets (NPA for less than or equal to 12 months), Doubtful Assets (SSA for 12 months) & Loss Assets (Loss identified by Bank or Internal/ External Auditors or RBI Inspection, but amount not written off wholly). Double Impact of NPAs on Bank’s Financials: 1. Bank reverses unrealised interest / other income charged earlier & stops further application of interest, except on advances against TDs, NSCs, IVPs, KVPs & LIPs, if adequate margin is available in account. 2. Bank makes provisions on SSA (Secured @15% & Unsecured @25% of outstanding), DA (100% on Unsecured, 25% upto one year, 40% for 1-3 years & 100% on over 3 years) & LA @100% of outstanding. Recovery Measures The best recourse to improve Bank’s bottom-

line is to promptly & vigorously target the delinquent accounts in soft buckets and NPAs in SSA category, though personal contacts and registered/ legal notices. If arrears of interest & principal are paid by borrower in NPA, it gets classified as ‘Standard’ account. Monitoring of NPAs above certain threshold could be entrusted to officials in administrative offices, so as to prevent further slippages and to make concerted efforts for recovery through recovery agents, legal recourse or settlement. Major channels of recovery are (1) Holding of Recovery Camps, (2) Preference of CGTMSE/ ECGC Claims, (3) Seeking help of employers in case of loans to salaried employees, (4) Attachment Disposal of Mortgaged/ Assigned/ Pledged/Hypothecated Securities through legal means, (5) Invoking provisions of SARFAESI Act (6) Lok Adalats, (7) Compromise Proposals, (8) One Time Settlement, (9) Filing of suits in

Civil Courts/ Debt Recovery Tribunals, (10) Resolution under Insolvency and Bankruptcy Code, 2016 (IBC). Conclusion Government of India and Reserve Bank of India have initiated several steps to support the banks in their endeavour to contain particularly the high value NPAs. Lending and slippages are bound to move together but the need of the hour for the Banks is to strengthen their pre-sanction appraisal and monitoring mechanism by bridging the skill gaps amongst its manpower.

Taarangan

Surinder Kumar Dhingra Internal Ombudsman

July-December, 2017 13

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Taarangan

July-December, 2017 17

project connect-sampark

Visit of MD & CEO, executive director in

NBG Central (Ahmedabad) Retail Expo was inaugurated at Panchvati Branch, Ahmedabad Zone by our MD & CEO and ED Shri Damodharan Neelam where participation from Maruti Nexa, Hyundai, Eicher Motors, 4 projects by different builders, 2 SME stalls, third party stalls of SUDLIFE and BOI AXA were witnessed.

he visit of our respected MD & CEO Shri Dinabandhu Mohapatra, ED Shri Neelam Damodharan and galaxy of GMs from Head Office in Ahmedabad on 1st & 2nd December, 2017 has inspired & motivated the entire workforce of NBG-Central and Ahmedabad Zone. Traditional welcome was extended to MD & CEO on his maiden visit to Ahmedabad. It has really empowered the employees irrespective of cadres a lot. Retail Expo was inaugurated at Panchvati Branch, Ahmedabad Zone by our MD & CEO and ED where participation from Maruti Nexa, Hyundai, Eicher Motors, 4 projects by different builders, 2 SME stalls, third party stalls of SUDLIFE and BOI AXA were witnessed. Mega Ghar Ghar Dastak was arranged at

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Panchvati Br, Ahmedabad Zone, where 115 sanction l e t t e r s amounting ` 221 Crs. of various credit facilities were handed over by MD & CEO Dinabandhu Mohapatra and Executive Director N e e l a m Damodharan. Blue and white balloons were released by all the executives making the sky turn in BOI colors. Town Hall Meeting was addressed by MD & CEO Dinabandhu Mohapatra

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and Executive Director Neelam Damodharan. Galaxy of GMs of different verticals from HO had one to one meeting with Star Prime Customers at NBG (Central). The event made a record gathering of more than 550 employees in Town Hall Meeting.

business development programme

All Staff members of Ahmedabad Zone, BOI Officers Association, BOI Employees Staff Union and BOI SC/ ST & OBC Association deserves KUDOS for making Mega Ghar Ghar Dastak & TOWN HALL MEETING a grand success during the visit of our respected MD & CEO & ED. Maximum number of lady staff members attended Town Hall meeting till last hour besides their busy schedule. The ideas and suggestions by MD & CEO & ED contributed immensely to entire vibrant staff in Ahmedabad Zone. In fact the visit of MD & CEO, ED & Galaxy of GMs was a compliment to everyone in NBG-Central. Review with 44 (24 STAR GAME CHANGERS and 20 TOP Scale IV Brs of Ahmedabad Zone) were reviewed.

Review Meeting was chaired by MD & CEO. Shri D. P. Sharma – GM, NBG-Central delivered welcome note and invited GM Planning to conduct meeting. GMs from all verticals expressed their expectations & concern. MD & CEO asked to form 3 groups of AGM branch heads and 2 groups of CM branch heads where discussion took place as to how their performance could be improved in CASA, Credit and NPA and what support they need from HO. All groups had good deliberations. MD & CEO & ED also met potential/ valued customers and MDAs and discussed in length. MD & CEO, ED & all GMs have appreciated the gusto and enthusiasm of all staff members of Ahmedabad

Let’s all be a part of Performing Team. Let’s all pledge to contribute for growth of BOI. Let’s bring inclusive growth. Let’s be number one again. Let’s make it happen. Count down begins... zone. It was really grand show and MD & CEO & ED both have very much appreciated the way NBG-Central & Ahmedabad Zone arranged things. With lot of motivation from Top Management from and NBG-Central GM Shri D. P. Sharma all the vibrant commandos of NBG-Central and Ahmedabad Zone were fully energized. All were fully charged and inspired by the vision and guidance of corporate leadership.

Vinod C Dixit

NBG-Central (Ahmedabad)

Taarangan

July-December, 2017 19

project connect-sampark

CONNECTING DOTS....

ank continued its efforts for Business Development under Project Connect. MD&CEO Shri Dinabandhu Mohapatra leading from front with EDs Shri Damodharan Neelam, Shri Atanu Das & Shri C G Chaitnaya, Team of General Managers visited Ranchi, Kolkata, Pune, New Delhi and Mumbai. During the visits the focus was to connect the dots. The visit consists of Town Hall meetings with Staff, Special Customer Meetings, Retail Expo, Reveiw of Scale IV & V Branches and above all Mega Ghar Ghar Dastak. The visits were aimed to boost the moral of the staff, infusing confidence in them to regain the momentum of growth in the Bank. Every Zone made an extraordinary effort to make these campaigns successful, which was highly appreciated by everyone. During the period, Star performers under various campaigns in the Bank were rewarded; Customers were greeted and felicitated at every Zone. The Top Executives also visited Branches and interacted with the staff and customers. The initiative has been welcomed by each member and has been very successful so far. The initiative has definitely energised the Staff members to perform better in coming days to turn around the Bank performance and regain its glory. STAR TO SHINE AGAIN.

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business development programme

Felicitation of Valued Customer under Ghar Wapasi

MUMBAI NORTH ZONE

Felicitation of Valued Customer under Ghar Wapasi

Distribution of Retail Loans

Address by ED Shri Damodharan at Customer meet.

Valued Customers during the meet.

Team Mumbai North Zone with Top Executives

Taarangan

July-December, 2017 21

project connect-sampark

Ranchi

pune

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business development programme

KOLKATA

NEW DELHI

Taarangan

July-December, 2017 23

Knowledge plus

Compliance of KYC/AML/CFT Norms Banking is basically dealing with customers and evolving relationship with them since on-boarding to further course of journey as they operate upon their accounts with us.

he regulatory prescriptions by RBI on the subject warrant Basic Due Diligence (BDD) at the time of on boarding of the customer, Customer Due Diligence (CDD) as per profile of the customer and Enhanced Due Diligence (EDD) at subsequent stages during the course of operations / transactions in the account. Customer Acceptance, Risk Categorisation, Customer Identification Procedure and Transaction Monitoring are basic elements around which banker customer relationship revolves. KYC prescriptions by Regulators are the guiding principles in the subject for our

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enactments. Accordingly, regulatory guidelines advised by way of directions are needed to be implemented in the spirit behind these norms / standards. The adoption of the Best Practices and ethical way of execution in this regard prohibit the customers to use our banking platform for any of their wrong / illegal motive simultaneously prevent our organisation towards any kind of loss i.e. financial, operational, reputational, regulatory impositions or penalties. In practice, we initiate cure, correction and control in our day to day life after facing the incident, simultaneously,

it is well experienced and accepted practice i.e. “Prevention is better than cure”. It is essential for the Financial Institutions irrespective of their scale of operations to evolve processes for identification of risks on perennial basis and accordingly put in place technique/ processes to mitigate the same. Industry wide perception clearly narrates about the accounts in which frauds or money laundering has been traced, such accounts have been either KYC noncompliant or partially compliant. Regulators and recognised Banking reform forums have suggested Institutions to put in place THREE

Risk Category

Lines of Defence on the subject, which helps in having proper vigil and evolving culture towards ensuring overall

Validity Period by which Re-KYC exercise needed

LOW

10 Years

MEDIUM

8 Years

HIGH

2 Years

towards Customer Profile. The profile includes whereabouts, activity – mainly business or occupation and estimates about level of operations in the account / turnovers. The basic due diligence (BDD) at this stage must be done for – Identity and Address of the customer as an individual supported with proof vide KYC documents presently known as Officially Valid Documents (OVDs), Recent Photograph of the individual customer, Customers’ Financials as warranted while discussing about profile, Further, as per profile of the customers we must advise them about requisite set of documents applicable to the individual / legal entity. Risk categorisation Risk profiling and assigning risk category at initial stage and review on half-yearly basis has been guided by the regulators

Culture evolves for cultivation of Minds ↓ 1st line of defence Frontline staff, Mainly deals business Instil by persistent guidance, instructions

Faculties Measures ↓ ↓ 2nd line of defence 3rd line of defence Supervisory staff- Audit (Internal), Concurcontrols, Risk Mitigation rent audit Attitude towards execuCarrying out granular tion of control measures checking as per laid down in its spirit frequency, Oversight

compliancesFramework for all the elements is devised through KYC AML CFT policy of Reporting Entity (RE), likewise our Bank’s Policy has formulated the policy addressing each component as under:Customer Acceptance Interaction of our field level functionary with customer at the time of on-boarding and brief discussion \ interaction felicitates about our understanding

coupled with Re-KYC exercise as per stipulated frequencies. Brief about Risk categories isFew essentials about Risk Profiling i.e. Customer Profile Sheet are: • Needs to completed by the staff only by seeking requisite information with the customer • Assigning the risk category as per guidelines and should never be disclosed to the customer

Process

Remarks

Re KYC by obtaining fresh set of OVDs vide BDD and EDD

Customer Profile Sheet is to be completed fresh while exercising Re KYC

• Risk category to be marked in system for further internal measures • The Risk categorisation help us in identifying the customer and advising them to provide requisite set of KYCs/OVDs for entering into customer relationship. Customer Identification Procedure: It defines variant set of KYCs / OVDs applicable as per constitution of the customer. While completing the above said elements as per regulatory prescriptions, the next important domain opens which is known as “Transaction Monitoring”, it is perennial exercise to be undertaken till customer maintains account with us. Further, as we envisage that having complied with the regulatory prescriptions in the true spirit, these procedures minimise the chances of any type of miscreation, money laundering or fraud. The proper KYC compliance paves way for preventing banks with fake accounts. The golden rule is the clear understanding of the subject and ensuring compliance of given directions / guidelines at every level of the organisation. Regular learning process through desired vigil and ready reckoners are essential components in the journey. “System Induced Controls accelerate ROBUST VIGILANCE”

Arvind Verma

General Manager Compliance, Fraud Risk Management

Taarangan

July-December, 2017 25

Special Activity

Town Hall Meeting for Govt. Social Security Schemes by New Delhi Zone

ew Delhi Zone organized a special Town hall meeting for New Delhi district at Shiv Mandir Dharamshala in coordination with Canara Bank, Lead Bank, New Delhi District for spreading awareness on Pradhan Mantri Mudra Yojna, Stand up India and various other Govt. Social Security Schemes. Shri Dharmender Kumar, Additional District Magistrate, New Delhi Distt. was the chief guest and Shri Bharat Bhushan Wadhwa DM, SLBC, graced the function. Mrs. Binata Sengupta, Zonal Manager New Delhi Zone and Mr. Rajinder Pershad, Deputy General Manager our Bank were also present in the meeting. Canara Bank, Punjab National Bank, Bank of Maharastra, Bank of Baroda, Federal Bank, Vijaya Bank, Allahabad Bank, State Bank of India, Punjab & Sind Bank, J & K Bank, SIDBI, Syndicate Bank, HDFC Bank, South Indian Bank & Central Bank of India had put their stalls and displayed banners on PMMY, Stand up India, Digital Apps. and various other Govt. Social Security Schemes . Shri Rajinder Pershad, DGM welcomed Additional District Magistrate, DM-SLBC, LDM, Representatives of all the Banks, PMMY beneficiaries and customers of various Banks. Shri Dharmender Kumar, ADM in his key note address, appreciated the efforts of Bank of India and Lead Bank in organizing the town hall meeting in a nice manner and advised all the Banks to lend more and more loans under MUDRA scheme as neither any guarantor nor any security is required which will help not only to uplift the society but also generate employment opportunity for others. He also advised the customers for timely repayment of loans and makes their track record good to get enhanced quantum of loan in future after closure of existing loan, for growth of their business. He further appreciated the efforts of the Bank for attracting a large number of people to the camp. DGM Shri Rajinder Pershad urged the representatives of all Banks to enhance awareness on PMMY, Stand up India and other Govt. Social Security Schemes and increase financing under such schemes. Shri Bharat Bhushan Wadhwa DM, SLBC, appealed to all the customers, Bankers to spread this awareness among all the people in the society. 58 sanction letters of various Banks under Mudra loan for ` 124.52 lacs were also distributed to PMMY beneficiaries by ADM, DM-SLBC, LDM and top executives of our Bank. ADM Shri Dharmender Kumar appreciated our Bank for successfully conducting meeting. During the event various Govt. schemes were displayed through Nukkad Natak, Short film on LED screen and stalls put up by various Banks. Vote of thanks was extended by Zonal Manager, New Delhi Zone Smt. Binata Sengupta.

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‚¿÷¸££¸«’ïú¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ /INTERNATIONAL ACTIVITIES

MD & CEO, Shri Dinabandhu Mohapatra along with the then CE-Europe Center Shri Sanjay Pawar and London Center IBOs at London Branch.

Chairman Shri G Padmanabhan being welcome by one of the staff member at Singapore Branch in presence of the then Chief Executive and at present ED Shri C G Chaitanya, and Deputy Chief Executive Dr. O P Lal.

Blood Donation Camp Organized by BOIUL (Uganda). GM, HO Shri Vishwanath Gunta, MD BOI-Tanzania Shri Sanjib Sarkar other IBOs during Management Audit of BOI-Tanzania.

CE US Centre Shri Sunil Sharma, CMO Mr. Edwin Rivas, VP (Operations) Mr. Chiranjiva Singh, India Based Officers & Staff members at New York Branch on the occasion of Navaratri.

¤¸¢Ÿ¸ôíŸ¸ ©¸¸‰¸¸, ¡¸».ˆ½Å. Ÿ¸Ê ¬’¸ûöÅ ¬¸™¬¡¸¸Ê ‡¨¸¿ „›¸ˆ½Å œ¸¢£ ¸›¸¸Ê ˆ½Å ¬¸¸˜¸ ‚œ¸›¸½ ¤¸ÿˆÅ ˆÅú „÷¸£¸½î¸£ œÏŠ¸¢÷¸ ÷¸˜¸¸ ¤¸ÿˆÅ ˆÅ¢Ÿ¸Ä¡¸¸Ê ˆÅú ¬¸œ¸¢£¨¸¸£ Ÿ¸¿Š¸¥¸ ˆÅ¸Ÿ¸›¸¸˜¸Ä ©¸¸‰¸¸ œ¸¢£¬¸£ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ Ÿ¸í¸¥¸®Ÿ¸ú œ¸» ¸¸ ˆ½Å ‚¨¸¬¸£ œ¸£ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

(L-R) Mr. Tapana Patro, Mr. Sanjay Sinha, Mr. Subiman Roy, Mr. Vikram Purohit, Mr. Sunil Sharma (Chief Executive), Mr. Chiranjiva Singh (Vice President Operations), Mr. Vinod Arvadiya, Mr. Sonu, Mr. Chetan Acharya, Mrs. Venkatachalam Jyothi (Vice President - Comptroller & RMD), Mr. Abhijit Kumar, Mr. Maharshi Putta during the event of 72nd United Nation General Assembly at the United Nations Headquarters at New York.

Taarangan

July-December, 2017 27

Analysis

Kranti Nautiyal

English

Now if we look towards future, the trends captured in the ‘2016’ indicate that regional languages are being badly hit by English, whereas there’s no such impact on Hindi or its family languages.

Head Office

Eating into

Regional languages

t starts with that fine morning; I strolled out of ‘CSMI Airport Mumbai’ and hired a taxi to ‘Airoli, New Bombay’. A gentleman opens the car door with a warm greeting: ‘Aiye sahib! (Welcome sir!)’. I thanked him and quickly slipped inside. I was expecting something like ‘Airoli Jana mangata hai kya?’ or something of that sort in Marathi dialect, as this is what we have heard about Mumbai since birth. Such a narrative is created in our minds that all the hell breaks loose due to lingual constraints in Mumbai; but to my utter surprise he asked, “kahan jayenge? Sir !”.

To break the ice I asked, “What is your name?” still thinking that he must be a north Indian as I guessed by his accent. As soon as he uttered a Marathi surname, I tempted to ask another question and that was about his education, he elaborated saying that it was through Marathi medium and only up to high school. ''Oh… Ok!'' I said. Those days I was reading a book named Majhi Janmathep (“My Life-term”) and as soon as I realized my being in home state of the author, I started humming some of his lines in spontaneity, “›¸½ Ÿ¸ ¸¬¸ú ›¸½ œ¸£÷¸ Ÿ¸¸÷¸¼ž¸»Ÿ¸ú¥¸¸— ¬¸¸Š¸£¸ œÏ¸µ¸ ÷¸§Ÿ¸§¥¸¸——”

“Airoli”, I replied.

He carried the tune forward with ……

He started his billing meter and drove us out of the airport premises. The gentleman had a typical Marathi look; fiery eyes, high held head and a bosom with full of pride. It’s great to come across people who without demeaning others take pride in being what they are and what their culture stands for.

“ž¸»Ÿ¸¸÷¸½ ¡¸¸ ¸£µ¸÷¸¥¸¸ ÷¸º ¸ š¸»÷¸¸¿— Ÿ¸ú ¢›¸÷¡¸ œ¸¸¢í¥¸¸ í¸½÷¸¸——” “Ÿ¸ ¸ ¨¸™¥¸¸¬¸ú ‚›¡¸ ™½¢©¸¿ ¸¥¸ ¸¸…— ¬¸¼¢«’ ¸ú ¢¨¸¢¨¸š¸÷¸¸ œ¸¸í»——”

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Veer Sarvarkar! sir…. “Yes”, I nodded in assertion. Then there started a volley of questions from me, and his steady answers kept coming till we reached our destination.

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Though I was surprised at his knowledge of Hindi as he was not educated through Hindi medium and was from some interior village of Maharashtra, I decided to take this incident as an exception. Moreover it’s always difficult to come out of the perceptions that your mind breeds from adolescence. As the time passed, I got to know that Hindi has already become the lingua franca of Mumbai. The best part is that Hindi took its place in natural course by establishing equilibrium with other dominant languages of the land being Marathi, Gujarati, Konkani, Kannada and Tamil. Gradually, you’ll get to know that if you don’t pay too much attention to one’s physical attributes, you will find it difficult to recognize whether the person is Marathi, Gujrati, Tamil or Bengali. However, once the person switches to his native language you will feel surprised at his/her clarity of local language and native dialect simultaneously. The person you greet with ‘Vanakkam’ or ‘Vandanam’ will respond with a fine ‘Namaste’, and the very moment somebody else joins they may start conversing in Tamil or Marathi or Telugu. One thing that can be concluded from this multilingualism is that the fear of inclusion of Hindi as link language is misplaced. If majority of people from Bihar or U.P. can speak/understand local language and a Marathi can speak/understand Hindi in Mumbai then why it can’t happen in Chennai, Calcutta or Delhi.

One more thing which can be noticed in Mumbai is that Mumbaikars don’t have too much infatuation towards English supremacy, they rather prefer moderate Marathi. This has helped them to extend Marathi language to outsiders and in this process a new language has been incarnated which is named as ‘Mumbayya’, which is a mix of everything Marathi, Hindi, Tamil, Kannada etc. Contrary to this the regions and regional languages which denied sync with Hindi Rank Newspaper Language Circulation as of Dec 2016 1 Dainik Jagran Hindi 3,921,267 2 Dainik Bhaskar Hindi 3,813,271 3 The Times of India English 3,184,727 4 Amar Ujala Hindi 2,961,833 5 Hindustan Hindi 2,611,261 6 Malayala Manorama Malayalam 2,441,417 7 Eenadu Telugu 1,866,661 8 Rajasthan Patrika Hindi 1,840,917 9 Daily Thanthi Tamil 1,710,621 10 Mathrubhumi Malayalam 1,473,053 and adopted English as link language have been hit drastically. One of the tables given in this article compares lingual statistics of 1951 to that of 2001. It can clearly be observed that most of the south Indian languages have shrinked in their own bases and English has taken the center stage. As a result Telugu, Tamil and Malayalam have shown 0.98%, 0.94% and 0.41% negative growth respectively. Moreover, the rise of English puts Bengali, once India’s second largest language in terms of primary speakers, in distant third place. Those who spoke Bengali as their first, second or third language add up to 91.1 million, far behind English. While the percentage of those citing Hindi as their mother-tongue has steadily grown since 1971, most other scheduled languages have seen a decline in speakers as a percentage of the population. Bengalispeaking population fell marginally from 8.17% in 1971 to 8.11% in 2001, Telugu speakers from 8.16% to 7.19%, and Tamil speakers from 6.88% to 5.91% over the corresponding period. Now if we look towards future, the trends captured in the ‘2016’ indicate that regional languages are being badly hit by English, whereas there’s no such impact on Hindi or

its family languages. Let’s have a look at the circulation of newspapers in our country; out of top 10 newspapers, the leading couple is Hindi based and total four publications in the top five are Hindi. Though we can’t conclude that English newspapers are not being read in Hindi belt, yet the increasing trend of Hindi speaking population proves the fact that regional languages are more vulnerable to English expansionism. Moreover, low circulation of regional vernaculars is not proportional to regional demographic statistics. And this indicates that rise in circulation of English newspapers have direct impact on regional vernaculars. The point which will surprise people more is that among the 22 scheduled languages that have seen a rise in percentage of population listing them as mother tongue are Punjabi (from 2.57% in 1971 to 2.83% in 2001), Maithili (from 1.12% to 1.18%), Kashmiri (0.46% to 0.54%) and Nepali (0.26% to 0.28%). And all of them have listed Hindi to be their second language. The statistics are very conspicuous in indicating that on the one hand Hindi has grown in its size and stature with other languages, at the same time it has also benefited other languages by an intake of their vocabulary and vice versa; while on the other hand expansion of English has badly hit those regional languages which all denied a sync with Hindi due to political or other such excuses, this impact can clearly

be seen in consecutive censuses that take place every ten years in our country. Being one of the largest and most diverse countries in the world it’s natural to have bilingual or trilingual population but nevertheless English, German or French replaces the scheduled languages then this is certainly a subject to worry about. Notwithstanding, even after several political impediments and discriminatory exertions, if not Hindi but a colloquial Hindustani seems to take the responsibility of being a link language in our country. Since, except for one or two languages most of Indian languages have their roots in ancient Sanskrit, and share a large chunk of modern vocabulary and have their manuscripts to be somehow identical to ancient Devnagari; it’s justified that Hindi or Hindustani is accepted as our national language. This will not only save our national identity but also work as a safety gear for our lingual diversity against predatory international languages like English, German and French. Rank

Language

Speakers (In Millions)

Mandarin (Entire Branch) Hindi

Spanish

437

English

372

898 698

Newspaper Circulation in India - 2016 1951 Vs 2001 Census of India - lingual Rank

Language

Speakers 1951 Speakers 2001

1951

2001

% Increase

Hindi

149,944,311

551,416,518

42.01%

53.60%

11.59%

Telugu

32,999,916

84,992,501

9.24%

8.26%

-0.98%

Marathi

27,049,522

84,184,806

7.57%

8.18%

0.61%

Tamil

26,546,764

66,742,402

7.43%

6.49%

-0.94%

Bengali

25,121,674

91,115,079

7.03%

8.86%

1.83%

Gujarati

16,310,771

50,271,961

4.57%

4.89%

0.32%

Kannada

14,471,764

50,775,726

4.05%

4.94%

0.89%

Malayalam

13,380,109

33,761,465

3.69%

3.28%

-0.41%

Odisha

13,153,909

36,609,122

3.21%

3.56%

0.35%

Assamese

4,988,226

13,003,125

1.39%

1.25%

-0.14%

English

125,344,736

1.3%*

12.18%

10.88%

*census 1971

Taarangan

July-December, 2017 29

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Foundation Day 2017 in Zones

Taarangan

July-December, 2017 31

case study

To stay afloat and alive in the eternal river of financial crimes

ow a days, almost every day, you might be coming across many articles comprising deep analysis and suggestive measures to avoid a PNB-like fraud in future in banks. You might have also come across the CVC advisories issued to Banks to ensure that no officer is continued in the same posting for 3 years and no clerk for 5 years and the RBI coming out with a press release about controls it has confidentially advised to Banks with respect to SWIFT operations. And you must have noticed these kind of reactions almost always happen whenever a financial crime of considerable size – 114 billion rupees in the present case, happens in the country. One thing you may notice commonly in all these incidents and probably be reminded the age-old saying – ‘the thief

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is always ahead of the police’. Ironically, the thief is like a Guru for the police for the reason that all of us learn from the modus operandi of the fraudster, analyse it and try to take suitable counter measures to arrest recurrence of similar kind of fraud - until a new modus operandi by another fraudster comes to the fore. This order flows like an eternal river without cessation. Taking a plunge is not a choice for we are all in the midst of the river - we may only try to swim and keep ourselves afloat and alive. In the present fraud case of PNB which involved `11,400 crores, the Letters of Understanding (LoUs) were issued by two bank officials directly through SWIFT system without effecting the relevant entries in the core banking system. This has led to a seven-year long successfully recurring fraud

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without notice. Let’s have a look at various controls, which have either failed or do not exist at all. Missing controls Obviously, the six-eye principle for SWIFT operations was not followed as only two employees could transmit the SWIFT messages in the given case-but this control, though followed, cannot be called foolproof for it needs only another person to be involved to make the crime successful. As for reconciliation between SWIFT messages and core banking system, for funded transactions, reconciliation of nostro accounts would suffice to identify the mismatches-though in posterity. No such reconciliation system exists for non-funded messages. Here is where the Achilles’ heel exists, which was exploited by the miscreants.

Ironically, until the miscreants themselves pointed out, none of the existing controls could detect such a seven-year running fraudulent activity –this brings forth the extent of weakness of extant controls. Really frightening possibility is that if the controls in the other banks too are no stronger, there may exist some more such frauds yet undetected. Audit controls Are auditors to be blamed here? -the external, internal, statutory and regulatory as well - probably not, because in the existing practice, bank audits take up individual banks. No one matches claims of one bank against another-if that had been done, another bank’s loan to Nirav Modi on the strength of a letter of undertaking (LoU) from Punjab National bank would have failed to find a matching LoU on PNB’s books, nailing the fraud. In some countries like Singapore, there is a practice that statutory auditors insist on the other bank’s confirmation for all the inter-bank exposures and liabilities of the auditee bank. We may adopt this audit practice in India. A reconciliation system between the outward and inward, fund and nonfund based SWIFT messages (SFMS for inland) and the relevant entries in core banking system should be established and should be subjected to audit. Here the greatest challenge is to identify the missing SWIFT messages which were not entered in core system. One way is to take out a list of MT760 or MT799 SWIFT messages issued from GPSSWIFT system for any given period and cross-check with the jotting from core system. This may be done even at the Branch level and the periodicity of such balancing may be monthly or even weekly. However, all this process involves manual check and is just a detective control but not preventive. This check tends to fail over a period of time especially in the present day digitized environment, where

simultaneous reliance on manual controls has proved to be practically ineffective. Technological controls Presently, in many banks, the non-funded messages like bank guarantees, letters of credit and letters of undertaking may automatically flow from the core banking system to SWIFT (or SFMS of inland) system, after verification in core banking system. Once the message auto flows from core to SWIFT, a limited modification by operator is allowed except for critical fields like amount, beneficiary etc. followed by verification by one official and authorization by another official in the SWIFT system. This will ensure reflection of relevant entries in core banking system – provided such auto flow from core to SWIFT is made mandatory. In other words, no financial messages should be allowed to be entered in the SWIFT client directly but only automatically flown messages from core may be processed in the SWIFT system. For enabling this, accepting of LoUs issued in MT799 format may be replaced with MT760 because of the letter’s more structured format and critical fields can be made non-modifiable in an auto flown message. This would ab initio arrest the PNB like fraud. Central level inter-bank reconciliation system When a SWIFT message is sent out, it does not alert the banking regulator at present. With modern information technology, it is a simple matter for every SWIFT message to tag the RBI, both when an LoU is originated and when its receipt and lending against it are notified to the LoU issuing bank. Y-copy facility in SWIFT may be used for this purpose and obviously this would enable timely detection of fraud of the kind done at PNB.

In some countries like Singapore, there is a practice that statutory auditors insist on the other bank’s confirmation for all the inter-bank exposures and liabilities of the auditee bank. We may adopt this audit practice in India. system, just like a clearing house, may be established so that a continuous reconciliation may be enabled for inter-bank exposures and respective liabilities. However, these measure may not prevent a fraud involving an Inland Bank Guarantee issued by two colluding officials, without using SWIFT/SFMS and without entering in the core system- unless the beneficiary seeks a confirmation from the issuing bank, before accepting the guarantee. At the end of the day, after putting in all the said controls in place, if you feel that you are still not sure about your protection from similar kind of frauds in future-ironically you are right, without being pessimistic.

Also in coordination with IBA, a central inter-bank liability reconciliation

Taarangan

Naga Mohan Gollangi CISA, CISM Deputy General Manager Eastern Zonal Audit Office, Kolkata

July-December, 2017 33

Foundation Day 2017 - Celebration

CELEBRATING BUSINESSES

Star Krishi Utsav celebrations at Cumbum Branch; AGM & Head, Madurai SMECC Shri. S. Gowri Shankar Rao felicitating a Customer

treacherous path ahead. In-between, celebrations endure to upholster this fabric. It is evident that our Foundation Celebrations 2017, the Grand Mahotsav of the year, began early in August 2017. Our teams geared up with tapering of days, tiresome routines and hard bound labour in the process of blossom. Targets of the day seemed profound and doable as the teams were inspirited so as to rejoice on September 7th. On the eve, Lights nonetheless glistered on our buildings, also our hearts and out attire. The Aurora of the day brings rays of hope afresh like the gennext younkers. The noon necessitates arduous tasks. At the dusk, the insightful performances are charted out. Therefore

movement carries a distinct placard of its genesis in addition – Secularism. Chronicles and memoirs galore; we have reasons to celebrate. By now, we all would have cherished our institutions’ foundation day festivity. Amidst the ongoing crucial challenges in banking industry, we are entailed to reorient our strategies. Dedication of Star Digital Village at Udayampatti Village adopted Onboard the survival by Sindhupatti Branch, Address by AM Shri. P. Anbalagan mission, our focus is redefined with the way of doing things are simplified – celebrating businesses. • Star is a sign of strength; it irradiates ever by strength of thermonuclear reactions within. • Star is a topology in networks; it is hub for several nodes staying connected • Star is a terminology for heroics; it retaliates with courage and inspires other. As BOI stars, we shall strive to drive the innate strength within, steam perform and uphold our Calibre thereby inspiring others, incessantly like a true divine Disbursement of SHG Credit at Tenkasi branch Celestial Star. rom rags to riches, north to south and in all walks of life, festive celebrations are embodied with our customs. They are intricately interwoven with our culture and have been relished with full vigour on its incidence since yesteryears. Despite rapid changes in life style, nucleation of families and inflationary pressures, festivals ameliorates our life and spruces up for better tomorrow. The evolution of proper banking channel in India, a century ago, has been an inspirational sprout fostering the then Self-rule movement and aiding for non-British trade and commerce in British India. And the passage of time with nationalisation of banks, this legacy upholds nation building. Our institution interlaced with Indian banks

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¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

Learning Initiative Feature

Star Ekalavya

A new concept of Area Manager Office has been introduced in the Bank for better monitoring the performance of the Branches and guiding them to perform to their potential.

Kolhapur AMO

Chennai AMO

Raigad AMO Workshop

Gurgaon AMO

Ranchi AMO

Bhopal AMO

service. “Star Ekalavya’, a unique idea of making use of the knowledge and rich experience of the former Senior Executives of the Bank was conceived, for training the ‘panch pandavas’ who have just been assigned the duties in the Area Manager’s Office. Apart from being unique, ‘Star Ekalavya’ idea also has dual advantage1. The experience of the retired executives of the Bank is utilized for the Bank’s benefit and in turn, they also feel connected in the Bank’s progress and 2. The Trainings were at the locations of the

Kolkata AMO

new concept of Area Manager Office has been introduced in the Bank for better monitoring the performance of the Branches and guiding them to perform to their potential. The Area Manager has the responsibility of mentoring 25-30 branches in the region assigned to him/her and is a Senior Management official of the level of Chief Manager. 5 Officers “The Paanch Pandavas” are allotted to each AMO for taking care of the 5 major areas where thrust is on for garnering new business and to follow-up with after service to the customers. Many of these Panch Pandavas are newly joined officers or have not had experience in the operations side. These officers need to be trained in several aspects of Banking as well as prompt customer

AMO and thus is beneficial to the Bank as the operational costs are very much less. The training rendered to the paanch pandavas was more in the form of a hand-holding and guiding rather than instructions passed through classroom atmosphere, hence the reception from junior officers was better and they was motivated to perform to their potential. Unlike most of the other training programmes, which are one-time in nature, Star Ekalavya is an on-going exercise, with the Dronacharyas doing the hand-holding once every quarter so that the performance will be consistent.

Taarangan

July-December, 2017 35

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4 Ÿ¸ºí¤¤¸÷¸, ƒ©ˆÅ, œ¡¸¸£, ¨¸ûÅ¸ ¸¾¬¸½ Ÿ¸š¸º£ ‰¸¡¸¸¥¸¸Ê ˆ½Å ¬¸¸˜¸ ÷¸¤¸ ¡¸¸™Š¸¸£ ¤¸›¸ ¸¸÷¸½ ˜¸½ ˆÅƒÄ ¤¸£¬¸ ‚¸¢©¸ˆÅú ˆ½Å ¸¨¸¸›¸ú Ÿ¸Ê; ¨¸¾¥¸Ê’¸ƒ›¸ ˆ½Å ¢›¸«“º£ £¸½Š¸ ›¸½ ‚¤¸ ¤¸£¬¸ Ÿ¸Ê ‡ˆÅ ¢™›¸ íú ¤¸‰©¸¸ ˆÅ¬Ÿ¸½-¨¸¸™½ ‚¸¾£ œÏú÷¸ ˆÅ¸ 6 ¬¸œ¸›¸½, ¤¸¬¸ ™½‰¸ ¥¸½›¸½ ¬¸½ ‚¿ŠÏ½¢{¸¡¸÷¸ ˆÅú ˆÅí¸›¸ú Ÿ¸Ê !!! ¬¸ ¸ ›¸íú¿ í¸½ ¸¸÷¸½; ¬¸œ¸›¸¸Ê ˆÅ¸½ íˆÅúˆÅ÷¸ Ÿ¸Ê ¤¸™¥¸›¸¸ í¸½÷¸¸ í¾; ¤¸”õú Ÿ¸½í›¸÷¸ ˆÅ£›¸ú œ¸”õ÷¸ú í¾, ¢ ¸¬¸ˆ½ Å œ¸¸¬¸ ¸³Å£÷¸ ž¸£ í¾ , ¤¸íº÷¸ ÷¡¸¸Š¸ ˆÅ£›¸¸ í¸½÷¸¸ í¾; 5 ™½‰¸¸½ ¢ˆÅ÷¸›¸½ ¸¾›¸ ¬¸½ ¬¸¸½÷¸¸, ÷¸¤¸ ¬¸œ¸›¸½ íˆÅúˆÅ÷¸ Ÿ¸Ê ¤¸™¥¸÷¸½ íÿ, ¢ ¸¬¸ˆ½Å œ¸¸¬¸ ¤¸íº÷¸ í¾ ¡¸¸™¸, ¨¸£›¸¸ ¬¸œ¸›¸½, ¬¸œ¸›¸½ Ÿ¸Ê íú œ¸¥¸÷¸½ íÿ !!! ¨¸¸½ ‚œ¸›¸¸ ¬¸º‰¸- ¸¾›¸ í¾ ‰¸¸½÷¸¸; ¬¸¿÷¸¸½«¸ ¬¸íú Ÿ¸Ê ¬¸ ¸¸ š¸›¸ í¾, ¤¸¸ˆöÅú ¬¸¤¸ ÷¸¸½ Ÿ¸›¸ ˆÅ¸ žÏŸ¸ í¾, 7 £¸í Ÿ¸Ê “¸½ˆÅ£ ¥¸Š¸½ ÷¸¸½ š¸›¸-™¸¾¥¸÷¸ ˆÅž¸ú ¬¸º‰¸ ›¸íú¿ ™½÷¸½, “í£ Ÿ¸÷¸, ˆÅŸ¸ ˆÅ£ˆ½Å £É÷¸¸£, £‰¸›¸½¨¸¸¥¸¸ ¤¸¬¸ ¤¸½ ¸¾›¸ í¾ í¸½÷¸¸ !!! ‚¸Š¸½ ¤¸ õ÷¸¸ ¸¥¸, ¬¸¿ž¸¥¸ ˆÅ£ ! ¸ú¨¸›¸ Ÿ¸Ê ˆÅ¸Ÿ¸¡¸¸¤¸ú ›¸ ¢Ÿ¸¥¸½ ÷¸¸½ ‹¸¤¸£¸ Ÿ¸÷¸, ¢íŸŸ¸÷¸ Ÿ¸÷¸ í¸£, ˆÅ¸½¢©¸©¸ ˆÅ£÷¸¸ ¸¥¸, £¸í ¤¸™¥¸ ˆÅ£!!!

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Ÿ¸í¸œÏ¤¸¿š¸ˆÅ (Ÿ¸¸›¸¨¸ ¬¸¿¬¸¸š¸›¸)

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¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

activities of STAR Sakhi Club

Star Sakhi Bazaar organised at BKC Head office by Star Sakhi Club, Mumbai MD & CEO Shri Dinabandhu Mohapatra, EDs Shri Damodharan Neelam, Shri Atanu Das along with the members of Star Sakhi Club, Mumbai on the occasion of Star Sakhi Diwali Bazaar at BKC, Head Office. The proceeds collected at the Bazaar are used for charity pupose by Star Sakhi Club.

The Members of Star Sakhi Club, Mumbai Team which organised the grand successful Diwali Bazaar 2017 at BKC, Head office.

Welcome of Mrs. Rajashree Mohapatra by Chennai Star Sakhi Club

Mrs. Rajashree Mohapatra, Mrs. Anita Mitra w/o Shri R K Mitra (GM, NBG(S)) and other members.

Star Sakhi Club members visited Gharkul, Mumbai (School for Special Children) and donated fans and mats for the Children.

¸Ÿ¸©¸½™œ¸º£ ‚¿ ¸¥¸ ×¸£¸ ¬’¸ûÅ ¬¸™¬¡¸¸Ê ˆ½Å œ¸¢£¨¸¸£ ˆÅú Ÿ¸¢í¥¸¸‚¸Ê ˆ½Å ¢¥¸‡ 22 ¸º¥¸¸ƒÄ 2017 ˆÅ¸½ ¬’¸£ ¬¸‰¸ú Ÿ¸¢í¥¸¸ Æ¥¸¤¸ ˆÅ¸ Š¸“›¸ ¢ˆÅ¡¸¸ Š¸¡¸¸— ƒ¬¸ ‚¨¸¬¸£ œ¸£ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸ÄÇÅŸ¸ Ÿ¸Ê „œ¸¦¬˜¸÷¸ Ÿ¸¢í¥¸¸‡¿ —

Taarangan

July-December, 2017 37

‰¸¸¬¸-‰¸¸¬¸ /KHAS-KHAS

KHAS-KHAS MD & CEO @ Indore Zone

ƒ¿™¸¾£ ‚¿ ¸¥¸ ˆ½Å ›¸¨¸¢›¸¢Ÿ¸Ä÷¸ ‚¸¿ ¸¢¥¸ˆÅ ˆÅ¸¡¸¸Ä¥¸¡¸ ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ‡Ÿ¸”ú ‡¨¸¿ ¬¸úƒÄ‚¸½ ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸— ¬¸¸˜¸ Ÿ¸Ê Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ªú ™¨¸½›Í œ¸¸¥¸ ©¸Ÿ¸¸Ä ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸— ˆÅ¸¡¸ÄÇÅŸ¸ Ÿ¸Ê ¬¸ž¸ú ˆÅ¸ ¬¨¸¸Š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¬¸º›¸ú¥¸ ˆºÅŸ¸¸£ ¨¸¸½í£¸—

Executive Director, Shri N Damodharan @ Chennai Zone

ED, Shri N Damodharan visited Chennai Zone and reviewed the performance of SME-CC / RBC / AMO’s and Scale IV and V Branches on 16.08.2017. He emphatically addressed to the participants including the Zonal Office Staff, recently joined DRO’s the importance of Retail business and CASA augmentation to improve our Banks Profit. He advised DRO’s to ensure canvasing of good Retail Business and also zonal office staff to move to the field along with Branches to canvas quality retail business. During the review of SME-CC / RBC / AMO’s and Scale IV and V, he insisted upon Creation of database of Top customers, visit by chief incumbent to customers place and also ensuring cross selling of TPP products to customers. He also advised all to be a “Business leader” but not a “Transaction Manager”.

ED Shri N Damodharan, ZM Shri BC Chetty, NBG (South) GM Shri R K Mitra, NBG (South) DGM Shri V Anand, DZM Shri D M Lele, GS BOIOA, Southern Unit Dr. V Chidambara Kumar during an interacting session with DROs.

ZM, Chennai Zone Shri BC Chetty welcoming ED Shri N Damodharan GM in presence of NBG (South) Shri R K Mitra at Ghar-Ghar Dastak Mahotsav at Chennai,

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£¸¿ ¸ú Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ Ÿ¸ºÍ¸ œÏ¸½÷¬¸¸í›¸ ‚¢ž¸¡¸¸›¸ ˆÅ¸¡¸ÄÇÅŸ¸ ˆ½Å ™¸¾£¸›¸ ¤¸ÿˆÅ ˆ½Å ¬’¸Á¥¸ ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ˆÅ¸. ¢›¸™½. ªú ‡ ˆ½Å ™¸¬¸— ¬¸¸˜¸ Ÿ¸Ê, ÷¸÷ˆÅ¸¥¸úœ¸ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú ( ¸.Ž) ªú ‡¬¸ ˆ½Å Ÿ¸º‰¸ ¸úÄ, ‚¸¿.œÏ. ªú ¢¨¸›¬¸½›’ ¥¸ˆÅ”õ¸, „œ¸ Ÿ¸.œÏ. ªú ˆÅ¸›¸ºŠ¸¸½ ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

£¸¿ ¸ú ‚¿ ¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ Ÿ¸ºÍ¸ œÏ¸½÷¬¸¸í›¸ ‚¢ž¸¡¸¸›¸ ˆÅ¸¡¸ÄÇÅŸ¸ ˆ½Å ™¸¾£¸›¸ Ÿ¸¸›¸›¸ú¡¸ ›¸¸Š¸¢£ˆÅ „”Ã”¡¸›¸ Ÿ¸¿°¸ú ªú ¸¡¸¿÷¸ ˆºÅŸ¸¸£ ¢¬¸›í¸ ˆÅ¸ ¬¨¸¸Š¸÷¸ ˆÅ£÷¸½ íº‡ ˆÅ¸¡¸Äœ¸¸¥¸ˆÅ ¢›¸™½©¸ˆÅ ªú ‡ ˆ½Å ™¸¬¸ ‡¨¸¿ Ÿ¸.œÏ. (‡¬¸‡¥¸¤¸ú¬¸ú) ªú œÏ¬¸¸™ ¸¸½©¸ú— £¸¿ ¸ú Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ Ÿ¸ºÍ¸ œÏ¸½÷¬¸¸í›¸ ‚¢ž¸¡¸¸›¸ ˆÅ¸¡¸ÄÇÅŸ¸ ˆ½Å ™¸¾£¸›¸ ¤¸ÿˆÅ ˆÅú ŠÏ¸íˆÅ ªúŸ¸÷¸ú ©¸¸½ž¸¸ ™½¨¸ú ˆÅ¸½Å ` 82 ¥¸¸‰¸ ²Åœ¸¡¸½ ˆÅ¸ ¸½ˆÅ œÏ™¸›¸ ˆÅ£÷¸½ í‡ Ÿ¸¸›¸›¸ú¡¸ ›¸¸Š¸¢£ˆÅ „”Ã”¡¸›¸ Ÿ¸¿°¸ú ªú ¸¡¸¿÷¸ ˆºÅŸ¸¸£ ¢¬¸›í¸— ¬¸¸˜¸ Ÿ¸Ê ˆÅ¸¡¸Äœ¸¸¥¸ˆÅ ¢›¸™½©¸ˆÅ ªú ‡ ˆ½Å ™¸¬¸ ‡¨¸¿ Ÿ¸.œÏ. (‡¬¸‡¥¸¤¸ú¬¸ú) ªú œÏ¬¸¸™ ¸¸½©¸ú—

÷¸¸£¸¿Š¸µ¸

¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

Chairman G Padmanabhan addressing the staff members in presence of ZM Shri D K Basu at STC Kolkata.

í¸¨¸”õ¸ ‚¿ ¸¥¸ Ÿ¸Ê ›¸¨¸¢›¸¢Ÿ¸Ä÷¸ ¬¸ŸŸ¸½¥¸›¸ ˆÅ®¸ `Š¸º³Å™½¨¸' ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ‡Ÿ¸”ú ‡¨¸¿ ¬¸úƒÄ‚¸½ ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸— ¬¸¸˜¸ Ÿ¸Ê, ‚¸¿.œÏ. ªú ‡¬¸ ‡¬¸ ™¸¬¸ ‡¨¸¿ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸»¨¸Ä) ªú ‡¬¸ ˆ½Å ‚ŠÏ¨¸¸¥¸—

¸½››¸ƒÄ Ÿ¸½¿ ˆÅ¸£œ¸¸½£½’ ŠÏ¸íˆÅ ¢Ÿ¸¥¸›¸ ‚¸¾£ ƒ›’£›¸½’ ¤¸ÿ¢ˆ¿ÅŠ¸ ¸ ¸¸Ä Ÿ¸Ê ¬¸íž¸¸¢Š¸÷¸¸ ˆÅ£÷¸½ íº‡ ¸½¡¸£Ÿ¸¾›¸ ªú ¸ú œ¸™ÃŸ¸›¸¸ž¸›¸, ¸½¡¸£œ¸¬¸Ä›¸ ‚¸¾£ ¢›¸™½©¸ˆÅ ‡¬¸ú¤¸ú ¬¸ºªú ¨¸½µ¸ú ˜¸¸œ¸£— ¬¸¸˜¸ Ÿ¸Ê, Ÿ¸.œÏ.‡›¸¤¸ú ¸ú (™¢®¸µ¸) ªú ‚¸£ ˆ½Å ¢Ÿ¸°¸¸, Ÿ¸.œÏ. (‚¸ƒÄ’ú) ªú ‚¸£ ˆ½Å Ÿ¸ú›¸¸, ”ú ¸ú‡Ÿ¸ ªú ¨¸ú ‚¸›¸¿™, ”ú ¸ú‡Ÿ¸ (¥¸½‰¸¸ œ¸£ú®¸¸) ªú ‚ ¸ú÷¸ ˆºÅŸ¸¸£ ¢Ÿ¸ª¸, ‚¢š¸ˆÅ¸£ú ¬¸¿‹¸ Ÿ¸í¸¬¸¢ ¸¨¸ ”¸Á ¨¸ú ¢ ¸™Ÿ¤¸£ ˆºÅŸ¸¸£, ¬’¸ûÅ ¡¸»¢›¸¡¸›¸ ˆ½Å Ÿ¸í¸¬¸¢ ¸¨¸ ªú œ¸ú¬¸ú ªúš¸£ ‚¸¾£ ‚›¡¸ ¬’¸ûÅ—

í¸¨¸”õ¸ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ‡Ÿ¸”ú ‡¨¸¿ ¬¸úƒÄ‚¸½ ÷¸˜¸¸ Ÿ¸.œÏ. (Ÿ¸¸.¬¸¿.) ˆÅ¸ ¬¨¸¸Š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. (í¸¨¸”õ¸) ªú ‡¬¸ ‡¬¸ ™¸¬¸— ¬¸¸˜¸ Ÿ¸Ê ‚¸¿.œÏ. ˆÅ¸½¥¸ˆÅ¸÷¸¸ ªú ”ú ˆ½Å ¤¸¸¬¸º ‡¨¸¿ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

œ¸’›¸¸ ‚¿ ¸¥¸ ˆ½Å ‚¿÷¸Š¸Ä÷¸ ž¸Š¸¨¸¸›¸œ¸º£ ©¸¸‰¸¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ŠÏ¸íˆÅ ¢Ÿ¸¥¸›¸ ¬¸Ÿ¸¸£¸½í Ÿ¸Ê ‡Ÿ¸”ú ‡¨¸¿ ¬¸úƒÄ‚¸½ ‚¢š¸ˆÅ¸£ú ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸, ‚¸¿.œÏ. ªú ‚¢›¸¥¸ ˆºÅŸ¸¸£ ¢¬¸¿í, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú-„î¸£ 2 ªú ¤¸ú ˆ½Å Ÿ¸¸½í¿÷¸ú— „¥¥¸½‰¸›¸ú¡¸ í¾ ¢ˆÅ ªú Ÿ¸¸½í¸œ¸¸°¸¸ ›¸½ ¤¸ÿˆÅ Ÿ¸Ê ‚œ¸›¸½ ˆÅ¢£¡¸£ ˆÅú ©¸º³Å‚¸÷¸ ƒ¬¸ú ©¸¸‰¸¸ ¬¸½ ˆÅú ˜¸ú—

œ¸’›¸¸ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ¨¸¼®¸¸£¸½œ¸µ¸ ˆÅ£÷¸½ íº‡ ‡Ÿ¸”ú ‡¨¸¿ ¬¸úƒÄ‚¸½ ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸— ¬¸¸˜¸ Ÿ¸Ê Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú („î¸£-——) ªú ¤¸ú ˆ½Å Ÿ¸¸½í¸¿÷¸ú, ‚¸¿.œÏ. ªú ‚¢›¸¥¸ ˆºÅŸ¸¸£ ¢¬¸¿í ‡¨¸¿ ¬¸ŸŸ¸¸¢›¸÷¸ ŠÏ¸íˆÅŠ¸µ¸—

‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ˆÅ¸¡¸¸Ä¥¸¡¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ (¬ˆ½Å¥¸ IV ‡¨¸¿ V) ¬¸Ÿ¸ú®¸¸ ¤¸¾“ˆÅ ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ˆÅ¸.¢›¸. ªú ›¸ú¥¸Ÿ¸ ™¸Ÿ¸¸½™£›¸— ¬¸¸˜¸ Ÿ¸Ê Ÿ¸í¸œÏ¤¸¿š¸ˆÅŠ¸µ¸ œÏš¸¸›¸ ˆÅ¸¡¸¸Ä¥¸¡¸ ªú £¸ ¸ˆºÅŸ¸¸£ ¢¬¸¿í ¸¸¾í¸›¸, ªú ’ú. ¬¸ºš¸¸ˆÅ£, ªú ¸ú ‡ ¸ ¬¸¸£¿Š¸ú ‡¨¸¿ ªú ‚¸£ ‡›¸ í¢£ ¸›™›¸, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ªú ”ú œ¸ú ©¸Ÿ¸¸Ä, „œ¸ Ÿ¸.œÏ. ªú ”ú ‡¬¸ ©¸½‰¸¸¨¸÷¸, ‚¸¿.œÏ. ‚íŸ¸™¸¤¸¸™ ‚¿ ¸¥¸ ªú ¢¤¸ÇÅŸ¸ ˆ½Å¬¸£ú ¢Ÿ¸ª ÷¸˜¸¸ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ ¬ˆ½Å¥¸ - IV ‡¨¸¿ V ©¸¸‰¸¸‡Â —

¥¸‰¸›¸… ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ‚¢ž¸¨¸¸™›¸ ¬¨¸úˆÅ¸£ ˆÅ£÷¸½ íº‡ ‡Ÿ¸”ú ‡¨¸¿¿ ¬¸úƒÄ‚¸½ ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸— ¬¸¸˜¸ Ÿ¸Ê, Ÿ¸.œÏ.‡›¸¤¸ú ¸ú („î¸£-II) ªú ¤¸ú ˆ½Å Ÿ¸¸½í¦›÷¸, „œ¸ Ÿ¸.œÏ.‡›¸¤¸ú ¸ú („î¸£-II) ªú ¬¸º¥¸‰¸›¸ ¢¬¸¿í ‡¨¸¿ ‚¸¿.œÏ. ¥¸‰¸›¸… ‚¿ ¸¥¸ ªú ‚©¨¸›¸ú Š¸ºœ÷¸¸—

Taarangan

July-December, 2017 39

‰¸¸¬¸-‰¸¸¬¸ KHAS-KHAS

¥¸‰¸›¸… ‚¿ ¸¥¸ Ÿ¸Ê ¬¸¿¬¸™ú¡¸ ¬¸¢Ÿ¸¢÷¸ ˆÅú ¤¸¾“ˆÅ Ÿ¸Ê Ÿ¸¸›¸›¸ú¡¸ £¸ ¡¸¬¸ž¸¸ ¬¸™¬¡¸Š¸µ¸ ˆ½ ¬¸¸˜¸ ¤¸ÿˆÅ ˆ½Å ‚¢š¸ˆÅ¸£úŠ¸µ¸—

ƒ¿™¸¾£ ‚¿ ¸¥¸ Ÿ¸Ê £¸ ¡¸¬¸ž¸¸ ¬¸¢Ÿ¸¢÷¸ ˆ½Å ‚š¡¸®¸ ªú ¬¸÷¸ú©¸ ¸›Í ¢Ÿ¸ª¸ ˆ½Å ¬¸¸˜¸ ‡Ÿ¸”ú ‡¨¸¿ ¬¸úƒÄ‚¸½ ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ªú ™½¨¸½¿Í œ¸¸¥¸ ©¸Ÿ¸¸Ä, ÷¸÷ˆÅ¸¥¸ú›¸ ‡›¸ ¸½ ¸ú¤¸ú ˆ½Å ‚š¡¸®¸ ªú £¸‹¸¨¸ÊÍ, ‚¸¿.œÏ. ªú ¬¸º›¸ú¥¸ ˆºÅŸ¸¸£ ¨¸¸½í£¸—

¥¸‰¸›¸… ‚¿ ¸¥¸ œ¸š¸¸£›¸½ œ¸£ ›¸‡ œ¸¢£¬¸£ Ÿ¸½¿ ¨¸¼®¸¸£¸½œ¸µ¸ ˆÅ£÷¸½ íº‡ ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸— ¬¸¸˜¸ Ÿ¸Ê, Ÿ¸.œÏ.‡›¸¤¸ú ¸ú („î¸£-II) ªú ¤¸ú ˆ½Å Ÿ¸¸½í¦›÷¸, „œ¸ Ÿ¸.œÏ.‡›¸¤¸ú ¸ú („î¸£-II) ªú ¬¸º¥¸‰¸›¸ ¢¬¸¿í ‡¨¸¿ ‚¸¿.œÏ. ¥¸‰¸›¸… ‚¿ ¸¥¸ ªú ‚©¨¸›¸ú Š¸ºœ÷¸¸, ‡›¸¤¸ú ¸ú („î¸£-II) ‡¨¸¿ ¥¸‰¸›¸… ‚¿ ¸¥¸ ˆ½Å ¬’¸ûÅ ¬¸™¬¡¸—

GRAMIN BANK OF ARYAVART QUARTERLY ROUND UP The business figures of the Bank as on 30.09.2017 are: (` in lacs) Particulars Deposits Advances NPA - Gross NPA - Net GBA of the premier RRBs of Uttar Pradesh having presence in 15 districts with head quarter at Lucknow, the capital of Uttar Pradesh. Some of our activities are: 1. Launch of Aryavart Mission, for boosting Agriculture Term loan portfolio of the Bank Credit with diversification. 2. Participation in panel discussion at BIRD, Lucknow on Microfinance & New Delhi on “Unleashing the Financing channels for the Decentralized Renewable Energy” at conference organized by Sa-Dhan.

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3. Organized Aryavart conclave for all Scale IV Officer to harness their leadership and management skills. 4. Arranging Financial Literacy Camps/ Digital Literacy camps. 5. Celebrated Hindi week in which Sahitya Sandhya, quiz, debate, slogan and essay competitions were organized. 6. Participation in TV & Radio programmes for wider publicity of our Bank & its schemes. 7. Organized workshop on Compliance function addressed by Shri Arvind Verma, GM, BOI, Head Office.

¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

Net Profit Share Capital Reserves CRAR

As on As on 31.03.2017 30.09.2017 1404088 1369806 1034242 953477 145465 181257 (16.11%) (20.326%)* 111241 90432 (10.66%) (13.39%)* 999 w1198 9194 9194 136697 136697 13.22% 15.10%

* The sudden spurt in NPA is due to declaration of Debt redemption scheme by the Govt. of U.P.

We sincerely hope that our efforts will bring the desired results in terms of business growth and we will post decent numbers in months to come with the guidance and support of Bank of India, Head Office. (S B Singh) Chairman, Gramin Bank of Aryavart

œ¸º£¬ˆÅ¸£ AWARDS Boi in-House Journal “TAARANGAN” Conferred with International Award For “Best in -House Magazine” During 8th CMO ASIA Award at Singapore

ED (the then CE, Singapore Branch) Shri C G Chaitnaya, Deputy CE Dr. O P Lal receiving the award during 8th CMO Asia Awards held at Singapore.

(L to R) GM (HR) Shri Mrityunjay Kr. Gupta, ED Shri Atanu Kumar Das, ED Shri C G Chaitnaya, MD & CEO Shri Dinabandhu Mohapatra, ED Shri Damodharan Neelam & Editor Shri Sartaj Mohd. Shakeel at Head Office.

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NSE Market Achievers Award 2017 Best Performing PSU Bank

The then GM, Treasury Shri R Ganesan and Chief Dealer Shri Raghvendra Kumar receiving the Trophy for BOI from NSE MD & CEO, Shri Vikram Limaye.

(L to R) ED Shri Atanu K Das, ED Shri Damodharan Neelam, Dealer Shri Pankaj K Singhal, The then GM (Treasury) Shri R Ganesan, Chief Dealer Shri Raghvendra Kumar, Dealer Ms. Noor Saba, MD & CEO Shri Dinabandhu Mohapatra, holding the Trophy at Head office.

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Taarangan

July-December, 2017 41

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Taarangan

July-December, 2017 43

Knowledge Plus

The Art of Constructive Confrontation C onstructive confrontation is a structured, systematic approach that decreases conflict and increases accountability by connecting the dots between what people want and what organizations need. Constructive confrontation reduces conflict in the same way it increases accountability; through clear and well-articulated expectations, follow-up, and recognition. Increased accountability with less conflict requires consistent, constructive confrontation that establishes the course, makes course corrections, and reaffirms the course.

necessarily lead to conflict, nor does conflict lead to negative confrontation. By definition, confrontation merely means to communicate face-to-face.

•

Sometimes controversial and always irreverent organizational leadership author, lecturer, and consultant, John Hoover, PhD, has teamed up with Athlon Publishing CEO, and leading expert in process leadership, Roger DiSilvestro, to issue the toughest in your face challenge to executives, managers, and supervisors in years:

Confrontation is misunderstood, avoided, and not applied as soon, or as often, as needed.

•

When it is applied, it’s usually an expression of frustration instead of skilled leadership.

“ Do you have what it takes as a leader to hold people accountable for the performance they agreed to deliver?” Courage and/or an iron fist are not “…what it takes…” to hold people accountable. Roaring like a lion and flashing a set of brass knuckles are more likely to produce acute anxiety than actual accountability. The good news: Confrontation doesn’t

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Confrontation is the weakest link in executive leadership, because it is frequently mistaken for the tantrums of unskilled managers who reach the end of their ropes and blow up at those around them, especially those reporting to them. Two of the primary reasons for this behaviour are:-

There is nothing complicated about this roadmap for accountability. Supervisors, managers, and executives can successfully hold their direct reports (and themselves) accountable for their performance by using this three-step cycle: Circle of Confrontation Constructive confrontation is not a practice reserved for leaders to apply to subordinates. Anyone, at any level, can, and should be encouraged to, engage in constructive confrontation. The conditions are simple: (1) There must be a covenant between the parties outlining expectations, methods, and measures. (2) All parties must confront one another to ensure

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Whoever fights monsters should see to it that in the process, he does not become a monster. Friedrich Nietzsche

progress and performance are what they should be looking for. This means peer-topeer confrontation as well as team member to team leader confrontation. The rules and principles are the same for everybody; the only difference being range of institutional responsibility. (3) All parties to the covenant must celebrate the successful completion of each designated step in the process.

Commitment

Confrontation

Celebration

Emotional Purpose The process of securing true commitment is based on emotional purpose. Each team member must be able to clearly articulate his or her personal and professional ambitions in real and certain terms and how his or her current employment helps fulfil those ambitions. The supervisor, manager, or executive must also disclose his or her emotional purpose, and relate them to his or her role in the organization. The discussion of emotional purpose helps team members internalize the context of the job. Job functions are not typically tailored to suit what the individual wants and needs. But, aligning the team member’s wants

and needs as closely as possible to what the organization needs sets the stage for enthusiastic and productive performance. Without this piece of the commitment conversation, both team leader and team member might operate from assumptions that can sabotage a working agreement. In terms of job motivation, emotional fulfillment is every bit as important as money and prime real estate on which to park a car. Commitment to One Another The commitment stage of the process eliminates the mind-reading that so many supervisors, managers, and executives expect will fill in the gaps when their team members aren’t adequately briefed. During the commitment stage, team leader and team member discuss specific goals, the schedule for reaching the goals, and the process for achievement. Not much new in that. However, the commitment consists of more than ethereal goals that sound good in motivational meetings, or in the optimistic glow of goal setting sessions or change management seminars. Team member and team leader must commit to one another to fulfill their agreed-upon roles and responsibilities. One of the leader’s responsibilities is confrontation. But, team leaders must be willing to be confronted by team members as well. If there is no clear, written, covenant between team leader and team member, there is no basis for confrontation by anyone, except by pulling rank. Team Leader/Team Member Covenant Formation of a covenant completes the first arc in a skilled leader’s circle of confrontation. If expectations are created by one party without agreement from the other, if elements, the time table, process remain ambiguous; if the terms of the commitment are not recorded and communicated, there is no reason to expect compliance. Without a written roadmap of expectations for the performance of individual team members, there is no target to aim for, much less criteria for constructive confrontation. If the commitment to action isn’t cleansed of all ambiguity, the entire agenda is likely to be derailed. Tasks and objectives must be specific, concrete components individual team members can complete in a measurable manner. And they must be written down. The circle of confrontation begins with each team member’s commitment to the required actions, in real time, to achieve real results.

The covenant between team member and team leader must be realistic, complete, and meaningful before it can be enforceable. Confrontation Confrontation is course confirmation and, when needed, correction. In business and organizational life, as in many other aspects of human behavior, people set out to achieve predetermined goals and don’t revisit the goal until it has been achieved, not achieved, or the effort is abandoned along the way. Any pilot or navigator knows that, although the aircraft of ship departs for a specific destination, course corrections en route are essential to reaching the destination. Individuals and those responsible for the performance of others must check regularly for deviations from the course and make corrections as necessary. Waiting until the deadline is too late. Once-per-year performance reviews aren’t nearly enough. Daily, weekly, and monthly constructive, confrontation is a team leader’s most fundamental responsibility to him- or herself, team members, and the well-being of the entire organization. Confrontation, as course correction, comes in a variety of packages, including •

Rewriting or reaffirming goals and expectations.

•

Communicating what might have not been initially expressed and/or understood.

•

Exposing intentional or unintentional misrepresentations.

When little or no clarity exists about expectations, roles, and responsibilities, confrontation is almost always a negative and unproductive experience. The commitment stage must be fully completed before the confrontation stage can reach full value. The Art of Constructive Confrontation: If enterprise leadership lacks a spine about anything, it’s the willingness to confront. A well-crafted covenant between team leaders and team members is only as good as the team leader’s commitment to support each team member through consistent and constructive confrontation and celebration.

MBA programs. Typically, once goals and objectives are set in most organizations, many team members and team leaders look the other direction, aware at some level that there will be no follow through. If team leaders fail to confrontation constructively, team members not only have the opportunity to disconnect from their commitments, they have a person to blame—the leader. In practical terms, it’s universally accepted that organizational performance suffers from lost productivity. Specifically, performance is lost as it falls through the cracks between what organizations need people to do and what actually gets done. That gap can only be bridged by constructive confrontation. The Art of Constructive Confrontation is a common-sense cycle of individual and organizational success that explodes myths that would have us believe performance can be enhanced by: •

Berating direct reports into submission to their leader’s will

•

Dangling diamond-crusted carrots in front of their faces

•

Exposing them to a continuous stream of motivational propaganda

•

Threatening to fire them

One of the core concepts supervisors, managers, and executives need to learn is that appropriate action drives right thinking, not the other way around. Training, education, hype, and/or fear-mongering won’t produce highperformance over time. Even when eliminating hype, false promises, and fear-mongering and staying with positive practices like training and education, the active follow-through of constructive confrontation is still vital to genuine performance enhancement. Once the three-steps of constructive confrontation are understood, the necessary instruction and encouragement can be applied and measured evenly across the organization.

Although confrontation, in the form of coaching, encouragement, and accountability is an essential tool in a team leader’s skill set, the craft of constructive confrontation is so rare that few have seen enough of it to imitate. It’s not taught in

Taarangan

Viswanath Inguva

Asst.Gen.Mgr (Retd.) Ex-Principal,STC,Chennai

July-December, 2017 45

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›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í („î¸£-1) / National Banking Group (north-1)

GM (HO) Shri Raman Kumar Sharma addressing Exporters Meet organized at Ludhiana Zone. ZM Ludhiana Zone Shri S M Bansal, ZM Chandigarh Zone Shri S S Khera, ZM Amritsar Zone Shri Anil Jain, DZM Shri Sanjay Sinha with Exporters.

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Š¸¸¢ ¸¡¸¸¤¸¸™ ‚¿ ¸¥¸ ˆÅú Ÿ¸º£¸™¸¤¸¸™, ˆº¿Å™£ˆÅú, ¢ ¸Š¸¢›¸¡¸¸, íº¬¸¾›¸œ¸º£ ¢ ¸£¸¨¸¥¸ú, Ÿ¸º£¸™¸¤¸¸™ ‡¬¸‡Ÿ¸ƒÄ, œ¸¸ˆÅ¨¸¸”õ¸, £¸Ÿ¸œ¸º£ ‚¸¢™ ©¸¸‰¸¸‚¸Ê ×¸£¸ ŠÏ¸íˆÅ¸Ê ˆÅú ¬¸Ÿ¸¬¡¸¸‚¸Ê ˆ½Å ¢›¸¨¸¸£µ¸ í½÷¸º `¥¸¸½ˆÅ ‚™¸¥¸÷¸' Ÿ¸Ê „œ¸¦¬˜¸÷¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸ ‡¨¸¿ ŠÏ¸íˆÅ—

Taarangan

July-December, 2017 47

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1. ‚¸œ¸ ˆ½Å œ¸¸¬¸ ˆÅ¸½ƒÄ ž¸ú ¡¸¸½Š¡¸÷¸¸ ¨¸ ¢”ŠÏú í¸½, „¬¸Ÿ¸½ ¸¸½ ž¸ú ¨¸÷¸ÄŸ¸¸›¸ ¸¸›¸ˆÅ¸£ú œÏ¸œ÷¸ ˆÅ£÷¸½ £í½, ¡¸¸¢›¸ ‚œ¸›¸ú ¬¸Ÿ¸ ¸ ˆÅ¸½ ‚¸ ¸ ˆ½Å ¬÷¸£ œ¸£ £‰¸Ê— 2. œ¸» ¸¸ ˆ½Å ™¸¾£¸›¸ ‚œ¸›¸½ ™½¨¸÷¸¸ ˆÅú ‚¸£÷¸ú Ÿ¸ºí¿ ¬¸½ ¤¸¸½¥¸ˆÅ£ Š¸¸‡¿, ¢£ˆÅ¸Á¢”ôŠ¸ ¬¸º›¸ˆÅ£ ›¸íú¿— œ¸» ¸¸ ˆ½Å ™¸¾£¸›¸ ¸¸í½ ‚¸œ¸ ‚œ¸›¸½ ‹¸£ ˆ½Å ˆÅŸ¸£½ Ÿ¸½¿ í¸Ê œ¸£ ˆÅ¥œ¸›¸¸ ˆÅ£ˆ½Å ‚œ¸›¸½ ˆÅ¸½ ÷¸ú˜¸Ä ¬˜¸¸›¸ ¡¸¸ ¢ˆÅ¬¸ú œ¸¢¨¸°¸ ¬˜¸¸›¸ œ¸£ Ÿ¸í¬¸»¬¸ ˆÅ£Ê— 3. ¬¸¸½©¸¥¸ Ÿ¸ú¢”¡¸¸ ˆ½Å ¬˜¸¸›¸ œ¸£ ‚œ¸›¸½ ¢Ÿ¸°¸¸Ê ¨¸ ¬¸¿¤¸¿¢š¸¡¸¸Ê ¬¸½ ‚¸Ÿ¸›¸½-¬¸¸Ÿ¸›¸½ í¸½ˆÅ£ ¡¸¸ ûÅ¸½›¸ œ¸£ ¤¸š¸¸ƒÄ ™Ê— 4. £¸÷¸ ˆ½Å ž¸¸½ ¸›¸ ˆ½Å ¤¸¸™ œ¸»£¸ œ¸¢£¨¸¸£ ¢Ÿ¸¥¸ ¤¸¾“ˆÅ£ (¢¤¸›¸¸ ’ú¨¸ú ˆ½Å) ¨¸¸¬÷¸¢¨¸ˆÅ÷¸¸ Ÿ¸¿½ Ÿ¸›¸¸½£ ¿ ¸›¸ ˆÅ£½— ¸¸½Æ¬¸ ¬¸º›¸¸¡¸Ê— ¤¸ ¸¸Ê ¬¸½ ›¸¸ ¸›¸½ ¨¸ Š¸¸›¸½ ˆÅ¸½ ˆÅíÊ œ¸£ š¡¸¸›¸ £‰¸Ê „¬¸ ¬¸Ÿ¸¡¸ ¢ˆÅ¬¸ú ˆÅú Š¸¥¸¢÷¸¡¸¸Ê œ¸£ ¸ ¸¸Ä ›¸ ˆÅ£Ê ¨¸ ¢ˆÅ¬¸ú ˆÅ¸½ ¬¸ºš¸¸£›¸½ ˆÅ¸ œÏ¡¸¸¬¸ ž¸ú ›¸ ˆÅ£Ê— 5. ˆÅ¸£ Ÿ¸½¿ ˆÅž¸ú-ˆÅž¸ú ¢¤¸›¸¸ Ÿ¡¸»¢ ¸ˆÅ ˆ½Å, ¢¤¸›¸¸ ¤¸¸í£ ¸¸ÂˆÅ½ ¤¸¾“,½ ¡¸¸¢›¸ ˆÅž¸ú ˆÅž¸ú ˆºÅŽ ›¸ ˆÅ£›¸½ ˆÅ¸ ž¸ú ‚ž¡¸¸¬¸ ˆÅ£Ê— 6. ¡¸¸½Š¸ ˆÅ¸ ‚ž¡¸¸¬¸ ’ú¨¸ú ˆ½Å ¬¸¸Ÿ¸›¸½ ›¸íú¿, œ¸¸ˆÄÅ Ÿ¸¿½ ¸¸ ˆÅ£ ¨¸ š¡¸¸›¸ ¢›¸¡¸¢Ÿ¸÷¸ ³ œ¸ ¬¸½ ˆÅ£Ê— ¡¸ˆÅú›¸ Ÿ¸¸¢›¸‡ ƒ›¸ Ž¸½’-½ Ž¸½’½ „œ¸¸¡¸¸Ê ¬¸½ íŸ¸¸£½ ©¸£ú£ Ÿ¸Ê, ž¸¸¨¸›¸¸‚¸½ ¨¸ ¬¸¿¤¸¿š¸¸½ Ÿ¸½¿ ›¸¨¸… ¸¸Ä ˆÅ¸ ¬¸¿ ¸¸£ í¸½Š¸¸ ¨¸ íŸ¸¸£¸ „÷˜¸¸›¸ ¢›¸¡¸¢Ÿ¸÷¸ í¸½÷¸¸ £í½Š¸¸—

£¸ ¸ú¨¸ ž¸¸¢’¡¸¸ ˆ¿Åœ¸›¸ú ¬¸¢ ¸¨¸

Granny’s little

p o t p a l

ranny has a laptop, It’s sleek and shiny new,

She gazes at it fondly, And wonders what to do.

She keeps it gently on her lap,

She realy thinks it’s nice;

She doesn’t like the Mouse at all,

She’s very scared of mice.

But soon she’ll start blogging, And take the world by storm; With precise post on Ecology, And why our globe is warm.

She‘ll be in touch on Email

With family friends on net,

And keep us all Enthralled,

With a global, Tete - a - Tete.

She‘ll be Engaged in quirky forums, And have Million fans Asking for her recipies, Of fish curries and flans.

She‘ll keep the world begging,

For her poetry and prose,

For her Master piece in Egyptology,

For the stories that she knows;

So get set little Granny; We are so happy you ‘re online, You are a Granny in a million, I’m so glad you are mine!!!

Kaushik (14 years) S/o - Shri Chandan Mallick Kolkata Large Corporate Branch.

kavyanjali

Definitely not a daily soap

hat is life? Yeah, the same old question But I know, You too would have some suggestion… Life is not a game… Though the related question is lame Life is not an ice-cream treat, Including dogs, even people here live on streets… Yeah… Yeah… Every individual has his own point of view It is as diverse, As a long, never ending ATM queue… “What is life in your way?”… I asked a beggar, “It’s just two square meals a day” He replied, looking apologetically at his father… I asked the handicapped person… “Tell me, for you, what is life?” “Finding a ray of hope even in this stage” He said, looking proudly at his wife… I asked… “What is life, in your system?” Covering her pallu, she retorted, “Not being a child marriage victim”… I asked a rich person… “What is life in your words?” “Being able to have all luxuries” He said, looking at his chauffeur driven car… I asked a girl… “Now, what is your life’s caricature?” The girl pleaded, “Being able to do your own signature”… Every answer taught me new lesson… Gave me new ideas, Imbibed new hope And then I realized, “Oh God! Life is all, but definitely not a daily soap…

Poorva

D/o Shri Milind S Kulkarni MDI, CBD Belapur

Taarangan

July-December, 2017 49

Rishika

D/o Shri Rajesh Robert ED Secretariat, HO

÷¸¸£¸¿Š¸µ¸

¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

The most Beautiful things in the world cannot be seen or touched they are felt with the heart. Taarangan

July-December, 2017 51

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‚¢ ¸÷¸ ˆºÅŸ¸¸£ “¸ˆºÅ£ ¢¨¸î¸ú¡¸ ¬¸Ÿ¸¸¨¸½©¸›¸ ¢¨¸ž¸¸Š¸, œÏš¸¸›¸ ˆÅ¸¡¸¸Ä¥¸¡¸

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¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸»¨¸Ä) / National Banking Group (EAST)

GM (HO) Shri Milind Vaidya handing over keys of Car to one of the valued customer during Ghar-Ghar Dastak at Bardhaman Zone in ˆÅ¸½¥¸ˆÅ¸÷¸¸ ‚¿ ¸¥¸ ˆÅú š¸£Ÿ¸¸½’¥¸¸ ¬’ïú’ ©¸¸‰¸¸ ˆ½Å ¬¨¸µ¸Ä ¸¡¸¿÷¸ú ¬¸Ÿ¸¸£¸½í Ÿ¸Ê ŠÏ¸íˆÅ¸Ê ˆÅ¸½ presence of ZM Shri Salil Kumar Banerjee. ¬¸¿¤¸½¸¢š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ™½¨¸ ˆºÅŸ¸¸£ ¤¸¸¬¸º—

œÏ¢¬¸Ö ž¸¸£÷¸ú¡¸ ¢ÇÅˆ½Å’£ ªú ¬¸¸¾£¨¸ Š¸¸¿Š¸º¥¸ú ˆÅú Ÿ¸¸÷¸¸ ‡¨¸¿ ¤¸ÿˆÅ ˆÅú ¤¸½í¸¥¸¸ ©¸¸‰¸¸ ˆÅú œÏ¢÷¸¦«“÷¸ ŠÏ¸íˆÅ ªúŸ¸÷¸ú ¢›¸³ œ¸ Š¸¸¿Š¸º¥¸ú ˆÅ¸½ ¬¸ŸŸ¸¸¢›¸÷¸ ˆÅ£›¸½ ˆ½Å ‚¨¸¬¸£ œ¸£ í¸¨¸”õ¸ ‚¿ ¸¥¸ ˆ½Å ‚¸¿.œÏ. ªú ‡¬¸ ‡¬¸ ™¸¬¸—

ˆÅ¸½¥¸ˆÅ¸÷¸¸ œÏ¢©¸®¸µ¸ ˆÊÅÍ Ÿ¸Ê ¤¸ú. ¬¸ú. ˆÅú ¬¸Ÿ¸ú®¸¸ ¬¸í ‚¢ž¸œÏ½£µ¸ œÏ¸½ŠÏ¸Ÿ¸ Ÿ¸Ê ‚¸¿.œÏ. ªú ‡¬¸ ‡¬¸ ™¸¬¸ ‡¨¸¿ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

NBG (East) GM Shri S K Aggarwal inaugurating the Export Customers meet. GM (HO) Shri R N Harichandan along with DGM NBG (E) Shri E Gopinathan DGM, KLCB Shri P Harikishan.

The then GM (HO) Shri Shanker Iyer distributing Home Loan to one of the valued customer during Ghar-Ghar Dastak at Bardhaman Zone in presence of ZM Shri Salil Kumar Banerjee & Staff members.

í¸¨¸”õ¸ ‚¿ ¸¥¸ ˆ½Å ¤¸¬¸º™½¤¸œ¸º£ ©¸¸‰¸¸ ×¸£¸ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¬¸¸ ˆÿÅœ¸ Ÿ¸Ê ¬˜¸¸›¸ú¡¸ ¬¸¢ˆÄÅ¥¸ ˆÅ¸¡¸¸Ä¥¸¡¸ œ¸»¨¸Ä ˆ½Å ‡¬¸‚¸ƒÄ ªú ÷¸ºíú›¸ ™¸¬¸, ¢©¸®¸ˆÅ ¨¸Š¸Ä ˆ½Å œÏ¢÷¸¢›¸¢š¸ ªú í½Ÿ¸¿÷¸¸ ™¥¸¸ƒÄ ˆ½Å ¬¸¸˜¸ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

í¸¨¸”õ¸ ‚¿ ¸¥¸ ×¸£¸ ‚¸¡¸¸½¢ ¸÷¸ ¬¨¸ Ž ž¸¸£÷¸ ‚¢ž¸¡¸¸›¸ Ÿ¸Ê ‚¸¿.œÏ. ªú ‡¬¸ ‡¬¸ ™¸¬¸, „œ¸ Ÿ¸.œÏ. ªú ƒÄ Š¸¸½œ¸ú›¸¸˜¸›¸, ‚¸¿.œÏ. (ˆÅ¸½¥¸ˆÅ¸÷¸¸) ªú ”ú ˆ½Å ¤¸¸¬¸º, „œ¸ ‚¸¿.œÏ. (í¸¨¸”õ¸) ªú š¸›¸¿ ¸¡¸ ˆºÅŸ¸¸£, „œ¸ ‚¸¿.œÏ. (ˆÅ¸½¥¸ˆÅ¸÷¸¸) œ¸ú ˆ½Å ž¸’Ã’ ÷¸˜¸¸ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

Taarangan

July-December, 2017 53

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸¢© ¸Ÿ¸-2) / National Banking Group (WEST-2)

ˆÅ¸½¥í¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê ‚¸£¤¸ú¬¸ú ‚¸¾£ ‡Ÿ¸¬¸ú¤¸ú ˆ½Å ŠÏ¸íˆÅ¸½¿ ˆÅú ¤¸¾“ˆÅ Ÿ¸Ê ¬¸ŸŸ¸¸¢›¸÷¸ ŠÏ¸íˆÅ¸½¿ ˆ½Å ¬¸¸˜¸ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸-2) ªú ‚ ¸¡¸ ˆºÅŸ¸¸£ ¬¸¸í» ‡¨¸¿ ÷¸÷ˆÅ¸¥¸ú›¸ ‚¸¿.œÏ. ªú ¤¸¸¥¸ˆ¼Å«µ¸ ‚¸£¬¸½ˆÅ£—

ˆÅ¸½¥í¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê ƒ ¸¥¸ˆÅ£¿ ¸ú ’½Æ¬¸’¸ƒ¥¸ ‰¸¸÷¸½™¸£¸Ê ˆÅú ¤¸¾“ˆÅ Ÿ¸½¿ ŠÏ¸íˆÅ¸½¿ ˆ½Å ¬¸¸˜¸ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸-2) ªú ‚ ¸¡¸ ¬¸¸í» ‡¨¸¿ ŠÏ¸íˆÅŠ¸µ¸—

›¸¸Š¸œ¸º£ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ”ú‡¥¸¬¸ú¬¸ú ¤¸¾“ˆÅ ˆ½Å ™¸¾£¸›¸ ¢ ¸¥¸¸ ¬¸¸‰¸ ¡¸¸½ ¸›¸¸ 2017-18 ˆÅú œ¸º¬÷¸ˆÅ ˆÅ¸ ¢¨¸Ÿ¸¸½ ¸›¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¸½ ¬¸ú ©¸¢©¸£¸ ¸, ¢ ¸¥¸¸¢š¸ˆÅ¸£ú ªú ¬¸¢ ¸›¸ ˆºÅ¨¸½Ä IAS ‡¨¸¿ ‚›¡¸ ¨¸¢£«“ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

›¸¸Š¸œ¸º£ ‚¿ ¸¥¸ ˆÅú ‚ ¸ºÄ›¸úŸ¸¸½£Š¸¸¿¨¸ ‡¨¸¿ ¥¸¸‰¸¸¿™»£ ©¸¸‰¸¸ ×¸£¸ ¬¸¿¡¸ºÆ÷¸ ³Åœ¸ ¬¸½ ‚¸¡¸¸½¢ ¸÷¸ ŠÏ¸íˆÅ ¬¸ŸŸ¸½¥¸›¸ ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¸½ ¬¸ú ©¸¢©¸£¸ ¸—

›¸¸Š¸œ¸º£ Ÿ¸½¿ íº¿”ƒÄ ˆ¿Åœ¸›¸ú ˆÅú ˆÅ¸£ íº¿”ƒÄ ¨¸½£›¸¸ ˆÅú ›¸¡¸ú ©¸¼¿‰¸¥¸¸ ˆÅ¸ ‚›¸¸¨¸£µ¸ ‚¨¸¬¸£ œ¸£ ‚¸¿.œÏ. ªú ¸½ ¬¸ú ©¸¢©¸£¸ ¸ ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

ˆÅ¸½¥í¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê ¨¸¸£µ¸¸ ™»š¸ ¬¸¿‹¸ ˆÅú `¬¸½’½¥¸¸ƒÄ’ ”½£ú' ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ÷¸÷ˆÅ¸¥¸ú›¸ ‚¸¿.œÏ. ªú ¤¸¸¥¸ˆ¼Å«µ¸ ‚¸£¬¸½ˆÅ£—

ˆÅ¸½¥í¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê ’¸’¸ Ÿ¸¸½’¬¸Ä ˆ½Å ˆÅ¸£ †µ¸ Ÿ¸½¥¸½ Ÿ¸½¿ †µ¸ ¢¨¸÷¸£µ¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¢›¸¢÷¸›¸ ™½©¸œ¸¸¿”½—

ˆÅ¸½¥í¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê ’¸’¸ Ÿ¸¸½’¬¸Ä ˆ½Å ‚¢š¸ˆÅ¸¢£¡¸¸Ê ˆ½Å ¬¸¿‹¸ Š¸“¤¸¿š¸›¸ œ¸£ ¸ ¸¸Ä ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¢›¸¢÷¸›¸ ™½©¸œ¸¸¿”½—

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¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸¢© ¸Ÿ¸-1) / National Banking Group (WEST-1)

GM NBG(W-1) Shri R K Shrivastava inaugurating the newly opened E Gallery at Panaji, Goa Zone in presence of ZM Shri Prashant Naik, DZM Shri Subhash Phadate & other Staff members.

Union Minister of State for AYUSH, Health & Family Welfare, Govt. of India Shri Shripad Naik giving thermo flask and fruits basket to Old Age in presence ZM Shri Prashant Naik & other Staff members at Goa Zone.

Navi Mumbai Zone, Tambe Nagar Branch CM Smt. Viju Kurup with Customers during Health Camp Organized at Branch Premises in collaboration with Star Allied Health Insurance.

GM NBG (W-1) Shri R K Shrivastava with Hon’ble Chief Minister Devendra Fadanavis during Run for Unity held at Nariman Point, Mumbai.

GM NBG (W-1) Shri R K Shrivastava with Hon’ble Minister of State for External Affairs Shri V K Singh during Mudra Loan camp at Mumbai.

NMZ, ZM Shri Girish Singh, DZM Shri Pukhraj Pangariya, CM Shri Ravi Kumar and other staff members during the shifting of premises of Gokhivare Branch.

GM (HR) Shri Mrityunjay Gupta addressing the participants during HRMS workshop held at ITTC Pune in the presence of Principal ITTC Shri Subash D Keskar, CM (HRMS, HO) Shri Ashok Kotian at IITC Pune.

Taarangan

July-December, 2017 55

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GM (ADC) Shri S S Banik at the launch of online EMD Management System at Hindustan Shipyard Limited at Andhra Pradesh Zone.

CVO Shri Devendra Sharma addressing select Branch Managers and officials of NBG (South) and Zonal Office, Chennai on preventive vigilance during his visit to Chennai.

CVO Shri Devendra Sharma being welcomed at STC Chennai during his visit to Chennai Zone.

GM Shri R K Mitra, ZM Shri B C Chetty, DGM Shri K Raghuraman, GS BOIOA, Southern Unit Dr. V Chidambara Kumar and others with the Divyang Children of CSI Higher Secondary School for Deaf and Dumb, Santhome, Chennai.

Team Chennai Zonal Office Celebrating on winning Pan India No.1 award in CASA and first position in mobilizing business debit card. The award was given by MD & CEO during ZM conference at Mumbai.

SMEcc, Madurai, Shri Gowri Shankara Rao, Incharge of CPCMadurai, Shri Manu R and BM Shri Shankaralingam during inauguration of `Star Krishi Utsav’ celeberated at Cumbum Branch, Coimbatore Zone.

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Taarangan

July-December, 2017 59

Banking Plus

perational framework is the circulatory system of the organization, and the existence of the organization depends on the strength of the operational framework. This acquires added significance in case of commercial organizations where financial stakes are involved. Increasing trade volumes in national and international arena and emerging new service industries coupled with newly emerging trading centers across the globe and increasing digitalization of business transactions have transformed the language of business from business management to risk management. Every expansionary vision of business adds to depths and dimensions to the risk management. These depths and dimensions of risk management are not new to business but increasing financial stakes, volumes of business and geographical complexities have brought it to the forefront of business management. The nature of business risk varies with the industries, countries of business and emerging global financial and business environment, even then some risks are common to every business and can be termed as Operational Risks.

management lies in the fact that its presence is not rewarded by higher returns rather its absence causes losses, therefore it aims to avoid rather minimize losses. Scholars, analysts and business practitioners have evolved various theories and principles for operational risk management. We consider five cardinal

basic components of operational risk management, which are:

Operational risks are result of the various operations undertaken by the organization and is also influenced and impacted by the interplay between various risks and emerging national and international socioeconomic and technological scenario. The importance of operational risk

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II-Anticipation of Risk Business environment is highly dynamic in nature and is increasing in complexities due to

I-Identification of Risk Every business, micro to large, starts with SWOT analysis, which is sometimes documented and sometimes not depending upon the size of the business organization. Even the oldest economic activity of agriculture farming identifies the risks of monsoon failure, bad weather or poor yield. Thus every

Operational Risk Management A Cardinal Approach

Operational risks, which result from inadequate or failed internal policies, systems and processes, human factors, external events or criminal activities and disrupt business processes, are managed through Operational Risk Management. Operational Risk Management (ORM), according to Wikipedia, can be defined as a “continual cyclic process which includes risk assessment, risk decision making, and implementation of risk controls, which results in acceptance, mitigation, or avoidance of risk”.

risk management tools provides a mechanism for collecting and communicating relevant operational risk to the management for its proper assessment.

economic activity is beset with the inherent risk, as has been rightly said- “No risk, no gain”, therefore identification of risks is the very important aspect of business management. The operational risks are normally identified and analyzed in terms of frequency and severity of the occurrences based on cause and effect relationship while being measured in terms of financial loss. Maintaining the proper suite of operational

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global t r a d e integration. The cheap supply of toys, decorative items, synthetic rugs and electronics from China has adversely impacted the handicrafts, cottage industries and even the big industries of our country. Apart from the cross border competition, the changes in technology, tastes and preferences

of the customers, availability of substitutes etc. are continuously posing risks to the well managed running units, therefore anticipation of emerging risks must be the integral part of risk identification on an ongoing basis, which can manifest newer forms and dimensions.

Since business organizations have profit orientation, therefore they must consider the risk reward relationship in terms of profitability and cost benefit analysis in terms of risk control measures. Loss occurs when risk crystalizes into event and provides the organization with the opportunity, no doubt at a cost, to analyze the emerging trends and proactively identify such risk potentials with a view to manage them efficiently. III-Evaluation of Risks Risk are of different nature having varying impact on the operations and performance of the business organizations, therefore all the identified and anticipated risks have to be evaluated in terms of their organizational relevance and must be addressed to. It is not only the risks that keep on changing with the age of the organization but also the relevance of the risks keep on changing with the emerging business environment. So evaluation of organizational risk has to be an ongoing exercise with a view to optimize the risk control measures in cost effective manner. Operational risk management is more prospective in nature as it gathers the instances from the past regarding the loss events and provides the suggestive strategies for their management so that deviances and aberrations are addressed to with the help of cause effect spectrum. IV-Management of Risks Once the evaluation of the risks has been carried out and risk components have been priorities, the logical corollary is of their management. The management of risk involves gamut of activities, which involves the functionaries responsible for identification and anticipation of risks, their evaluation and management through appropriately documented policies. The well documented risk management policies provide the operating staff with the blue print for actions required in routine operations and also in emergency situations. Since the risks keep on unfolding on regular basis, some unanticipated situations may also emerge, which are not provided for in the risk management policies. Here also the policy will provide the procedure to be followed in such situations and the delegated authorities for the same so that

crisis can be minimized or averted through proactive action. Since business organizations have profit orientation, therefore they must consider the risk reward relationship in terms of profitability and cost benefit analysis in terms of risk control measures. V-Review of Risk Management Policy The periodical review of the risk management policy has twin objectives of accessing the effectiveness of the existing policy against the stated objectives and incorporating the suitable amendments to the policy necessitated dues to newly emerging economic environment. It also provides the opportunity to the organization to plug the loopholes and improve the policy in light of the experiences gained through internal and external sources as somebody has rightly remarked that perfection is illusionary like Zenith hence we must try for betterment on the path of excellence with the objective of near perfection. Risk management policy normally functions on three pillar or line approach: The first pillar is robust operational management system through internal control measures wherein operating staff owns and manages risk. The second pillar is risk management and compliance system for effective management of the existing and emerging risks, which facilitates the operating staff and monitors the effectiveness of the system. Third pillar is independent assurance and testing by auditors, regulators or other external bodies for the efficacy of the policy and the system and compliance thereof by the operating staff. The success of the policy depends on the autonomy of the three pillars while ensuring effective coordination and communication among the three pillars.

complexity of the organizational activity and even covers the operations of non profit organizations. In nutshell, it covers the entire gamut of activities where more than one individual is involved, therefore operational risk management is of vital importance for all types of organizations and has remained in existence since the beginning of collective and cooperative living human beings in one form or the other. The operational systems and procedures of any organization are very vital for their smooth functioning requiring codified procedures and to monitor the deviation and their course corrections. Hence operational risk management is imperative requirement of all business organizations and effective operational risk management provides the scientific analysis of the risk perception and their management in a cost effective manner. In fine, operational risk management must be a part of wider risk management strategy and form the integral part of business plan and sound internal governance forms the foundation of effective operational risk management. Risk taking is the integral part of business plan, operational risk management provides the opportunity to manage those risks in a scientific manner, and no doubt some risks still elude the frame of risk management strategy, which provides the opportunity to the risk managers to venture into the realm of unknown newly emerging risks in this ever dynamic universe.

S B Singh

Chairman, Gramin Bank of Aryavart, Lucknow

Summary Every business organization has its own operational system, be it a production, sales or purchase, service and even marketing organization. The operational system differs from organization to organization depending on the nature, area, size and

Taarangan

Shubhangi

D/o Shri S B Singh working as Risk Consultant, with CRISIL, Mumbai

July-December, 2017 61

GENEVA

Travellonge

(SWITZERLAND) - JET d’EAU and FLOWER CLOCK

t the end of our week-long tour of Switzerland, we reached Geneva in the morning hours. Here, our group had a quick visit to mainly UNO (Geneva Chapter), UNICEF and some other surrounding important landmarks. From the Geneva airport, I parted with my group, and proceeded to city Euro Rail Terminus. I had planned a 10 days extension of my tour to additionally cover a few other countries in North West Europe. My train to Paris was scheduled at the evening hours, which allowed me a freedom of around 5-6 hours. My travel bug was making me desperate to run out and optimise use of this precious little time at my disposal. I dropped my suitcase at the cloakroom of the terminus and rushed out. (Excellent

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self-serviced lockers installed on the platform). However, in haste, I went to other side of the terminus and landed in an area which was a residential area may be meant for low income group, as I found lot of north African origin people stuffed in that area. Without further wasting my time, I took the right approach, and in no time, by covering small distance, landed on the banks of Lake Geneva. GENEVA - Geneva City, a major centre of international diplomacy, is well known for brokering many historical peace deals in the past. This is the place where United Nations had its Headquarters, initially. Though the Headquarter is now shifted to New York, still it has a functional office here with many sister organisations

¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

and agencies. The city, in fact, boasts maximum number of international organisations in the world. “Geneva Conventions” is a term known by most of people in the world who even has little knowledge of international affairs. The city is 2nd most populous city after Zurich. It is also an important finance centre. It is located at the western shore of Lake Geneva and is surrounded by mostly snow covered peaks of Great Alps. Mont Blank, the highest mountain in Alps (France portion) is visible from here. The city and surroundings look heavenly, quite similar to most of the other cities I visited in Switzerland. LAKE GENEVA This Lake is the largest water body (580 square KM) in Switzerland and is formed in the shape of half moon. It also borders between Switzerland and France at some points (water body shared between 60-40 ratio). Lausanne, another Swiss city, I mentioned in my earlier posts, is also on the banks of this Lake. The lake had many boats and paddlers. A good number of lake tours were available but no luck for me having paucity of time. At the point, where I was standing, river Rhone empties in to Lake Geneva. I walked along the bank which was extensively beautified. Just on the opposite side of the bank, in close vicinity, were 2 important touring spots of my wish list, “Jet d Eau” and “Flower Clock”. Hurriedly, I crossed the bridge connecting the two sides.

JET d EAU- It is one of the most important landmarks of Geneva, a virtual identity of the city. A fountain of water pumps 140 Meter into the air. The spectacular fountain once used to be an occasional pressure release for hydro-power generation on the RhĂ´ne River. Gaining a status of popular tourist attraction, in the year 1891, it was replaced by a permanent pumped fountain. At the height of 140 Meters, the water jet is even visible from the sky by a passing plane at high altitude. The speed of water when jetted out is 200 KM per hour through a nozzle of 4 inch diameter. Itâ&#x20AC;&#x2122;s beautifully lit at night. Be ready to get water soaked if try to get as close as 500 yards to it. At night, it is an absolute beauty as it is lit

in different shades. I missed its night vision as I had to leave by evening, but on the positive side, it threw an opportunity to me to visit Geneva, a second time. FLOWER CLOCK : Just outside Famous English Garden, is located this grand floral engineering machine. It is an artistic creation of a country which is known for its precision watches and a culture of total time punctuality. The country is known as time keeper of the world and produces most expensive and highly sophisticated watches. This stunning landmark measures approximately 16 feet in diameter and 59 feet in circumference. At 8 feet length, its seconds hand, said to

be the longest in the world. You can conveniently fix your watch by this Flower Clock because it provides 100 per cent accurate time via electronic connection to a satellite. This clock was created in 1955 by planting of almost 6500 small plants of different colours and species. A beauty indeed and a true tribute to age old watch industry of this beautiful country. Another interesting feature with this clock; it looks different in different seasons as it is made of flowers which bloom in different time of the year. Besides having a long brisk walk along the banks of lake Geneva, among other places, I could cover or rather squeeze in, in a short time at disposal, were a small unique structure Brunswick Monument a mausoleum built in 1879 and also 850 years old Cathedral St-Pierre. Regret having spent so little time in such a wonderful place.

Atul Gautam

DGM (Retd.), Mumbai

Taarangan

July-December, 2017 63

KABULIWALA

- The age-old Money Lender

abuliwalas, the once iconic traditional money-lenders from West Bengal, have now been slowly getting out of their business in the city of Kolkata & its suburbs with the advent of an easy banking system supplemented by microfinance organisations & Nonbanking Finance Companies (NBFCs). They may soon become extinct in the city. The Kabuliwalas or the money-lenders of Afghan origin made their arrival in the eastern Indian city of Kolkata almost a century back all the way from the capital of Afghanistan, Kabul & soon established their network across Kolkata and other parts of West Bengal. Their primary role was that of a money-lender as well as a collector or a debt recovery agent. However, in today’s banking system, there is hardly any need for any debt recovery agent and as a result of the that, the Kabuliwalas have lost their relevance in the modern day society. Also, the advent of plastic money or the credit cards has also marginalised the role of those traditional money-lenders. They mainly stayed around Kolkata’s Entally and Dharmatala area. However, over the years, their numbers are shrinking. Although many of the Kabuliwalas have become a permanent resident of Bengal after getting married to local girls, some do prefer to keep their families in their home country. Moreover, the fall of the Taliban regime and the subsequent improved situation have also prompted a

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large number of Kabuliwalas to return to their native country. It is widely said that the Kabuliwalas came to Bengal mainly from Kabul & other parts of Afghanistan due to the volatile state of affairs and frequent change of regimes in Afghanistan. Soon after their arrival, they made a living in Kolkata by selling dry fruits, perfumes (itar) & exotic spices like asafoetida and saffron. In that process, they made their earnings from their retail trade before stepping into the business of money lending with or without any proper license. In their money-lending system, there was no need for any documentation or any securities as only faith was the bedrock of their system. The rate of interest was charged around 7-9% per month. But now their business has almost lost its age-old identity and volume as well. These days, very few clients are there at their disposal & their erstwhile high rate of interest has also taken a nosedive to 3-4%. They have predominantly lost their business to the NBFCs, micro finance lending base & the financial literacy and awareness of the society. However, as the saying, every cloud has got its silver lining, goes, the newly launched air corridors between Delhi and Kabul & Delhi and Kandahar may turn out to be a big boost for the bilateral trades between India and Afghanistan. In return, the Kabuliwalas may find a new way to reinvent themselves and their business. Afghanistan can

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significantly contribute to and enrich the jewellery industry in India with its semiprecious stones like the emerald, ruby and many other gems. The bilateral trade will also include traditional dry fruits & carpets. On the other hand, India will export medicines & high-value consumer goods to the war-ravaged country. Meanwhile, the WTO has taken the initiative to make direct land access also. At present, India is the second largest destination for Afghan Exports and it’s, no doubt, a great move to boost the Indo-Afghan trade ties. At the same time, it’s a good news for the Kabuliwalas, who still prefer to remain in Kolkata respecting the sentimental value and emotional attachment towards their workplace for several decades. The government decision has surely come as a new lease of life for the iconic moneylenders of West Bengal, once immortalized by a Rabindranath Tagore short story and subsequently, in two eponymous movies one in Bengali and a remake in Hindi.

Ujjwal Kanti Ain Kolkata

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Taarangan

July-December, 2017 65

Health Plus

Health Motivation

Amazing Health Benefits of Regular Exercise!

arious studies have shown conclusively that physical inactivity leads to many health problems. The sedentary lifestyle of growing number of people of all strata of society including large number of white collar employees across industries and businesses is a serious cause of concern. The so-called modern lifestyle actually makes the life of several million Indians devoid of even minimum amount of physical activity absolutely necessary to keep this unique machine called human body going. The growing dependence on technology in some way or the other has also been contributing its share to make a crippling effect on the lives of large population of our youth. A recent medical study has revealed that sitting for longer hours in office or home before the Computer or TV or with laptop or engaged with your smart phone or such electronic gadgets can definitely raise the chances of all types of major diseases and then even 30 minutes of exercise every day may not be sufficient. As such, longer duration of daily exercise would be necessary to keep you fit.

To be more precise, physical inactivity or lack of physical exercise is known to affect badly our muscles, heart, lungs, kidney, bones, joints, brain and digestive system which lead finally to indisposition of some kind or the other in quicker intervals. Besides weakening the immune system of our body significantly, it impacts our monthly budget to a reasonable extent as we are forced to incur avoidable expenses towards doctor’s fee, medicine and at times hospitalisation as well. It is interesting to know that moderate to intense exercise including simple brisk walking for some time also acts as a mood booster and also a de-stressing tool as during the course of this physical activity, our body releases the feel good and feel happy chemicals namely ‘Serotonin’ and ‘Endorphin’ respectively into the bloodstream. Studies have also shown that regular moderate-intensity physical activity is as effective as antidepressants for persons suffering from mild to moderate depression. A survey by the Charity Mind found 83 per cent of people with mental health issues look to exercise to help lift their mood. So, what should one do to keep the body healthy and going? Starting the day with a few minutes of warm up session is widely recommended by health experts. It is necessary for loosening your muscles as they become stiff while resting for couple of hours in the night. This is needed to be rightly ready for intense exercise or work-out. If for any reason, you are not going out for a walk, you may very well do spot running and other free hand exercises for a few minutes, may be ten to fifteen minutes. This should be done on an empty stomach preferably during morning hours.

Milan K. Sinha

Ex-Staff Stress Management Consultant, Motivational Speaker / Writer…

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¸º¥¸¸ƒÄ-¢™¬¸¿¤¸£ 2017

It is needless to emphasise that even this kind of simple routine exercise confers many benefits like better exercise tolerance, lower body weight, lower blood pressure, better control of blood sugar, lowered cardiovascular morbidity and mortality. It also contributes significantly towards reduced stroke risk, reduced risk of cancer of all types, lesser incidence of viral infections and lowered risk of depression. Not only this, regular dose of physical work out and exercise in many ways keeps our physique in right shape and also ensures a better sleep in the night. Hence, the standard medical advice has been to recommend exercise duration ranging from 20-40 minutes a day, if not possible for all the days of the week, for at least four to five days in a week. Undoubtedly, if done daily, it is still better. Studies have shown that benefits of lowered blood pressure due to exercise disappears if one stops the activity for more than two weeks. It is because exercises help decrease the level of LDL (Low Density Lipoprotein, commonly known as bad cholesterol) and enhance the level of HDL (High Density Lipoprotein, also known as good cholesterol) in our blood. Finally, here is a point of caution. Yes, one should not be over-enthusiastic to indulge in intense exercise from day one as it may result in some adverse impact on the body. To put it plain, it is absolutely necessary to get the body accept the change bit by bit in order to reap the desired benefits. Undeniably, regularity plays a major role. It being so, it is better to include this in one’s daily routine without delay to ensure a healthier, happier and more productive life. (hellomilansinha@gmail.com)

Reminisces

DOWNTHE MEMORY LANE

ime is changing fast and so our rituals and social system. Everyone is becoming more materialistic, losing moral ethics and forgetting duties towards the society. In this glittering world of wealth, everyone is in the race to grab maximum wealth by all means. Our social values, the rich culture, family bonds and harmony has taken the back seat.The healthy friendly relations have become the thing of the past. We try to remain in touch with those people who matter in the society. Our elders, who are still alive, and have seen our healthy social system, must be feeling very unhappy. This reminds me of an old happening. A person called Roshan used to visit our village everyday to sell vegetables and fruits. He will buy this stuff from a nearby town early in the morning, where he lived. He will carry these to our village on bicycle. His hawking style was very typical which still sounds in my ears. Sometimes he used to bring his eldest son Rohit along who was studying in Govt. school. Almost everyday he used to sit before our house under the shade of a tree to take rest and have his lunch consisting of few chapatis, pickle and onion etc. He will ask for a glass of water or lassi to quench his thirst. He will converse with my mother about his poverty and the large family he was supporting. My mother will give him some used clothes, shoes etc for his children. He used to feel

very happy dreaming about the good future of his children. He will tell that his eldest son Rohit was very intelligent and hard working. His teachers always helped him in paying school fee, books etc. He wanted to make him a doctor. Time continued to pass away. I left my village for higher studies in a distant town. I used to visit my village occasionally and will always inquire about Rohit. After completion of my studies I got a job in Delhi. A few years later got married and brought my widowed mother along to settle in Delhi. My contacts with the village were almost lost but the memories of my childhood always remained fresh in my mind. My heart was still in the village. When someone from our village happened to visit Delhi, would prefer to visit us which kept the links alive. One day someone told that Roshan had passed away and his eldest son had become a doctor. The family had shifted to some other city. I told that person to give my address to Rohit, if he ever visited our village. One Sunday morning, somebody knocked the door. I went outside and saw a well dressed tall young man standing with a box of sweets in his hand. I could not recognise him. He introduced that he was Dr. Rohit, Roshan’s son. I let him inside. My old mother was too happy to meet him. She was overwhelmed as if her own son was visiting her after becoming a doctor. She was profusely thanking God and showering choicest blessings on Dr. Rohit. I could see tears flowing from her eyes.

Down the memory lane Customer the best.

r. Das Chief Manager of the Branch was looking into papers relating a proposal for sanction. Suddenly a person rushed into his chamber and sat down in front of him. It was a very hot day in the month of May. Climate was extremely hot as there was no rain for a long time. Mr. Das stared at the wall clock. It was around 1.00 pm. One hour still left for lunch time. The person entering the chamber seemed to be exhausted due to the hot climate. Mr. Das increased the volume. After a pause, the Chief Manager, Mr. Das stared at the person and asked, “May I know what type of work you have? May I help you?” “Can I know about various deposit schemes of the Bank!” replied the person. “Why not! You are welcome. Just wait a little, I am showing the details about various deposit schemes of the Bank”, Mr. Das assured. Mr. Das then opened various leaflets and explained details about different attractive deposit schemes. He mainly explained about our DBD, RD and other important schemes which were beneficial from customers’ point of view. The person eagerly examined various schemes. Read out scheme leaflets and asked various questions to the Chief Manager to make himself clarified about rate/s of interest, scheme benefits and also regarding TDS. Mr. Das perhaps smelled good/substantial deposits from him and his relatives. Hence he well explained to the questions asked by the person. During the process a long time had been elapsed . Mr. Das again looked at the wall clock. It was quarter past to two. Mr. Das was trying to dispose the person fast as he had to go to his residence for lunch. After waiting for sometime, Mr. Das saw the person still sitting in front of him. Mr. Das was still awaiting the person’s direction as to what scheme he would prefer and what amount he would offer as deposit in the branch.

H N Muduli

Harpal Singh Mangat

Retd. Chief Manager

harpalmangat@yahoo.com

Taarangan

July-December, 2017 67

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Taarangan

July-December, 2017 69

Place

My visit to Kaas Plateau and Vajrai Waterfall

h e Western Ghat of Maharashtra is recognised as a region of immense importance for the conservation of biological diversity. In Maharashtra ⅔rd of plant species are found on plateau only. The KAAS Plateau is one of the important plateau in the ranges of Sahyadri mountains of Western Ghat. It is located in historical district of Satara. The plateau possesses very unique herbaceous ephemeral vegetation. The floristic pattern of Kaas plateau differs due to different factors like rainfall, temperature, humidity, type of soil and topography. The Kaas Plateau has a status of being the “Plateau of Flowers”. It is full bloom during the monsoon season. It includes herbs, shrubs, climbers, ephemerals, bulbous, tuberous, saprophytic, parasitic, insectivorous plants and epiphytic orchids. From July each species dominates the landscape of Kaas plateau for few weeks. The region has been globally recognized as

one of the hot spot of biodiversity and included in world natural heritage by UNESCO. The Kaas plateau changes the colours after every 15-20 days as the monsoon progresses from June to October. This progress is in terms of blue colour of Utricularias, white colour of Eriocaulons and Hababerias, pink and violet colour of Impatients, yellow colour of Senecios and Smithias, and purple colour of Pogostemon species. Many rare and threatened plants like Rotala. Ceropegias, Murdannia and Arisaemas, Dipcadi, Flemingia, Isachne, Glyphochola etc. grow on the plateau. In all about 47 threatened species are found on plateau. The floristic analysis of Kaas Plateau reveals that it has more than 400 species belonging to 267 genera under 8 families. Total area of plateau is about 1790 Ha. and has a high degree of emdemism. The Kaas Plateau is an outstanding example representing significant

ongoing ecological and biological processes in the evolution and development of terrestrial and fresh water ecosystem and communities of plants and animals. The area is included in The World Natural Heritage Site. The location of Kass Plateau is 30 km. west of the city of Satara by a hill ridge through villages namely Andhali, Kamathi, Petri and Yavateshwar. The best time to visit Kass Plateau is in the months of August and September. At a further distance of about 4-5 km. from Kaas there is a ‘VAJRAI WATERFALL’. This waterfall is accredited as one of the tallest waterfalls present in India. It flows down from mountain to earth in three phases, two of them can be seen from a particular point of Vajrai village, however there is no proper road to see the third and last phase of the water fall. My visit to Kaas Plateau and Vajrai Waterfall was really a memorable one.

Jaykumar R Godbole Stock Exchange Branch Mumbai South Zone

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VIEW POINT

The Misery of Modern Education If this education is not bringing the eternal happiness, then there must be some fault in this system and we must check it.

t feels very good when we read news like Indian doctors or engineers are highest paid or holding reputed positions in developed countries, parents feel proud when their children get selected in IIT or NIIT. This is very pleasing that we, the modern generation is getting hightechnology education. Actually the question is why are we educating ourselves ? The answer will be - to get a good job, to lead a happy life. But there is very fine line between these two choices. To get a good job means to get more & more money and this is how this generation defines the happy life-With Money. All of our education ends here! We all study just to make money. Same I heard from many people that if shortcuts can help you make money then you don’t need to work hard, you need to pay respect to people not richer than you! But the truth is that the education must not be such, that turns man into machine but that which make a man a kind & sensitive human. Education should help them to understand that not much money is needed to lead a happy life, what is needed is satisfaction-as happiness lies within us. All of our inventions and discoveries are to facilitate human life & curb daily miseries, but they are useless if, they replace human sensitivity towards living beings. The education must include the moral values of characters, kindness for poor, loyalty in relations, honesty in profession and valuing truth more than beauty. Is our education successful in achieving these characters and social responsibilities

in our generation? Unfortunately not! The most of private institutions and schools (which are present in almost every city) hardly provide quality technical or moral education but are money generating buildings & they teach their student same i.e. to make money by hook or crook. Nobody cares for character & honesty. Students learn to flaunt new outfits & latest brands, but not to work hard, instead they define shortcuts as smart work. They believe in impressing their seniors by their dad’s money & position and the surprising thing is that the seniors get impressed too! This is absolutely unfair to talented students & harmful for the future of trendy students & it leads to discrimination on the grounds of money. Nobody has time to look for truth & character, they are just enchanted with show-off. These modern students are insensitive towards nature, animals and the poor. This is disheartening that they find it more interesting to chat about latest fashion trends rather than discussing about improving the condition of the poor & other social problems. Where the patriotism of our youth has gone? It is not joining army only. It is about loving and serving our nature's suffering people and uplifting the needy and destitute. Earning more and more money can’t bring happiness and content for sure but doing good deeds for good purpose can.

Can generating money be stated as ultimate goal of our eduction? No. Because money is good till we are its master, it creates havoc, when it becomes our master. We can’t live happily if we don’t nourish our relations if we are not honest in our profession, if we don’t respect truth and character, because ultimately only these things will be remembered after one’s life. Nowadays honesty is often confused with foolishness & cleverness with wisdom. But witty people know what these actually are and they can never be same, doesn’t matter how modern we become. We must think where are we heading and where we want to go, perhaps we have lost our direction. Some one well said that A qualified man with no kindness is a threat to society. Our father of nation has rightly said Wealth without work, pleasure without conscience, knowledge without character, commerce without morality, science without humanity, religion without sacrifice and politics without principle is useless. This is an urge to all youths to ponder about their responsibility towards society and nation and for our part, we must start to value a person not for his money but for his character.

If this education is not bringing the eternal happiness, then there must be some fault in this system and we must check it.

Taarangan

Prachi

w/o Sachinder Kumar Etawah Branch

July-December, 2017 71

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Shri Vinod Chandrashekhar Dixit, Manager, working in NBG-Central presenting a Book titled “BANK OF INDIA-ALWAYS SHINES” a compilation of articles published in leading newspapers on Bank of India to MD & CEO Shri Dinabandhu Mohapatra in presence of ED Shri Damodharan N and other Executives.

Pro Kabbadi League player’s Shri Reshant Devadega & Shri Vishal Mane met our ED Shri Damodharan N at Head Office. Also seen CM ED (Sect.) Shri Rajesh Robert and Bank’s Kabbadi Team Member Shri Sanjay Shelerkar.

ZM Shri Vivek Wahi & SLS GS Shri Rajesh Sakpal welcoming Ex-CM (Maharashtra) Shri Manohar Joshi during Dahi Utsav along with AGM Shri Deora, President Shri Vijay Shirki & LSP Shri Yaswant Vichle.

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Taarangan

July-December, 2017 73

VIGILANCE AWARENESS

BUSINESS ETHICS: BEST BUSINESS TOOL “We have to earn profits by making quality ships; even if we do not make profit, we will continue making quality ships.”

hat is the essence of business ethics. ‘Trustworthiness’ and ‘Credibility’ is the unique selling proposition of this company which has developed as a distinct ‘identity’ or ‘character’ over a period of time. Some are ‘good’ and ‘trustworthy’ companies, others are not. These perceptions are shaped by the company’s actions in the past, from the responses it has made at its defining moments. The word ‘Business ethics’ may sound like an oxymoron to many readers. Before deliberating further on the issue, I assume that there would be two distinct sets of people having understanding as: One set of these people who feel that business and ethics do not mix, or believe that this is a practical world, and one does not get around by being ethical but being ‘smart’. Then I humbly appeal to such readers that this write up is not meant for them. Better stop reading further. Another set of those people who believe that business and ethics can go together, who are doing or trying to run a business on ethical tracks and wish to instill an ethical culture in their business organization. Readers falling in this category should go on to read this article. Irony of the fact is that even people falling in first set also expect that when they are receiving any sort of business transaction, activities and / or services, it must be thoroughly ethical. In this sense,

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Vikram Sinha AGM (Vigilance), HO

the underlying idea is that business ethics is an indispensable business tool to survive longer. Successful business fail, profitably running business suffer from a downfall and sometime an effective corporate receives a great fall in their credibility and trustworthiness. While there are many contributory factors to such failures or down falls, there is often one factor at the behavioral levels either at business leader or their executive level i.e. how these leaders / executive ‘bet away the farm’ by taking undue risk in aggressive pursuit of growth, even sometime compromising on business ethics. The mindset of a business leader creates the mindset for the company, which in turns sets the work culture of the business organization. For a business to prosper and maintain its wealth

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in terms of profits earning, credibility and/or trustworthiness, it ought to be founded on a certain ethical principles. A business that is based on ethics can run successfully for longer years. Moneymaker who do not need to ethical values can only earn a short lived success. To last long in the market, business ethics is essential. For a business to achieve long term profits, customer relationship is of utmost importance. To gain a long term relationship with customers and achieve customer return for the business, the business needs to be based on ethics. The trustworthiness of a business, its customer service, its customer care, its way of dealing with customers and its urge to retain their old customers, is a part of business ethics. Business ethics leave a long lasting impression on the customers and the impression on their minds build trust, fetching more business by more customers while retaining the older ones. The moot question remains: Is being

ethical good for business? Can a business actually be better off being ethical? Can it do well by being good? Even from a purely ‘business’ point of view, it may be a good policy to be ethical. Running a business ethically may be better in the long run for the business because: It enhances the credibility of the management; It enhances the trust reposed in the management; and It may reduce cost, especially the transactions cost involved in production and / or delivery of services by reducing per unit cost-both on production or service delivery. The role of leadership is crucial to the way an organization does its business, but this is especially so in the case of the ethical climate of the organization. An organization is as ethical as the top management wants it to be. After all, the saying goes ‘¡¸˜¸¸ £¸ ¸¸ ÷¸˜¸¸ œÏ ¸¸’ i.e. ‘As is the king so are the subjects’. From an ethical point of view, it may be a good idea to have people challenging company decisions in open meeting, especially on its ethical aspects. However, this is not to be obstructive or with a view to prevent a decision from being taken, but rather to bring to the table the ethical side of issues so that all are aware of them. In olden days, kings used to have a ‘Vidushak’ or court jester who had the liberty to point out the errors the king is likely to make, in a comic or humorous way. Besides lightening the court atmosphere, they also served as conscience keeper. But that may not be true always because top management is often under pressure of managing ethics of their people too within the organization. The role of the top management can be seen in three areas: • Defining the ethical values and standard; • Monitoring their compliance; and • Institutionalizing them so that they get passed on to the next generation and became the core value of the organization. Lastly, the problem in business ethics is often; not always-not one of choosing wrong versus right, but between two alternatives, both partly right, both partly wrong or even both alternative right i.e. right versus right. It is not just a question of polluting or not polluting, but polluting at what cost and to what extent. There may not be ethical dilemma involved in many business decisions. But there may be occasions where business decisions do not present a clear right or

VIGILANCE AWARENESS WEEK, 2017

Release of VWA Booklet

Integrity Pledge by Chairman and MD & CEO

Integrity Pledge by GMs

Presentation Board Room

Panel Discussion

wrong question, but in the nature of dilemma. Ethical dilemmas are those situations where it is difficult to see not what is right or wrong, good or bad, but which choice is relatively better under the circumstances. This is the difficulty of being good, being ethical. So as for the conclusion in ethical matters, there is no conclusion. There are many conclusions, but only one of them is ‘your conclusion’ and you need to find that solution yourself. That decision is yours and yours alone. Let me sum up with a quote of Albert Einstein who said “We should be men of values rather than men of success”.

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July-December, 2017 75

‚¿ ¸¥¸¸½ Ÿ¸½¿ ¬¸÷¸ˆÄÅ÷¸¸ ¸¸Š¸²ÅˆÅ÷¸¸ ¬¸œ÷¸¸í ˆÅú ¸¥¸¢ˆÅ¡¸¸¿ Trivendrum, Kerala Zone

Jamshedpur Zone

Bhopal Zone Vidarbha Zone

Bardhaman Zone

Pune Zone

Nagpur Zone

Kerala Zone

Ranchi Zone Mumbai North Zone

NBG (J&C)

Chandigarh Zone Mumbai South Zone

Raigad Zone

Howrah Zone

Ludhiana Zone

Indore Zone

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Dehradun Zone

Business Development Rotary Panvel Mahotsav

Bank Signed MOU with MSRLM for SHG linkage

Navi Mumbai Zone participated in the Rotary Panvel Mahotsava. The event is organized annually and is the biggest fest of Panvel and Raigad district which attracts the whopping footfall of over 2,00,000 visitors from Navi Mumbai, Panvel and Raigad District. The event was inaugurated by GM NBG West I, Shri R K Shrivastava in presence of Zonal Manager, Shri Vishwajeet Singh.

Our Bank has entered into MOU with Maharashtra State Livelihood Mission (MSRLM), a Government of Maharashtra body for Self Help Group linkage and financing. The MOU was signed by Smt. R. Vimala, IAS and CEO, MSRLM in presence of Shri Vishwajeet Singh, Zonal Manager, Navi Mumbai Zone.

6th Global Konkan Festival Team Navi Mumbai Zone together with team Ratnagiri Zone along with LDM Mumbai North participated in the 6th Global Konkan Festival in presence of GM NBG West I, Shri R K Shrivastava, GM Rural & PSL, Shri J S Ravi Kumar, Zonal Manager Navi Mumbai Zone, Shri Vishwajeet Singh and Zonal Manager Ratnagiri, Shri P B Kamble.

ZM Navi Mumbai, Shri Vishwajeet Singh along with DZM, Shri B Ravi Kumar and his team.

Inauguration of Stall By Union Minister Shri Anant Geete along with GM NBG West I, Shri R K Shrivastava, GM Rural & PSL Shri J S Ravi Kumar & ZM Navi Mumbai, Shri Vishwajeet Singh.

Retail Loan Campaign at various Branches of Mumbai South Zone

Taarangan

July-December, 2017 77

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star digital village

DIGITAL VILLAGE

UMAYALPURAM @CHENNAI

irst Digital Village of Chennai Zone – UMAYALPURAM in Thanjavur District, was inaugurated by Shri R Doraikannu, the Hon’ble Minister for Agriculture, Tamil Nadu Govt., who hails from the Village and is a privileged customer of our Bank. Umayalpuram is a small village having population of approx... 4500 people and about 3000 are eligible to have bank accounts. Almost all the eligible persons are provided with bank accounts. We have two branches which are very close to the village Rajagiri – 3 Kms and– Kabisthalam – 2 Kms. The residents of this village are having accounts with both these branches of Bank of India. To make it a Digital Village, Bank provided an ATM in the Village, for the benefit of Villagers/customers, issued ATM Debit Cards to almost all eligible account holders of the village, Aadhar seeding has been completed approx. 90% of account holders, Hand Held Machine- Inter Operable with pin and pad device through BC. POS machines provided selectively for commercial transactions, popular APPS like CHILLr and BHIM are made popular. Mobile Banking services provided to many literate customers. In a grand function, the branch of digital village, UMAYALPURAM branch was inaugurated by Shri R Doraikkannu, the Hon’ble Minister for Agriculture, T. N. Govt.

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Shri A Annadurai IAS, District Collector Thanjavur, Dr. K Subramanian, NABARD, Thanjavur, Shri J Shrinivasan, DDM Lead District Manager, Shri R Krishnamumar, Joint Director of Agriculture, and local MP and others. The function was attended by more than 250 people. Shri R K Mohanty, DGM, NBG (S) Chennai Shri B C Chetty, Zonal Manager and DGM, Chennai Zone, Mr. S Swaminathan, Area Manager Thanjavur, and many Officials from Zonal Office and nearby branches were present on the occassion. The function started with ATM inauguration by Hon’ble Minister, along with Zonal Manager and other VIPs. The ATM which is located on the main road is already getting an average of more than 120 hits of daily. In his presidential address the Minister has praised the services of Bank of India, in the village and appreciated the initiatives of Bank to make digital Village. He also distributed loans to about 15 beneficiaries amounting to ` 4.00 Cr. The Zonal Manager, in his inaugural speech listed out various initiatives

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of the Bank towards Digitization and Bank’s commitment for the development of rural economy. Shri R K Mohanty, DGM, NBG (S) informed about various digital services available in Bank and how people have adopted the same right from demonetization period. Many other officials also spoke during the function. The function was compered by Mr. P Velan, Sr. Manager, AFD, ZO Chennai, and vote of thanks was rendered by Mr. Thulasiraman, AFD, ZO, Chennai.

STAR DIGITAL VILLAGES @ VARANASI ZONE

Under Star Digital Village Programees Varanasi Zone, 5 villages linked to our various branches were declared as fully Digital village viz. Saresar & Dhoos Khas (Moghalsarai Branch), Village Masika ( Naini Branch), Village Baralalpur (Baralalpur Branch) & Village Kot Sarai (Faizabad Branch). As per the directives of Head Office and Govt. of India 3 to 4 Paathshala and Prayogshalas were organized in these villages and account opening camps were conducted by the Zone. Welcome Kits, Ready kits, Internet Banking were distributed among villagers in large numbers. ADC products like BHIM app & NUUP were

Inauguration of Digital Village – Umayalpuram ATM by Shri R Doraikannu, the Hon’ble Minister for Agriculture, Tamil Nadu Govt. alongwith Shri A Annadurai IAS, District Collector Thanjavur.

also promoted & villagers were given demo of using the same with ease. Inaugural functions were organized across all five villages which was graced by dignitaries from State Govt. officials, President Block Pramukh etc. Village Saresar & Dhoos Khas linked to our Moghalsarai branch inaugural function was graced by Mrs. Anita Shekhar (Nayab Tehsildar - Moghalsarai) & Mr. R N Sarkar (Zonal ManagerVaranasi), Gram Pradhan & others 2.Village Masika linked to Naini branch inaugural function was graced by Mrs. Vandana Singh Yadav (Block

First Transaction at Digital Village – Umayalpuram ATM by Shri R Doraikannu, the Hon’ble Minister for Agriculture, Tamil Nadu Govt. alongwith Shri B C Chetty, Zonal Manager, Shri A Annadurai IAS, District Collector Thanjavur.

Pramukh- Chaka) & Mr. Amrendra Kumar Pandey (DZM DesignatedVaranasi), Gram Pradhan & others 3.Village Baralalpur linked to our Baralalpur Branch inaugural function was attended by Mr. Swetang Singh (Block Development Officer- Harahua), AMO- Varanasi Officials Gram Pradhan & others 4.Village Kot Sarai linked to our Faizabad branch inaugural function was attended by Mr. G P Dixit (DZMVaranasi), Mrs. Amrita Devi (school principal - Kot Sarai) Up-Pradhan & others. The events were widely covered by media & leading news dailies like Dainik Jagran, Hindustan & Amar Ujala etc.

Shri B C Chetty, Zonal Manager Chennai Zone, honoring the Hon’ble Minister for Agriculture, Tamil Nadu Govt.

Taarangan

July-December, 2017 81

¬’¸£ ¢”¢ ¸’¥¸ Š¸¸¿¨¸ 2017 / Star Digital Village 2017 Jatti Majra, Chandigarh Zone.

Gopalnagar, Howrah Zone Shutia Branch, Kolkata Zone

Dularpur, Howrah Zone Village Sarog, Chandigarh Zone

Gopalnagar Howrah Zone

Panchgaon Branch Nagpur Zone

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Taarangan

July-December, 2017 83

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Ankur S/o Shri Mrityunjay Kumar Gupta, GM (HR), 1st Rank & Gold Medalist in Executive MBA from NMIMS, Mumbai.

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ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ ˆ½Å ¬¸º£®¸¸ ‚¢š¸ˆÅ¸£ú ªú ©¸¿ˆÅ£ ›¸¸˜¸ ˆ½Å œ¸º°¸ ªú Ÿ¸›¸¸½ ¸ ›¸¸˜¸ ˆÅ¸½ û½Å”½£½©¸›¸ ‚¸ÁûÅ ‡Ÿ¸.œ¸ú. ¸¾Ÿ¤¸£ ‚¸ÁûÅ ˆÅ¸ÁŸ¸¬¸Ä ‡¿” ƒ¿”¬’ïú{¸ ×¸£¸ ¢™›¸¸¿ˆÅ 12.08.2017 ˆÅ¸½ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸ÄÇÅŸ¸ Ÿ¸Ê 1st ¬’¸’Ä ‚œ¸ ‚¢ ¸¨¸Ÿ¸Ê’ œ¸º£¬ˆÅ¸£ ¬¨¸³Åœ¸ ` 51,000/- ˆÅ¸ ¸½ˆÅ œÏ™¸›¸ ¢ˆÅ¡¸¸ Š¸¡¸¸— ¡¸í œ¸º£¬ˆÅ¸£ „›íÊ Ÿ¸š¡¸ œÏ™½©¸ ˆ½Å Ÿ¸º‰¡¸Ÿ¸¿°¸ú Ÿ¸¸›¸›¸ú¡¸ ªú ¢©¸¨¸£¸ ¸ ¢¬¸¿í ¸¸¾í¸›¸ ˆ½Å ˆÅ£ ˆÅŸ¸¥¸¸Ê ¬¸½ œÏ¸œ÷¸ íº‚¸—

STUDENT OF THE YEAR AWARD 2017

Ms. Anushka receiving Award from MD, PMC Bank Shri Joy Thomas. Ms. Anushka D/o Shri S M Phadke, CM, BOIMB Ltd.

PRIZE WON IN SPELL BEE Competition at State Level Championship in Gujarat

Deposit mobilization

`315 Crore

AVNI ASOPA

D/o ASHISH ASOPA (Officer Ambikanagar Branch, Gandhinagar Zone) won 4th place in MARRS SPELL BEE (Jr. Kg) competition at State level championship in Gujarat and received this trophy.

Deepali

MDI Belapur Passed Certified Bank Trainer Course, IIBF

Shri R K Mahaseth & Shri Deepak Sahu Gandhi Nagar Branch New Delhi Zone

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SEHRAJ

S/o Shri Kewal Kumar Garg Assistant General Manager SMECC, Ranchi Passed Chartered Accountancy (CA Final) All India 25th Rank

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BANK PARTICIPATED IN ABCI COMFEST 2017

D/o Smt. Smita Kamlakar Pune Zone (LLM)

Akanksha

D/o Smt. Sunita Shriramwar Pune Zone B.Sc (Comp.)

Dhanshree

S/o Shri Jayshree Sampat Kamothe Branch Navi Mumbai Zone {TYBA}- Mumbai Unv.

Bank participated in Annual comfest 2017 conducted by Association of Business Communicators of India held at The Hotel Taj Mahal Place, Mumbai. Officers from Head Office, Mumbai North Zone & Mumbai South Zone at the conference.

Taarangan

July-December, 2017 85

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1. Pindara Branch, Chandigarh Zone 2. Kerma Village, Muzzfarpur Zone 3. Thakurpur Branch, Dehradun Zone 4. Panjehra Branch, Chandigarh Zone 5. Malyavar Branch, Chandigarh Zone 6. Panchgaon, Nagpur Zone 7. Newgrain Market Branch, Chandigarh Zone 8. Manali Branch, Chandigarh Zone 9. Kullu Branch, Chandigarh Zone 10. Govindpura Branch, Chandigarh Zone 11. Tirumannur Branch, Chennai Zone, 12. Kavisathlam Branch, Chennai Zone 13. Godhna Village, Agra Zone 14. Mansar Branch, Nagpur Zone.

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15. Padampur Moradhank Shakha 16. Ladva Branch, Chandigarh Zone 17. Bakhtrwapur Branch, New Delhi Zone 18. Bhagwanpur Village, Patna Zone 19. Haldwani Branch, Dehradun Zone 20. Sultanpur Branch, New Delhi Zone 21. Budhanpur Branch, New Delhi Zone 22. Bardhaman Zone 23. Bawana Branch, New Delhi Zone.

Taarangan

July-December, 2017 87

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JUNE 2017

May 2017

Shri Pravin Singh Jadeja Marketing Department, Ahmedabad Zone

Shri Kailash Mishra

Shri Vihari Gujulapalli

Credit Monitoring & Recovery Faulty Member ( I.T.), Department, Staff Training College, Bhopal Andhra Pradesh Zone

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JULY 2017

Ms Rizwana Khatoon,

Mr. Manoj Patil

Ashok Nagar Branch, Ranchi Zone

Area Manager Office, Nadiad, Ahmedabad Zone

AUGUST 2017

Mr. Nikhil

Desalpar Branch, Gandhinagar Zone

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Mr. Ajay Kumar

Credit Monitoring & Recovery Department, NBG Nort-1 Office

september 2017

Mr. Pradeep Meher, Bolangir Branch, Bhubaneshwar Zone

Mr. Apurv Kumar Jha Kharghar Branch, New Mumbai Zone

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Donate Blood for a Reason Let the Reason be LIFE

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A volunteer donating blood during the Camp.

Head Office IT Department arranged Blood Donation Camp on 16th Sept 2017 and donated blood to NMMC. This drive was initiated by the Women’s Care Group of the Bank at CBD Belapur Building. More than 100 staff members donated blood for the benefit of poor and needy. NMMC supplies blood free of cost to the needy through the General Hospital. Doctors, who came from General

Hospital of NMMC, were overwhelmed seeing the number of donors volunteering to donate blood for a noble cause. Our Bank was also awarded a Certificate from Navi Mumbai Municipal Corporation Blood Bank for successfully organizing the Blood Donation Camp.

Navi Mumbai Zone, Tambe Nagar Branch diamond customer Mr Dinesh Sanghvi addressing the Diamond customer meet in presence of CM Smt. Viju Kurup.

Pune Zone DZM Shri Biswajit Mishra with customers on Samadhaan Diwas.

Taarangan

July-December, 2017 89

For Young Credit Officers

Trust & Retention Account(TRA) and ESCROW Account. It is an attempt to take those members, who are uninitiated in the subject of corporate credit. With the shift of focus of most of the banks from corporate credit to retail credit after the AQR debacle, corporate credit has taken a back seat at the moment, but it is bound to make a come back with a bang as soon as sentiments in the industries improve and things start looking up once again. Its just a matter of time. I personally believe that flesh of the commercial banks come from large credits only. Retail credit is there but it cannot add volume. Moreover, infrastructure in the country cannot be developed without involvement of banks. That is why, government is so keen on strengthening the Public Sector Lenders by hook or by crook. Large credits are protein and retail loans are vitamins. So both are required. You cannot stop large credit from happening for a long time. In fact, no emerging economy can. Now coming to the topic of discussion,

in a consortium arrangement wherein a group of bankers extend credit to a large borrower, in order to maintain credit discipline and to control diversion of funds by the delinquent borrower TRA account is opened. It can be maintained with the lead bank or an independent TRA agent. TRA account is maintained in form of a current account wherein all the cash flows of the project are captured. The repayments to the lenders are made through this account only without the intervention of borrowers. Every single rupee generated through project SPV (special purpose vehicle) is routed through TRA account and its appropriation is decided as per the mandate given by the consortium members. ESCROW account- It is very much akin to TRA account but for certain subtle differences. An escrow account is intended to have a control on the payments made by the customers of the borrower. All the payments of

the buyers of the goods and services produced by the borrowing entity are routed through Escrow account and the purchaser gets a valid discharge by depositing the payments due to his supplier (Our borrower) in this account. Appropriation of such cash flows is done as per the mandate in a predetermined manner. In TRA account only 3 parties are there– Borrower, lenders and the TRA agent. In escrow arrangement, there are 4 parties–borrower, lenders , escrow agent and the customers of the borrower. For example, a power generating company is our borrower, which sells its power through a PPA or power purchase agreement to say Bihar Electricity Board. All the payments made by Bihar government for the power supplied by our borrower company will be captured in Escrow account maintained with the escrow agent as appointed by the consortium.

Prasanna Kumar Chief Manager, Mumbai

ˆÅ¸’Ä»›¸ ˆÅ¸›¸Ä£ Master Vatsal Vishwam

S/o Shri Vikram Sinha AGM (Vigilance), HO won 'First Prize' in Painting Competition held during Vigilance Awarness Week 2017 at Navi Mumbai

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. . . ÿ í ½ ¸ ÷ í Å ˆ ¸ œ ¸ ‚ ... You said it

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I received Taarangan June 2017 edition. Thank you. I must say it's a fabulous issue. The interview of Dr. Achala Nagar is heart touching as it seriously reflects the concern to save our culture in fast changing scenerio. Kudos for this noble feature. The other articles are equally informative and interesting. Appreciation to the Editorial Team.

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Arun Kumar Retd. DGM (Law)

`Quest for Books!' appearing in the June 2017 issue of “Taarangan” made a good read. People, today, are seen bogged down with their usual routine chores so much that they find it difficult to spare time for self and family. Quite like meditation, passion is one that will automatically drive us into it and tone up our mind and body to get a refreshing feeling because you are getting merged with it for a while. Developing a passion to read or write such as in the instant case besides making us a good human being in the society also builds our personality and ensure greater clarity in thoughts and actions. Thanks once again for a good issue. Srinivasan Umashankar Bank of Maharashtra, Nagpur.

TAARANGAN BAGS PRESTIGIOUS’ 'ABCI MAGAZINE OF THE YEAR 2017' AWARD AT MUMBAI.

A Big Thanks and Congratulations to Staff Members & In-House Journal created History by clinching prestigious 'ABCI Magazine of the Year 2017’ award during glittering Readers’ Our 57 Annual Awards Nite held at Hotel Taj Mahal Palace, Mumbai organized by prestigious Association of Business th

Communicators of India (ABCI) on 22nd December, 2017. Bank was also awarded with ‘Gold Prize’ for its Corporate Hindi Magazine ‘BOI Vaarta’ along with 5 other category awards including one for its Corporate Film.

GM (HR) & Chairman (Editorial Board) Shri Mrityunjay Gupta & Editor Sartaj M Shakeel received the award on behalf of Bank along with Zonal Manager (Mumbai South Zone) Shri Vivek Wahi & CM (Pub.) Shri Sanjay Banerjee at the hands of CMD ECGC Ltd. Govt. of India Smt. Geetha Mularidhar in presence of President (ABCI) Shri Yogesh Joshi & other dignitaries present on the dias. Taarangan started it's journey way back in 1964. Since then it has been Voice Of BOI. It is noteworthy that now Taarangan has 7 International and 50 other National Awards in its kitty.