Taarangan March 2017 by Sartaj Mohd Shakeel

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Bank of India’s Quarterly House Journal March 2017

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Bank of India’s Quarterly House Journal March 2017

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

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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: Ÿ¸¸ ¸Ä 2017 Volume: March 2017

¬¸¿œ¸¸™ˆÅú¡¸ Ÿ¸¿”¥¸ /Editorial Board Ÿ¸¼÷¡¸º¿ ¸¡¸ ˆºÅ. Š¸ºœ÷¸¸ Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Mrityunjay Kr. Gupta General Manager

©¸¿ˆÅ£™¸¬¸ Š¸ºœ÷¸¸ Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Shankardas Gupta General Manager

£¸ ¸ˆºÅŸ¸¸£ ¢¬¸¿í ¸¸¾í¸›¸ Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Rajkumar Singh Chouhan General Manager

¬¸£÷¸¸ ¸ Ÿ¸¸½. ©¸ˆÅú¥¸ ¬¸¿œ¸¸™ˆÅ Sartaj Mohd. Shakeel Editor

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸¢© ¸Ÿ¸ I/II) 40 ›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (™¢®¸µ¸-I/II) 40 ‚›¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ 41

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (Ÿ¸š¡¸) 27

‚¿÷¸££¸«’ïú¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ 10

A Peep Into the Insolvency and Bankruptcy Code, 2016 for early Resolution of NPAs 28

œ¸º£¬ˆÅ¸£ 11

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸»¨¸Ä) 32

Igniting younkers 24

›¸½½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í ( ¸¸‡¨¸¿Ž) 33

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í („î¸£-I/II) 26

‚¿÷¸££¸«’ïú¡¸ Ÿ¸¢í¥¸¸ ¢™¨¸¬¸ 36

Manage your Life 09

Different Banker Species in the Wild. 42

‚¸÷Ÿ¸¸›¸ £®¸›÷¸º 46 Š¸µ¸÷¸¿°¸ ¢™¨¸¬¸ 48 Thirty Cardinal Principles 50 Scientific reasons in our Indian Culture for adopting various traditions 58

Taarangan

March, 2017

¬¸¿™½©¸ / MESSAGE

œÏ¤¸¿š¸ˆÅ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú Managing Director & Chief Executive Officer

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Dear Colleagues, am delighted to communicate with all of you through our quarterly In house journal ‘Taarangan’. It is wonderful feeling to come back and hold the reins of my mother institution that nurtured me as a Banker. I have been entrusted with this big responsibility when Bank is in its most challenging times. We have just declared the results for the last quarter of FY 2016-17. You all are aware of the situation and I am sure you are fully geared up to take the Bank out from this alarming state of health. In my first address at Head Office, I have already shared the priorities i.e. NPA management, which includes speedy recovery of NPAs and stoppage of further slippages, augmentation of CASA, re-balancing of advances in favour of retail portfolio and stable growth in quality assets. We have plans of monetization of non-core assets and capital rationalization initiatives during the current financial year. Above all, we must do credit with best asset quality following all KYC norms alongside best in class customer service.

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(™ú›¸¤¸¿š¸º Ÿ¸¸½í¸œ¸¸°¸¸)

The most important aspect in service industry today is WHY, which denotes the customer aspirations to avail services of particular institution for their financial needs. We have to provide them best in class service to answer their WHY? We know that every satisfied customer will automatically become our Brand Ambassador. It is noteworthy that ET has declared our Bank, 2nd most trusted Brand, which clearly indicates our strength and sound reputation in the market. Further, in present scenario, use of technology in service sector is changing rapidly and it is becoming hard to keep pace with this change. We have in place technological advanced system to cater the needs of our customers. Demonetization process has helped to push economy to digitalization in a big way and has opened many avenues for alternate delivery services viz. mobile banking, internet banking, demat, credit and debit cards etc. We ought to be ahead of our peers and competitors in providing these services. I urge you to go all out to take our Bank's digital services to newer heights. We have to work and explore new possibilities of business in all directions and generate more and more avenues for business growth. Fee based business is also an area, which can add significantly to our profits. The initiative of ‘Ghar-Ghar Dastak’ and "Bank of India Mahotsav" is one significant move towards business growth. One thing, we have to connect and reconnect with our internal customers i.e. staff members and existing customers i.e. our clients to reach the pinnacle. Please go out, resolve bad debts, and seek business under our Ghar-Ghar Dastak movement. Friends, you will observe many more initiatives in days to come. Our target is now to establish our Brand, the most vibrant Brand in India. I urge you to focus on the positivities and our strengths instead of all the negativities around you. Our motto should be quality business, quality growth, with quality customer service. We have no choices, we ought to turn around and become the part of this great story. Energize yourselves and work with your original strength i.e. determination, commitment and dedication to take our Bank to greater heights. Our In-House Journal ‘Taarangan’ is an effective communication medium for both serving and retired staff. I am sure that our retired colleagues are also ready to play their role in this turnaround story. Collective efforts are key to success. Lead from the front, be leader in your territory, guide each staff member to the path of success, and remember our slogan ‘Star to Shine again’. Yours Sincerely

(Dinabandhu Mohapatra)

Taarangan

March, 2017

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Dear Readers, am delighted to present you all the new edition of our In-House Journal ‘Taarangan’. The previous quarter witnessed lots of activities in the our Bank. To name a few is celebration of Republic Day, International Women’s Day, Security Awareness Week, Digidhan Melas and Star Digital Village Initiatives etc. The quarterly results for the FY 2016-17 of our Bank for the quarter ended March 2017 were declared recently. The change in the Top Management i.e. MD & CEO and elevation of many executives to the post of General Manager are some of the recent developments in the Bank. Once again, with your unconditional support and love, our InHouse Journal ‘Taarangan’ received four awards from Ernakulum Press Club, Kerala under various categories along with one prestigious award from Public Relations Council of India, Bengaluru. The Zonal Managers’ of Kerala Zone Shri A B Vijay Kumar and Bengaluru Zone Shri S Eswarappa received the awards on behalf of the Bank. Today, Banking industry is facing huge crises like situation. Renowned international spiritual leader Mr. Ryuho Okawa wrote in his book ‘THINK BIG’ Quote it is true that economy will always go through ups and downs. We should never fall into the delusion that time will always be favorable to us or that our business’s rapid growth will continue forever. But as professionals, we should make the effort every day to be prepared to overcome any difficulties or struggles that we may find down the road. We have to fight the adversity with courage. No matter how large the crises, we should face it with our resourcefulness. Work hard as you can, and tackle it with fervor. We must all face our adversity and conquer it. Always remember that the size of the responsibilities that a person can bear is a measure of that person’s stature. Those of us who continue to challenge ourselves with new things are also those who are trying to take on bigger responsibilities. What is most important is that we always face new challenges, attempt things that no one has done before, and do what’s right. Unquote The edition in your hands is full of information with additional coverage of recent activities in the Bank. Keeping in view the latest development in the Banking industry, we have covered important articles under our Banking Plus column alongside other regular columns which are full of informative, interesting and motivational content. Our endeavor is to provide all readers latest happenings in the Bank so that they can remain well informed. Enjoy Reading! Send your feedbacks to HeadOffice.Taarangan@bankofindia.co.in

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

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¸¥¸÷¸½- ¸¥¸÷¸½ MD & CEO Shri Dinabandhu Mohapatra first address to BOI Staff members at Head Office

"œÏ¤¸¿š¸›¸ ¢¨¸ˆÅ¸¬¸ ¬¸¿¬˜¸¸›¸, ¤¸½¥¸¸œ¸º£ Ÿ¸½¿ ‚¸¡¸¸½¢ ¸÷¸ ‚¸¿ ¸¢¥¸ˆÅ œÏ¤¸¿š¸ˆÅ ¬¸ŸŸ¸½¥¸›¸ Ÿ¸½¿ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú"

Taarangan

March, 2017

¸¥¸÷¸½- ¸¥¸÷¸½ Bank Donates Mid-Day Meal Delivery Vehicle To The Akshaya Patra Foundation The Akshaya Patra Foundation receives a Mid-day Meal delivery Vehicle from our Bank. This is a CSR initiative from our Bank to implement Akshaya Patra’s Mid-Day Meal programme in Government and Government Aided Schools across 11 states in India. The custom-designed vehicle is insulated to maintain optimal temperature, is dust-free and helps to retain the freshness of the meals. The meal delivery vehicle will help transport hot, nutritious meals from the centralized kitchens to about 5,000 children daily in 40 schools each day. The vehicle was inaugurated at the premises of Akshaya Patra Foundation on West of Chord Road in the esteemed presence of Shri. Dinabandhu Mohapatra, Managing Director & CEO, Shri S Eswarappa, Zonal Manager Bengaluru Zone, Sri Madhu Pandit Dasa, Chairman, The Akshaya Patra Foundation, Shri Hanumanth Rayappa (Senior Manager Sanjay Nagar Branch, Bengaluru Zone) and Shri. Pavan Kumar B (Senior Manager Marketing, Bengaluru Zone)

Appointment/Elevation/Retirement

WELCOME NEW GENERAL MANAGERS

Shri Melwyn Rego Appointed As MD & CEO, Syndicate Bank

Shri Ashwani K Punn

Shri Devender P Sharma

Shri Rajendra K Shrivastava

WELCOME ON THE EDITORIAL BOARD OF 'TAARANGAN'

Happy Retirement To General Managers Varadachari Kumar Pramoda Kumar Pattanaik Durga Prasad Mishra Inder Mani Malik

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Shri Shankardas Gupta General Manager (RMD)

Shri Rajkumar S Chouhan General Manager (Tran.Bkg.)

We are sure that with the vast experience, knowledge and intellect of both Executives, our House Journal will further improve and reach to newer heights.

MANAGING YOURSELF

Mrityunjay Kr Gupta GM (HR), Head Office

ompete only with yourself, demand relentless feedback, and never forget to celebrate! Until 1954, most people believed that it was humanely impossible to run a mile in less than a span of four minutes. But that very year, English miler Roger Bannister proved them otherwise. Till 1969, the moon was just an object of research for the scientists throughout the world. But then the duo of Neil Armstrong and Buzz Aldrin set their foot on the moon and did the unthinkable. Of course, star athletes like Roger and successful astronauts like Armstrong might have had some innate, natural ability-coordination, physical flexibility, anatomical capacities, but they achieved these landmarks through their sheer commitment, strong will-power and dedicated hard work. Similarly, we as Bankers, need to think strategically and relate to our customers. Nonetheless, the real key to excellence is mental toughness. Elite performers throughout the world thrive on pressure; they excel when the heat is turned on. Their rise to the top is the result of some very careful planning where hundreds of small goals are set and achieved, which eventually enable them to emerge successful by hitting big goals. Love the pressure You can’t stay in this race if you are not comfortable during high stress situations. Indeed, the ability to remain cool under fire is the one trait of elite performers that is most often thought of as inborn, but in fact you can learn to love the pressure – for driving you to perform better than the best. To do that, however, you have to first make a choice to devote yourself passionately to self-improvement. Managing pressure is a lot easier if you can focus just on your own excellence. At the same time, you must be equally focused and self-directed towards your inner-self. You should not be driven by any need to impress others. Whatever you do, do it for yourself, do it even if you do not earn anything monetarily. Another thing that helps star performers

GIVE YOUR BEST TO BANK OF INDIA

love the pressure is, their ability to switch their involvement in their endeavors on and off. A good way to do this is to have a secondary passion in life like music, reading, writing etc, which are of great help in easing the pressure. Live in the Present Yesterday is the past, tomorrow is the future, but today is a gift. That's why it's called the present. It is advisable to live in the present without worrying for the past and being afraid of the future. The truth is that you don’t know what is going to happen tomorrow. Life is crazy ride and nothing is guaranteed. So why to worry for the future, which is not known! Living in the present is really a good mental exercise to keep our mind healthy. That is why it is said: “Do not dwell in the Past, Do not dream of the future, Concentrate the mind on the present moment.” Plan for the long term The trick here is to meticulously plan short-term goals so that performance

peaks at major, rather than minor events. For junior management employees, the key is to aim to increase their banking knowledge and equip themselves with new developments in the area of backend centralization of activities, digital banking, mobile banking etc. They should always be eager to learn more and contribute more. Active participation in the various areas of banking is also one of the most simple and easy method of learning. By active participation, we not only learn new things but simultaneously, also practice what we learn. Lead the team wisely If you hope to make it to the very top, you will need to make sure that your team works with you in tandem, towards collaborated team goals and enjoys success. Although, the role of a leader is important, but, it is the team which succeeds as a group. Hence it is important that the leader shows the path and drives the team to success. Reinvent yourself It’s hard enough to be a winner, but to maintain your track record, is even harder. It is important to continuously motivate yourself to embark on yet another cycle of building the mental and physical endurance required to win again, and again. Now that you have created the benchmark, you need to ensure that you maintain the benchmark. We have to continuously challenge ourselves for higher achievement and better results. Celebrate the victories Winners know how to celebrate success; they put almost as much effort into their celebrations as they do into their accomplishments. Celebration is more than an emotional release. Dwelling on success far too long is a distraction and, worse, leads to complacency. Celebrate but push on. Have the will to win Even the most youthful stars have typically put in countless years of preparation and have endured repeated failures. But what drives all these elite performers is a fierce desire to compete and win. It takes supreme almost unimaginable grit and courage to get back into the ring and fight to the bitter end. All the best. Let us win. again, and again.

Taarangan

March, 2017

‚¿÷¸££¸«’ïú¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ / International Activities

The then MD & CEO Shri Melwyn Rego being welcomed by CE Japan Center Shri Monoj Das and Ms. Norika Oshima at Tokyo Branch, Japan.

The then MD & CEO Shri Melwyn Rego, CE Shri Monoj Das, Mgr. Osaka Branch Shri Krishna Deo Sharma and CM Tokyo Branch Shri P Navaneetha Krishnan.

The then MD & CEO Shri Melwyn Rego addressing to the staff member of Tokyo Branch. GM (Treasury) Shri R Ganesan, CE Shri Monoj Das and other officer during the meeting.

The then MD & CEO Shri Melwyn Rego with Vice President, Japan Int’l Cooperation Agency Mr. Shinya Ejima, Deputy Manager Shri Amarendra Kumar Routray and CE Shri Monoj Das, AM Ms. Noriko Oshima.

MD BOI Tanzania Shri Sanjib Sarkar presenting Dividend Cheque to ED Shri R A Sankaranarayanan in presence of GM & CEO Kenya Centre Shri Agyey Kumar Azad, GM NBG (J&C) Shri S K Mukherjee, Local Directors & IBOs of Tanzania Centre.

GM (Mktg.) Shri Manoj Kapoor addressing the participants of the training programme organized by Dai - iChi at Melbourne Australia.

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GM & CE Kenya Center Shri Agyey Kumar Azad welcoming Hon’ble Minister of State for Finance and Corporate Affairs Shri Arjun Ram Meghwal to BOI Kenya Centre during his visit to Kenya.

œ¸º£¬ˆÅ¸£ /AWARDS ''MOST EFFICIENT BANK IN KENYA'' AWARD TO OUR BANK

''NATIONAL PAYMENT EXCELLENCE'' AWARD AT NPCI TO BANK

Chief Executive, Kenya Centre Shri Agyey Kumar Azad receiving the “Most Efficient Bank in Kenya” award along with other staff members during the Think Business Banking Awards 2017 in Nairobi.

(L to R) Shri Kanan Barua (Sr. Mgr), Shri Sheoji Ram Meena (GM IT), Shri Shyam Sundar Banik (GM CEADC),CEO NPCI, Deputy Governor RBI, Chairman NPCI, Shri Rajkumar Chauhan (GM Trans. Banking), IBA Executives.

BOI IN-HOUSE ‘TAARANGAN’ CONFERRED WITH ‘NIB NATIONAL AWARDS 2017’ (FOUR AWARDS) BY ERNAKULAUM PRESS CLUB AT KERALA

(L to R) GM (HR) Shri Mrityunjay Kr. Gupta, ED Shri Atanu Kumar Das, the then MD & CEO Shri Melwyn Rego, ED Shri N Damodharan & Editor Shri Sartaj M Shakeel holding NIB AWARD TROPHIES at Head Office on 30th March 2017.

Zonal Manager, Kerala Zone Shri A B Vijay Kumar and Editor Shri Sartaj M Shakeel receiving award at the hands of Hon’ble Speaker of Kerala Shri P Sreeramakrishnan on 18th February 2017 @ Crowne Plaza Hotel, Kochi.

“CHIEF SECURITY OFFICER OF THE YEAR” AWARD TO CAPT. RAKESH PATNEY

‘TAARANGAN’ CONFERRED WITH ‘PRCI CORPORATE COLLATERAL AWARDS 2017’

Capt. Rakesh Patney has been adjudged as “Chief Security Officer of the Year” in the Secona Shield Award instituted by Secutech India. Shri Patney holding the TROPHY with the then MD & CEO Shri Melwyn Rego, ED Shri Atanu Das and other officers.

Bengaluru Zone, Zonal Manager Sri. S Eswarappa receiving the PRCI Corporate Collateral Awards 2017 from Dr Chandrashekar Kambar (Kannada writer and poet ) at 11th Global PR Conclave 2017 on 4th March 2017 at Bengaluru.

Taarangan

March, 2017

SPECIAL FEATURE

STAR DIGITAL VILLAGE

OUR COMMITMENT TOWARDS CASHLITE SOCIETY igital village programme is a part of village adoption scheme implemented by our Bank on pilot basis. Post demonetization, our economy has started aggressively to shift from cash to less cash model. Hon’ble Prime Minister has already called upon every citizen and organisations on numerous occasion to take actively part in building Digital India for India’s transition to a cashlite society. CONCEPT OF ‘STAR DIGITAL VILLAGE’.

To promote less cash economy, Bank decided to identify and adopt one village in the operational area at every zone as “Star Digital Village”. The objective is to provide all types of digital solutions for required by its inhabitants to make it cashlite village. It can be termed as ‘Digital Inclusion of India’. We are aware that cashlite economy is secure, clear and transparent. Digitalisation is the need of the hour. It will not only reduce the workload of brick & mortar branches but also bring transparency in entire financial system. We all are

moving towards a cashlite society where each citizen will need a digital solution to cater his day-to-day requirement. Keeping in view the future requirement of villagers and Bank’s duty towards corporate social responsibility, Bank has decided to transform all adopted villages into ‘Digital Village’. INITIATION OF THE SCHEME Bank initiated this scheme on 15th December 2016. Within two months, we have identified and adopted 89 villages in our 49 Zones. Lot of activities have been

We have adopted a holistic approach in undertaking this village digitization programme. We have asked Zonal Offices to conduct “PATHSHALA” (for educating the customers about various cards, its uses and benefits, security of the cards etc.) and “PRAYOGSHALA” (for imparting practical uses, handholding and ensure that user are comfortable) at different places such as schools, colleges, seminars, and civic bodies to create awareness on the benefits of cashless banking transactions.-MD & CEO

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started in rural areas to educate and to create awareness among rural people on digital banking and cashless payments. Zones has started organising Digital Literacy Camps in the adopted villages and Branches are opening Aadhaar based Saving Bank accounts and are also distributing ATM, Rupay, Visa Master Cards. Farmers are using Kisan Credit Cards to purchase seeds, pesticides and other farm equipment. Branches are providing Point of sale machines to local vendors, shopkeepers, grocery stores for their day-to-day small transactions alongside to Gram Panchayat for house tax collection, schools and collages for fees collection. The awareness programmes are conducted to educate people, local vendors, households and students by giving demos on how to do cashless transactions by using ATM cards, Mobile phones, Internet Banking and various Mobile Applications like CHILLR, UPI, BHIM. Bank has given special training to students group for educating their parents and neighbours. Awareness campaign has been started on cybercrime and digital online Banking frauds alongside distribution of leaflets on various precautions to be taken while doing digital transactions. In addition, within Digital Villages, branches are providing portfolio services, which support the different financial and educational needs of villagers. PAATHSHALA & PRAYOGSHALA In view of the above transition from Cash to Less Cash society, Bank has started the concept of Paathshala and Prayogshala to help those people of the society, who have no idea about how to do digital (less cash) transactions through Debit card, POS, Internet Banking, Mobile Banking & other digital channels. OBJECTIVE To arrange training programs and meetings to educate people in branch vicinity, service & operational area of the branch. Target groups – Youth, Teachers, Students, Mahila Mandals, SHG (self help groups), NGOs, Rotary Clubs,

Out of our total 54 Zones across country, 49 zones have already adopted 89 villages and have started converting them into digital villages till March 2017. Further, we have given target of converting five villages in the jurisdiction of each Zones (54) by 30th September 2017 Shri Shyam Sundar Banik, General Manager (ADC), Head Office

Lions Clubs, small merchants, farmers, local administrations, households, etc. The Pathshala is conducted with the sole purpose of creating awareness on various digital tools, drive the people to use digital means of payments and move towards less cash society PAATHSHALA • The primary aim is to educate people & advise them on the following – • Necessity of digital payments. • Importance of various cards (Debit, Credit and Prepaid Card). • Application of the card. • Various digital modes of payment. • Adoption of digital means for making Payments / Remittances. • Precautions to be exercised to avoid Cyber Frauds. • Customer Support provided by the Bank. Pathshala aims at making each digital product customer-friendly. Training and awareness program in Pathshala are to be conducted by using study materials, literature, leaflets, audio-visual tools in local languages PRAYOGSHALA To set the agenda for the trainings / activity and the method of training. The activity is usually kept informal and workshop based. Using face-to-face interaction, study materials, leaflets/ pamphlets, audio-visual demonstrations in local language are tools to impart knowledge effectively among people. We encourage financial transactions (at market, gram panchayat, Govt. offices,

schools & colleges, medical shops, milk co-operatives, vegetable vendors) should be made cashless. Providing demos to retailers to enable them to accept mobile-based payments on mobile app. or POS. Activities are designed to promote the use of digital mode of payments by providing step-by-step demos and training in local language. Products like Internet Banking, Mobile Banking, Chillr, BHIM, Debit Cards, Credit Cards, PrePaid Cards and POS are promoted. Government promotes Digital Literacy, Digital banking and its benefits through their programmes and advertisement on media, television, newspapers to educate the rural India. SUCCESS STORIES It is encouraging that in a very short span, we have already declared three villages fully digitised under the initiative. 1) Lakhna Village in Jaipur Zone (First Digital Village declared by Govt. in Rajasthan State), 2) Nagaon Village, Kolhapur Zone 3) Raghurajpur village in Bhubaneswar Zone. In other zones, we have already completed 40% digitalisation of many villages. The initiative was well taken by locals are has been covered by leading newspapers and National News Channels also. India’s Public Service Broadcaster Door Darshan – Prasar Bharti telecasted an half an hour detailed documentary on digitalisation of LAKHNA village in their program CHOUPAL.

Taarangan

March, 2017

SPECIAL FEATURE PROGRESS ON STAR DIGITAL VILLAGE AS ON 31-03-2017 No. of Population Covered: No. of Aadhar Seeded A/C: No. of Mobile Registration Completed: Registration of Mobile Applications: Chillr:

3,72,151 2,10,156 1,30,933 3479

Bhim: UPI: No of New Sb Account Opened: No. of New Cd Account Opened: No. of New Atm Cards Distributed: Rupay Cards: Visa Cards: Master Cards: No. of New POS/Mpos Machines Distributed: No. of Internet Banking Users:

1543 1250 37,821 614 68,596 13,695 7,795 227 4120

OUR GOAL Team BOI is fully committed towards the Digitisation. Zones are educating rural people and are organising various camps. They have also taken door to door canvassing with households, students, Mahila Bachat Gats, shopkeepers’ small vegetable vendors’ etc.in their local language. BOI goal is 100% Digitalisation in every adopted villages. The connectivity problem and availability of lesser number of smart phones within villages are some of the impediments in the process. However, we are hopeful that soon Government will provide basic digital infrastructure to all villages like high-speed internet in all Gram Panchayat, Community Halls, Kisan- Seva Kendra etc. The focus on Safe and Secure cyber space in the country is necessary. The initiative will definitely help to transform Rural India into Digital India. Shri Gopal Kawale ADC, Head Office

SUCCESS STORIES Lakhna Village ( Jaipur Zone ) First Digital Village Declared by Govt. in Rajasthan State. Under Star Digital Village initiative of the Bank, Jaipur Zone successfully completed “Go Cashless” motto by making village Lakhana (linked with Neota Branch) 100% digitally Enabled. Lakhana is first fully digital village in Rajasthan. Lakhana village is located in Sanganer Tehsil of Jaipur District in Rajasthan. It is situated 12 KM away from sub-district headquarter Sanganer and 25 Km away from district headquarter Jaipur with total geographical area of village 174.11 hectares and total population of 463 peoples. Under the expert guidance of Government and Bank, we conducted survey, distributed awareness pamphlets, organized training camps in village for

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financial literacy and then organised Saving Bank and Current Account opening camps regularly for 10 days, where we approached every household and shop owners for opening accounts, during these campaigns. We covered total population of village and distributed Rupay ATM Cards to all account holders. We also installed 12 POS/ MPOS machines to all merchants in village including vegetable shop, tea stall & gram panchayat and trained them for use of POS in all transactions along with the close watch of all transactions done within duration. The biggest challenge was to cater the villagers towards Digital Platform and motivate them for using digital products in day-to-day transactions. We took the theme as a base-“if people can’t come to Bank, bank can move to the people’s doorstep” and equipped them with digitalization products like-EDC/Point

of Sale(POS), M-POS, credit Card, Debit Card, Aadhaar enabled Payment Services(AEPS), cards activation, Internet Banking, Mobile Banking, Star Token Facility,USSD, Chillr Applications, BOI Easy Pay . Finally, on 19th Jan 2017 in the presence of competent authorities of Zone & State Govt. Lakhana Village was declared as first digitally enabled village in Rajasthan State by Bank of India. Our Jaipur Zone is committed to CSR and is working further for smooth digitalization to improve business and living standard of village. Tilak Raj ZM, Jaipur Zone

Raghurajpur Village (Bhubneshwar Zone) In light of Government recent drive for digital economy and under the initiative Star Digital Village, Bhubaneswar Zone adopted the heritage village ‘Raghurajpur’ of Puri District for digitalization. The village being a heritage village has earlier carved its niche in the national and international tourism map and Bank being partnering the village in pushing digitalisation process will harness wide publicity and push forward its business growth. Digitalisation ceremony was inaugurated by Dr Uddhab Chandra Majhi, Project

Director, DRDA, Puri, Shri S K Aggarwal, General Manager (NBG East), Shri Amit Roy Zonal Manager Bhubaneswar Zone. The meeting was well attended by host district officials, LDM, peoples representatives, villagers members of 10 odd SHG groups and also galaxy of master craftsmen from the village. The preparatory work for digital village adoption was initiated from 10.01.2017 by way series of village meetings, generating applications for MPOS from new selected households since each household is a point of sale for various handicraft like Pattachitra (Palm leaf engraving), masks stone idols, wooden toys etc. Account opening of the villagers continued in a camp mode

with deployment of 2 newly Business Correspondents. Around 250 odd SB accounts with debit cards and 25 CD accounts were opened and 25 odd MPOS applications were generated till the inauguration day on 25.01.2017 and declared the village as fully digital village. As on date, we have opened around 500 odd SB accounts with debit cards, 50 CD accounts were opened, and 50 odd MPOS applications were generated. We successfully converted adopted village Raghurajpur into Digital Village and proud to be the contribution of Bank towards Society & part of Digital India mission-a less cash society. Amit Roy ZM, Bhubaneswar Zone

Adarshpally & Telipara Digital Village ( Siliguri Zone ) Siliguri Zone took the initiative of transforming two villages namely Adarshpally (Farabari) and Telipara as the Cashlite Digital Village, committing an array of economic activities including Cash Transaction by use of Digital Technology. The Inaugural Ceremony was held on 01.03.2017 in presence of Shri S K Agarwal, (GM NBG-EAST), Shri S S Das (the then ZM Siliguri Zone) and Shri M K Mishra (DZM Siliguri Zone). After the Government’s announcement of demonetization of high value currency notes to weed out the evil of black money, these villages were facing a difficult time due to Cash Crunch. With our little effort, they are now reaping benefits of a cashlite economy. Adarshpally is situated within Binnaguri Gram Panchayat at Rajganj Block under Jalpaiguri District in West Bengal with a total population of approximately 1500. Post demonetization the situation had become worse as there was no bank nearest to the village. Villagers

had to go to 11 Kilometers for banking transactions. Hence, BOI inaugurated a CSP at the village to provide banking facility at their doorstep. All the villagers have opened SB Accounts with Aadhar Card numbers linked to it to enable direct transfer of Government benefits into their Account. Till now 1500 SB Accounts have been opened with RUPAY Debit Cards issued to the villagers. Further all the Shops has been provided with POS Machines. Telipara, the second digital village after Adarshpally is situated in Barpatiya Gram Panchayat under Jalpaiguri District in West Bengal. (Total Population-200, Total Household-45). So far 200 SB accounts have been opened to all the household and ATM Cards were also distributed. Apart from that, BOI has covered all household with PMSBY, Swasthya Bima, Sukanya Samridhi for every eligible girl child and KCC to all villagers. There are about 15 Shops like Grocery, Sweets, Medicine, Saloon, Readymade garments etc. BOI has already installed 6 POS in

these shops. Telipara is a unique village as all household are very clean with toilet provision in all household. This village can be a model village for our Progressive India. During this initiative of “Star Digital Village” the then ZM Siliguri Zone Shri S S Das and other Bank Officials made frequent visits to the villages, went door to door meeting the families encouraging them to open AADHAR linked SB Accounts. Each shops in the villages were tapped and encourged to make payments digitally. Workshop cum training programme was imparted to all villagers and shopkeepers to make the acquainted about the Cash less Operations. Benefits of Cashless Economy was illustrated to them. S S Das The then ZM Siliguri Zone

Taarangan

March, 2017

DIGITAL VILLAGE ACTIVITIES AT ZONES

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Taarangan

March, 2017

SPECIAL COVERAGE

CULMINATION OF 100 DIGIDHAN MELAS AT

NAGPUR Inauguration of Digidhan Mela jointly by ED Shri A K Das and MD&CEO (BoM) Shri R. P. Marathe at Nagpur

ur Hon’ble Prime Minister Shri Narendra Modi graced the 100th DigiDhan Mela of NITI Aayog held at Divisional Sports Complex in Nagpur on April 2017.

During the DigiDhan Mela, banks and financial institutions had put up 70 stalls in Divisional Sports Complex premises. Around 10,000 people attended the programme. The event was also graced by the presence of our Honorable Executive Director Shri A K Das, Shri S. S. Banik - General Manager - CEADC, Shri S N Kaimal - General Manager - NBG West 2, Shri C G Popere – Zonal Manager - Nagpur Zone, Shri Anil Kumar Jamuar – DZM Nagpur Zone and Shri Ayub Khan - LDM Nagpur Zone. On December 25, 2016, NITI Aayog had launched two schemes - Lucky Grahak Yojana (LGY) for consumers and Digi-DhanVyaparYojana (DVY) for merchants to incentivize them and promote digital payments. These two schemes were opened till April 14, 2017. There were 15,000 daily winners qualifying for total prize money of `1.5 crore every day. In addition to this, there were over 14,000 weekly winners qualifying for total prize money of over ` 8.3 crore every week. Customers and merchants using RuPay Card, BHIM / UPI (Bharat Interface for Money / Unified Payments Interface), USSD based *99# service and Aadhaar Enabled Payment Service (AePS) were eligible for wining daily and weekly lucky draw prizes. 18

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DigiDhan Melas were being organized in 100 cities over a period of 100 days, as a part of the Government initiative in popularizing digital payments. Over 5,000 financial institutions had reached out to 15 lakh citizens through these Meets and more than 16,000 Government and private institutions were declared cashless. The 100 days of DigiDhan Melas ended with the ‘Mega Draw’ on April 14 in Nagpur, on the occasion of birth anniversary of ‘Bharat Ratna’ Dr Babasaheb Ambedkar. Our Hon’ble Prime Minister Shri Narendra Modi presented awards to the mega draw winners of Lucky Grahak Yojna and DigiDhan Vyapar Yojna. ` 1 crore, ` 50 lakh and ` 25 lakh mega rewards were announced to small consumers for using

Digidhan Mela at Trivandrum, Kerala Zone. Hon'ble Union Minister for Civil Aviation Shri Ashok Gajapati Raju is seen handing over POS machine to our customer in presence of Hon'ble MoS External Affairs Shri M J Akbar, and Zonal Manager, Shri A B Vijayakumar.

Digital Payments Lucky Grahak Yojana. Ms.Shraddha, daughter of small kirana store owner from Latur District in Maharashtra, received ` 1 crore mega reward by Prime Minister Shri Narendra Modi. The ‘Mega Draw’ and the Prime Minister’s address were telecasted live up to the level of all Gram Panchayats, Panchayat Samitis and district headquarters. THE LAUNCH OF BHIMAADHAAR On the occasion, our Hon’ble Prime Minister Shri Narendra Modi, launched the BHIM-Aadhaar digital payments platform to boost the digital payments revolution in the country. Prime Minister Shri Narendra Modi said, “The Bhim App will give more power to the poor. Soon the poor of the country will chant Digidhan and Nijidhan. Your mobile phone will be your bank.” The Prime Minister further added that in times to come, the world will study BHIM App’s success. BHIM - Aadhaar, the merchant interface

of the BHIM App will pave the way for digital payments by using the Aadhaar platform, enabling each Indian to pay digitally, using their biometric data on a merchants biometric-enabled device, like a SmartPhone with a biometric reader. Referral Schemes Launched: Prime Minister Shri Narendra Modi launched two new incentive schemes for the BHIM - Cashback and Referral Bonus with an outlay of ` 495 crore for a six-month period to ensure permeating digital payments culture to the grassroots. • Under this Referral Bonus Scheme, both the existing user who refers BHIM and the new user who adopts it would get a cash bonus credited directly to their accounts. Per referral, the government will deposit 10 to the account holder. The scheme will run till October 2017. • Under the Cash Back scheme, the merchants will get cash back on every transaction through BHIM. Since demonetization, there has been a phenomenal 584 per cent increase (0.3

to 4.5 million) in transactions made through the UPI. In this same period, payments using Aadhaar have also seen an unprecedented jump of 1352 per cent (0.7 to 2.7 million). Also, the BHIM App, the UPI payment App, launched by our Prime Minister on 30th December 2016, has been downloaded a record 18 million times since its launch. Besides, there has been an increase of nearly 13 percent in the number of PoS machines sold since October 2016, indicating that more number of merchants across the country are willing to accept digital payments. Today around 8 billion transactions take place annually through digital payment modes. The Government is planning to increase this to 25 billion transactions in the current year to bring an end to the shadow economy by reducing black money flowing in the system. Bank of India has contributed immensely towards achieving the common goal of Digitalization and our bank’s participation and achievements were well appreciated by one and all at the Digidhan Mela.

Taarangan

March, 2017

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Taarangan

March, 2017

BANKING PLUS yndicated Loan Arrangement has become a preferred form of financing both for the borrower as well as for the lenders. For the borrowers it is convenient to avail large value project loans from a diverse group of financial institutions by dealing with a single bank whereas the lenders can take share in the loan according to their credit appetite. The borrowers can raise funds more cheaply in the syndicated loan market than borrowing the same amount of money through a series of bilateral loans. On the other hand, this arrangement p r o v i d e s avenue to the participating lender banks to increase their fee based income in addition to the interest income for their exposure in the loan with less administrative works, monitoring and follow up activities. Borrowers taking out syndicated loans pay upfront fees and annual charges to the participating banks, with interest accruing (on a quarterly, monthly, or semiannual basis) from the initial draw-down date. Syndicated Loan arrangement enables the banks to take the desired share in the large value project loans, who find it difficult to finance such projects on solo basis. The genesis of Syndicated Loan Arrangement in India lies in the Shetty Committee Recommendations. During 1993 Shetty Committee had recommended the Syndication of Credit as an alternate to Consortium lending. A Syndicated Credit is an agreement between two or more lending institutions to provide a credit facility to a borrower, using common loan

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for structure of the loan, • Underwriter Bank (optional) which guarantees that the entire loan amount would be made available to the borrower, • Participating bank / lenders who lend a fraction of the total amount required, • Facility Agent, responsible for the administration of the loan e.g. disbursements, repayments etc. • Borrower, who seeks the loan and is responsible for repayment of principal and interest, and • Security T r u s t e e , responsible for holding the securities for the loan on behalf of the lenders. Though, the aforesaid parties are members of Syndication, however, the key parties may be classified into Lead Bank, Correspondent Bank and Participating Bank based on their function in a Syndicated Loan project, which is detailed hereunder; i) Lead Bank: A Lead Bank is also known as Managing Bank. This term refers to a bank that with the approval of the borrower, creates and arranges the syndicate and takes responsibility for distributing shares in the loan to other participating banks. Based on the Lead Bank’s loan percentage, the business can be classified as exclusive underwriting or partial loan underwriting. Selecting the Lead Bank and drafting the Loan Agreement is the responsibility of the borrower. After selecting the Lead Bank, borrower submits a “Mandate Letter” and an overview of the loan project. If the bank finds the project feasible after assessment and

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document. In a Syndicated Credit, a prospective borrower intending to raise resources through this method, gives a mandate to a bank, who arranges for the credit. The credit facility is offered by a group of lenders (called a syndicate) who

work together to provide funds for a single borrower. Each lender is expected to provide a defined percentage of the loan and receive the proportionate repayments. Typically, there is a lead bank or underwriter of the loan, known as the “arranger” whose responsibility is to structure the loan transaction. The lead lender or arranger may retain a proportionally bigger share of the loan or perform duties like dispersing cash flows amongst the other syndicate members and administrative tasks. The parties to a Syndicated Loan transaction usually include; • Arranger / Lead Bank, responsible

review, discusses the basic structure, methods and conditions of the loan with the borrower and determines the preparatory steps to be taken and issues the borrower a conditional Commitment Letter. After receiving the Commitment Letter, the borrower secures the approval of its Board and issues a “Letter of Authorization”. At this point the Lead Bank assumes legal liability for the loan and organizes a consortium. The Lead Bank then entrusts lawyers to prepare the legal documentation which generally include; a) Information Memorandum, which is an important legal document drafted by the Lead Bank and the borrower. It details the legal and financial status of the borrower as well as basic loan conditions. Normally, it is distributed to potential participating banks by the lead bank to help them decide whether or not to join the consortium. The accuracy of the Information Memorandum bears directly on the security of the capital of the participating banks. When drafting and distributing the information memorandum, the Lead Bank faithfully discloses the borrower’s true financial, commercial and legal information to potential participants. It bears legal liability for any inaccuracies in the Information Memorandum. b) Term Sheet, is another basic legal document that lists the major conditions and parameters of the loan as determined by the borrower and the lead bank. It serves as a basic for drafting and negotiating the loan contract. c) The Lead Bank and the borrower reach an agreement on the major clauses of the Loan Agreement. The borrower obtains all necessary government approvals and permits and comply with all loan preconditions. The Lead Bank sends invitation to potential participating banks in conformity with project demands. Interested banks then sign confidentiality agreement with the lead bank, which in turn provides them with the Information Memorandum on terms of confidentiality. After receiving

the Invitation Letter, interested banks analyze project information and issue evaluation reports upon which basis they decide whether or not to accept the invitation. Banks that accept the invitation sign a letter of commitment to sign up for their loan share and issue their condition for participation in the project. The lead bank determines the loan share of each bank, allocates risk and approves acceptable participation precondition. The lead bank negotiates with the borrower on behalf of the loan consortium for the terms of the loan agreement and related agreements. Usually, the terms of the loan agreement are confirmed in advance with only certain important market sensitive terms (such as interest rate or its confirmation method) left for final confirmation. 2) Correspondent Bank : A Correspondent Bank can be either the Lead Bank or another bank or financial institution selected by the bank consortium. The Correspondent Bank disburses the loan to the borrower in accordance with the terms of the loan agreement and manages the loan as entrusted by the consortium based on its prescribed duties. The duties of Correspondent Bank includes: a) Liaison: Contacting the borrower on behalf of the consortium for daily business and sharing of information among the consortium members. b) Manager: Acts as loan manager by supervising the disbursement of both funds in accordance with contractual preconditions, supervising the use of the loan and dealing with breaches of loan terms. c) Mail Carries: Receiving notices sent by the borrower on behalf of the consortium. d) Payment agent: Disbursing and recovering loan amounts. If the syndication loan has a complicated guarantee structure, a guarantee agent can be appointed to take responsibility for the implementation of guarantees for syndicated loans and the registrations

of collaterals. After validating the syndicated loan arrangement, the correspondent bank assumes responsibility for arranging disbursements of loan and the borrower’s withdrawal of funds, confirming the interest rate and loan extension in accordance with the terms of their loan agreement, representing the loan consortium in collecting principal, interest and service fees and distributing these fees to the participating banks, reviewing guarantee clauses, supervising the borrower’s performance of the loan agreement and sending periodic reports to the participating banks. During the terms of the loan, the lead bank or the correspondent bank is usually responsible for holding a consortium conference. 3) Participating Bank: Participating Bank are the banks that accept invitation from the lead bank to syndicate the loan and make disbursements to the borrower based on their own committed credit lines. Compared to the roles, responsibilities and obligations of banks to a general loan, syndicated loans involve complex issues related to coordinating the relationship between the consortium members consistently with the principles of independent obligation and democratic centralism. In case of International Syndicated loans, the arrangements becomes more complex as it involve the foreign exchange management, currency policy, tax avoidance arrangements and conflict of laws also. However, in spite of the complexities in lending under Syndicated Loan Arrangement, demand for such loans keeps on increasing.

Ajit Kr. Sharan Asst. General Manager, HO Recently Passed AMP from IIBF. He is also MA, LLB & CAIIB

Taarangan

March, 2017

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Taarangan

March, 2017

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í („î¸£-I) / NATIONAL BANKING GROUP (NORTH-I)

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›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í („î¸£-II) / NATIONAL BANKING GROUP (NORTH-II)

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cee®e&, 2017

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (Ÿ¸š¡¸) / NATIONAL BANKING GROUP (CENTRAL)

ED Shri R A Sankaranarayanan inaugurating our Bank’s stall at Vibrant Gujarat Global Summit held in Gandhinagar. (L to R) DZM Shri M Anbumani, ZM Shri Akhilesh Jalota, Gandhinagar Zone, the then GM NBG(Central) Shri R K Mitra, ED Shri R A Sankaranarayanan, DGM Shri D S Shekhawat and ZM Ahmedabad Zone Shri Parshuram Panda along with other officers of the Bank at Vibrant Gujarat Global Summit, 2017.

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Taarangan

March, 2017

KNOWLEDGE PLUS

A PEEP INTO THE INSOLVENCY AND BANKRUPTCY CODE, 2016 FOR EARLY RESOLUTION OF NPAS On 11th May, 2016 a major Economic Reform Bill was moved by the Government in the Parliament called ‘Insolvency and Bankruptcy Code, 2016’ and the Code received the President’s assent on 28th May, 2016. loan or advance is classified as NPA if principal or interest payment remained overdue for a period of 90 days. NPAs of banks are on the rise for the last 2 years due to various issues/ reasons – economic and policy issues. This is increasing more pronouncedly in PSU banks like ours than private sector banks. While Gross NPA levels have reached more than 18% in PSU banks net NPAs are around 12%. The stressed assets portfolio (includes NPAs and restructured but classified as standard accounts) of the banking sector is alarming as on date (having reached above 20%) requiring close monitoring and timely redressal measures both systemically and legally. Despite the introduction of many schemes for addressing the issues of stressed assets by RBI such as CDR, Creation of Central Repository of Information on Large Credits (CRILC) covering loans over Rs.5 crores, Framework for resolving stressed assets through Joint Lenders’ Forum (JLF), Strategic Debt Restructuring (SDR) for replacement of promoters, 5/25 scheme for alignment of the service of debt with the cash flows, Scheme for Sustainable Structuring of Stressed Assets (S4A) for resolution of large stressed accounts, the resolution of NPAs is still far from control. The government on its part has been taking steps to improve the financial

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strength with various acts. But it is also fact that despite the availability of above and other legal recourses in India, the time taken for resolving a NPA in our country, compared to other progressive economies of the world, is very long. The recovery proceedings by banks, either through the Contracts Act or through special laws such as the Recovery of Debts Due to Banks and Financial Institutions Act, 1993 or SARFAESI has not had desired outcomes. Similarly, action through the Sick Industrial Companies (Special Provisions) Act, 1985 (SICA) and the winding up provisions of the Companies Act, 1956 have neither been able to aid effective recovery of outstanding debt, nor restructuring of debts. The Presidency Towns Insolvency Act, 1909 and the Provincial Insolvency Act, 1920, dealing with individual insolvency, are almost a century old. Consequently, Government undertook a plan to replace existing insolvency laws with one consolidated and comprehensive law that will facilitate easy and time-bound closure of business. On 11th May, 2016 a major Economic Reform Bill was moved by the Government in the Parliament called ‘Insolvency and Bankruptcy Code, 2016’ and the Code received the President’s assent on 28th May, 2016. ‘Insolvency and Bankruptcy Code, 2016’:

The Insolvency and Bankruptcy Code, 2016 aims to consolidate and amend the laws relating to insolvency resolution of companies and limited liability entities, partnerships and individuals, which are contained in various enactments, into a single legislation. The main focus of this legislation is at providing resurrection and resolution in a ‘time bound’ manner for maximization of value of debtor’s assets. The Code has a framework to aid sick companies to either wind up their business or engineer a revival plan, and for investors to exit. The gist of the various provisions of the code are discussed below: Adjudicating Authority is National Company Law Tribunal constituted under section 408 of the Companies Act, 2013. Corporate Debtors: Two-Stage Process The Code proposes two independent stages: A. Insolvency Resolution Process – the process in which financial creditors assess whether the debtor's business is viable to continue and the various options for its rescue and revival; and B. Liquidation, if the insolvency resolution process fails or financial creditors decide to wind down and distribute the assets of the debtor. A. The Insolvency Resolution Process: 1. A financial creditor (himself or

jointly with other financial creditors), creditor is related party of corporate an operational creditor (trade creditor) debtor, then such financial creditor will or the corporate debtor himself may not have any right of representation, initiate corporate insolvency resolution participation or voting. Operational process in case default is committed by creditors should be part of Creditors’ corporate debtor. An application can Committee (without voting right) if be made before the National Company their aggregate dues are not less than Law Tribunal (NCLT) for initiating the 10% of the debt. resolution process. Operational creditor 6. Creditors’ committee shall meet first needs to give demand notice of 10 days within seven days of its constitution and to corporate debtor before approaching decide by 75% of votes either to replace the NCLT or confirm interim IP as Resolution 2. ‘Corporate Insolvency Process’ Professional. Thereupon, Resolution shall be completed within 180 days of Professional is appointed by the NCLT admission of application by NCLT. upon confirmation by the Board. The Upon admission of application by creditors’ committee, with a majority NCLT, Creditors’ claims will be frozen of 75% votes, can change Resolution Professional any time. for 180 days, during which time NCLT will hear proposals for revival 7. The creditors’ and decide on the future committee has to The Insolvency and course of action. then take decisions Bankruptcy Code, 2016 aims And thereupon, regarding to consolidate and amend the laws no coercive insolvency relating to insolvency resolution of proceedings can be resolution by a companies and limited liability entities, launched against 75% majority partnerships and individuals, which are the corporate voting. contained in various enactments, into a debtor in any 8. If threesingle legislation. The main focus of this other forum or fourths of legislation is at providing resurrection under any other the financial and resolution in a ‘time bound’ law, until approval creditors manner for maximization of of resolution plan consider the case value of debtor’s assets. or until initiation of complex and require liquidation process. extension of time 3. NCLT appoints an interim beyond 180 days, the NCLT Insolvency Professional (IP) upon can grant a one-time extension of up to confirmation by the Insolvency and 90 days. Bankruptcy Board (IBB) within 14 days 9. Resolution Professional to conduct of acceptance of application. Interim IP entire corporate insolvency resolution holds office for 30 days only. Interim IP process and manage the corporate takes control of the debtor’s assets and debtor during the period. company’s operations, collect financial information of the debtor from 10. Resolution Professional shall prepare Information Memorandum (IM) to information utilities. prepare resolution plan and shall place 4. NCLT causes public announcement it before the creditors’ committee for its to be made on the initiation of approval. corporate insolvency process and calls for submission of claims by any other 11. Once the resolution through the IM is passed, the creditors’ committee has to creditors. decide on the restructuring process that 5. After receiving claims pursuant could either be a revised repayment plan to public announcement, interim IP for the company, or liquidation of the constitutes the creditors’ committee. assets of the company. If no decision is All financial creditors shall be part of made during the resolution process, the creditors’ committee. If any financial debtor’s assets will be liquidated to repay

the debt. 12. The resolution plan will be sent to NCLT for final approval, and implemented once approved. B. Liquidation 1. The commencement of liquidation process takes place on account of: i. failure to submit the resolution plan to the NCLT within the prescribed period, or ii. rejection of resolution plan for noncompliance with the requirements of the Code, iii. or decision of creditors’ committee based on vote of majority, or iv. Contravention of resolution plan by the debtor. During liquidation, no suit or other proceedings shall be instituted by or against the corporate debtor; except through the liquidator on behalf of corporate debtor with permission of the NCLT. The Resolution Professional shall act as liquidator unless replaced. The liquidator shall form an estate of all assets of corporate debtor called the liquidation estate. Liquidator shall receive, verify and admit or reject, as the case may be, the claims of creditors within the prescribed time. Creditor may appeal to the adjudicator within 14 days. A secured creditor may either relinquish its security interest to the liquidation estate and receive on first priority, the proceeds of the sale by the liquidator or realise its security interest by enforcing, realising, settling, compromising or dealing with the secured asset in accordance with such law as applicable to the secured interest. Any surplus amount so realised shall be tendered to the liquidator. In case of any shortfall in recovery, the secured creditors will be paid by the liquidator out of the assets of the corporate debtor. However, his claim will be junior to the unsecured creditors to the extent of the shortfall. Assets will be distributed by the liquidator in the manner of priorities

Taarangan

March, 2017

of debts laid in the Code (see below). Individual claimants or those claiming to have any special rights on assets of the debtor will form part of the liquidation process. All sums due to any workman or employee from the provident fund, the pension fund and the gratuity fund will be considered as priority dues and is not to be included in the liquidation estate and estate of bankrupt. Upon the assets of corporate debtor completely liquidated and the liquidator making an application, the NCLT shall pass an order dissolving the corporate debtor. Order of priority of payment of debts: The Code provides for priority with regard to distribution of proceeds following liquidation of the company or bankruptcy of individual or partnership as below: i. Insolvency resolution cost and liquidation cost. ii. Workmen’s dues (for 24 months before commencement) and debts to secured creditor (who have relinquished their security interest). iii. Wages and unpaid dues to employees (other than workmen) (for 12 months before commencement).

iv. Financial debts to unsecured creditors and workmen’s dues for earlier period. v. Crown debts and debts to secured creditor following enforcement of security interest vi. Crown debts and debts to secured creditor following enforcement of security interest. vii. Remaining debts. viii. Preference shareholders. ix. Equity Shareholders or partners x. Any surplus remaining after payment of debts shall be applied in payment of interest accrued since commencement date. At present 11 NCLTs are functioning across the India at different major locations. NCLT will provide necessary solutions for companies facing issues related to winding up, mismanagement, and insolvency of businesses. NCLT having replaced Company LAW Board, is the only tribunal for arbitrating

D. Chandramouli Dy. General Manager New Delhi Zone

company disputes and thus will eliminate conflicting rulings and will minimize the delays in the resolution of disputes, which is a big relief for litigants – especially banks and corporates. The maximum time limit of 180 days for disposal of an application is the biggest relief available to the creditors. We bankers must take this available tool to crack the hardcore NPAs to achieve our corporate goal. Conclusion Insolvency and Bankruptcy Code has been enacted after a massive overhaul of laws, procedures and infrastructure. NCLT along with NCLAT (appellate tribunal) would be subjected to the legacies of all the previous cases and resistance to rapid enforcement from the fraternity. It is going to be one of the best initiatives by the legislatures and a boon to the economy in resolving NPA menace in the banks.

Ajay Kumar

Chief Manager New Delhi Zone

Help to differently abled children by Star Sakhi Club, Mumbai

Mrs. Nirmala Rego w/o Shri Melwyn Rego, the then MD & CEO with group of Mumbai Star Sakhis at Mumbai. Star Sakhi Club, Mumbai has been doing various welfare activities for poor and downtrodden people of the society along with assistance to needy children in and around Mumbai. . In continuation to its welfare activities Star Sakhi Club, Mumbai donated gifts and toys to the needy children of ‘Gharkul’ a school of differently abled children at Santa Cruz, Mumbai.

leejebieCe

cee®e&, 2017

  THE   ¬¸ú ˆÅ¸½Ÿ¸¥¸ ¬¸»£÷¸ Ÿ¸º ¸½ ˆÅíì ¢Ÿ¸¥¸ú ›¸íì, Ÿ¸¸Â ÷¸º ¸¬¸½ ¬¸º¿™£ Ÿ¸»£÷¸, ƒ¬¸ š¸£÷¸ú œ¸£ ˆÅíì ›¸íì, ÷¸½£¸ ‚¸Â ¸¥¸ Ÿ¸º ¸½ ¸ú¥¸ ¬¸½ ž¸ú œ¡¸¸£¸ í¾, ÷¸º ¸¬¸½ íú Ÿ¸½£½ ¸ú¨¸›¸ Ÿ¸½¿ ‚¸ ¸, ž¸£œ¸»£ „¢ ¸¡¸¸£¸ í¾ —— Ÿ¸¸Â ÷¸½£ú ¤¸¸½¥¸ú ¬¸½ Ÿ¸ú“ú, ˆÅ¸½¡¸¥¸ ˆ»ÅˆÅ÷¸ú ›¸íì, ¡¸ˆÅú›¸ í¾ ƒ¬¸ ¸í¸›¸ Ÿ¸½¿, ÷¸º ¸¬¸¸ ‰¸»¤¸¬¸»£÷¸ ˆÅ¸½ƒÄ ›¸íì —— ÷¸½£½ Ÿ¸¸˜¸½ œ¸£ ©¸¸½¢ž¸÷¸, ¸Ÿ¸ ¸Ÿ¸ ¢¤¸¿¢™¡¸¸ ˆÅ¸ ³Åœ¸, ÷¸» íú Ž¸Â¨¸ í¾ Ÿ¸½£ú, ÷¸» íú í¾ Ÿ¸½£ú š¸»œ¸ —— ÷¸º ¸¬¸½ œ¡¸¸£ú ¬°¸ú Ÿ¸½£½ ¬¸¿Š¸ ˆÅ¸½ƒÄ ›¸íì, ÷¸» ‚Ÿ¸»¥¡¸ í¾ ÷¸½£ú ˆÅ¸½ƒÄ ¤¸¸½¥¸ú ›¸íì — ”¸¿’÷¸ú ˆÅž¸ú Ÿ¸º ¸½, Ÿ¸¸£÷¸ú í¾ ˆÅž¸ú, ¬¸ú‰¸ ÷¸» íú ™½÷¸ú í¾, ‚¸ ¸ íÂ» ¡¸í¸Â ÷¸ž¸ú ——

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¥¸ˆÅ£ ¬¸ž¸ú ¥¸Š¸¸‡Â œ¸½”õ, ¢Ÿ¸ ‚¸‚¸½ íŸ¸ ¤¸›¸¸‡Â ¨¸›¸, ¸¥¸¸½ ¬¸¤¸ ¢Ÿ¸¥¸ˆÅ£ ¥¸¸¾’¸‡Â, Ž»’ £í¸ ¡¸½ ¸›¸- ¸ú¨¸›¸ — Ÿ¸¸’ú ˆÅú ‰¸º©¸¤¸» ‰¸¸½ £íú, Ž»’ £íú ƒ¬¸ˆÅú œ¡¸¸£ú Žº‚›¸, œ¸»€¥¸¸½¿ ˆ½Å £¿Š¸ ¥¸¸¾’¸‡Â, ¥¸¸¾’¸‡Â œ¸¼˜¨¸ú ˆÅ¸ ‰¸¸½¡¸¸ ˆ¿Å ¸›¸ — ¢¤¸‰¸£ú í¢£¡¸¸¥¸ú ˆÅ¸’ £í½, Ÿ¸»‰¸Ä ¤¸›¸ £í½ í£™Ÿ¸, ¤¸í÷¸½ ¸£›¸½ £¸½ˆÅ £í½, ‹¸’¸ £í½ ‚œ¸›¸¸ íú ¸ú¨¸›¸ — ‚¸ ¸ ¢Ÿ¸¥¸ˆÅ£ œÏµ¸ ¥¸½¿, ¤¸ õ¸‡Â ‚œ¸›¸½ ˆÅ™Ÿ¸, ¢Ÿ¸¥¸ˆÅ£ ¬¸ž¸ú ¥¸Š¸¸‡Â œ¸½”õ, ‚¸‚¸½ íŸ¸ ¤¸›¸¸‡Â ¨¸›¸ ——

Ÿ¸¸Â ÷¸½£½ ¸£µ¸¸½¿ ¬¸½ ¬¸º¿™£, ¨¸¸½ ¬¨¸Š¸Ä ž¸ú ›¸íì, ªº¢÷¸ ¸¸¾ˆÅ¬¸½ ÷¸º ¸¬¸ú ¢›¸© ¥¸ ˆÅ¸¡¸¸, ¬¸ºœ¸º°¸ú ªú œÏ½Ÿ¸ ›¸¸£¸¡¸µ¸ Â» ˆÅ£ ž¸ú ¢Ÿ¸¥¸ú ›¸íì—— ¬¸¿¨¡¸¨¸í¸£ ¤¸ÿ¢ˆ¿ÅŠ¸, œÏ.ˆÅ¸. Ÿ¸º ¸½ ÷¸º ¸¬¸½ œ¡¸¸£ ¢ˆÅ÷¸›¸¸, ƒ¬¸ˆÅ¸ ¢í¬¸¸¤¸ ›¸íì œ¸÷¸¸ ÷¸» íú Ÿ¸½£ú ¬¸‰¸ú ž¸ú í¾, ˆÅíì-ˆÅíì Ÿ¸½£ú ¢œ¸÷¸¸ —— ›¸÷¸Ÿ¸¬÷¸ˆÅ í»Â, ÷¸º ¸½ ›¸¸ ¢¥¸‰¸ ¬¸ˆÅ¸ ˆÅ¸½ƒÄ, ‡ˆÅ ‡í¬¸¸¬¸ í¾ Ÿ¸¸Â, ÷¸½£½ ¢¥¸‡ ©¸¤™ ›¸íì ——

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TRUTH OF LONDON eat and Clean Road All are fresh & Mod Fifty Percent are half necked Ninety percent wear full jacket Every place are well developed All things are beautiful and organized Street dogs flies mosquitoes Dust never seen Women wine cigarette Green plant flower everywhere seen Crowd only in mall & biggest city place All resident area just like grave Keep quiet and cold rain & cold wave Every person has motorcar No water tank No rickshaw No Auto No sound pollution No showing No extra expense Queen of nature No any dirty No sitting arrangement In the mall shops.

Bidya Prasad

Barkagaon Branch Hazaribagh Zone

Taarangan

March, 2017

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (œ¸»¨¸Ä) / NATIONAL BANKING GROUP (EAST)

ž¸º¨¸›¸½©¨¸£ ‚¿ ¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ‡”ú¬¸ú ¤¸¾“ˆÅ Ÿ¸Ê Ÿ¸.œÏ. (‡”ú¬¸ú), œÏ.ˆÅ¸. ªú ©¡¸¸Ÿ¸ ¬¸º¿™£ ¤¸¢›¸ˆÅ, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸»¨¸Ä) ˆÅ¸½¥¸ˆÅ¸÷¸¸ ªú ¬¸º£½›Í ˆºÅŸ¸¸£ ‚Š¸£¨¸¸¥¸, ‚¸¿.œÏ. ªú ‚¢Ÿ¸÷¸ £¸¡¸ ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ¬¸¨¸½Äæ¸£ ¤¸½íº£¸ ‡¨¸¿ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

ž¸º¨¸›¸½æ¸£ ‚¿ ¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ‡”ú¬¸ú ¤¸¾“ˆÅ Ÿ¸Ê ˆÅ¸¬¸¸ ‡¨¸¿ ‡”¨¸¸¿¬¸ Ÿ¸½ Ÿ¸í÷¨¸œ¸»µ¸Ä ¡¸¸½Š¸™¸›¸ ˆ½Å ¢¥¸‡ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ ˆÅ¸½ œ¸º£¬ˆÅ¸£ œÏ™¸›¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. (‡”ú¬¸ú), œÏ.ˆÅ¸. ªú ©¡¸¸Ÿ¸ ¬¸º¿™£ ¤¸¢›¸ˆÅ, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸»¨¸Ä) ˆÅ¸½¥¸ˆÅ¸÷¸¸ ªú ¬¸º£½›Í ˆºÅŸ¸¸£ ‚Š¸£¨¸¸¥¸, ‚¸¿.œÏ. ªú ‚¢Ÿ¸÷¸ £¸¡¸ ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ¬¸¨¸½Äæ¸£ ¤¸½íº£¸ ‡¨¸¿ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸Š¸µ¸—

ž¸º¨¸›¸½©¨¸£ ‚¿ ¸¥¸ ×¸£¸ ‚¸¡¸¸½¢ ¸÷¸ ¢ÇÅˆ½Å’ œÏ¢÷¸¡¸¸½¢Š¸÷¸¸ ˆ½Å ‚¨¸¬¸£ œ¸£ ‚¸¿.œÏ. ªú ‚¢Ÿ¸÷¸ £¸¡¸, „œ¸ ‚¸¿.œÏ. ªú ¬¸¨¸½Äæ¸£ ¤¸½íº£¸, ¬¸.Ÿ¸.œÏ. ªú ¢œÏ¡¸¤Ï÷¸ œ¸’›¸¸¡¸ˆÅ ÷¸˜¸¸ ¢ÇÅˆ½Å’ ’úŸ¸ ˆ½Å ¬¸™¬¡¸Š¸µ¸—

ˆÅ¸½¥¸ˆÅ¸÷¸¸ ‚¿ ¸¥¸ ×¸£¸ ‚¸¡¸¸½¢ ¸÷¸ ”¸ÁÆ’£ ¬¸ŸŸ¸½¥¸›¸ Ÿ¸½¿ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸»¨¸Ä) ˆÅ¸½¥¸ˆÅ¸÷¸¸ ªú ¬¸º£½›Í ˆºÅŸ¸¸£ ‚Š¸£¨¸¸¥¸, ÷¸÷ˆÅ¸¥¸ú›¸ ‚¸¿.œÏ. ªúŸ¸÷¸ú ¢¤¸›¸¸÷¸¸ ¬¸½›¸ Š¸ºœ÷¸¸, „œ¸ ‚¸¿.œÏ. ªú œ¸£¢¨¸¿™£ ˆºÅŸ¸¸£ ž¸’Ã’, ‡¨¸¿ „œ¸Ÿ¸í¸œÏ¤¸¿š¸ˆÅ ‡›¸¤¸ú ¸ú (œ¸»¨¸Ä) ªú ¨¸ÊˆÅ’ˆ¼Å«µ¸ ¤¸º¥¸º¬¸º ÷¸˜¸¸ ªú ¢¥¸¿Š¸£¸ ¸ ¢¤¸¬¸¸½ƒÄ—

¢¬¸¥¸úŠ¸º”õú ‚¿ ¸¥¸ Ÿ¸Ê Ÿ¸½Š¸¸ ¢£ˆÅ¨¸£ú ¢©¸¢¨¸£ Ÿ¸Ê †µ¸ ¨¸¸œ¸¬¸ ˆÅ£›¸½ ¨¸¸¥¸½ ŠÏ¸íˆÅ¸Ê ˆÅ¸½ ¬¸ŸŸ¸¸›¸ ¬¨¸³Åœ¸ ¢¨¸¢ž¸››¸ ¨¸¬÷¸º‚¸Ê ˆÅ¸½ ¢¨¸÷¸£µ¸ ˆÅ£÷¸½ íº‡ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

Siliguri Zone, Berhampore Branch donated Ceiling fans to “Haridash Mati Bijoy Kumar High School” as a part of CSR Activity. The then ZM Shri S S Das, CM Berhampore Branch Shri Uday Kant Jha along with school students.

GM Shri S K Aggrawal and The then ZM Shri S S Das disbursing credit to women SHGs at New Town Islampur Branch, Siliguri Zone during SHG-Credit linkage programme.

ZM Bardhaman Zone Shri S P Banerjee, Head Satgachia Gram Panchayat Shri Mukul Saha on the occasion of inauguration of Customer Point at Satgachia Branch.

leejebieCe

cee®e&, 2017

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í ( ¸¸.‡¨¸¿ Ž.) / NATIONAL BANKING GROUP (J&C)

£¸¿ ¸ú ‚¿ ¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ¢›¸À©¸º¥ˆÅ ¢ ¸¢ˆÅ÷¬¸¸ ¢©¸¢¨¸£ Ÿ¸Ê Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú ¤¸ÿˆÅ ( ¸¸.Ž) ªú ‡¬¸ ˆ½Å Ÿ¸º‰¸ ¸úÄ, ÷¸÷ˆÅ¸¥¸ú›¸ ‚¸¿.œÏ. ªú ©¸¿ˆÅ£ œÏ¬¸¸™, „œ¸ ‚¸¿.œÏ. ªú ›¸£½©¸ ˆºÅŸ¸¸£ Ÿ¸›¸ ¸¿™¸, £¸¿ ¸ú ©¸¸‰¸¸ ˆ½Å ¬¸.Ÿ¸.œÏ. Ÿ¸¸½. ‚¢Ÿ¸›¸º¥¥¸¸í, ‡¨¸¿ Æ¥¸¤¸ ¬¸¸ƒ” ©¸¸‰¸¸ ˆ½Å ¬¸.Ÿ¸.œÏ. ªú ‚¨¸÷¸¸£ ¢¬¸¿í—

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š¸›¸¤¸¸™ ‚¿ ¸¥¸ ˆÅú ¤¸¸‹¸Ÿ¸¸£¸ ©¸¸‰¸¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ¥¸¸½›¸ Ÿ¸½¥¸¸ Ÿ¸Ê „œ¸¦¬˜¸÷¸ ¨¸¢£«“ ©¸¸.œÏ. ªú ¡¸¸½¢÷¸ ¢¬¸¿í ¨¸ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸—

š¸›¸¤¸¸™ ‚¿ ¸¥¸ ×¸£¸ ‚¸¡¸¸½¢ ¸÷¸ œÏ¤¸¿š¸ˆÅ ¬¸Ÿ¸ú®¸¸ ¬¸ŸŸ¸½¥¸›¸ Ÿ¸Ê „œ¸¦¬˜¸÷¸ Ÿ¸.œÏ. ( ¸¸.Ž) ªú ‡¬¸ ˆ½Å Ÿ¸º‰¸ ¸úÄ ˆÅú „œ¸¦¬˜¸¢÷¸ Ÿ¸Ê ¨¸Æ÷¸¨¡¸ ™½÷¸½ íº‡ š¸›¸¤¸¸™ ‚¿ ¸¥¸ ˆ½Å ‚¸¿.œÏ. ªú ¸›Í ©¸½‰¸£ ¬¸í¸¡¸— ¬¸¸˜¸ Ÿ¸Ê „œ¸ ‚¸¿.œÏ. ªú ¢ ¸÷¸ÊÍ ˆºÅŸ¸¸£ œ¸¸“ˆÅ ‡¨¸¿ „œ¸¦¬˜¸÷¸ œÏ¤¸¿š¸ˆÅŠ¸µ¸—

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‡›¸¤¸ú ¸ú ( ¸¸.Ž.) Ÿ¸Ê ¤¸½í÷¸£ ˆÅ¸¡¸Ä¢›¸«œ¸¸™›¸ ˆÅ£›¸½ ¨¸¸¥¸½ ‚¿ ¸¥¸¸Ê ‡¨¸¿ ©¸¸‰¸¸ œÏŸ¸º‰¸¸Ê ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú ( ¸¸.Ž.) ªú ‡¬¸ ˆ½Å Ÿ¸º‰¸ ¸úÄ ‡¨¸¿ „œ¸ Ÿ¸.œÏ. ªú ƒÄ©¨¸£ ¸¿Í ¢Ÿ¸ª¸—

’¸ƒŸ¬¸ ‚¸ÁûÅ ƒ¿¢”¡¸¸ ŠÏºœ¸ ‡¨¸¿ ¤¸ÿˆÅ ×¸£¸ ¥¸Š¸¸‡ Š¸‡ ‚¸’¸½ û½Å¡¸£ ˆ½Å ™¸¾£¸›¸ ŠÏ¸íˆÅ ˆÅ¸½ ¨¸¸í›¸ ˆÅú ¸¸¤¸ú ¬¸¸ÿœ¸÷¸½ íº‡ ‚¸¿.œÏ. ¤¸š¸ÄŸ¸¸›¸ ‚¿ ¸¥¸ ªú ¬¸¢¥¸¥¸ œÏ¬¸¸™ ¤¸›¸ ¸úÄ—

í¸¨¸”¸ ‚¿ ¸¥¸ ×¸£¸ ˆÅ©Ÿ¸ú£ Ÿ¸Ê íº‡ ž¸»-¬‰¸¥¸›¸ Ÿ¸Ê ©¸íú™ íº‡ ¬¸¾¢›¸ˆÅ¸Ê ˆÅ¸½ ªÖ¸ ¸¿¢¥¸ ™½÷¸½ íº‡ ‚¸¿.œÏ. ªú ¬¸£÷¸ ˆºÅŸ¸¸£ ¢Ÿ¸ª¸, „œ¸ ‚¸¿.œÏ. ªú Ÿ¸¼µ¸¸¥¸ ˆÅ¸¿¢÷¸ ‹¸¸½«¸ ‡¨¸¿ ‚›¡¸ ¬’¸ûÅ ¬¸™¬¡¸—

Taarangan

March, 2017

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Ÿ¸÷¸ œ¸»Ž Ÿ¸½£½ í¸¾¬¸¥¸¸Ê ˆÅú í™¸Ê ˆ½Å ¤¸¸£½ Ÿ¸Ê,¡¸½ ¨¸¸½ œ¸¿Žú íÿ, ¸¸½ ¸¸›¸÷¸½ íú ›¸íú¿ ¬¸£í™¸Ê ˆ½Å ¤¸¸£½ Ÿ¸Ê! „”õ÷¸½ £í÷¸½ íÿ ¡¸½ ¢›¸£¿÷¸£ ‰¨¸¸¢í©¸¸½ ˆ½Å ‚¸¬¸Ÿ¸¸›¸¸Ê Ÿ¸Ê, ‚¸¾£ ¤¸¸ ¸ ›¸íú¿ ‚¸÷¸½ ˆÅž¸ú ÷¸ˆÅ™ú£ ˆÅ¸½ ‚¸ ¸Ÿ¸¸›¸½ ¬¸½!

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March, 2017

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1. Head Office 2. Agra Zone 3. Dhanbad Zone 4. Ahmedabad Zone 5. Bhagalpur Zone 6. Bhubneshwar Zone 7. Jodhpur Zone 8. Indore Zone 9. Kolkata Zone 10. Ludhiana Zone 11. Fusro Bazaar Branch, Bokaro Zone 12. NBG (East) Kolkata 13. New Delhi Zone 14. Siliguri Zone

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Bank celebrated International Women's Day with full fervor. Various programmes were orgnised at Head Office and all Zonal Offices. The Branches also felicitated women from various walks of life. Special mention for Siliguri Zone who arranged SHG-credit linkage to women SHGs and disbursed loans to around 12 women enterpreneurs under Stand Up India Scheme. Each Zone/Offices/Branches celebrated the day with full enthuziasm.

Taarangan

March, 2017

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ˆÅ¸½¥í¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê `¢” ¸ú’¥¸' œ¸½Ÿ¸Ê’ ûÅ¸Á£ ³Å£¥¸ ƒ¿¢”¡¸¸ œ¸£ ‚¸¡¸¸½¢ ¸÷¸ ’ï½›¸¬¸Ä ’ï½¢›¸¿Š¸' ˆÅ¸¡¸Ä©¸¸¥¸¸ ˆÅ¸ „’Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ¢ ¸¥¸¸¢š¸ˆÅ¸£ú ”¸Á. ‚¢Ÿ¸÷¸ ¬¸¾›¸ú— ¬¸¸˜¸ Ÿ¸Ê, ‚¸¿. œÏ. ªú ¤¸¸¥¸ˆ¼Å«µ¸ ‚¸£¬¸½ˆÅ£ ‚¸¾£ „œ¸ ‚¸¿. œÏ. ªú œ¸¸“ˆÅ—

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (™¢®¸µ¸) / NATIONAL BANKING GROUP (SOUTH) Bank donates School Van to the “Belakku” School for Children with special needs.

Bank donated a school van to Belakku School. This is a CSR initiative from our Bank for transportation facility for Children with Mentally Challenged and Multiple Disability to school and home. The School was established on 2009 under Sai Chaitanya Charitable Trust with a vision of providing basic skills and make the children move away from the caption of “Dependability”. The School van was flaged of by General Manager, NBG-South, Shri R K Mitra, ZM Bengaluru Zone Shri S Eswarappa at the premises of Belakku School.

The then GM NBG(S) Shri Kulbhushan Jain, ZM Shri A B Vijayakumar, DZM Shri Anil Kumar during handing over of “Mobile Medical Care unit” to Dr. M R Rajagopal, Founder and Chairman, M/s Pallium India, Trivandrum organised by Kerala Zone.

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The then GM NBG(S) Shri Kulbhushan Jain, ZM Kerala Zone Shri A B Vijayakumar, DZM Trivandrum Cluster Shri Anil Kumar during Manager’s Review Meet held at DZM office Trivandrum.

‚›¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸¿ / OTHER ACTIVITIES/ ¨¸¸í ¤¸ ¸¸½¿ ¢™¥¸©¸¸™ Š¸¸”Ä›¸ ©¸¸‰¸¸, ›¸ƒÄ ¢™¥¥¸ú ‚¿ ¸¥¸ ˆÅ¸½ „÷ˆ¼Å«’ ˆÅ¸¡¸Ä¢›¸«œ¸¸™›¸ ¬¸¿¤¸¿š¸ú œ¸º£¬ˆÅ¸£

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The then ZM Shri G H Sarangi along with Hon’ble MP of Kalyan Shri Shrikant Shinde and the first Female Amputee to climb Mount Everest Mrs. Arunima Sinha at the release of Book ‘Ek Jhapatela’ based on Shri Vidyadhar Bhuskute’s, Ex-Staff Bank of India covering his walk from Kibithu (Arunanchal Pradesh) to Porbunder (Gujarat)”

Sindhi Staff Members gathered on the occasion of 'Cheti Chand' at Head office.

¬¸ºŸ¸¿÷¸ ¬¸ºœ¸º°¸ ªú £¸ˆ½Å©¸ ˆºÅŸ¸¸£ Š¸Š¸Ä, „œ¸ ‚¸¿ ¸¢¥¸ˆÅ œÏ¤¸¿š¸ˆÅ (¨¸¬¸»¥¸ú), ‚¸¿ ¸¢¥¸ˆÅ ˆÅ¸¡¸¸Ä¥¸¡¸, ›¸¸Š¸œ¸º£ M. Tech (CS&E) œÏ˜¸Ÿ¸ ª½µ¸ú—

œ¸» ¸¸ ¢œÏ¡¸¸ ¬¸ºœ¸º°¸ú ªú ¬¸¸ˆ½Å÷¸ ˆºÅŸ¸¸£ ¢¬¸›í¸, ¬¸£¸¡¸ ½¥¸¸ ©¸¸‰¸¸-‡Ÿ¸‡¬¸¬¸ú (œÏ¸µ¸ú ¢¨¸±¸¸›¸), ¢¨¸›¸¸½¨¸¸ ž¸¸¨¸½ ¡¸»¢›¸¨¸¢¬¸Ä’ú Ÿ¸Ê ‚¨¨¸¥¸ (’¸Áœ¸) ‚¸ƒ¿Ä— (82.18%)

©¸¸‰¸¸ ˆÅ¸½ ¨¸«¸Ä 2016-17 í½÷¸º ‚œ¸›¸½ ®¸½°¸ Ÿ¸Ê „÷ˆ¼Å«’ ¬¸½¨¸¸ œÏ™¸›¸ ˆÅ£›¸½ í½÷¸º ¬¸Ÿ¸¸ ¸¸£ œ¸°¸ ¬¸¿‹¸ ×¸£¸ ¬¸¨¸¸½Äî¸Ÿ¸ ©¸¸‰¸¸ ˆÅ¸ ¬¸ŸŸ¸¸›¸ ¢™¡¸¸ Š¸¡¸¸— ¢¨¸î¸ £¸ ¡¸ Ÿ¸¿°¸ú (ž¸¸£÷¸ ¬¸£ˆÅ¸£) ‚ ¸ºÄ›¸ £¸Ÿ¸ ªú Ÿ¸½‹¸¨¸¸¥¸ ¬¸½ œ¸º£¬ˆÅ¸£ œÏ¸œ÷¸ ˆÅ£÷¸½ íº‡ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ ªú ¨¸¸ƒÄ ‡¬¸ œ¸¿‰¸¸½¥¸ú

Shri Makarand Karandikar presenting the unique “Bank of India Centenary Lamp” for Bank Museum” in our Mumbai Main Branch to the then ZM, MSZ, Shri Rajaraman. The Lamp is designed and crafted by Shri Karandikar.

Team members of Star Sakhi, New Delhi during their educational visit to Agra led by Mrs. Pranita Garg w/o Shri Dinesh Garg, the then GM NBG (N-1), New Delhi.

‚›¸º ¸¸ ¤¸í›¸ ªú œÏ©¸¸¿÷¸ ˆºÅŸ¸¸£ ¸¸, ©¸¸‰¸¸ œÏ¤¸¿š¸ˆ, š¸¾¡¸¸ ©¸¸‰¸, ¢¬¸™¸½-ˆÅ¸›íº Ÿ¸ºŸ¸»Ä Archit S/o Shri Shrikant Kulkarni, Credit Monitoring, HO, ¢¨¸æ¸¢¨¸Ô¸¸¥¸¡¸ ¬¸½ ¤¸ú¬¸ú‡ Ÿ¸Ê B. Architecture, Sir J J College of Architecture, Mumbai University ‚¨¨¸¥¸ (’¸Áœ¸)}— “Gold Medalist - Receiving degree from renowned industrialist Dr. Mukesh Ambani”

Taarangan

March, 2017

Different Banker Species in the Wild.

f all the mu l t i t u d e s of creatures in the world, the Bankers are a curious lot indeed. Whether it is their habitat, adaptability, food style, patience, stress management or thousand other qualities, they are a subject worth lifetimes of study. The following article tries to shed some light on some of the commonly found banker species in the wild. 1. The Rules and Regulations Banker. A person comes to open an account. “Sir I want to open an account”. As soon as the Rules and Regulations Banker hear this, all the wheels in his mind start whirring. The rule book does a disco dance in his mind and the song is: (to the tune of ♫Mere khwabon mein tu, mere sasom mein tu♫) ♫ Do you have KYC, do you have OVD, Do you have photographs, two recent photographs ♫. Customer: Sir I have photographs but I am not sure about KYC and OVD. RRB: Ha I thought so. You can’t open an account without those. Customers : Sir but what is KYC and OVD. RRB: It means you should have passport, driving licence, aadhar card, election card, pan card, ration card, debit card, credit card, green card and any other card I can think of. Customer: As a matter of fact I do have all these. RRB: You do? Oh very good. Now give me a recent photograph. Customer: Here it is. RRB: So how recent is this. Customer: I took it last month.

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RRB: What? Last month? You call last month recent. Oh my God, so what will you call last week? Today? When I said recent, I meant recent. Like a couple of minutes before you enter this branch. Customer: What?! RRB: Sir, I can’t do anything. My hands are tied. The rulebook explicitly states recent photographs. Customer: Oh, come to think of it I do have another set of photos I took just before entering the branch. (he hands over two more photos from the same pack). RRB: But you are not wearing a coat now. Customer: Oh, they added that with Photoshop. RRB: Oh, thank God I can finally open the first account since I joined the bank five years ago. 2. The Fanatic Banker. This kind of banker has no life outside of bank. He eats, sleeps, breathes and lives banking. He is very through in his work. He is passionate about his work. And his worst nightmare is retirement. He manages to spend at least 12 hours in the branch every day. Moreover, holidays to him are torture. The customers love him and the colleagues have no other way than to work hard because this guy is working his ass off all day every day. A typical scenario: Colleague: Sir I am leaving. Fanatic Banker: Where to? Colleague: My home. FB: Why are you going home this early? Coming early to the bank I can forgive but going early, no way. Colleague: Sir its 8pm. And I will miss the bus if I am any more late. FB: Don’t you worry about that, I will drop you. Come on let us finish these loan documentation. Oh and try to come early tomorrow we have to do some inspections. Colleage: OK sir (curses the hour he decided to write bank test).

3. The Paranoid Banker. The paranoid banker is suspicious and frightened of everything from the time he wakes up to the time he goes to sleep. Probably the sleeping time might be spent on nightmares about his suspicions. He trusts no one, not even himself. Typical scenario: Colleague: A New customer has come asking for a loan. Paranoid Banker: Oh my God he is a fraudster. He will deceive me and I will lose my job or worse I will end up in jail. Colleague: Sir an old customer has come asking for a loan. PB:Oh my God he is a fraudster. He will deceive me and I will lose my job or worse I will end up in jail. Colleague: Sir a customer has come. PB: Oh my God he is a fraudster. He will deceive me and I will lose my job or worse I will end up in jail. Customer: Sir can I use the toilet. PB: Sorry sir I can’t allow you inside. (Later explains to colleague: What if he plants a bomb inside the toilet.) 4. The Proactive Banker. The proactive banker is an idea bank. She takes the daily monotonous work and finds an idea to make it easier or more efficient. When a task is given to her, rather than follow what is usually done with it, she finds her own way of working it out. The proactive banker makes the most number of mistakes; only because she tries the most number of newer things. She is most at her element when anything out of the ordinary is introduced. 5. The Indifferent Banker. The indifferent banker does not give a s**t about the customers or the work. He comes in at exactly 10 and leaves at 5.00 or 5.05. If any work is given to him directly he will do it and he will do only it. Nothing else is his concern. He has minimum interaction with his colleagues

HUMOUR and builds a sphere of banishment around himself. The indifferent banker is just there for the money. He takes care of himself and himself only. He finishes the work very quickly but taking the very least amount of effort. Any effort made by his colleagues to make him a bit more involved falls on deaf ears. Typical scenarios: Customer: I want to print this passbook. IB: It’s 4’o clock come tomorrow. Customer: The postman said my cheque book was delivered to the branch. IB: I don’t know where it is kept, come tomorrow. Colleague: I can’t read the BI number you scribbled on this voucher. IB: I understand your frustration but I am doing my level best. 6. The Reluctant Banker. He has a number of ambitions and none of them is even close to banking. He comes to bank every day hoping that it will be his last day in banking. Then he comes back the next day and so on. 7. The Easygoing Banker. This kind of banker is a hazard to himself and his colleagues. He considers the rules and regulations to be general guidelines and does things his own way. He is the polar opposite of Rules and Regulations Banker. When a person comes to open an account, in the mind of the Easygoing Banker, he has already got the passbook, cheque book, debit card, mobile banking and Internet banking credentials. Typical scenarios: Customer1: Sir, my father died last week. EgB: Here, take the account balance. I have closed his account. Customer2 : Sir I lost my debit card. EgB: Here is your new card. 8. The Angry Banker. The angry banker just cannot handle it. There is something about the customers that ticks him off. The moment a customer becomes irritating or impatient, the angry banker loses his stuff. He will yell at the customer, raise his blood pressure and finally ends up irritating himself. But he cannot help it.

Typical Scenario: Customer: I applied for ATM card one month back and I have not received it until now. Angry Banker: Sir, we just changed our vendor for ATM cards, which is why it is taking so long. Cus: I don’t want to hear any excuses, I want to get it now. AB: OK I will give you a ready kit. But your name will not be there. Cus: I want the card with my name and I want it now. AB: Are you deaf ? Can’t you hear what I am saying? What kind of person are you? You think you can come in here and order me about. you you you… (closes his eyes and tries to count to ten, but cannot for the life of him remember what comes after one.) 9. The Non Cooperative Banker. The Non-Cooperative Banker firmly believes that the more you cooperate the more the workload you receive. Tries to hide behind rules and regulations to shirk work. And always thinks up ideas to dodge responsibilities. By being noncooperative towards his colleagues, creates an atmosphere of unrest in the branch and remains unapologetic about it. 10. The Boastful Banker The Boastful Banker is too much impressed by his own work and cannot keep it to himself. He just blurts out about his awesomeness now and then. Whatever good or bad happens in the branch, the Boastful Banker has done it better or faced worse as the case might be. Typical scenario: Boastful Banker: Hey did you send the cheques for clearing? Colleague: Yes. BB: Did you go for that pre sanction inspection? Clg: Yes. BB: Did you put your sign on the newly opened SB account form. Clg: Not yet. BB: You know, when I was the admin manager I used to do everything by myself. Even if there was no manager, no staff, or no customer, I used to complete everything perfectly and on

time. Even though there was a lot of pressure, I used do things flawlessly. Clg: So I have heard. 11. The Techy Banker. Alternative delivery channels are her forte. Internet banking, mobile banking, card products, mobile wallets, MPOS, she loves them all. She hates hard cash and keeps pushing for digital India in all the ways she possibly can. Customer: Madam, I am not getting SMS of my account transactions. Techy Banker: Sir, don’t worry first we will apply for internet banking, then we will install Star Token in your phone. Also we will apply for mobile banking. Meanwhile I will enable your Customer ID for USSD and install the BHIM app. I will also help you install Chiller. Are you using our debit card. Cus: Yes, I guess. (a bit confused about the connection between SMS, ‘chiller’, ‘start-oken’?, and Bheem) TB: Good I will help you enroll in BOI Star Reward program and we will install the Max Get More app. Cus: If you say so. Conclusion This is not an exhaustive list and all the Banker species can never be listed in any one place, simply because these creatures keep evolving and adapting to the world. It should also be noted that no one species is absolute in their character traits. For example, the Rules and Regulations Banker can also show the traits of the Techy Banker and the Reluctant Banker and so on. All we can know for sure is that Banker species like the bees are necessary for the survival of the world. Because they pollinate the excess money to those in need and helps bring to blossom the dreams and aspirations of humanity.

Aneesh Vijayan

Kammalampoondi Branch Chennai zone

Taarangan

March, 2017

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PARTICIPATION

PARTICIPATION OF BANK IN PRAVASI BHARATIYA DIVAS CONVENTION

Bank participated in Pravasi Bhartiya Divas 2017 with full fervor and put up a magnificent stall to show case all our banking products. Number of dignatreis visited the stall and took interest in our various products ravasi Bharatiya Divas is celebrated in India on 9th January every year to mark the contribution of the overseas Indian community to the development of India. A celebratory event is held on 7th to 9th January every year in an Indian city a forum for issues concerning the Indian Diaspora. The Indian Diaspora today constitutes an important place in world culture today and estimated 25 million people of India origin live and work outside India contributing to Indian growth and development through various components. Every year a large number of overseas Indians from different countries attend the Pravasi Bharatiya Divas Convention. The Ministry of external Affairs, Government of India had organised the "14th Pravasiya Bharatiya Divas convention” from 7th to 9th January 2017, in Bengaluru, Karnataka.which focused

on “Redefining engagement with the Indian Diaspora”. The event was a platform to connect with the youth, the new generation of Pravasi, growing up all over the world. Nearly 300-400 overseas Indian youth participate in the youth PBD, including nearly 150 PIOs who visited India for the know India Program. More Than 1500 NRI’s also visited the Program from around 65 countries. The ministry of External Affairs, New Delhi had invited Bank of India to explore sponsorship opportunity at Pravasi Bharaitya Divas. The sponsorers of the convention got branding opportunity through mailers, brochures, convention website and at the venue of the convention. Bank had also been invited to participate at the Pravasi Bharaitya Divas Exhibition 2017 to showcase our brand to the attending overseas Indian delegates. During Pravasi Bharatiya Divas 2015 our bank was the principal Sponsor.

Bank participated in Pravasi Bhartiya Divas 2017 with full fervor and put up an magnificent stall to show case all our banking products. There were plenty of visitors to our stall including great personalities like General V .K Singh (Union Minister State of External affairs), Sri. M J Akbar (Minister of State of External Affairs), Sri. Sarbananda Sonowal (Chief Minister of Assam), Sri . Arun Shrivastava (CMD Syndicate Bank & Ex ED of Bank of India) and many more imminent personalities visited our stall. The then General Manager (International) Shri P K Vartak, ZM Bangluru ZM Shri Eswarappa, AGM (Intl.), HO Shri B S Gadhwala, DZM Shri A Dasgupta alongwith representatives from Mumbai NRI Branch, Ernakulam NRI Branch, Ahmedabad NRI Branch, Margoa NRI Branch and Bengaluru Marketing Team attended the event. Together all showcase the Brand Bank of India. Team Marketing Bangaluru Zone

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March, 2017

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Taarangan

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Taarangan

March, 2017

THIRTY CARDINAL PRINCIPLES 50

veryone is desirous of achieving success. The following thirty cardinal principles will help to achieve success in life. No doubt, one will have to braze cool weather while reaching the summit. Success can be achieved only through hard wcrk, perseverance, patience as well as strong urge and determination to succeed despite facing all odds. One must develop the courage and conviction as well as strong mental disposition to face problems. That way the following principles will help to climb the ladder. 1. Role clarity Understand your role There should be no role ambiguity Endeavour your best to perform your role well. 2. Goal setting Better write down your goals to be very precise. Keep on frequently looking at that to develop the orientation to achieve goals. Endeaveour your best to turn goals into results Have achievement orientation Single minoedness of purpose is most essential to achieve goals.

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3. Reach Out marketing skills help you to reach out to spread your wings far and wide. Stay ahead of competitors Commitment for quality and competitive pricing will enable you to have edge over others. 4. Develop “CAN” attitude As attitudes rule the mind, develop a positive mental attitude.The seventeen success principles of Napoleon Hill and Clement Stone will guide us to develop right attitude. Have the courage and conviction to succeed Believe in the maxim “If you think, you are beaten you are “ If you think you will lose, you have already lost” Believe that you can All that we are is a result of what we have thought of -Buddha 5. Thinking big Have the burning desire to be the best Adhere to the Scout Motto “Be prepared” 6. Acquire time management skills Learn to organise yourself for peak performance Managing task, team and time is a must Be aware of time log, time audit, time management concepts Learn to work smarter and not harder Do one thing at a time - Do it well Adopt-do it now principle- never procrastinate Have a time table for achieving goals with deadlines Believe in getting things done on time Allot time for work, play, leisure, hobby - Cultivate a life time hobby Setting priority by putting first things first (Urgent / critical / important) 7. Live on hope, faith, enthusiasm, confidence, soaring idealism Belief and cheerful countenance will keep you in goodstead. “All things are possible to him who believes” - KORAN 8. Develop team spirit Believe in team work, A good leader, when the task is accomplished, says “We did it ourselves”

9. Train and coach subordinates This is one of the obligations - Cast on the supervisor / manager. Develop people Infuse development culture Manager/ Supervisor is a teacher as leader 10. Set an example as leader Be a self starter Be a trend setter 11. Ambition Have abundant: Drive; Energy Dynamism to tum goals into results Determination Absolute commonsense Application of mind Passion for excellence 12. Disciplined mind is a virtue Believe in self-discipline Self- control; Self- regulation; Self- management 13. Develop Win - Win Attitude Will to win and will to active Urge to excel You are “ born to win” Hence you can win provided you have the necessary attitude. 14. Interpersonal relationships Be a good listener Be a good communicator Develop good and effective communication skills Harmony and coherence a must for our existence; we have to get on with people - Be a go getter . Build a climate of trust and genuine warmth Empathy Resolve conflicts; promote understanding Look for the best in others - Give out your best. R L Stevenson See the good in everybody and everything. Learn to appreciate others Be aware of ego states .. to communicate effectively and meaningfully . 15. Avoid Bias in operations Be realistic and reasonable Openness - open mind, integrity / honesty etc., Shed prejudices; Bias

16. Be a good planner Thinking well - wise Planning well - wiser Doing well - wisest of all Do you plan to fail or fail to plan ? Work your plan; Plan your work Schedule your work from start to finish Do down to earth planning Life is what you make it Believe in the maxim - plan programme and prosper 17. Don’t follow the beaten track Have openness to new ideas, change management Ability to manage growth - Growth with social justice for a country like India Manage for change is certainly a challenge 18. Raw skills Develop RAW skills (Reading Articulation - Writing SKILLS) Develop rapid reading Professional reading. Read books to improve wisdom The world needs knowledge workers (Peter Drucker) A personal library is a good investment It is the key to becoming powerful You require great deal of knowledge to succeed in the world Be a life long student Public speaking skills Develop written communication skills 19. Avoid self pity Avoid fear Phobia - Overcome obstacles There is no defeat except form within Emerson Difficulties strengthen the mind Senecca Never give up - “ Never say never” Vaswani Never leave a job half done or undone - However, taking or time consuming it might be. Remember “The winner never quits the quitter never wins” 20. Cultivate Patience - Persistence Perseverance Aim for efficiency - Effectiveness Excellence Productivity, Efficiency and profitability lead you to reach excellence Effort - Experience .- Exposure Endeavour will aid in accomplishing

results. Consistency - Coherence Concentration Co-ordination character are the traits required. Risk-Return-Reward- There can be no reward without risk. 21. Remember resources are scarce. Manage resources effectively Physical; Financial Human 22. Note taking habit A must for success. Maintain a small Diary or note book to record important information, events etc. Clip success stories and carry cards to act as a source of inspiration constant or frequent looking at such cards / catchy slogans inspire you a great deal. 23. Develop sense of maturity and breadth Sense of realism; Sense of fairness; Sense of moderation and sense of humour. 24. “Cease to exist but live” “Some live a life a few beyond ” We come into this world only once Like a candle we flicker for a while; But let us make a mark - utilise every opportunity to make our life / stay in this world meaningful” To do for the world more than what the world dose for you according to Henry Ford, should be the objective of every one. It is only in this context Kennedy said “Ask not what the country can do for you but believe in what you can do for the country. Be prepared for sacrifices, if it goes to benefit the country / community. 25. Turn problems - constraints threats - Weakness into strengths and opportunities Nothing ventured - Nothing gained No pains - No gains Turn failures into success Success is programmed accuracy - Don’t believe in luck Learn from past mistakes / experiences to correct yourself and reform yourself. 26. Road to success is often bushy Room at the top is narrow - full of thorns and quick sand If at first you do not succeed - try and try again (examples of Edison, Lincoln etc.) If you reach the summit, you have to braze cool weather. “Success is not all honey and milk; Honey and milk flow only after considerable trials, troubles tribulations and turmoil”

SELF DEVELOPMENT Nehru If you wish success in your life make perseverance your bosom friend experience your Wise - Counsellor caution your elder brother Hope your guardian genius Joseph Addison Nothing worthwhile was ever achieved without deep thought and hardwork J R D Tata 27. Stop worrying - Start living Dale Carnegie Let there be no hurry - No worry and you can certainly be merry Dr. T M A Pai When you worry, you remain where you are Work never kills; But Worry certainly kills. Work, Worry, Weight and Wife - Be careful about these four in life. 28. Effectiveness formula of Peter Drucker Know where your time goes Put first things first Build on strengths Make effective decisions Focus on contribution 29. Stephen Covey’s seven habits of effective people Begin with the end in mind Put first things first Think win - win Seek first to understand - then to be understood; Synergise; Sharpen the saw Be proactive all the while 30. “Sitting still and wishing makes no men great The Lord send his fishing net; but you must dig the bait” John Masefield “Help Ever - Hurt Never” Shri Sathaya Sai Baba “Focus On Love - Dissolve Hate” If we can live upto these thirty cardinal principles enunciated herein, we can certainly hope for leading a better life - a meaningful life. Prof. N. Ramachandran Bangalore

Taarangan

March, 2017

The Insolvency & Bankruptcy Code 2016 - A Creditor Driven Approach ntroduction The Insolvency & Bankruptcy Code was introduced by the Government of India in December 2015, which was drafted by ‘Bankruptcy Law Reforms Committee’. Two significant changes over the existing regime are : (i) it is a creditor driven resolution, and (ii) time bound approach in the liquidation process. The legislation was passed in the Lok Sabha in May 2016 which is a landmark legal reform towards resolving the Insolvency & Liquidation issue in India. While ranking 130th in ease of doing business, as per the World Bank’s Index 2016, India ranks 136th out of the 189 countries on resolving insolvencies and Average time required for the recovery process is 4.3 years, with the recovery of debts at just 25.7 cents on the dollar.

EASE OF DOING BUSINESS DB 2016 Rank India’s Overall Ranking 130 VARIOUS PARAMENTERS Starting a Business 155 Dealing with construction Permites 183 Getting Electricity 70 Registering Property 138 Getting Credit 42 Protecting Minority Investors 8 Paying Taxes 157 Trading Across Borders 133 Enforcing Contracts 178 Resolving Insolvency 136 Source: World Bank’s ease of doing business report

DB 2015 Rank 134

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Channel of Recovery

2014-15 (Revised) No. of Amount Amount cases involved Recovered Referred Lok Adalats 29,58,313 309.79 9.84 DRTs 22,004 603.71 42.08 SARFAESI 1,75,355 1,567.78 256.00 Total 31,55,672 2,481.28 307.92 Source:RBI

164 184 99 138 36 8 156 133 178 136

Limitation of the Existing Legal Framework Today, the two most serious ailments Indian Banking Sector is suffering from is: 1) Alarming proportion of Non Performing Assets, and 2) Issue of Capital to Risk Weighted Assets to be Basel III compliant in 2019. These two are also in a way related. The aggregate Non Performing Assets of the banking sector is about 6.5 trillion or 8.6% of the Advances, as at June 2016. The current legal system in India for resolving insolvency is quite weak and time consuming. The legal framework has many drawbacks since it is quite fragmented and have to be dealt with under multiple laws such as Companies Act 2013, Sick Industrial Companies Act 1985, Recovery of Debt due to Banks & Financial Institutions Act 1993 (DRT), Securitization & Reconstruction of Financial Assets and Enforcement of Security Interest Act (SARFAESI Act) 2002, The Presidency 52

Towns Insolvency Act, 1909 and Provincial Insolvency Act, 1920. All these have not proved to be effective in resolving the problems so far. Our regulator, Reserve Bank of India, had also introduced various measures for recovery of problem loans, in the recent past, such as • 5/25 Scheme, 2014 • Strategic Debt Restructuring (SDR), 2015 • Sustainable Structuring of Stressed Assets (S4 A), 2016 SCB’s Non Performing Assets recovered through various channels (Amt. ` in Billion) 2015-16 Amount Amount involved Recovered

No. of cases Referred 44,56,634 720.33 24,537 693.41 1,73,582 801.00 46,54,753 2,214.74

32.24 63.65 131.79 227.68

Amount recovered by all SCBs came down by 26% from `307.92 billion in 2014-15 to ` 227.68 billion in 2015-16. While recovery using Lok Adalat and DRT went up 227% and 51%, respectively, recovery through SARFAESI came down by 52% as shown in the table above. India’s Bankruptcy procedures historically have been slow and ineffective resulting in blockage of nation’s resources. Considering all the above reasons, the new Insolvency & Bankruptcy Code has been introduced which subsumes all the prevalent laws in this respect. Objective The code primarily aims at defining bankruptcy and insolvency and ensuring a speedy time bound winding up of insolvent companies. The new law also aims at protecting the interests of all stakeholders. Key Highlights of The Insolvency & Bankruptcy Code Regulator - The Insolvency & Bankruptcy Board of India will have a regulatory oversight on the overall framework. Separate Adjudicators - The code recommends two separate tribunals to supervise the process of insolvency resolution for corporates and individuals: The National Company Law Tribunal for Companies and Limited Liability Partnership firms; the Debt Recovery Tribunal for individuals. Timeframe - Maximum time limit of 180 days has been set for the process to get completed with a further extension of 90 days. Commencement of Insolvency Resolution - The process can be initiated either by a debtor, creditor, shareholders of the company or even its employees.

KNOWLEDGE PLUS Insolvency Resolution & Liquidation Process for Individuals - To initiate an insolvency process for individuals, the default should be at least .1000. (This limit may be revised by the Government). The Code envisages two distinct processes in case of insolvencies A) Automatic fresh start - The Code allows discharge of qualifying debts thereby facilitating the debtor to start afresh. Individuals with assets and income lower than certain amounts (as specified in the law) will be eligible for a discharge from their debts. B) Insolvency resolution - This is a process of negotiation between debtors and creditors supervised by a Resolution Professional (RP), who is registered with the insolvency board. If the negotiation succeeds, it will lead to a repayment plan which the RP will execute. If the plan fails, the debtor or creditor may apply for a bankruptcy order. • Insolvency Resolution & Liquidation Process for Corporates - To initiate an insolvency process for corporate debtors, the default should be at least `100,000. (This limit may be revised by the Government). Corporate Insolvency Resolution and Liquidation

Source: The Insolvency & Bankruptcy Code, 2016, An Overview, July 2016, EY

The code proposes two independent stages: A) Insolvency Resolution Process Steps in the Insolvency Resolution Process (IRP)

• Commencement of the IRP - A 6) Government dues (up to 2 years). Financial / Operational Creditor, 7) Any remaining debts and dues. defaulting Corporate Debtor, its 8) Preference shareholders, if any. Shareholders or Employees can initiate 9) Equity shareholders or Partners. insolvency proceedings. • Institutional framework - The code • Moratorium - This is basically the creates a new institutional framework, ‘calm period’ during which no judicial consisting of a proceedings can take place. • Appointment of Interim Insolvency • Regulator - The Insolvency and Professional (IP) - The NCLT appoints Bankruptcy Board of India. the Insolvency/Resolution Professional • Insolvency Resolution Professionals to administer the IRP whose primary - These are the intermediaries who would function is to take over the management play a major role in the time-bound of the defaulter corporate and operate working of the Bankruptcy process. its business under the guidelines of the • Information Utilities - Inorder committee of creditors. to maintain a range of financial • Formation of Creditors Committee information. - Insolvency Professional constitutes the creditors’ committee. The creditors’ • Adjudicatory Authorities - National committee has to then take decisions Company Law Tribunal (NCLT) and regarding insolvency resolution by a Debt Recovery Tribunal (DRT) for Corporate and Individual insolvency & 75% majority voting. • Resolution Plan - Adjudicating liquidation, respectively. Authority (NCLT), if satisfied that Conclusion the resolution plan as approved by The introduction of The Insolvency the committee of creditors conform & Bankruptcy Code is a quantum leap to the requirements, it shall by order towards the ease of doing business approve the resolution plan which shall in India. The Code promises to bring be binding on the corporate debtor about far-reaching reforms with a thrust and its employees, members, creditors, on creditor driven insolvency resolution. guarantors and other stakeholders By consolidating all the existing laws, involved in the resolution plan. the single new Code would definitely B) Liquidation - If the Insolvency make the insolvency & bankruptcy Resolution Process does not work out process much faster and easier thereby within the deadline, NCLT passes an saving time and costs. This law will thus order of liquidation. The creditor’s are encourage entrepreneurship, availability paid according to the Code’s priority of credit and balance the interest of all payment structure as under: stakeholders. The only issue is proper 1) Insolvency Resolution Process costs and fast selection of all the authorities involved in the process and carrying out and the Liquidation costs. 2) Workmen’s dues for the period of the respective tasks as expected of each 24 months preceding the liquidation of them. commencement date. 3) Debts owed to Secured creditors. 4) Wages and any unpaid dues owed to employee’s for a period of 12 months. Prof. Bijoy Bhattacharyya Ms. Swati Pradhan 5) Financial debts Dean Banking Deputy Manager-Research (unsecured creditors). Welingkar Institute of Management Development & Research, Mumbai

Taarangan

March, 2017

An analysis of Revised Framework for Revival and Rehabilitation of MSMEs he ever increasing NPAs in all sectors in general and SMEs in particular is the cause of concern for all in the Banking sector. Bankers are doing their best to arrest the trend but unfortunately the cancerous growth of NPAs is taking its toll on Banks. The uninformed public discourse is rubbing salt to wounds of bankers by accusing them for the mess. But this has underlined the need of managing the stressed accounts once again. Much research been done to prevent the slippages and now It is well accepted that accounts do not become NPAs overnight but they show some signals before that. As a prudent banker, everybody is aware of these symptoms but paucity of time, ever changing priorities of banks and sometimes non acceptance of the reality takes its own toll. In order to provide a simpler and faster mechanism to address the stress in the accounts of MSMEs a revised Framework along with operating instructions was issued by RBI vide RBI/201516/338 on 17.03.2016. The most important feature of the framework is the formation of the Committee for Stressed MSMEs at each District/ Zonal level to resolve the reported stress of MSME accounts of the branches falling under their jurisdiction. The framework describes in detail about the Composition of the Committee and its functioning. The salient features of the policy can be summarised in brief as under.

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1. Eligibility: The provisions made in this framework shall be applicable to MSMEs having loan limits up to Rs.25 crore, including accounts under consortium or multiple banking arrangements (MBA). 2. Identification of incipient stress by banks or creditors – Before a loan account of a MSME turns into a NPA, bank should identify incipient stress in the account by creating three subcategories under the Special Mention Account (SMA) category eg SMA-0, SMA-1, SMA-2 3. Any MSME borrower may voluntarily initiate proceedings under this Framework, if the enterprise reasonably apprehends failure of its business or its inability or likely inability to pay debts or there is erosion in the net worth due to accumulated losses to the extent of 50% of its net worth during the previous accounting year, by making an application to the branch or directly to the Committee. 4. Bank on identifying an MSME account as SMA-2 or suitable for consideration under the Framework or on receipt of an application from the stressed enterprise, shall forward the cases having aggregate loan limits above Rs.10 lakh to the Committee for deciding on a Corrective Action Plan (CAP). Stressed enterprises having aggregate loan limits above Rs.10 lakh can also directly file an application for CAP to the Committee or to the largest lender for onward submission under advice to all its lenders. 5. Corrective Action Plan (CAP) by the Committee-The Committee may explore various options to resolve the stress in the account. The Committee shall not endeavour to encourage a particular resolution option and may decide the CAP as per the specific requirements and position of each case. The options under CAP by the Committee may include: (a) Rectification:– By obtaining a commitment from the borrower to regularise the account so that the account comes out of SMA status or does not slip into the NPA category . (b) Restructuring:– The committee may Consider the possibility of restructuring the account, if it is prima facie viable and the borrower is not a wilful defaulter, i.e., there is no

BANKING PLUS diversion of funds, fraud or malfeasance, etc. Commitment from promoters for extending their personal guarantee. Any deviation from the commitment by the borrowers affecting the security or recoverability of the loan may be treated as a valid factor for initiating recovery process. i) Restructuring by the Committee (a) Restructuring cases shall be taken up by the Committee only in respect of assets reported as Standard, SMA or SubStandard (b) However, the Committee may consider restructuring of the debt, where the account is doubtful with one or two lender/s but it is Standard or Sub-Standard in the books of majority of other lenders (by value). (c) Wilful defaulters shall not be eligible for restructuring. However, the Committee may review the reasons for classification of the borrower as a wilful defaulter and satisfy itself that the borrower is in a position to rectify the wilful default (d) Cases of Frauds and Malfeasance remain ineligible for restructuring. ii) Viability of the account (a) The viability of the account shall be determined by the Committee based on acceptable viability benchmarks determined by them. (b) The parameters may, inter-alia, include the Debt Equity Ratio, Debt Service Coverage Ratio, Liquidity or Current Ratio, etc. iii) Conditions relating to Restructuring under the Framework (1) Under this Framework, the restructuring package shall stipulate the timeline during which certain viability milestones such as improvement in certain financial ratios after a period of 6 months may be achieved. (2) The Committee shall periodically review the account for achievement / non achievement of milestones and shall consider initiating suitable measures including recovery measures as deemed appropriate. (3) Any restructuring under this Framework shall be completed within the specified time periods. (4) The Committee shall optimally utilize the specified time periods so that the aggregate time limit

is not breached under any mode of restructuring. (5) If the Committee takes a shorter time for an activity as against the prescribed limit, then it can have the discretion to utilize the saved time for other activities provided the aggregate time limit is not breached. (6) The general principle of restructuring shall be that the stakeholders bear the first loss of the enterprise rather than the lenders. iv) In the case of a company, the Committee may consider the following options, when a loan is restructured: (a) Possibility of transferring equity of the company by promoters to the lenders to compensate for their sacrifices; (b) Promoters infusing more equity into their companies; (c) Transfer of the promotersâ&#x20AC;&#x2122; holdings to a security trustee or an escrow arrangement till turnaround of enterprise to enable a change in management control, if lenders favour it. v) Diversification or Expansion- In case a borrower has undertaken diversification or expansion of the activities which has resulted in the stress on the core-business of the group, a clause for sale of non-core assets or other assets may be stipulated as a condition for restructuring the account, if under the TEV study, the account is likely to become viable on hiving off of non-core activities and other assets. vi) For restructuring of dues in respect of listed companies, lenders may be, ab initio, compensated for their loss or sacrifice (diminution in fair value of account in net present value terms) by way of issuance of equities of the company upfront, subject to the extant regulations and statutory requirements. If the lendersâ&#x20AC;&#x2122; sacrifice is not fully compensated by way of issuance of equities, the right of recompense clause may be incorporated to the extent of shortfall. vii) Differential security interest-In order to distinguish the differential security interest available to secured

lenders, partially secured lenders and unsecured lenders, the Committee may consider various options, such as: (a) prior agreement in the Inter-Creditor Agreement among the above classes of lenders regarding repayments; (b) a structured agreement stipulating priority of secured creditors; (c) appropriation of repayment proceeds among secured, partially secured and unsecured lenders in certain pre-agreed proportion. viii) IRAC Norms- The extant asset classification and provisioning norms will be applicable for restructuring of accounts under this Framework. (c) Recovery:â&#x20AC;&#x201C; Once the first two options at (a) and (b) above are seen as not feasible, the committee may decide to initiate due recovery process. The Committee may decide the best recovery process to be followed, among the various legal and other recovery options available, with a view to optimizing the efforts and results. d) Additional Finance-If the Committee decides that the enterprise requires financial resources to restructure or revive, it may draw up a plan for provision of such finance. Any additional finance should be matched by contribution by the promoters in appropriate proportion, and this should not be less than the proportion at the time of original sanction of loans. Challenges and opportunities for Bankers-Unfortunately the withdrawal of relaxation in IRAC Norms for restructuring of sick viable MSMEs w.e.f. 31st March 2015 has demotivated Banks from extending help to sick viable MSMEs. However the captioned framework certainly tries to fill in the ambiguity in handling stressed MSME accounts by providing actionable guidelines. It is expected that prudent bankers will utilize the opportunity and help their MSME borrowers and at the same time arrest the pace of NPA accretion. Sudhakar Atre Ex-Staff, Nagpur

Taarangan

March, 2017

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ducted first of Security Department con e for Mumbai its kind training programm use-I building Fire Brigade in our Star Ho discussion for t for their staff. The subjec s in High ent em was “Fire Safety arrang total of A ”. ing Rise commercial Build

Team of Emergency Management e Evacuation Kolkata Zone during a Fir Zone. drill conducted at Kolkata

gh with pal & AGM Shri R K Sin Ag garwal, AGM & Princi K S ards of ri Sh Gu d (E) me G Ar NB GM Training for during Annual Refresher rds gua ed arm t pan tici the par Zone. rdhaman Zone at Kolkata Kolkata, Howrah and Ba

Taarangan

March, 2017

KNOWLEDGE PLUS

Scientific reasons in our Indian Culture for adopting various traditions DRAWING RANGOLI

with cow dung and paint every door with turmeric paste.

Rangoli is just geometric pattern of art. When a person enters the house and sees the geometric pattern it manifests in to vibrations inside the mind of the observer which in turn calms the mind and makes him comfortable and happy just like a melodious music.

cow dung has a pungent smell so does turmeric. Insects / creatures like snakes can not stand pungent long lasting smell and try to get away from them. So cow dung / turmeric keeps on the snakes and creatures from entering the house especially in villages.

HANGING MANGO LEAVES ON FESTIVALS

TREE

On the auspicious occasions like festivals, marriages etc. the house/ office is filled with leaves particularly mango tree leaves and some times even with the whole of a banana tress without roots. green leaves / tree even when plucked off the leaves / soil still carry out photosynthesis during which plants take in carbon dioxide and release oxygen. So usually on auspicious occasions there will be lot of people attending . When the lot of green leaves are affixed, the green leaves take the carbon dioxide exhaled by the guests of the house and in turn they release oxygen and keep the oxygen level high. Thus, keeps the house with air more fresh. PASTING WITH COW DUNG Mostly in rural areas people plaster the floor / soil in front and back of their houses

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RUBING YOUR HANDS WHILE WAKING UP Rub your pals, warm up eyes and then open our eyes slowly when we wake up in the morning

THE

Traditional people have a habit of fasting on a particular day of the week which is often associated with rituals / deities. Indian culture for reasons pertaining to climatic conditions and culinary preference has a tendency to consume rich and spicy diet. Fasting ease our digestive system. AVOIDING STANDING UNDER A PEEPAL TREE

eyes have two types of photo receptors – rods and cones. Rods detect the light where cones distinguish the colours. Cones are non functional in the dark and hence in night when we are in sudden dark and open our eyes immediately it strain out , hence one has to rub his pals and warm up eyes while waking up. It takes a fraction of minutes for the cones to become active. TOUCHING ELDERS

WEAKLY FASTING

FEET

elderly people are generally more experience in more or less all walks of life and bowing down to them makes us humble. The scientific way is that when we bend down to touch their feet the whole spinal cord to brain system is visible to the elders. The gesture of putting their hand on the head signifies passing of positive energy to our nervous system thorough spinal cord.

One must avoid resting under a peepal tree at night as it is the abode of ghosts and evil sprits. peepal trees give out a lot of carbon dioxide at night, hence, standing underneath them could be potentially dangerous to one’s health. EATING TULSI /BASIL LEAVES Eating tulsi/basil leaves keeps our immune system strong and helps preventing H1N1 disease.

K Vasudevan

SZAO, Chennai

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