TAARANGAN (SEPTEMBER 2016) by Sartaj Mohd Shakeel

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2016

Bank of India’s Quarterly House Journal September 2016

Celebrating

111 years of Excellence...

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Banking Plus 111th Foundation Day

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A Quarterly Bilingual House Journal of Bank of India ‚¿ˆÅ: ¢¬¸÷¸¿¤¸£ 2016 Volume: September 2016

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Guest Column

Islands of Excellence ...

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Bank of India’s Quarterly House Journal Jan-June 2016

Productive and Progressive 016 Financial Year 2016-17

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General Manager

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Travelogue

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Managing Director & Chief Executive Officer Dear Colleagues,

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t the outset, let me congratulate all the staff members for bringing our Bank once again on the much-awaited path of profitability. The journey through the last one year has been tough and testing. I am happy that with your concerted efforts, dedication and support, we were able to achieve a turnaround in our profitability. Looking forward, the road ahead is challenging and we need to re-double our efforts till we have achieved the goal of reclaiming our former glory. With your continued commitment, I trust that the ensuing quarters will witness further improvement in our business performance. Recent developments on demonetization of existing `1000 & `500 notes has taken center stage and all of you are working tirelessly in Mission Mode. I would like to express my gratitude to each one of you for taking up this challenge positively and putting in all out efforts in the national interest. The goal of a “Less Cash Society” has been set out for our country and the banking system has a crucial role to play in this transition. We have moved beyond our electronic payment systems, card (debit & credit) payments and internet banking to various other innovations in digital banking. The launch of Unified Payment lnterface earlier this year is also a step in this direction. The transition will happen and it will make banking more competitive as all banks are bracing themselves for this new normal. Further, Payment Banks have also entered the market. We need to work smart as also hard to clinch this opportunity by playing a leading role in this transformation. While our IT systems are geared to meet the challenges of e-commerce transactions, we need to constantly innovate to provide value and convenience to our customers. In my recent communication, I have also urged you to pay special attention to Customer Service. We are in the service industry and customer service is the backbone of our business. Thus, deal with

The goal of a “Less Cash Society” has been set out for our country and the banking system has a crucial role to play in this transition. We have moved beyond our electronic payment systems, card (debit & credit) payments and internet banking to various other innovations in digital banking.

íú íŸ¸¸£½ ˆÅ¸£¸½¤¸¸£ ˆÅ¸ ‚¸š¸¸£ í¾— ƒ¬¸¢¥¸‡, œÏ÷¡¸½ˆÅ ŠÏ¸íˆÅ ¬¸½ Ÿ¸½¥¸-¢Ÿ¸¥¸¸œ¸, ¬¸í¸›¸ºž¸»¢÷¸ ‡¨¸¿ Ÿ¸º¬ˆÅ¸›¸ ˆ½Å ¬¸¸˜¸ ¨¡¸¨¸í¸£ ˆÅ£Ê ‚¸¾£ „›¸ˆ½Å ¬¸¸˜¸ ¢¨¸©¸½«¸ ¬¸¿¤¸¿š¸ ¢¨¸ˆÅ¢¬¸÷¸ ˆÅ£Ê— ƒ¬¸ ´¦«’ˆÅ¸½µ¸ ¬¸½, ¨¸½ ¬¨¸¡¸¿ íú íŸ¸¸£½ ¤¸ÿˆÅ ˆ½Å ¤Ï¸¿” ‡Ÿ¤¸½¬¸½”£ ¤¸›¸ ¸¸‡¿Š¸½— íŸ¸Ê ‡›¸œ¸ú‡ ˆÅŸ¸ ˆÅ£›¸½, ˆÅ¸¬¸¸ ¤¸ õ¸›¸½ ‡¨¸¿ ‚¢ŠÏŸ¸ œ¸¸½’ÄûÅ¸½¢¥¸¡¸¸½ ˆÅú œ¸º›¸¬¸ô÷¸º¥¸›¸ ˆÅú ‚œ¸›¸ú ˆÅ¸£¸½¤¸¸£ ›¸ú¢÷¸ (¬’¸£ ¢Ÿ¸©¸›¸ ¨¸›¸ ˆ½Å ›¸¸Ÿ¸ ¬¸½) ˆÅú ÷¸ú›¸ ¢¨¸©¸½«¸ £µ¸›¸ú¢÷¸¡¸¸Ê ˆÅ¸½ ‚¢÷¸¢£Æ÷¸ „÷¬¸¸í ‡¨¸¿ „Ÿ¸¿Š¸ ˆ½Å ¬¸¸˜¸ ¸¸£ú £‰¸›¸¸ í¸½Š¸¸ ¢ ¸¬¸¬¸½ íŸ¸¸£½ ™ú‹¸¸Ä¨¸¢š¸ ¥¸®¡¸¸Ê ˆÅ¸½ œÏ¸œ÷¸ ˆÅ£›¸½ Ÿ¸Ê ¬¸í¸¡¸÷¸¸ ¢Ÿ¸¥¸½Š¸ú— íŸ¸¸£ú £µ¸›¸ú¢÷¸ œ¸»µ¸Ä÷¸¡¸¸ ¥¸¸Š¸÷¸ ‚¸¾£ ‡ˆÅ¸ŠÏ÷¸¸ ¸¸½¢‰¸Ÿ¸ Ÿ¸Ê ˆÅŸ¸ú, œ¸»¿ ¸ú ‚›¸ºˆ»Å¥¸›¸ œ¸£ ‚¢š¸ˆÅ š¡¸¸›¸, œÏ¢ÇÅ¡¸¸ ‚¸¾£ œÏµ¸¸¢¥¸¡¸¸Ê ˆÅú ¬¸º´ õ÷¸¸ ‚¸¾£ Ÿ¸ ¸¤¸»÷¸ ‚›¸ºœ¸¸¥¸›¸ ¬¸¿¬ˆ¼Å¢÷¸ ˆÅú ¬˜¸¸œ¸›¸¸ í¾— ¸¾¬¸½ íú íŸ¸ ‚¸Š¸½ ¤¸ õÊŠ¸½, íŸ¸Ê ‚œ¸›¸ú ¤¡¸¸ ¸ ‡¨¸¿ Š¸¾£-¤¡¸¸ ¸ ‚¸¡¸ Ÿ¸Ê ¬¸ºš¸¸£ ˆÅ£›¸½ í½÷¸º ‚ Žú Š¸ºµ¸¨¸î¸¸ ¨¸¸¥¸½ ¨¡¸¨¸¬¸¸¡¸ ˆÅú ¨¸¼¢Ö, ¢¨¸©¸½«¸ˆÅ£ †µ¸ ¬¸¿¨¸š¸Ä›¸ œ¸£ ž¸ú „¢ ¸÷¸ š¡¸¸›¸ ™½›¸¸ í¸½Š¸¸— íŸ¸ ¸¸›¸÷¸½ íÿ ¢ˆÅ ¬¸ž¸ú ¬÷¸£¸Ê œ¸£ ˆÅ¸£¸½¤¸¸£ £µ¸›¸ú¢÷¸ ¬¸¿¤¸¿š¸ú ¬œ¸«’ ¬¸Ÿ¸ ¸ ‚¸¾£ ¬¸¿¡¸ºÆ÷¸ ‡¨¸¿ ¬¸¿Š¸¢“÷¸ œÏ¡¸¸¬¸ íú íŸ¸Ê ¬¸ûÅ¥¸÷¸¸ œÏ™¸›¸ ˆÅ£ ¬¸ˆÅ÷¸½ íÿ— „÷œ¸¸™ ±¸¸›¸ œ¸£ú®¸¸‚¸Ê Ÿ¸Ê ž¸¸Š¸ ¥¸½ˆÅ£ ‚œ¸›¸½ ˆÅ¸½ … ¸¸Ä¨¸¸›¸ ¤¸›¸¸‡¿ £‰¸Ê, ƒÄ-¥¸¢›¸ôŠ¸ Ÿ¸¸½”Ã¡¸»¥¬¸ ˆ½Å Ÿ¸¸š¡¸Ÿ¸ ¬¸½ ‚œ¸›¸½ ±¸¸›¸ ˆÅ¸½ ¤¸ ¸‡¿ ÷¸˜¸¸ ¢¨¸¢ž¸››¸ ¢¨¸ž¸¸Š¸¸Ê ×¸£¸ ¸¸£ú ™¾¢›¸ˆÅ œ¸°¸¸ ¸¸£ ¬¸½ ‚œ¸›¸½ ‚¸œ¸ˆÅ¸½ ‚Ô¸÷¸›¸ £‰¸Ê— íŸ¸Ê ‚œ¸›¸½ Ÿ¸í¸›¸ £¸«’ï ˆÅ¸½ ¢”¢ ¸’¥¸ ‚˜¸Ä¨¡¸¨¸¬˜¸¸ Ÿ¸Ê œ¸¢£¨¸¢÷¸Ä÷¸ ˆÅ£›¸½ Ÿ¸Ê „÷œÏ½£ˆÅ ˆ½Å ³Åœ¸ Ÿ¸Ê ˆÅ¸¡¸Ä ˆÅ£›¸¸ ¸¸¢í‡— Ÿ¸º ¸½ ¡¸í ¤¸÷¸¸÷¸½ íº‡ í«¸Ä í¸½ £í¸ í¾ ¢ˆÅ ¤¸ÿˆÅ ›¸½ ‡ˆÅ ‚¸ˆÅ«¸ÄˆÅ œÏ¸½÷¬¸¸í›¸ ‚¸š¸¸¢£÷¸ ¬’¸ûÅ ¬¸º ¸¸¨¸ ¡¸¸½ ¸›¸¸ `¬’¸£ œ¸£¸Ÿ¸©¸Ä' ˆÅ¸ ©¸ºž¸¸£¿ž¸ ¢ˆÅ¡¸¸ í¾ ¸í¸¿ œ¸£ ‚¸œ¸ ¢™›¸ œÏ¢÷¸¢™›¸ ¤¸ÿ¢ˆ¿ÅŠ¸ œ¸¢£ ¸¸¥¸›¸¸Ê Ÿ¸Ê ¬¸ºš¸¸£ í½÷¸º ‚œ¸›¸½ ¢¨¸ ¸¸£ ‡¨¸¿ ¬¸º ¸¸¨¸ íŸ¸¬¸½ ¬¸¸ ¸¸ ˆÅ£ ¬¸ˆÅ÷¸½ íÿ— Ÿ¸º ¸½ ‰¸º©¸ú í¾ ¢ˆÅ ¢œ¸Ž¥¸ú ¢÷¸Ÿ¸¸íú ˆ½Å ™¸¾£¸›¸ íŸ¸¸£ú Š¸¼íœ¸¢°¸ˆÅ¸ `÷¸¸£¸¿Š¸µ¸' ˆÅ¸½ ™º¤¸ƒÄ Ÿ¸Ê ‡ˆÅ ‚¿÷¸££¸«’ïú¡¸ œ¸º£¬ˆÅ¸£ ‡¨¸¿ ‡¤¸ú¬¸ú‚¸ƒÄ, Ÿ¸º¿¤¸ƒÄ ×¸£¸ ` ¸¾¦Ÿœ¸¡¸›¸ ‚¸ÁûÅ ¸¾¦Ÿœ¸¡¸›¬¸' ˆÅ¸ œ¸º£¬ˆÅ¸£ œÏ™¸›¸ ¢ˆÅ¡¸¸ Š¸¡¸¸ ¸¸½ ¢ˆÅ ƒ¬¸ˆÅú Š¸ºµ¸¨¸î¸¸ ‚¸¾£ ¢¨¸«¸¡¸¨¸¬÷¸º ˆÅú ‚¢ž¸¨¡¸¢Æ÷¸ ˆÅ£›¸½ ˆ½Å ¢¥¸‡ œ¸¡¸¸Äœ÷¸ í¾— `÷¸¸£¸¿Š¸µ¸' ˆ½Å Ÿ¸¸š¡¸Ÿ¸ ¬¸½ ¸º”õ½ £íÊ ‚¸¾£ ‚œ¸›¸½ ¢¨¸ ¸¸£¸Ê ‡¨¸¿ ¬¸º ¸¸¨¸¸Ê ˆÅ¸½ ¬¸¸˜¸ú œ¸¸“ˆÅ¸Ê ˆ½Å ¬¸¸˜¸ ¬¸¸ ¸¸ ˆÅ£÷¸½ £íÊ— ©¸ºž¸ˆÅ¸Ÿ¸›¸¸‚¸Ê ¬¸¢í÷¸, ‚¸œ¸ˆÅ¸

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every customer with understanding, compassion and of course a smile and build a special bond with them. With this approach, they will become Brand Ambassadors of our Bank. Our three pronged strategy (christened as ‘Star Mission One’) of NPA Management, Augmentation of CASA and Rebalancing of our advances portfolio needs to be continued with extra zeal and passion which will help us to achieve our long term goals. Our strategy is underpinned by the need to minimise costs, reduce concentration risk, focus on capital optimisation, strengthen processes and systems and build a robust compliance culture. As we go ahead, growth of good quality business especially advances needs to be given due attention to improve our interest and non interest income. We know that a clear understanding of business strategy at all levels and collective and concerted efforts put into operationalizing these strategies will lead us to the path of success. Rejuvenate yourself by participating in product knowledge tests, enhance your knowledge with the e-learning modules and update yourself by going through the day-to-day communications of the various departments. We should strive relentlessly to become a catalyst in the transformation of our great nation to a digital economy. I am happy to share that the Bank has launched an attractive incentive based Staff Suggestion Scheme, named STAR PARAMARSH, where you can share your ideas and suggestions for improvements in our day to day banking operations. I am happy that during the last quarter our In-house Journal ‘Taarangan’ has been conferred with one International Award at Dubai and “Champion of Champions” by ABCI Mumbai, which speaks volumes about its content and quality. Be connected and share your thoughts and views with fellow readers through ‘Taarangan’. With warm regards, Yours Sincerely Melwyn Rego

Taarangan

September, 2016

¬¸¿œ¸¸™ˆÅú¡¸ / EDITORIAL ¢œÏ¡¸ œ¸¸“ˆÅ¸Ê, Ÿ¸Ê ‚¸œ¸ˆÅ¸½ íŸ¸¸£ú ¢÷¸Ÿ¸¸íú Š¸¼íœ¸¢°¸ˆÅ¸ ``÷¸¸£¸¿Š¸µ¸'' ˆÅ¸ ›¸¡¸¸ ‚¿ˆÅ ¬¸¸ÿœ¸÷¸½ íº‡ ‚÷¡¸¿÷¸ œÏ¬¸››¸÷¸¸ í¸½ £íú í¾— ¤¸ÿˆÅ ˆ½Å ¢¬¸÷¸¿¤¸£ 2016 ˆÅú ¢÷¸Ÿ¸¸íú ˆ½Å ¢¨¸î¸ú¡¸ œ¸¢£µ¸¸Ÿ¸¸Ê ›¸½ íŸ¸Ê ‡ˆÅ ›¸ƒÄ ‚¸©¸¸ ‚¸¾£ ¬û»Å¢÷¸Ä œÏ™¸›¸ ˆÅú í¾ ¢ ¸¬¸¬¸½ íŸ¸ ‚¸Š¸¸Ÿ¸ú ¢÷¸Ÿ¸¸¢í¡¸¸Ê Ÿ¸Ê ¤¸½í÷¸£ œ¸¢£µ¸¸Ÿ¸ ¥¸¸ ¬¸ˆÅ÷¸½ íÿ— íŸ¸ ¬¸ž¸ú ˆÅ”õ¸ œ¸¢£ªŸ¸ ˆÅ£ £í½ íÿ ‚¸¾£ ‚œ¸›¸½ ¤¸ÿˆÅ ˆÅ¸½ ž¸¢¨¸«¡¸ Ÿ¸Ê ƒ¬¸ˆ½Å Š¸¸¾£¨¸©¸¸¥¸ú ¢™›¸¸Ê ÷¸ˆÅ ¥¸½ ¸¸›¸½ ˆ½Å ¢¥¸‡ ˆ¼Å÷¸¬¸¿ˆÅ¦¥œ¸÷¸ íÿ— í¸¥¸¸¿¢ˆÅ, ¡¸í ž¸ú ¬¸÷¡¸ í¾ ¢ˆÅ ¤¸ÿ¢ˆÅŠ¸ ®¸½°¸ ¸º›¸¸¾÷¸úœ¸»µ¸Ä ¬¸Ÿ¸¡¸ ¬¸½ Š¸º ¸£ £í¸ í¾ ‚¸¾£ ¤¸ÿˆÅ£¸Ê ¬¸½ ¢¨¸¢ž¸››¸ ®¸½°¸¸Ê Ÿ¸Ê ÷¨¸¢£÷¸ ¢›¸«œ¸¸™›¸ œÏ÷¡¸½ˆÅ ¢™¨¸¬¸ ˆÅ¸ ˜¸úŸ¸ ¤¸›¸ Š¸¡¸¸ í¾— ¡¸¢™ íŸ¸›¸½ „¢ ¸÷¸ š¡¸¸›¸ ›¸íú¿ ¢™¡¸¸ ÷¸¸½ ƒ›¸ ¤¸ õ÷¸½ ˆÅ¸¡¸Ä ™¤¸¸¨¸¸Ê ˆ½Å ˆÅ¸£µ¸, íŸ¸ ¢¨¸¢ž¸››¸ ¬¨¸¸¬˜¡¸ ¬¸¿¤¸¿š¸ú ¢©¸ˆÅ¸¡¸÷¸¸Ê ˆ½Å ¢©¸ˆÅ¸£ í¸½ ¸¸‡¿Š¸½— ‚œ¸›¸½ ¬¨¸¸¬˜¡¸ ˆÅ¸ š¡¸¸›¸ £‰¸›¸½ ˆ½Å ¢¥¸‡ ¸í¸¿ ¨¡¸¸¡¸¸Ÿ¸, œ¸¸¾¦«’ˆÅ ‡¨¸¿ ¬¨¸¬˜¸ ž¸¸½ ¸›¸ ‚¢›¸¨¸¸¡¸Ä í¾ ¨¸íú¿ £¸÷¸ ˆ½Å ¬¸Ÿ¸¡¸ Š¸í£ú ›¸ú¿™ ˆÅ¸ ¥¸¸ž¸ ¬¨¸¸¬˜¡¸ ˆ½Å ¢¥¸‡ ¤¸íº÷¸ ‚ Ž¸ í¸½ ¬¸ˆÅ÷¸¸ í¾— ‚¤¸ œÏ©›¸ „“÷¸¸ í¾ ¢ˆÅ ƒ¬¸ ÷¸½ ¸ ™¸¾”õ÷¸ú ‚¸¾£ ‚¸œ¸¸š¸¸œ¸ú ž¸£ú ¢ ¸¿™Š¸ú Ÿ¸Ê £¸÷¸ ˆ½Å ¬¸Ÿ¸¡¸ Š¸í£ú ›¸ú¿™ ˆ¾Å¬¸½ ¥¸ú ¸¸‡— ƒ¬¸ˆ½Å „î¸£ ˆ½Å ¢¥¸‡, Ÿ¸ÿ ¤¸ÿˆÅ ×¸£¸ œÏˆÅ¸¢©¸÷¸ ÷¸÷¨¸¸¥¸¸½ˆÅ ¬¸¿ŠÏí ``¨¸½¥¡¸» ¸ ‡¨¸¿ Ÿ¸½›¸½ ¸Ÿ¸½¿’'' Ÿ¸Ê œÏˆÅ¸¢©¸÷¸ ‡ˆÅ ˆÅí¸›¸ú ‚¸œ¸ ¬¸ž¸ú ¬¸½ ¬¸¸ ¸¸ ˆÅ£›¸¸ ¸¸í»¿Š¸¸— ``‡ˆÅ Š¸¼í¬˜¸ ©¸í™ Š¸Ÿ¸Ä ˆÅ£ £í¸ ˜¸¸ ÷¸¤¸ ‚ ¸¸›¸ˆÅ „¬¸ˆÅ¸ ™¸½¬÷¸ ¨¸í¸¿ ‚¸¡¸¸— ‚¢÷¸ „÷¬¸¸í Ÿ¸Ê, Š¸¼í¬˜¸ ‚œ¸›¸½ Ÿ¸»¥¡¸¨¸¸›¸ ‚¢÷¸¢˜¸ ˆÅ¸½ “¿”¸ ©¸í™ œ¸£¸½¬¸›¸¸ ¸¸í÷¸¸ ˜¸¸— ƒ¬¸ú „÷¬¸¸í Ÿ¸Ê, „¬¸›¸½ í¬÷¸-œ¸¿‰¸½ ˆÅ¸½ ©¸í™ ˆ½Å ¤¸÷¸Ä›¸ ˆ½Å œ¸¸¬¸ ¸¸½£ ¬¸½ ¢í¥¸¸›¸¸ ©¸º³ ¢ˆÅ¡¸¸, ¸¤¸¢ˆÅ ¤¸÷¸Ä›¸ ¸»¥í½ Ÿ¸Ê ÷¸œ¸ˆÅ£ Š¸Ÿ¸Ä í¸½ £í¸ ˜¸¸— ƒ¬¸ œ¸¢£¦¬˜¸¢÷¸ Ÿ¸Ê, Æ¡¸¸ ©¸í™ ˆÅž¸ú “¿”¸ í¸½ œ¸¸‡Š¸¸? Ÿ¸½ ¸¤¸¸›¸ ˆÅú ‚œ¸›¸ú ƒ Ž¸ ˆÅú ž¸¸¨¸›¸¸÷Ÿ¸ˆÅ÷¸¸ ƒ¬¸ˆÅú œ¸»¢÷¸Ä ˆ½Å £¸¬÷¸½ Ÿ¸Ê ‚¸”õ½ ‚¸÷¸ú í¾— ¨¸¸¬÷¸¨¸ Ÿ¸Ê Š¸¼í¬˜¸ ˆÅ¸½ Æ¡¸¸ ˆÅ£›¸¸ ¸¸¢í‡ ˜¸¸? „¬¸½ ¸»¥í½ ¬¸½ ¤¸÷¸Ä›¸ ¢›¸ˆÅ¸¥¸ ˆÅ£ ¸Ÿ¸ú›¸ œ¸½ £‰¸›¸¸ ¸¸¢í‡ ˜¸¸ ¸í¸¿ ¨¸í ‚œ¸›¸½ œ¸¢£¨¸½©¸ ˆ½Å ÷¸¸œ¸Ÿ¸¸›¸ Ÿ¸Ê ¬¨¸¡¸¿ “¿”¸ í¸½ ¸¸÷¸¸— ¡¸í Š¸¸¾÷¸Ÿ¸ ¤¸ºÖ ˆÅ¸ ´«’¸›÷¸ í¾ ¢ ¸¬¸ˆÅú ¨¡¸¸‰¡¸¸ ƒ¬¸ œÏˆÅ¸£ í¾ ¢ˆÅ ©¸í™ ¤¸º¢Ö í¾, ¤¸÷¸Ä›¸ Ÿ¸›¸ ‚¸¾£ ¸»¥í¸ ¢¨¸©¨¸ œÏ¢ÇÅ¡¸¸ í¾ — ‚Š¸£ ÷¸ºŸ¸ ¤¸º¢Ö ³Åœ¸ú “¿”½ ©¸í™ ˆÅ¸ ¬¨¸¸™ ¸¸í÷¸½ í¸½, ÷¸¸½ í½ Ÿ¸¸›¸¨¸! ‚œ¸›¸½ Ÿ¸›¸ ³Åœ¸ú ¤¸÷¸Ä›¸ ˆÅ¸½ ¢¨¸©¨¸ œÏ¢ÇÅ¡¸¸ ˆÅú ‚¸Š¸ ¬¸½ ¤¸¸í£ ¥¸¸‚¸½— íŸ¸¸£½ ¬¸¸Ÿ¸›¸½ ¡¸í ™¼«’¸¿÷¸ í¸½›¸½ ¬¸½, Æ¡¸¸ íŸ¸Ê ˆÅ¸½ƒÄ ‚¸÷Ÿ¸¢›¸£ú®¸µ¸ ˆÅ£›¸¸ ¸¸¢í‡? „™¸í£µ¸ ˆ½Å ¢¥¸‡, ‚¸œ¸ˆÅú ™¾¢›¸ˆÅ œÏ¢ÇÅ¡¸¸ Æ¡¸¸ í¾— ‚¸œ¸ œÏ¸÷¸À „“ˆÅ£ ÷¸¾¡¸¸£ í¸½÷¸½ íÿ, ˜¸¸½”õ¸ ¤¸íº÷¸ ûÅ¸¬’ û»Å” ŠÏíµ¸ ˆÅ£÷¸½ íÿ ‚¸¾£ ‚œ¸›¸½ ˆÅ¸¡¸¸Ä¥¸¡¸¸Ê ˆÅú ‚¸½£ ž¸¸Š¸÷¸½ íÿ— ‚¸œ¸ ©¸¸Ÿ¸ ˆÅ¸½ ˜¸ˆÅ¸›¸ ¬¸½ ¸»£ í¸½ˆÅ£ ™½£ ¬¸½ ‹¸£ œ¸íº¿ ¸÷¸½ íÿ, ’ú¨¸ú œ¸£ ˆºÅŽ £¸½Ÿ¸¸¿ ¸ˆÅ ‹¸’›¸¸‡¿ ™½‰¸÷¸½ íÿ ‚¸¾£ ‚œ¸›¸½ ¢¤¸¬÷¸£ œ¸£ ¢™›¸ Ÿ¸Ê ‹¸’ú ˆºÅŽ ‹¸’›¸¸‚¸Ê ¡¸¸™ ˆÅ£÷¸½¿ ‚¸¾£ ¤¸½ ¸¾›¸ú ˆ½Å ¬¸¸˜¸ ¬¸¸½ ¸¸÷¸½ íÿ— ‚¸œ¸ ¢ˆÅ¬¸ œÏˆÅ¸£ ¬¸¸½›¸¸ œ¸¬¸¿™ ˆÅ£ÊŠ¸½? ‚¸œ¸ Ÿ¸Ê ¬¸½ ¢ˆÅ÷¸›¸½ ¥¸¸½Š¸ ¸¸›¸÷¸½ íÿ ¢ˆÅ íŸ¸Ê ¬¸¸½›¸½ ¬¸½ œ¸í¥¸½ ‰¸º™ ˆÅ¸½ ÷¸¾¡¸¸£ ˆÅ£›¸¸ ¸¸¢í‡— ƒ¬¸ ÷¸¾¡¸¸£ú ˆ½Å ¢¥¸‡ ‚¸œ¸ˆÅ¸½ œ¸¸¿ ¸ ¢Ÿ¸›¸’ ¬¸½ ‚¢š¸ˆÅ ˆÅ¸ ¬¸Ÿ¸¡¸ ›¸íú¿ ¥¸Š¸½Š¸¸— ‚¸œ¸ ¢™›¸ž¸£ ˆÅú Š¸¥¸¢÷¸¡¸¸Ê œ¸£ œ¸Ž÷¸¸›¸½, ¸¸½ ‚¤¸ ž¸»÷¸ˆÅ¸¥¸ í¾, ÷¸˜¸¸ ‚±¸¸÷¸ ž¸¢¨¸«¡¸ ˆ½Å ”£ ‚¸¾£ ¢›¸£¸š¸¸£ ‡¨¸¿ ¨¡¸˜¸Ä Š¸¥¸÷¸ûÅíŸ¸ú ¬¸½ ¤¸ ¸›¸½ ˆ½Å ¢¥¸‡ ‚œ¸›¸½ Ÿ¸›¸ ˆÅ¸½ œÏ¢©¸¢®¸÷¸ ˆÅ£Ê— ‚¸œ¸ ˆºÅŽ £¸÷¸¸Ê ˆ½Å ¢¥¸‡ ¡¸í ‚ž¡¸¸¬¸ ¢›¸£¿÷¸£ ¥¸Š¸›¸ ¬¸½ ˆÅ£Ê— Ÿ¸ÿ ¡¸í ¢¨¸©¨¸¸¬¸ ¢™¥¸¸÷¸¸ í»¿ ¢ˆÅ ‚¸œ¸ˆÅú ›¸ú¿™ Š¸í£ú ‚¸¾£ ©¸¸¿÷¸ í¸½Š¸ú; ÷¸˜¸¸ ‚¸œ¸ ›¸¨¸ú›¸ „ ¸¸Ä ˆ½Å ¬¸¸˜¸ „“ÊŠ¸½ ‚¸¾£ ›¸‡ ¢™›¸ ˆÅú ¸º›¸¸¾¢÷¸¡¸¸Ê ¬¸½ œ¸¸£ œ¸¸›¸½ ˆ½Å ¢¥¸‡ œ¸»µ¸Ä÷¸À ÷¸¾¡¸¸£ í¸ÊŠ¸½— íŸ¸Ê „ŸŸ¸ú™ í¾ ¢ˆÅ ‚œ¸›¸ú ™¾¢›¸ˆÅ Š¸¢÷¸¢¨¸¢š¸¡¸¸Ê Ÿ¸Ê Ž¸½’½ œ¸¢£¨¸÷¸Ä›¸ ˆÅ£›¸½ œ¸£ íŸ¸ ˆÅ¸ûÅú ˆºÅŽ ˆÅ£ ¬¸ˆÅ÷¸½ íÿ— ƒ¬¸ ‚¿ˆÅ ˆÅ¸½ œ¸ õ›¸½ ˆÅ¸ ‚¸›¸¿™ ¥¸Ê ‚¸¾£ ‚œ¸›¸ú œÏ¢÷¸¢ÇÅ¡¸¸‡¿ íŸ¸Ê HeadOffice. Taarangan@bankofindia.co.in œ¸£ ‚¨¸©¡¸ ž¸½ ¸Ê—

Dear Readers,

e are delighted to present you the new edition of our Quarterly In-House Journal ‘Taarangan’. The September quarter results of our Bank has given us a new hope and energy to do better in ensuing quarters. We all are working hard and determined to take our bank to its glorious days ahead. However, it is also true that banking sector is passing through challenging times and quick output from Bankers has become the theme of each day. Due to these work pressures, if not taken proper care, we may end up with various health issues. It is necessary to take care of health by doing daily exercise, eating nutritious and healthy food, one can also take benefits of sound sleep at night. Now the question arises, how to get sound sleep at night in this fast moving life? For answer, I would like to share a story from Tattvaloka compilations “Values & Management, a publication of our bank. “A householder is boiling honey when a close friend of his drops in unexpectedly. Overjoyed, the householder wants to offer a cup of cool honey to the valued guest. Still excited, brings out a Palmyra-fan and waves it vigorously over the vessel of honey, even as the fire is burning high in the oven. In these circumstances, will the honey ever cool down? The emotional content of the host’s own desire comes in the way of its fulfilment. What should the householder have actually done? He should have taken the vessel off the oven and set it down on the floor where it will cool down to ambient temperature of its own. This is a parable of Gautama Buddha who proceeds to explain, ‘The honey is Wisdom, the vessel is your Mind and the oven is World-process. If you seek to taste the cool honey of Wisdom, O ye humans, take the vessel that is your Mind off the fire of World process!’ With this parable before us, shall we do some introspection? What is your daily routine, for instance? You get up in the morning with a start, swallow some fast food and rush out to your offices. You return home late in the evening tired and worn-out, watch exciting scenes on TV and go to bed high-strung and restless. What sort of sleep would you enjoy? How many of you know that you should compose yourselves to go to sleep? It will take not more than five minutes for this preparation: Coach your Mind to dispose off the regrets of the day that is past, and the unfounded fears and futile misgivings of the unknown tomorrow. Do this exercise diligently for a few nights in a row and I assure you that your sleep will be deep and peaceful; and you would wake up invigorated and in fine fettle to take on the challenges of a new day”. We hope that small changes in our day-to-day activity can make all the difference. Enjoy the edition and send your feedbacks at Headoffice. Taarangan@bankofindia.co.in

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

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‰¸¸¬¸-‰¸¸¬¸/Khas-Khas

MD & CEO @ Gramin Bank of Aryavart

MD & CEO Shri Melwyn Rego inaugurated first ever own Residential Training Centre of any RRB pan India for Gramin Bank of Aryavart at Lucknow which houses Residential Training Centre for staff and Bank Mitras, Lucknow Regional Office, Audit office, ATM-cell, Guest House and Conference Hall. On the occasion, MD & CEO also addressed TeamGBA and all RO teams of GBA over VC.

MD & CEO Shri Melwyn Rego addressing the gathering during his visit to GBA.

MD & CEO Shri Melwyn Rego, Chairman GBA Shri J S Ravi Kumar, GM NBG(N-2) Shri B K Mohanty, ZM Lucknow Shri M N A Ansari.

Retirements

Elevation Hearty Congratulations Shri Raj Kamal Verma elevated as Executive Director of Union Bank of India on 9th August 2016

Shri Gopal Murli Bhagat elevated as Executive Director of Corporation Bank on 24th August 2016.

Welcome to the Editorial Board of Taarangan Shri R K Sinha has been nominated as the Member of Editorial Board of our In-House Journal `Taarangan'. Shri Sinha has authored well-acclaimed motivational book named XFactor@workplace published by Tata McGraw Hill. His literary works has been published in various national and International journals. We are sure, his experience will add value to our In-House Journal.

Arvind Kumar Sahu General Manager

Bimal Prasad Sharma Executive Director

• Krishan Lal Sharma General Manager

We wish them a very happy and peaceful retired life.

Hearty Thanks...

Shri R C Baliarsingh, General Manager and Member of the Editorial Board of Taarangan retired on 31 July 2016. Our heartfelt thanks to him for giving his valuable guidance and support to our In-House Journal `Taarangan'. Our journal won many laurels during his tenure. We wish him a very healthy and peaceful retired life.

Taarangan

September, 2016

‰¸¸¬¸-‰¸¸¬¸/Khas-Khas

Islands of Excellence …. MD & CEO @ Singapore Branch

MD & CEO Shri Melwyn Rego addressing the Customer Meet at Singapore

reate Islands of Excellence in each of your areas of work and this culture will result in our Bank becoming a Bank of Excellence and the first port of call for all customers.” Our MD’s word were reverberating in the town hall and in the hearts of all the staff members present there. On the beautiful sunny Thursday morning, everybody was assimilating his words of wisdom as he went on to add..... “Bank of India is ranked by ET as the second most trusted bank and among most valuable brands by ET which includes all segments of economy. We have to set the house in order and be in a position to take over smaller banks….” On his maiden visit to Singapore (BOIS), MD & CEO Shri Melwyn Rego was addressing a gathering of staff members in the town hall. As everybody heard with apt attention, he added... “Ours is a three pronged turnaround business strategy christened ‘Star Mission One’ – and the three mantras are - NPA management, increase the share of CASA and rebalance advances portfolio in favour of retail loans…”

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Earlier, Shri C G Chaitanya, CE & GM in his motivating welcome address outlined the outstanding achievements of the centre in the form of “removal of regulatory restrictions” and “improvement of audit rating” besides compliance turn around. Recognising the unwavering commitment and enduring dedication of each local staff member and IBOs, he complemented all for accomplishing this gigantic task and encouraged all to continue with the same zeal and enthusiasm in future endeavours. Congratulating Team BOIS for its accomplishments, GM International Shri P K Vartak dived into nostalgic glorious reminiscence of the centre and its pivotal role in global operations of the Bank. He expressed the need for achieving all the year-end budgets in time bound manner and sought cooperation from each staff in this endeavour. Reassuring about the dedication of the Team BOIS, Dr O P Lal emphatically mentioned the pledge of one and all in ongoing continuous engagement for sustainability. During the day, Shri Rego made his keen

observations on various facets of banking in the session on power point presentations by each IBO. Reemphasising the need and importance of Asset Quality Review, he asserted that Bank has set `17, 000 crore target for recovery and upgradation of bad loans. Being cautiously optimistic, he added that by the end of 2017, things would improve and a turnaround is expected in a year, as the gains will also be accelerated. MD also had a scheduled meeting with the local regulator (MAS) in the afternoon, where he was pleasantly surprised to find appreciation showering on Team BOIS for their ongoing efforts in achieving compliance levels. Shri Rego also shared the interest of the regulator in understanding the sustainability initiatives and thrust on continuity.

Dr. Om Prakash Lal Deputy Chief Executive Singapore Branch

INTERNATIONAL ACTIVITIES INAUGURATION OF HO CHI MINH CITY BRANCH, VIETNAM.

MD & CEO Shri Melwyn Rego inaugurating the Branch along with the Consul General of India Mrs. Smita Pant in the presence of GM (International) Shri P K Vartak, GM & CE Singapore Centre Shri C G Chaitanya, AGM & General Director of the Branch Shri S K Behera and the staff members of the Branch.

GM & CE Kenya Center Shri Agyey Kr. Azad met Honâ&#x20AC;&#x2122;ble Prime Minister Shri Narendra Modi during PM's visit to Kenya.

ED Shri R A Sankara Narayanan along with MD BOI Tanzania Shri Sanjib Sarkar, CEO Kenya Center Shri A K Azad, Local Directors and IBOs during BOI Tanzania Board Meeting at Dar Es Salaam.

GM (HR) Shri M K Gupta along with CE & GM Shri C G Chaitanya, Dy. CE Dr. O P Lal and IBOs at Singapore Branch.

GM & CE Kenya Center Shri Agyey Kr. Azad with ED Bank of Baroda Shri B B Joshi during his visit to Nairobi.

GM (HR) Shri M K Gupta along with Board Chairman BOI New Zealand Ltd. Mr. Rabin Rabindran and other Board Members at New Zealand.

MD & CEO Shri Melwyn Rego, GM (International) Shri P K Vartak, CE & GM, Singapore Centre Shri C G Chaitanya, IBOs and local staff members in Singapore after the customer meet.

MD & CEO Shri Melwyn Rego, GM (International) Shri P K Vartak, CE & GM, Singapore Centre Shri C G Chaitanya, IBOs with branch customers in The Ritz-Carlton, Singapore.

Taarangan

September, 2016

Guest Column

he Ind AS is based on the International Financial Reporting Standards (IFRS) issued by International Accounting Standards Board (IASB). IASB is the authority to develop and approve these standards. Standards set out in IFRS framework provide disclosure and financial reporting guidelines to the entities who have been engaged in commercial, industrial, financial and similar activities, both in corporate and other forms. These are unique, high quality, easily understandable global accounting standards. Why Ind AS in India ? In India, we already have Indian Generally Accepted Accounting Principles (GAAP), then why Companies/Banks/Financial

10, 2014 announced that there was an urgent need to converge the current Indian Accounting Standards (AS) with the International Financial reporting Standards and implementation of Ind AS by Indian companies was voluntary from FY 2015-16 and mandatory from FY 2016-17. His vision was converted into reality when the Ministry of Corporate Affairs (MCA) on 16th February 2015, notified the Companies (Indian Accounting Standards) Rules, 2015. Companies (Indian Accounting Standards) Rules, 2015 contains 39 Indian Accounting Standards (Ind Ass). Again on 18.1.2016, Ministry of Corporate Affairs issued a press note outlining the roadmap for implementation of IFRS converged Indian Accounting Standards

Indian Accounting Standards (Ind AS)

The Road Ahead… Institutions are required to adopt Ind AS in India? Answer is that Ind As offers following benefits over Indian GAAP: • Improved transparency in accounting system • Global acceptability • Allows exercise of professional judgment • India GAAP is becoming obsolete because it has many limitations as compared to Ind AS • As global capital markets are becoming increasingly integrated, most of countries are adopting IFRS Roadmap for Ind AS in Indian Banks Sri Arun Jaitley, the Finance Minister of India, in his budget speech on July 10

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for banks, non-banking companies, All India term lending and Refinancing Institutions and Insurance companies. Benefits of implementing Ind AS in India •It would benefit the economy by increasing growth of international business. • It would encourage foreign investments resulting in foreign capital inflows. • It is greatly beneficial to investors who require fair, trustworthy and comparable information across the jurisdictions. • It would reduce cost of compliance. • It would open many opportunities

for professionals to serve international clients. Ind AS implementation Challenges in India 1. Increase in cost due to dual reporting requirement for banks till full convergence is achieved. 2. Current AS is deeply affected by laws and regulations. Implementing Ind As may require changes in various regulations and laws. 3. All stakeholders like employees, auditors, regulators, tax authorities etc would be required to be aware of Ind AS and if needed to be trained. 4. Banks would need to incur additional costs for modifying current accounting and procedures for meeting the new disclosures and reporting requirements. This may require modification of software as well as hardware in many cases. 5. Difference between Indian GAAP and Ind AS may impact business decisions and financial performance of the Bank. Training All the affected departments (not only Finance Department) like corporate credit, IT, recovery, risk management, general administration and human resources departments require to take training on Ind AS. This is one of the big obstacles for the banks because there is lack of training facilities and academic programs on Ind AS conducted by bankers in India. Fair Value Ind AS uses fair value as a measurement base for valuing most of items of financial statements. Calculation of fair value involves a lot of hard work and gathering of information. For example, for calculation of fair value of stock in a steel unit, we would require knowing the trade cycle in steel industry, market rates of raw material /finished goods in India as well as supplier countries based on informed estimates from trade journals, newspapers and industry research.

Similarly, in case of floods in Chennai, the fair value of mortgaged properties in Chennai will take a hit along with increase in provisions. Reporting and Disclosure system The disclosure and reporting requirements under Ind AS are completely different from the present reporting requirements. Project Management RBI expects the Bank to implement the Ind AS in the Project Management Style. Following steps are suggested to implement Ind AS in the Bank: Step 1 : Ind AS Project Team Ind AS project implementation team should draw members from accounts, information systems, finance, tax, and human resources, legal and other operational departments of the Bank. The core team members should be full time devoted to the implementation project and not loaded with other responsibilities. This project requires intensive study of the standards, contracts, systems and processes. The core team should report to the management team â&#x20AC;&#x153;The steering Committeeâ&#x20AC;? which should have senior management, statutory auditors and Ind AS experts as its members. The core team shall study all accounting differences, impact on financial statements, and impact on information systems and make presentations to the steering committee. The presentation would include the accounting policy options, its impact and suggested approach for the Bank. The Steering Committee shall, on the basis of presentation made by core team, decide on accounting policies to be implemented by the Bank. Step 2 : Training the Team The success of this project would greatly depend on human resources of the Bank. For implementing the project Ind AS successfully, training the team is of vital importance. Generally, 2 days training for implementing team would be sufficient. However, the core team would require detailed and advanced comprehensive

5-day training for gaining in-depth knowledge of the standards. Step 3 : Impact Assessment This is the first big step into Ind As implementation. In this phase, the Bank should list down all the potential impacts of Ind AS on financial statements, business; information systems etc. Bank could start the impact assessment with the trial balance. Each line item should be deliberated to identify whether any adjustments are required. The official with domain knowledge should sit with Ind AS expert to examine accounting adjustments, disclosure requirements, information system expectations and significant tax impacts. Based upon this, Steering Committee should make careful decisions regarding accounting policy choices. Step 4 : Preparation of Ind AS opening Balance Sheet: Ind AS 101 The opening balance sheet shall be prepared as on date of transition. Ind AS 8 Accounting Policies, Changes in Accounting Estimates and Errors requires that all changes in accounting policies have to be affected retrospectively. Hence, when the Bank prepares its first Ind AS financial statements, all changes in accounting policies will be accounted retrospectively. However, Ind AS 101 provides certain mandatory exceptions and options, which should be made use of. Step 5 : Preparation of Ind AS Financial Statement The last step is to prepare the First Ind AS statements consisting of: 1. Quarterly financial statements for the comparative year 2. Annual Financial statements of the comparative year 3. Quarterly Financial statements of the first Ind AS reporting year 4. Annual Financial Statements of the First Ind AS reporting year. During 2017-18, Bank has to prepare its accounts as per Ind AS as well as existing accounting procedures. Hence, this year

Ind AS is not a one-time exercise. The accounts and finance department has to prepare Ind AS financial statements year-onyear. Hence, it is vital for the project team to transfer its knowledge and experience of Ind AS financial statement preparation through a manual that can be used over the years. is called as a parallel run. This is most critical and complex step of the entire project. Precautions Post-implementation Once implementation is complete, the consultant will go away and the team will disperse. The management should monitor whether the changes have been embedded in the systems and appropriate internal controls are in place to avoid errors. It should also be verified whether the systems are capable enough to generate the management reports and budgets on Ind AS numbers.

R R Sharma

Ex-CGM Canara Bank Professor-Finance (Adj.) IMI, Delhi and ED(E&T) Resurgent India

Taarangan

September, 2016

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Foundation Day "Beautiful Moments" of the Event at Shanmukhananda Hall, Mumbai

Bank celebrated its 111th foundation day at Head Office and all other Zones/Branches/Offices including Foreign Offices with full fervor. Various programmes viz. customer meet, blood donation camp, welfare activties for poor and needy people, felicitation of customers and other social workers. The cultural programmes and other events were organised to mark the day. The staff including retired staff and their family members, Top Executives and other dignitaries of different Banks and organistation along with our valued customer graced the occassion with their presence. At Shanmukhananad Hall, Mumbai Chairman Shri G Padmanabhan, MD & CEO Shri Melwyn Rego, ED Shri R A Sankara Narayanan and then ED Shri R P Marathe felicitated the performers of the cultural event i.e. renowned Singer Neeti Mohan, Lavani Artist, Deepali Sayyad, Comedian VIP and Emerging Singer Hriday Gatni. MD & CEO addressed the gathering at the Venue and outlined the priorities of the Bank. Zonal Manager's also addressed the staff members of their respective Zones. The Staff members along with their family members attended the event enthusiastically and made the event memorable. The photographic coverage of Zonal Activities are at page 20 -23.

Taarangan

September, 2016

Banking Plus

Marginal Cost of Funds Based Lending Rate (MCLR) - A Perspective

arly twentieth century Indian banking was largely characterised by existence of local private Banks having concentration of resources in few hands which were on lent to their controlling entities. The interest rates were primarily governed by voluntary inter-bank agreements amongst the important Indian and foreign banks by fixing the ceilings on interest rates. The period of First World War and subsequent years were marked by large scale bank failures and neglect of credit to trade, commerce, agriculture as well as individuals in the economy. With a view to regulate and promote orderly growth in the Indian banking system, Reserve Bank of India was established in 1935 under provisions of the Reserve Bank of India Act, 1934. In early years, the Reserve Bank relied on direct control over the lending rates of banks by adopting administered structure of interest rates for credit, rather than indirect instruments such as the Bank Rate for influencing the cost of bank credit. But the Second World War complicated the situation leading to

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another round of bank failures. To cope up with the situation, Banking Regulation Act, 1949 was enacted to supplement the Reserve Bank of India Act, 1934. Reserve Bank of India brought interest rates on deposits under administered regime in September 1964 to avoid unhealthy competition among the banks for deposits and to keep the interest rates of advances and deposits in sync by striking a balance in conflicting objectives of enhancing savings rate, while keeping the cost of credit for productive activities at a reasonably low level. This arrangement continued till 1985 paving way for interest rate deregulation. Deregulation of Deposit Rates April 1985, marked the beginning of interest rate deregulation for maturities between 15 days and up to 1 year, subject to a ceiling of 8 per cent. With minor changes in between, maturity wise prescriptions were replaced by single ceiling rate of 13% in April 1992 with subsequent changes in ceiling rates. In October 1997, interest rates on term deposits were fully deregulated. In October 2011, Savings Bank interest rate was also deregulated, ushering in the era of fully deregulated deposit rates.

Deregulation of Interest Rates on Advances Deregulation of interest rate on advances started in September 1990, when Banks were allowed to set rates on loans of over ` 200,000 with minimum lending rate being prescribed by RBI. In 1994, the Banks were required to determine their Prime Lending Rates (PLR) and the loans of over ` 200,000 were priced on the basis of PLR with some exceptions. In February 1997, Banks were allowed to fix separate spreads over PLR for loans and cash credit facilities followed by separate Prime Term Lending Rate (PTLR) for term loan above 3 years in October 1997. In April 1999, PLR was converted to ceiling rate on loans upto ` 200,000 with some exceptions followed by introduction of Tenor linked Prime Lending Rate (TPLR). April 2000 was marked by the developments of bank being allowed to charge fixed or floating rate of interests on the lending for credit limit of over ` 200,000. In April 2001, Banks were allowed to lend at sub-PLR rate for loans above ` 200,000. In April 2003, Benchmark PLR (BPLR) was introduced and tenor linked PLRs were discontinued.

In July 2010, Base rate was introduced for pricing of loans with full deregulation of rupee lending rates. The FY 2016-17 brought about new dimension to pricing of rupee loans with the introduction of Marginal Cost of Funds based Lending Rate (MCLR). This has been implemented with a view to reduce time lag in interest rate setting in accordance with the repo rate changes by the Reserve Bank of India as MCLR will be revised monthly for ensuring better monetary transmission and will be for five different tenors ranging from overnight to one year. Banks are at liberty to quote longer tenor MCLRs. The method of calculation of MCLR also ensures that all components of Bank liabilities are taken into account including short term borrowings based on repo benchmarks. The main components of MCLR are: 1. Marginal cost of funds 2. Negative carry on account of CRR 3. Operating costs 4. Tenor premium. Marginal Cost of funds: The marginal cost that is innovative concept, which will include the marginal cost of additional resources in the form of deposits, borrowings and return on networth based on following factors: a) Interest rate given for various types of deposits - savings, current, term deposit, foreign currency deposit. b) Borrowings â&#x20AC;&#x201C; Short term interest rate or the Repo rate etc., Long term rupee borrowing rate. c) Return on networth â&#x20AC;&#x201C; in accordance with capital adequacy norms. The marginal cost will have a weightage of 92% of Marginal Cost of Funds (deposits and borrowings) while return on networth will have the balance weightage of 8%. Thus any change in repo rate will be factored in MCLR. Negative carry on account of CRR: Negative carry is the cost that the banks have to incur while keeping cash reserves with the RBI without interest. Operating cost: These are the operating expenses incurred by the banks for running the business. Tenor premium: This denotes cost of funds with changing maturity profile.

This modern approach of MCLR has the novel element of inbuilt mechanism of monetary transmission with minimum time lag, which is certainly an improvement over the previous mechanism. As nothing is perfect in this ever changing world, this new approach of MCLR is having its own share of pluses and minuses, which will be finetuned in course of time. Other Components under MCLR Under MCLR regime, the effective rate of interest will have two other components apart from MCLR ingredients, which are: A) Business Strategy Risk: The business strategy risk will be factored in Business Strategy Spread based on the spread for a given category of borrower/ type of loan. This may differ from industry to industry or activity to activity. B) Credit Risk Premium: The credit risk premium is the premium charged for the profile of the specific customer taking into account the overall performance and is reflected through credit rating of the customer. Effective Rate of Interest under MCLR Thus, effective rate of interest under MCLR regime will be:

Rate of Interest = MCLR + Business Strategy Risk + Credit Risk Premium Benefits of MCLR MCLR is a better approach of interest rate determination with following benefits: i) The approach is more scientific in nature covering all sorts of liabilities of the Bank such as deposits, borrowings and capital. ii) The tenor linked MCLR takes care of the cost of changing profile of liabilities with changing maturities. iii) The concept reduced the time lag in monetary transmission and is well aligned with monetary policy announcements. iv) The approach is highly transparent and objective. Limitations of MCLR MCLR, no doubt, is improvement over other versions of interest rate determination, but it is beset with certain limitations: i) MCLR is a concept based on the banking principle of asset funding, whereas Indian banking is basically liability management with high levels of regulatory reserves. ii) The composition of liabilities of Banks in India is tilted in favour of Fixed deposits carrying fixed rate of interest till maturity. These fixed rate liabilities are immune to market rate adjustments till maturity. iii) The borrowings of the banks in India are very limited percentage of total liabilities, which are immediately impacted by changes in benchmark rates such as Repo & Reverse repo having limited impact on cost of funds. iv) In upwardly moving interest rate scenario, the yield on statutory reserves in the form of Statutory Liquidity Ratio will have magnifying impact on interest rate revisions and may impact the bottom line of the banks.

S B Singh Zonal Manager Ludhiana Zone

Taarangan

September, 2016

Knowledge Plus There is a knowledge test at the end of each module to assess the grasp of the E-learner. On successful completion of e-learning module through HRMS by an employee, his/ her PDC will be updated automatically. On an average each module will take 30-40 minutes for completion. PARTICIPATION SO FAR

LEARN AT YOUR PLACE, AT YOUR PACE

n present times, when knowledge diversification in the banking sector has become order of the day, it has become increasingly challenging for the Bank to keep employees informed, equip them with the requisite knowledge, right skill /attitude sets and enthusing passion to be active performers for the achievement of corporate goals. As a step towards making training more effective and to enable the staff members learn and understand the subject matter in a simple and lucid manner, e-learning has been taken on a mission mode by Learning & Development Department at Head Office. Though the Bank has been endeavouring to enhance the knowledge levels and improve the

DO YOU KNOW ? All Officers posted in Asset Recovery Branches/Departments at HO/NBG/ZO have to mandatorily pass e-modules on (i) Recovery & NPA Management, (ii) Credit Monitoring & Follow-up (iii) SARFAESI Act. All Officers up to Scale V have to mandatorily pass e-modules on KYC & AML. All Officers up to Scale V have to mandatorily pass 5 e-modules mapped to their Department by 31st December, 2016.

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skill sets of all cadres of employees by imparting training at its six Training Colleges / establishments, yet there is an urgent need to broad base our learning landscape by dissemination of knowledge through e-learning modules. Having regard to the interest of the young generation and computer savvy employees, e-learning as a handy learning tool, has been well-received and has gained vast popularity and momentum due to knowledge sharing availability on 24x7 basis. Its cost effectiveness has been an added advantage for the Bank. At present, Learning & Development Department has ensured developing and uploading of 101 E-learning modules in HRMS Package on various subjects viz. Credit / Forex / Retail Banking/ Marketing and a host of other subjects. With the implementation of E-learning, large number of staff members can simultaneously acquire the training on the particular subject at their place, pace and time of convenience. FEATURES OF MODULES E-learning modules are very userfriendly. They are interactive in nature, animated and are voice enabled. Linked to the HRMS of the individual employee, they are designed to be studied mainly by a single learner sitting at a computer screen through intranet/internet. When the individual employee attempts and successfully completes a module through HRMS, it is treated that he/she has undergone virtual training course.

Three mandatory e-modules on Recovery & NPA Management, Credit Monitoring & Follow up and SARFAESI Act have been passed by most of the officers working in Asset Recovery Branches and Recovery verticals. Separate online knowledge tests have also been conducted on Recovery & NPA Management, Fraud Risk Management, KYC/AML, Credit Monitoring and Data Cleaning & Data Integrity. More than 8000 officers have passed e-learning modules on KYC and AML. INCENTIVE & REWARD To encourage and motivate the employees to opt for e-learning modules/online knowledge tests, 5 marks for passing of e-modules and 5 marks for online knowledge tests (maximum 10 marks) have been allotted in Annual Performance Appraisal and linked to the Promotion Process for 2017-18. WAY FORWARD Process of floating of RFP has been initiated to empanel vendors for revamping of existing e-learning modules and developing of new modules to achieve the target of making available 200 interactive e-learning modules. All the HO Departments have been requested to suggest 2 additional modules relevant to their vertical. It is also proposed to make mandatory passing of 5 e-learning modules, pertaining to oneâ&#x20AC;&#x2122;s department, by all the officers up to Scale V. As stated above, E-learning is also being linked with the promotion process.

Ashok Saita

CM (E-Learning) L & D, HO

E-Learning Modules Accessing e-Learning Modules – Easy Steps On Finacle PC/ Intranet LOG IN TO HRMS – MAIN MENU – ENTERPRISE LEARNING MANAGEMENT ON PC/LAPTOP/IPAD/SMARTPHONE on internet LOG IN TO HRMS – MAIN MENU – LEARNING MANAGEMENT INTERNET • Go to New Learning by moving bottom scroll bar to extreme right side • Select the Module and click on it. Now click on LAUNCH. • In case of re-starting partly finished module - re-login to HRMS – ELM / LMI. You will not be allowed to go through New Learning but you have to select the incomplete module from MY LEARNING and click on Launch against the module and again click on Re-launch to start the module. Here you will be asked to continue from where you left or from beginning. So you can opt to continue from where you left and complete the module.

E-LEARNING - SOME BRIGHT SPOTS It is a matter of happiness to acknowledge and share that 11 Staff Members have passed more than 50 e-modules with their PDC duly updated. We congratulate some of the following staff-learners who have amply demonstrated their learning appetite: PF No. Name Category Branch Zone Modules 181536 Shashank K. Raut MM2 Kolgaon Solapur 97 164246 Satyendra Kumar SMGV Morvi Rajkot 90 181872 Bhupesh Ramteke Clerk Kondagaon Raipur 59 182267 Pradosh Das Clerk Tarapur Guwahati 51 It reinforces the fact that if there is a will, there is always a way. Indeed, for a knowledge seeking employee, e-learning offers a goldmine in the form of e-learning modules.

Training Programmes

The then ED Shri R P Marathe, GM (L&D) Shri R K Sinha with eminent guest faculty from IICA & Resurgent India during one-day workshop on Indian Accounting Standards (Ind AS) conducted at Head Office.

The then ED Shri R P Marathe and GM, CE-ADC Shri S S Banik, GM (L&D) Shri R K Sinha, CCSO Shri Anil Dhingra & Principal, MDI, Shri Ashok Mishra along with participants of workshop for the Product Champions at MDI Belapur conducted by CE & ADC Dept., HO.

Bank signed MOU with New India Assurance Co. Ltd

(L to R) MD & CEO Shri Melwyn Rego, the then GM (Retail) Shri R C Baliarsingh, New India Assurance Co. Ltd., GM Shri Rakesh Kumar and CMD Shri G Srinivasan at Head Office.

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Taarangan

September, 2016

Knowledge Plus

PRADHAN MANTRI AWAS YOJANA “HOUSING FOR ALL (URBAN)”

ouse is one of the basic needs of any family. Everybody has a dream to live in his own house. Here lies a question that a person who does not have a good amount of money at particular time has no right to see dreams? Is he not authorized to fulfil his desires on time? Should he stop dreaming? No, because there is solution for these queries. Government of India has launched a new scheme “Pradhan Mantri Awas Yojana” to convert his dream into reality. Bank finance is also available for these purposes. Pradhan Mantri Awas Yojana (Urban) is a vision of Prime Minister Narendra Modi of India where all facilities will be provided in a place. At the slum decadal growth rate of 34%, the slum households are projected to go up to 18 million. 2 million non-slum urban poor households are proposed to be covered under the Mission. Hence, total housing shortage envisaged to be addressed through the new mission is 20 million. Mission of PMAY: The Mission of the scheme is being implemented during 2015-2022 and provides central assistance to Urban Local Bodies (ULBs) and other implementing agencies through States/UTs for: 1. “In-situ” Rehabilitation of existing slum dwellers using land as a resource through private participation. 2. Credit Linked Subsidy 3. Affordable Housing in Partnership 4. Subsidy for beneficiary-led individual house construction/enhancement.

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Objective: A comprehensive mission of PMAY Housing Scheme aims to create: 1) Affordable homes with water connection, toilet facilities, 24x7 electricity supply and complete access. 2) 20 million houses to be built across nation’s length and breadth. 3) Targeting the Lower Income Groups (LIG) and Economically Weaker Section of our society (EWS), basically the urban poor by the year 2022. 4) 2 million non-slum urban poor households are proposed to be covered under the Mission. Coverage: The Scheme will cover 4041 statutory towns as per Census 2011. List of 4041 statutory towns as per Census 2011 is available in www.nhb.org.in Purpose: Credit Linked Subsidy will be available for housing loans availed for new construction and addition of rooms, kitchen, toilet etc., to existing dwelling as incremental housing. Area: The carpet area of house being constructed or enhanced under this component of the mission should be up to 30 sq. meters for EWS Category and up to 60 square meters for LIG category. The beneficiary, at his/her discretion, can build a house of larger area but interest subvention would be limited to first `6 lacs only. Carpet Area: Area enclosed within the walls, actual area to lay the carpet. This area does not include the thickness of the inner walls. Beneficiary : Individual/s from Economically Weaker Section (EWS) and Low Income Group (LIG) seeks housing loans from Banks, Housing Finance

Companies and other such institutions. EWS households are defined as households having annual income up to `3, 00,000/-. LIG households are defined as households having annual income between `3,00,001/- to `6,00,000/-. States/UTs shall have the flexibility to redefine the annual income criteria as per local conditions in consultation with the centre. Family: The beneficiary family will comprise husband, wife and unmarried children. The beneficiary family should not own a pucca house (an all weather dwelling unit) either in his/her name or in the name of any member of his/her family in any part of India. Age Limit: Maximum age of the beneficiary should not exceed 70 years, at the end of repayment period. Ownership of the house: The house constructed/acquired with central assistance under the mission should be in the name of the female head of the household or in the joint name of the male head of the household and his wife, and only in cases when there is no adult female member in the family, the house can be in the name of male member of the household. Preferential beneficiaries: Preference under the scheme, subject to beneficiaries being from EWS/LIG segments, • Manual Scavengers • Women (with overriding preference to widows) • Persons belonging to Scheduled Castes • Scheduled Tribes • Other Backward Classes • Minorities • Persons with disabilities and • Transgender.

Process of Application: Beneficiary can apply for a housing loan directly or through the ULB or the local agencies identified by the State/ULBs for facilitating the applications from intended beneficiaries. In order to incentivize the designated staff of ULBs or NGOs a sum of `250. per sanctioned application would be paid out of CLS scheme funds payable through State Governments. Central Nodal Agencies (CNAs) and Registration with CNA: Housing and Urban Development Corporation (HUDCO) and National Housing Bank (NHB) have been identified as Central Nodal Agencies (CNAs) to channelize this subsidy to the lending institutions and for monitoring the progress of this component. Ministry may notify other institutions as CNA in future. Loan Amount: Maximum loan limit as per guidelines of Priority Sector Norms for Home Loans; 1. Centres with population above 10 Lacs: Loans to individuals up to ` 28 Lacs (with value of house not exceeding `35 Lacs). 2. Other Centres with population below 10 lacs: Loan to individuals up to `20 lacs (with value of house not exceeding `25 lacs). Margin: Margin calculated on the pure cost of the house/flat, excluding stamp duty, registration and other documentation charges. • For loan up to `20 lacs-Margin 15% • For loan over `20 lacs up to `28 Lacs – Margin 20% Where the cost of house does not exceed `10 lacs, stamp duty, registration and other documentation charges can be included. Net Take Home Pay: Total deduction from gross income, including proposed EMI on Home Loan, not to exceed 50% of the Gross Income. NTHP should not be less than 50% of gross income of the applicant for loan up to ` 10 lacs. For loan over ` 10 lacs total deduction

Hon’ble Prime Minister envisioned Housing for All by 2022 when the Nation completes 75 years of its Independence. from income including EMI on proposed home loan not to exceed 60% of the Gross Income of the applicant. Repayment: Maximum 15 years including moratorium up to 36 months. Rate of Interest: Floating rate of interest. Security: EQM/Legal mortgage of the property. Charges: CERSAI charges to be collected from the borrower. No Processing Charge to be collected from applicant. Other Scheme Norms: Common Application form is devised by IBA. Documents are to be obtained as per Home Loan Scheme. Disbursement of loan is to be made in not more than 4 Instalments are depending upon progress of construction, as subsidy will be released to the bank by NHB in maximum four instalments. In lieu of the processing fee for housing loan for the borrower under the scheme, PLIs will be given a lump sum amount of `1000 per sanctioned application. Bank shall provide a statement of account to the borrower, which will make him/her understand the amount given as subsidy. Interest Subsidy: Beneficiaries of Economically Weaker Section (EWS) and Low Income Group (LIG) seeking housing loans from Banks, Housing Finance Companies and other such institutions would be eligible for: a) Interest Subsidy at the rate of 6.5% for a tenure of 15 years or during tenure of loan whichever is lower (Tenure of Loan is inclusive of moratorium period). The Net Present Value (NPV) of the interest subsidy will be calculated at a discount rate of 9%.

b) The Subsidy will be available only for loan amounts up to `6 Lacs. Additional loans beyond `6 Lacs, if any, will be at nonsubsidized rate. Interest Subsidy (Maximum `2,20,187/-) will be credited upfront to the loan account of beneficiaries through lending institutions resulting in reduced effective housing loan and Equated Monthly Instalment (EMI). EMI to be stipulated on Loan Amount less Eligible Subsidy Amountcalculated at discount rate of 9%. NPV calculator is available on NHB Website: www.nhb.org.in c) Interest subsidy for existing accounts: The scheme has become effective from 17 June 2015. As such, loans sanctioned and disbursed on and after this date would be eligible for the benefit under CLSS, provided all the parameters of the Scheme have been complied with. Subsidy Management: An advance subsidy will be released to each CNA at the start of the scheme. Subsequent amount of credit linked subsidy will be released to the CNAs after 70% utilization of earlier amounts, on quarterly basis, and based on claims raised by CNAs. • 0.1% of total fund disbursement by the CNAs to the PLIs will be paid to the CNAs for their administrative expenses. • On receipt of information regarding the loan disbursed to eligible borrower/ beneficiary, the CNA will release the subsidy amount directly to the PLI. For further clarification on the subject branches may refer to the FAQ available in NHB Website:

Abinash K Mandilwar STC, Bhopal

Taarangan

September, 2016

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Taarangan

September, 2016

Learning Plus

Credit : Few Cardinal Principles for New Credit Officer

n last five years, bank has witnessed huge transition in terms of workforce. The new generation is indeed tech savvy and fast enough to learn banking. Credit is one of the most important aspect of banking and for new credit officers; it is always difficult to learn all the things in a short period. Knowledge always expands through experience. But in shortest possible time, some cardinal principles can be followed to increase the knowledge. I am listing some of the points, which can be useful for credit officers working in Large Corporates, Mid Corporates and or Branches with large advance accounts. 1. First and foremost important one is read Bank's manual on corporate credit Large Advances, MSME Advances, Documentation Manual, FX advances and familiarize yourself with how to assess and monitor accounts. 2. Of all the borrower's files allotted to you, select the file of a well-conducted account and go through last two assessments. Read the assessment note and the points explained in it regarding acceptance of sales projection and how limits were arrived by your predecessor. 3. Zonal Office or Head Office would have raised minimum two page queries on the Branch proposal. Recollect the branch proposal and visualize how these controlling offices viewed the same proposal in a different angle and sought clarification. Read the reply given by the

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branch and understand how branch presented their points to convince controlling offices. In my view, you can fine-tune your knowledge by answering queries. Never get annoyed of queries of sanctioning authority. It is a free tuition center for Credit persons. 4. Peruse QIS 1,2,3, and the branch comments on it which will give an idea about the performance of the borrower. Peruse all inspection reports for previous periods and get an idea on what were the points your predecessor had covered in the inspection report. Peruse Consortium Minutes and learn how to participate in Consortium meetings. 5. Under the head "conduct of accounts" comments given by the branch, will give you a fair idea of the account. 6. Peruse the cover documents obtained for various facilities, registration of charges, Assets and Liabilities statement and the proof if any obtained by branch for declared assets. Since the account suggested is a fairly conducted account, you will find it easy to grasp the nuances of appraisal and monitoring. 7. Then take a "complicated" file (borrower with irregularities). The steps narrated above may be followed here. Then you will be in a position to understand the circumstances and reasons for irregularities and steps taken by branch to tackle the "problems". There are many borrower accounts where corrective steps are taken and slowly one by one problem might be solved. These actions will definitely finetune your "credit knowledge". 8. Then take NPA files and acquaint yourself with reasons for account

becoming NPA. Perusal of this file will give an idea whether branch assessment was wrong or branch missed regular monitoring which emboldened borrower to divert funds or any Government Policy /change in consumer preference/ external reasons contributed to the account becoming NPA. 9. Develop the habit of reading Economic Times, Business Standard, Financial Express, Business Line etc. and familiarize yourself with â&#x20AC;&#x153;Commerce & Finance" matters. Read financial magazines also. Sometimes articles on your borrower may appear and keep their cuttings in file. 10. Above all develop the habit of going through the various payments made by the borrower on a daily basis, which is an immediate tool for detection of possible diversion. 11. Finally my request is never be afraid of "credit" but be alert always and try to develop a healthy relationship with borrowers and persuade them to adhere to norms of your Bank. 12. One caution, never exceed your delegation and always appraise your higher authorities about the accounts you handle. As a credit officer, you are only an "assistant" to your boss and act within your delegated powers. Let the boss take a decision. If you follow this, then only when you become a "boss" later/over a period, you will feel proud to exercise your powers as a boss. Good luck to all credit officers.

Prasanna Kumar Chief Manager HO-SME

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Taarangan

September, 2016

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

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CONGRATULATIONS...

¸¿”úŠ¸ õ ‚¿ ¸¥¸ ˆÅú ¢í¬¸¸£ ©¸¸‰¸¸ ×¸£¸ ‚¸¡¸¸½¢ ¸÷¸ `¢ˆÅ¬¸¸›¸ ¢™¨¸¬¸' ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¢š¸ˆÅ¸£ú ªú £Ÿ¸½©¸ ‰¸º£¸›¸¸— Ÿ¸¿ ¸¸¬¸ú›¸ Ÿ¸º.œÏ. ªú ¥¸‰Ÿ¸ú ¸›™ ¤¸”Š¸º ¸£, ¨¸¢£.©¸¸.œÏ. ¥¸¸í¸¾¢£¡¸¸ ¸¸¾ˆÅ ªú Š¸º¥¸©¸›¸ Š¸¸¨¸£ú, ¨¸¢£.œÏ. ªú ±¸¸›¸ œÏˆÅ¸©¸ ˆÅ¸¥¸”¸ ‡¨¸¿ œÏ¤¸¿š¸ˆÅ ¸¸¾š¸£ú¨¸¸¬¸ ©¸¸‰¸¸ ªú ¬¸º‰¸ ¸ú÷¸ Ÿ¸™¸›¸—

leejebieCe

efmelebyej, 2016

The following two papers titled Creating an ethical environment in banks under globalization & liberalization - (Under the theme - "Ethics in Banking Industry") & Insuring our Future Climate - As a measure to mitigate loss in present day global context - (Under the theme "Managing Risk in Insurance Industry") contributed by DGM & Principal, STC Chennai Shri K N Mann, (in co-authorship with Dr.Y N Mann, Ex-AGM SBI) have been published in The International Conference On Risk Management in Banking & Insurance Industry - organized by Amity School of Insurance, Banking & Actuarial Sciences, Amity University, Noida. BOI PARIVAR CONGRATULATES SHRI MANN FOR THE ACHIEVEMENT.

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í („î¸£-2) / National Banking Group (North-2)

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Taarangan

September, 2016

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efmelebyej, 2016

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Taarangan

September, 2016

¬¨¸÷¸¿°¸÷¸¸ ¢™¨¸¬¸ 2016

leejebieCe

efmelebyej, 2016

Taarangan

September, 2016

View Point

Our Personal A personal brand is determined on values which we possess. Our gait, the way we walk and other outward aspects of our personality also create impact on others but this impact is not long lasting. What creates long lasting impact is decided by our core beliefs and values.

‘You’re born an original. Don’t die a copy.’ (From title of a book by John Mason)

nough reference is available to explain the concept of brands, branding and brand preferences. As consumerism grows and people become more affluent, brands particularly premium brands will draw more attention. A brand has been defined in many ways. One definition says that a brand is a set of perceptions and images that represent a company, product or service. According to another definition, it is the essence of promise of what will be delivered or experienced. Brand also

leejebieCe

efmelebyej, 2016

Brand

means accumulation of emotional and functional associations. All in all, a brand is something that stands out in a crowd. Although brand is something intangible we generally associate this with tangible things like white goods, consumer durables, food items etc. The thought that the concept of brand can also be applied to human beings rarely crosses our mind. The truth is branding is not just the playing field of business firms and companies anymore. Now there is also personal branding which entails effectively managing impressions and influencing and controlling how other people perceive us. Personal brand is the accumulated impression which may keep changing as people may also change and acquire new attributes. It is said that life is about choices. With similar qualifications people go for differing careers. People who are born and brought up in the same social and cultural environment may adopt different set of values. External situations and forces do influence our life but how we deal with them becomes our choice. So creating an identity for self is something which we’ve to decide. This identity is akin to our personal brand. The brand ‘YOU’ is not a facade, it’s the real you. Some of us prefer to maintain dual personalities often contrasting to each other. We don’t realize that it doesn’t take long for people to decode us and get beneath our skin. The lesson here is that we can’t hide what we really are, for long.

So when it comes to building a personal brand authenticity should be at the core of it. Being authentic brings confidence to our personality and makes us more credible and respectable. A personal brand is determined on the values which we possess. Our gait, the way we walk and other outward aspects of our personality also create impact on others but this impact is not long lasting. It is good for initial impression only. What creates long lasting impact is decided by our core beliefs and values. Our habits become our values and these values shape our destiny. Every powerful brand is built on a resolute framework of the underlying values that dictates the brand proposition. The process of building a personal brand is no different. It is said that price is what you pay and value is what you get. Values have strong connotations and these play a highly crucial role in the life we lead, relations we develop and contributions we make. Our values are the intellectual, emotional and moral principles that govern our lives. These are the light posts that illuminate our social journeys. As core principles, values define our ethical standard and are usually a reflection of the soul of our brand. In fact if you look closely every one of us already has a personal brand.The question is whether we want this to let be, strengthen it or rebuild it. It is important to be noted that nobody else can possess

exactly the same brand as you. It is as unique as you are. A personal brand is a synonym for our reputation. Each one of us has a reputation (positive, neutral or negative). The question here is, ‘Is that what we would wish people to be thinking about us?’ Seeking answer to this question makes essential for us to understand our personal brand and take control of it. It is easier for somebody to say that she or he doesn’t care about what others think about her or him but thought deeply everyone will realize that their image and the impressions they create on others do matter and in many cases are determinants of the social and professional milestones one will cross.

desired shape to our personal brand. One should be very clear about the path one wants to take and where this path will lead to. Until one fixes a goal it’s indeed hard to know which steps to take. Think of the three words which describe you. Now ask a few people whom you think will give an honest opinion to describe you in three words. If both the observations are largely similar at least you know that you are perceived as who you are. Now comes the bigger challenge of exploring attributes which you want to be associated with or known for. These may be considerably different from your present attributes which you explored before and for which you got a validation also. For example you and your colleagues may know that you’re a poor decision maker and you decide to become good at decision making. Honest self exploration will help you look for desired attributes and build a personal brand based on these. Differentiating yourself

Starting point The key starting point is to understand our real self and whether this real self is projected or not. Those who are keen to present themselves different than what they really are, will have to face a dichotomy here. If they indeed decide to live a double life how long they‘ll be able to project a false image and whether they will prove to be authentic when it comes to their personal brand. We’ve so much more knowledge about ourselves than others do. What others see is not a full picture. It is difficult to understand how others will be viewing us but we’ve to make an effort to give

Branding is about distinctness. Being run of the mill is not scoffed at and majority of people belong to this sub set. Still the bitter truth is that such people are not in great demand. With growing competition and premium on innovation, organizations are looking for people who can create positive difference. Except for those organizations who are still mired in the old culture of command and control and where opinions of a few rule, all others are exploring new ways of thinking and working. It is easier to fit in preset mould and behave like a conformist but in this way your creativity and the potential to offer a new perspective is going to be compromised. Compliance is good but otherwise no progressive organization these days wants to have people who

simply toe the line or think like everyone else. Demand is for people who can see new possibilities, new opportunities which no one thought about before. Game changers and disruptors are ruling the roost. Even though you’re not any of these, you should have some kind of differentiation in order to bring an element of awe to your brand. This differentiation can be in terms of the real value you create, the perspectives you bring or the costs you’re able to save. These are just few examples. Developing strategic thinking, readiness to deal with ambiguity and being able to see the bigger picture will help you to be looked at as differentiator. Giving your best Our way of life and work needs to be reviewed. Be our family life or professional life, most of us spend our days in a programmed way. Following routine and performing assigned tasks is fine but whether we’ve given any thought to leverage our potential is a million dollar question. Good organizations provide every opportunity to their employees to unleash their potential. Even in cases where the organization doesn’t have such an environment one should see how best one can contribute.Instead of blaming the situation it’s better to explore how things can be improved. Let us accept the fact that the world is not a perfect one. A personal brand shouldn’t be taken as commoditization of individuality. It’s about proving your worth and being recognized for that. William P. Barnett, Professor of Business, Leadership, and Organizations at a leading university says ‘Don’t just play the game as defined; define the game you play.’ This will also define your personal brand.

Vijay Prakash Srivastava BPR, HO.

Taarangan

September, 2016

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

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COUNTERFACTUAL THINKING

ounterfactual literally means contrary to the facts. A counterfactual thought occurs when a person modifies a factual prior event and then assesses the consequences of that change. A person may imagine how an outcome could have turned out differently, if the antecedents that led to that event were different. For example, a person may reflect upon how a car accident could have turned out by imagining how some of the factors could have been different, for example, If only I hadn't been speeding.... These alternatives can be better or worse than the actual situation, and in turn give improved or more disastrous possible outcomes, If only I hadn't been speeding, my car wouldn't have been wrecked or If I hadn't been wearing a seatbelt, I would have been killed. Counterfactual thoughts have been shown to produce negative emotions, however they may also produce functional or beneficial effects. Ideas that create a more negative outcome are downward counterfactuals and those thoughts that create a more positive outcome are considered upward counterfactuals. [1] These

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counterfactual thoughts, or thoughts of what could have happened, can affect people's emotions, such as causing them to experience regret, guilt, relief, or satisfaction. They can also affect how they view social situations, such as who deserves blame and responsibility. The origin of counterfactual thinking has philosophical roots and can be traced back to early philosophers such as Aristotle and Pluto who pondered the epistemological status of subjunctive suppositions and their nonexistent but feasible outcomes. In the seventeenth century, the German philosopher, Leibnitz, argued that there could be an infinite number of alternate worlds, so long as they were not in conflict with laws of logic. The wellknown philosopher Nicholas Rescher (as well as others) has written about the interrelationship between counterfactual reasoning and modal logic. The relationship between counterfactual reasoning based upon modal logic may also be exploited in literature or Victorian Studies, painting and poetry. Ruth M.J. Byrne in The Rational Imagination: How People Create Alternatives to Reality (2005) proposed that

the mental representations and cognitive processes that underlie the imagination of alternatives to reality are similar to those that underlie rational thought, including reasoning from counterfactual conditionals. More recently, counterfactual thinking has gained interest from a psychological perspective. Cognitive scientists have examined the mental representations and cognitive processes that underlie the creation of counterfactuals. Daniel Kahneman and Amos Tversky (1982) pioneered the study of counterfactual thought, showing that people tend to think 'if only' more often about exceptional events than about normal events. Many related tendencies have since been examined, e.g., whether the event is an action or inaction, whether it is controllable, its place in the temporal order of events, or its causal relation to other events. Social psychologists have studied cognitive functioning and counterfactuals in a larger, social context. As research developed, a new wave of insight beginning in the 1990s began taking a functional perspective, believing that counterfactual thinking served as a

View Point largely beneficial behavioral regulator. Although negative effect and biases arise, the overall benefit is positive for human behavior. There are two portions to counterfactual thinking. • First, there is the activation portion. This activation is whether we allow the counterfactual thought to seep into our conscious thought. • The second portion involves content. This content portion creates the end scenario for the antecedent. It is believed that humans tend to think of counterfactual ideas when there were exceptional circumstances that led to an event, and thus could have been avoided in the first place. We also tend to create counterfactual ideas when we feel guilty about a situation and wish to exert more control. Another factor that determines how much we use counterfactual thought is how close we were to an alternative outcome. This is especially true when there is a negative outcome that was this close to a positive outcome. One of the functional reasons why we continue to think in counterfactual ways if these thoughts tend to make us feel guilty or negatively about an outcome this is to correct for mistakes and to avoid making them again in the future. Another reason we continue to use counterfactual theory is to avoid situations that may be unpleasant to us, which is part of our approach and avoidance behavior. We continue to use counterfactual thoughts to change our future behavior in a way that is more positive, or behavior intention. This can involve immediately making a change in our behavior immediately after the negative event occurred. In the same sense as behavior intention, people tend to use counterfactual thinking in goal-directed activity. Past studies have shown that counterfactuals serve a preparative function on both individual and group level. When people fail to achieve their goals, counterfactual thinking will be activated (e.g., studying

Another reason we continue to use counterfactual theory is to avoid situations that may be unpleasant to us, which is part of our approach and avoidance behavior. more after a disappointing grade;). When they engage in upward counterfactual thinking, people are able to imagine alternatives with better positive outcomes. The outcome seems worse when compared to positive alternative outcomes. This realization motivates them to take positive action in order to meet their goal in the future. Researchers have identified the repeatability of an event as an important factor in determining what function will be used. • For events that happen repeatedly (e.g., sport games) there is an increased motivation to imagine alternative antecedents in order to prepare for a better future outcome. • For one-time events, however, the opportunity to improve future performance does not exist, so it is more likely that the person will try to alleviate disappointment by imagining how things could have been worse. Benefits When thinking of downward counterfactual thinking, or ways that the situation could have turned out worse, people tend to feel a sense of relief. For example, if after getting into a car accident somebody thinks "At least I wasn't speeding, then my car would have been totalled." This allows for consideration of the positives of the situation, rather than the negatives. In the case of upward counterfactual thinking, people tend to feel more negative affect (e.g., regret, disappointment) about the situation. When thinking in this manner, people focus on ways that the situation could have turned out more positively:

for example, "If only I had studied more, then I wouldn't have failed my test". Examples In the case of Olympic Medallists, counterfactual thinking explains why bronze medallists are often more satisfied with the outcome than silver medallists. The counterfactual thoughts for silver medallists tend to focus on how close they are to the gold medal, upward counterfactually thinking about the event, whereas bronze medallists tend to counterfactually think about how they could have not received a medal at all, displaying downward counterfactual thinking. This is exactly pertinent to bankers with reference to performance of their branches. Satisfaction of college students was studied based on whether their grade just missed the cut off versus if they had just made the cut-off for a category. Students that just made it into a grade category tended to downward counterfactual think and were more satisfied, thinking it could be worse. These students tended to think in terms of "At least I." However, students that were extremely close to making it into the next highest category showed higher dissatisfaction and tended to upward counterfactual think, or focus on how the situation could have been better. These students tended to think in terms of "I could have."

Viswanath Inguva AGM (Retd) & Ex-Principal STC Chennai

Taarangan

September, 2016

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

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Kolkata Zone ZM Smt. Binata Sengupta, GM NBG (E) Shri S K Agarwal and other officers during Customer Meet organized by Kolkata Main Branch.

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

GM NBG (W-1) Shri I M Malik felicitating ZM Ms. Mamata Bhatt in presence of DZM Shri Pukhraj Pangriya and DZM-II Shri V R Iyer on zone being runner-up in doing BOI AXA Business in F.Y. 2015-16

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GM NBG (W-1) Shri I M Malik, ZM Ms. Mamta Bhatt and DZM Shri Pukhraj Pangriya during the Managers Conference organized at Mumbai North Zone.

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Taarangan

September, 2016

TraveloGUe

UNLOCKING MANIPUR'SWITZERLAND OF INDIA'

ecently I went home to visit my birthplace Kangpat Village situated at the IndoMyanmar Border under Ukhrul District of Manipur State to unwind and refresh my mind and to find solace from the monotony of life. There is nothing so refreshing as a visit to my native village where I can freak out with old friends, to have all the fun and frolic under the sun and to cherish, relish and treasure up those beautiful memories for a lifetime. Yes, it is the much awaited and the fun filled trip. I thought to share a few details about the destinations I have visited for the benefit of my friends who have never visited that part of the country. Manipur, my home state is popularly referred to as the 'Switzerland of India'. Located in North East India amidst breathtaking blue hills, Manipur is amazingly soul-captivating. The name in itself means ‘A jeweled land’ and it is just right that the state was described the ‘Jewel of India’ by Late Jawaharlal Nehru, the first Prime Minister of independent India. Legends say that discovery of Manipur is the result of the delight the God took in dancing. The state is rich in every sense, be it in the beauty of nature or the culture of the land. Manipur, a gateway to Myanmar and ASEAN Countries, is blessed with a salubrious climate, famous for its distinctive cultural pattern and its evergreen scenic beauty, extend the tourists a cordial invitation. Once a Princely Kingdom, Manipur has a unique identity of her own.

A flight without any stopovers will take 6h 5m to reach Imphal from Mumbai. I left Mumbai from Chatrapati Shivaji International Airport on 26th June, 2016 and reached Imphal Tulihal International Airport with short stopover at Kolkata. The Imphal airport is about 8 kms from the city centre.

To reach Manipur, there are daily flights to Imphal from major cities like Mumbai, Delhi, Kolkata, Bengaluru, and Guwahati. The distance between Mumbai and Imphal is around 2257 km.

A Visit to Hill Station Ukhrul: The next morning I left Imphal for Ukhrul. It is a dream destination if you are a nature lover. Some of the delightful places to see while you are in Ukhrul are Shirui

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efmelebyej, 2016

Imphal, the capital of Manipur, is a delightful scenic city. It is located at the center of the beautiful Manipur valley and is surrounded by evergreen hills on all sides. Dense forests and sprawling grasslands make the place a heaven on earth. It reflects the rich tradition of the state. There are various spots and monuments here created by erstwhile rulers here, which attract nature lovers and History students from all over the country. Relics of past, ancient palaces, temples and ceremonial houses amidst all jackfruit and pine trees, all speak of rich past of Imphal. Some of the popular tourist attractions in Imphal are Manipur Zoological Gardens, Khonghampat Orchidarium, Shri Govindajee Temple, Manipur State Museum, Loktak Lake and Kangla Fort. One of the other must-do while in Imphal is a visit to the unique Khwairamband Bazaar run exclusively by women fully dressed in colourful, traditional attire, sell everything from hand-woven shawls, mugs, mats and many more such graceful items. After reaching Imphal, just before the sun set, we visited Loktak lake and enjoyed a boat ride in big house-boat. Sitting on the houseboat sailing upon the tranquil, serene waters was a rewarding and relaxing experience.

Kashung Peak, Kachouphung Lake at Phangrei peak, Khangkhui Cave and Hundung Mangva Cave. As we rode on the zig-zag road towards Ukhrul, I felt so happy in the company of nature. The bright hued flowers, the clouds sailing across the sky and the cloud covered peaks of Shiroi peak in the distance filled

my heart with joy. Ukhrul, perked atop a mountain at 2020m (MSL) surrounded by slopes are covered with tall, green trees which present a caring sight at sunset and look very grand. The morning and evening hours are very pleasant. A cool breeze sets up and refreshes the mind. It makes one forget the oppressive heat of the plains. At night the hill station fully lighted up looks like a heaven with so many sparkling stars. Shirui Kashung Peak: This peak is the only place on earth where the famous legendary “Shirui Lily” or Siroi Lily (Lilium mackliniae), a rare Indian species of exotic variety of the flower is found. It has been the State flower of Manipur since 1989. A postal stamp was issued by the Indian Postal Department to commemorate this flower. Its unique characteristic is that one can’t plant the flower in any part of the world besides the Shirui Kashung Peak. During the British raj in Manipur, the British repeatedly attempted to propagate the flower to

nets. Our packing consists of first-aid box, gun, knife, torch, matches, Osmos Ointment, sun-screen lotion, anti-malaria tablets, rice, cooking vessel, salt, sugar, gur, tea leaves, plastic, blankets and mosquito net. We trekked the Angko ching mountain range with guns over our shoulder and we picked up wild jungle fruits and mushrooms as we walked on. During our trekking, we were sometimes caught in a shower of rain. Trekking along the rough mountain terrain with rains drizzling down unceasingly can be challenging and back breaking and when it is not raining, the heat and humidity can sometimes be intense. These trekking on the mountain ranges offer us a chance to be spellbound by the grandeur of the peaks and picturesque landscape, which one cannot ignore. It is a paradise for the ardent nature lovers and enthusiasts.

other places only to be faced with utter failure. After a prolonged effort, they gave up the attempt to do so. The legend says that Shiroi lily was the daughter of the goddess Philava, which rules the Siroi hill. Hence, one cannot separate the Siroi lily from the Siroi hills (truly endemic). One of the other must-do while in Ukhrul is a visit to Kachouphung Lake at Phangrei hill, which is an ideal attraction for a leisure stroll, sightseeing and picnic spot. Kamjong: The next morning, we took a bus to Kamjong, which drove through the curvy, winding Ukhrul-Kamjong road. The verdant, lush, green canvas stretching across the undulating hills and the captivating panorama was truly a feast to the eyes. I was mesmerized by the mist-clad hills, clean mountain air, the numerous little surging, cascading waterfalls and the gushing and rushing rivulets as we drove up. Along this road, a new species of flower has been discovered in Mushroom Hills situated within Singcha village at an elevation of

7,000 metres above the sea level known as “Princess of Flower”. One can take a glimpse of the picturesque view of the flower blooming majestically across the hills by paying ` 100 as entry fee. Boot and a raincoat will be provided to a tourist and will be accompanied by a guide. My Village - Kangpat :- After the delightful journey, we reached our village nestled among the woodlands at around 4 pm. Right away, we started planning for the hunting-cum-trekking-cum-fishing trip. We started to pack for 2 nights stay in the jungle, filled up petrol to our bikes, cleaned guns, and checked on fishing

As we headed back to our camp, I pondered how nice it was to be far from the madding crowd, to forget all the troubles for a while, in a place where nature was at her best. For the first time I appreciated the beauty of nature – the way she brings showers for the thirsty flowers, magically paints a rainbow on the sky after the rains and sets the sky afire at sunset! And as I began to get connected with nature, I realized how insane I was since I kept searching for Paradise when it is already on Earth! I left Imphal for Mumbai on 5th July, 2016.The short trip to my hometown was a happy experience and its memory is still fresh in my mind. A memory to be cherished and remembered for a long time to come until I went home again!

Sodaun Ningsheng International Dept. HO.

Taarangan

September, 2016

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

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š¸›¸¤¸¸™ ‚¿ ¸¥¸ Ÿ¸Ê ‚¸£¬¸½’ú Ÿ¸Ê ¤¸ÿˆÅ ¢Ÿ¸°¸¸Ê ˆ½Å ¢¥¸‡ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸Ä©¸¸¥¸¸ Ÿ¸Ê „œ¸¦¬˜¸÷¸ ¤¸ÿˆÅ ¢Ÿ¸°¸¸Ê ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¸›Í ©¸½‰¸£ ¬¸í¸¡¸—

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‡›¸¤¸ú ¸ú ( ¸¸£‡¨¸¿Ž) Ÿ¸Ê ¬¸úš¸½ ž¸÷¸úÄ ‚¢š¸ˆÅ¸¢£¡¸¸Ê í½÷¸º †µ¸ ‡¨¸¿ Ÿ¸¸ˆ½ÄÅ¢’¿Š¸ ¢¨¸«¸¡¸ œ¸£ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸Ä©¸¸¥¸¸ ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú ( ¸¸£‡¨¸¿Ž) ªú ‡¬¸ ˆ½Å Ÿ¸º‰¸ ¸úÄ—

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (™¢®¸µ¸) / National Banking Group (South)

Andhra Pradesh Zone ZM Shri D V Reddy, AGM, CM Shri TSN Murthy along with Bank's marketing and processing staff at Bank's Stall installed at Property EXPO organized by TV9 at Port Kalavani Stadium, Visakhapatnam.

Chairman, BMRCL Shri Pradeep Singh Kharola, ZM Shri Eswarappa S, CM Shri Umamaheswara Gantha, AGM (SME-CC) Shri Vinay Deep Matta duing the visit of BMRCL Chairman to Bengaluru Zonal Office to consolidate business relations between Bank and BMRCL.

Bengaluru Zone ZM Shri Eswarappa S, DZM Shri Anirudhha Dasgupta,. AGM Shri Narendra Singh Yadav and Marketing Executives along with the builders at Builders Meet held at Zone

÷¸½¥¸¿Š¸¸µ¸¸ ‚¿ ¸¥¸ ×¸£¸ œÏ¸œ¸’úÄ ‡¨¸¿ Š¸¼í †µ¸ Ÿ¸½¥¸¸ œÏ¸œ¸’úÄ ©¸¸½ ˆ½Å ‚¨¸¬¸£ œ¸£ ¥¸Š¸¸‡ Š¸‡ ¬’¸¥¸ Ÿ¸Ê ‚¸¿.œÏ. ªú ¸ú ¢¨¸©¨¸›¸¸˜¸ ‚¸¾£ ¬’¸ûÅ ¬¸™¬¡¸—

Taarangan

September, 2016

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Taarangan

September, 2016

Success story

TRENDING TENDENCIES TESTING AGRICULTURE Conventional agriculture is not seen as a profitable venture in some parts of the country owing to plenitude of factors including diminishing Land fertility, Irrigational facilities, Labor, Marketing etc. Any new innovative model introduced by research wings to address these shortcoming will consume time and will take sometime to bear fruits

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efmelebyej, 2016

0% of ANBC and out of which 18% deck allocation thrills every PSB. This when just reckoned as a target leads to disbursal but when thought as growth engine of economy engaging 53% of the countryâ&#x20AC;&#x2122;s workforce, may induce quality credit growth in this sector. In the present scenario of shrinking farmland size, non-availability of farm labors, urbanization etc. some agriculturalists explore alternatives for their livelihoods. On the contrary, it is evident from social media, youth are taking to agriculture in their leisure and some have quit their high-profile jobs to indulge in agriculture. It is well known that any deterrence to agriculture will have an impact on food security. Conventional agriculture is not seen as a profitable venture in some parts of the country owing to plenitude of factors including diminishing Land fertility, Irrigational facilities, Labor, Marketing etc. Any new innovative model introduced by research wings to address these shortcoming will consume time and will take sometime to bear fruits. One such model in Agriculture, redefined

to suit our fields to utilize unused/ unproductive farmlands with intention to promote soulful agriculture is Poly Green House Model. This model is an engineered version where horticultural and floricultural crops could be grown in the fields that have been termed as nonarable. Poly Green House model is a technique wherein cultivation is under protected environment that has thrown out climatic, seasonal and other related barriers. After careful leveling of land with mitigated chances of inundation, poly green house is constructed which involves raising of steel columns, trusses and wrapping of the cultivatable area with polyethylene sheets. Such a cover isolates the land area from external circumstances thereby climate, entry of sunlight, weeds and other organisms are controlled. Horticultural and Floricultural crops are prevalent in this cultivation, which could be grown even in coir pits thereby abridging the significance of the soil. This model is promoted nationally by National Horticultural Board, Govt. of India and through state Horticultural departments. The initial capital expenditure is

The Crops in Poly House

The Poly House

Fruitful outcomes

Mr. C. Palani, a proud cultivator

comparatively higher but when financial assistance is sought through banks, the government provides 50% capital subsidy. Hence, it is imperative that this venture be available to the reach of small and marginal farmers. Mr. C. Palani, a marginal farmer has approached our branch during November 2015 with zeal to envision this cultivation

to be his future. He was erstwhile cultivating paddy, plantain and cotton. He has attended training programme conducted by state run agricultural university and visited nearby poly green house farms. His project was carefully studied by our team and referred to many agricultural consultants. After due consideration, first of its kind proposal was put up in our Zone. Mr. C Palani has been sanctioned Thirty Six Lakh rupees loan for cultivation of colored capsicum in Poly House. After months of untiring labor with forbearance and allegiance, the surrealistic facts turned to success stories. The farm is yielding produces as expected. The produces are traded with good prices at local markets. Mr. C Palani

is now exploring the export prospects which will enounce higher revenue generation. Any innovation will remain a model unless it is implemented. For the prosperity and sustenance of farming, banks have their own share. To grow and prosper tomorrow, we shall have to ensure our part in having adequately financed in these novel agricultural methods with care.

S Sathishbabu Tirupattur Branch Chennai Zone

Taarangan

September, 2016

Munich city is known for its annual Oktoberfest (October festival) celebration and cavernous beer halls. It is the capital of Bavaria Province and is saturated with centuries old buildings and numerous museums.

Das ist Deutschland (Yeh Germany hai)

saturated with centuries old buildings and numerous museums. Few of the important places are: Munich Olympic Stadium: This is unusual lopsided stadium built for the 1972 Olympics, a very distinctive, unique and outstanding with its spectacular construction under the iconic roof. The Olympic stadium is not only the architectural centre-piece of the Olympic park but also it has always been the most important venue of the biggest and important venue of the greatest events of sports. Munich's Olympic stadium has been a crowd puller and has been the home ground of Bayern Munich, the world famous football team of Germany.

ltimately we landed at Munich, Germany on 22nd May 2016 by Lufthansa Airlines from Delhi, a direct flight for long 8 hrs. After completing all formalities my wife and I came out of the airport lounge and met my daughter and son-in-law. That was the beginning of our journey and stay at Germany with a Tourist Visa for 90 days.

BMW Museum: The BMW museum offers a fascinating presentation of the company brand and product history of BMW. About 125 of the brands most valuable and attractive automobiles, motorcycles and engines are displayed on a surface area of 5000 square meter. The BMW museum embodies the brand experience in Munich along with the BMW Group Plant and BMW Welt. It was 1973 as one of the first ever brand museums and was redesigned and expanded in 2008, depicting the deep insights to the tradition, present and future of the BMW brand.

Munich city is Oktoberfest celebration and is the capital of

St. Peter's Church: Munich's oldest church, housing the jeweled skeleton of St. Munditia, plus a tower with city views. This is one of Munich's landmarks,

U 48

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known for its annual (October festival) cavernous beer halls. It Bavaria Province and is

efmelebyej, 2016

the oldest parish church and is known affectionately by the locals as Alter Peter ("Old Peter"). It has 299 steps. One can have a panoramic view of Munich even reaching to the Alps. Marienplatz: It is the heart of the city of Munich. In the Middle Ages, the square used to be market place as well as the site is continued to be the city's focal point. The square was originally known as Münchener Schrannenplatz but it was renamed Marienplatz (St. Marys' square) as a way to ask Virgin Mary to protect the town from a cholera epidemic. Nymphenburg Palace: This palace owes its foundation as a summer residence to the birth of the long awaited heir to the throne, Max Emanuel, who was born in 1662 to the Bavarian Elector Ferdinand Maria and his wife Henritte Adelaide of Savoy, after some ten years of marriage. King Maximilian Joseph died at Nymphenburg in 1825. In subsequent years the palace remained a favourite residence of the Bavarian Royal Family, King Ludwig II of Bavaria (reigned 18641886) was born here on 25th August, 1845. Englischer Garten: This Garten (German for ‘English Garden’ ) is a large public park in the centre of Munich. It was created in 1789 by Sir Benjamin Thompson. It has an area of 3.7sq km. It is one of the largest urban public parks, claimed to be larger than New York’s Central Park.

TraveloGUe The garden houses the largest and most famous Biergarten Chinesischer Turm (Chinese Tower) marked by the central 25 meters high (5-storead) polygonal wooden structure. Frankfurt: It is the central German City on the main river, is a major financial hub. It is the birth place of writer John Wolfgang von Goethe, whose home is now the Goethe-Haus Museum - which like many of the city, was destroyed during World War II and rebuilt afterwards. The reconstructed Altstadt (old town) is home to lively Romerberg Plaza, which hosts an annual Christmas market. Few of the important places are: Historical Museum, Frankfurt: Collection of art and artefacts on Frankfurt's history from medieval times to the present day. St. Paul's Church: Redbrick church, a memorial to the start of German democracy, now hosting concerts and exhibitions. Goethe House: This is the house where the writer / politician was born and grew up, with period interiors and exhibition. Main Tower: Glass fronted skyscraper with an observation deck and restaurant offering city and river views. Stadel: Art gallery housing a prominent European art collection dating from the Middle Ages to the present. Berlin: Germany's capital and cultural centre dates to 13th century. Divided during the cold war, today it is known for its art scene, nightlife and modern architecture. Few of the important places are:

officials opened it in November 1989. The Berlin Wall served to prevent the massive emigration and defection that had marked East Germany and the communist Eastern Block during the post world war II period. Museum Island: Museum Island is the name of the northern half of an island in the spree river in the central Mitte district of Berlin, the site of the old city of Colin. Reichstag building: The Reichstag, seat of the German Parliament, is the most famous landmark in Berlin. Between 1994 and 1999 the Reichstag was redesigned and expanded by the British architect Sir Norman Foster as a modern Parliament Building. The accessible glass dome, which initially generated a lot of controversy, has since become one of the landmarks of Berlin. Stuttgart: It is the capital of southwest Germany's Baden Wurttemberg state, has long been known as manufacturing hub. Mercedes - Benz and Porsche have headquarters and museums here. Few of the important places are: Mercedes - Benz museum: It is an automobile museum in Stuttgart. The museum contains more than 160 vehicles,

some dating back to the very earliest days of the motor engine. The Mercedes trade name was registered in 1900 and 3 pointed star became the trademark signifying transport on land, sea and air. The trade name was given under the 9 years old daughter 'Mercedes' of Austrian businessman Jellinek. Schlossplatz: This is the largest square in Stuttgart and home to the NeuesSchloss, which was built between 1746 and 1807. From its construction until the mid 1800s it was used as a military parade ground and not open to general public use. During World War II the building was heavily damaged which was restored from 1958-1964. It stands next to two other popular square in Stuttgart (a) Karlsplatz and (b) Schillerplatz. Heidelberg: It is a town on the Necker River in South-Western Germany known for its distinguished 14th century university.

Aurobindo Bhowmik Retd. AGM Haryana

Berlin wall: Berlin wall was the barrier that divided Berlin from 1961 to 1989. Constructed by the German Democratic Republic, starting on 13th August 1961, the wall completely cut off West Berlin from surrounding East Germany and from East Berlin until government

Taarangan

September, 2016

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‡½¬¸¸ í£ ¢™¥¸ Ÿ¸º ¸½ ¢í¿™º¬÷¸¸›¸ ¬¸¸ ¥¸Š¸÷¸¸ í¾ Harsh S/o Shri R S Chouhan,

GM (Transaction Banking), Head Office

EVERY STUDENT AFTER

EXAMS

he dark times are over, everyone is filled with excitement, like casca everyone wants to Scream, Liberty, Freedom, Enfranchisement. The trains and planes are full, all seats reserved, after the torture, this something deserved.

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Though some are'nt going out, they will do mischief until their parents shout, they will go out to malls and shops, until the pocket money drops. Such happiness be on, for a few weeks until the vacation is gone, back to school we will all go, and sad discipline like standing row.

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¢©¸®¸µ¸-œÏ¢©¸®¸µ¸ The then ED Shri R P Marathe, GM Shri K R Nair, Principal MDI Shri Ashok Mishra, DGM (Law) Shri P Augustine and other officials along with participant Law Officers at MDI Belapur. A two days Law Officers conference was held at MDI, which was inaugurated and addressed by MD & CEO Shri Melwyn Rego who exhorted the participants to play a greater role for reduction of NPA and recovery in written off accounts to achieve corporate goal. The meet was also addressed by then ED Shri R P Marathe, GM (Law & Recovery) Shri K R Nair, GMs (Recovery) Shri S C Sarangi and Shri R C Thakur, besides other faculties. All the Law Officers across the country attended the meet.

GM (L&D) Shri R K Sinha, Principal (MDI) Shri Ashok Mishra along with participants of Executive Development Programme for AGMs at MDI Belapur.

GM Shri S K Kasliwal, Principal & DGM Shri A K Mishra, AGM & CSO Shri Rakesh Patni during Annual Training Programme of Security Officers, Disaster Managers & Fire Officer at MDI, Belapur.

GM NBG(E) Shri S K Aggarwal, AGM & Principal Shri B K Burman, ZM Smt. Binata Sengupta, ZM Howrah Zone Shri S K Mishra along with Faculty members during inauguration of Digital Learning Class at STC Kolkata.

GM (Marketing) Shri S R Meena, Principal & DGM Shri Ashok Mishra, Sr.Manager (SC/ST Cell), HRD, HO Shri Gayalal Manji with the participants Liasion officers SC/ST/OBC held at MDI, Belapur.

Principal, MDI Shri Ashok Mishra speaking during the 'Train the Trainers Programme' for All Training Centers’ faculties held at MDI Belapur in presence of GM (L&D) Shri R K Sinha.

Participants of DRO Phase II at field visit at the Plywood unit of our valued customer of MCB, Kolkata during their training programme conducted at STC Kolkata.

Taarangan

September, 2016

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social cause

A STEP SO NOBLE...

undarban - a mystery land consists of several islands that guard the mainland of West Bengal from the paw of greedy sea (Bay of Bengal) by its mangroves. Sundarban is very rich with its mangroves, wild animals and vast clear sky. However, the inhabitants over here are very poor with saline water to drink, muddy road to walk on and if luck is favorable electricity supply of 3-4 hours a day. They carry on with their lives on these islands ignoring the allure of mainland of West Bengal. Some sort of farming, fishing and collecting honey from the forest are the professions of these poor people. However, they dream their children to become ‘officers’ or some big sort of ‘babu’ in coming days so the children go to school. Maybe they don’t have black shinning shoes like city boys / girls, maybe their tiffin boxes do not carry cake, pastry, sandwich, still the quest for learning is no less than any privileged child of the mainland. Luckily, some sensitive person of the mainland feels for these people and extend their helping

hand to these children of nature. A boy named Dighir who noticed since childhood how his father served the people of Sundarban so that they can have a better eye-sight. Dighir's parents engaged him with the studies of rural management from a renowned college so that he too can follow the same path as his father’s. Unfortunately, Dighir could not make it as a road accident in Delhi snatched away his life on 10th April, 2014 when he was a young man of only 23 years.

Sundarban. They make eye-camp in every school of the island and provide specs, medicines, books every year which brings a warm, bright smile on the innocent faces of these children that once Dighir wanted to cherish. The story does not end here, it’s the beginning...........

Dighir is no more but his dream still exists and Dighir’s parents are totally committed to fulfill his dream. Therefore, Dighir’s father who is an employee of Bank of India with the help of Bimalendu Roy Memorial Welfare Trust (run by the Officers Association Eastern India Unit Bank of India) has made a foundation to serve these less privileged children of

Ratri Chaudhury Mepakuli Branch Bardhaman Zone

Taarangan

September, 2016

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www.bankofindia.co

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ed in

icipat t r a P k n Ba

jan r a s i V i t y Ganapa anized b

on org processi apati n a G a b Kas l, Pune. a d n a M tsav Ganesho

ank participated in the prestigious Ganapati Visarjan procession organized by Kasba Ganapati Ganeshotav Mandal, Pune. This Mandal is having the honour of being the first amongst the top five most revered Ganapatis of Pune. The Ganapati Visarjan procession started & lakhs of people came on the road to take DARSHAN. Our Bank enthusiastically participated in this procession and highlighted Bank's product in a creative way. The theme selected by Zone was â&#x20AC;&#x153;Women Empowermentâ&#x20AC;? which was displayed through a tableau by our staff dressed in blue T-Shirts. The Highlight of the event which got attention of the people was our staff officers depicting our Rio Olympic Winning Athletes/ Players and were dressed as Ms. P V Sindhu, Silver Medalist, Badminton, Ms. Sakshi Mallik, Bronze Medalist, Wrestling, Ms. Deepa Karmakar, 4th in Vault finals' gymnastics and Ms. Lalita Babar 10th in 3000m steeplechase. They were leading the procession with an artistically made Olympic Logo. Some of our Lady members were dressed in traditional Maharashtrian attire and other staff was carrying tableau of Bank's products along with Rate of interest for different retail products. A large number of customers appreciated our efforts and conveyed congratulatory message for the success.

Taarangan

September, 2016

Welfare Activities

CHARITY EVENT BY STAR SAKHI CLUB, MUMBAI Star Sakhi Club, Mumbai is committed for the welfare of downtrodden, needy and poor people. In continuation to their endeavor the Club organized a very successful charity event at Shraddha Foundation Shelter for cancer patients, Kharghar whereby TV was presented for the Cancer Patients. In addition, Club also gave wheelchairs to disabled kids of Gharkul (school for social kids) at Kharghar. Club also organized Star Sakhi Bazaar and profits from the Bazaar i.e. ` 50 thousand were given for Chennai Flood victims. Everyone appreciated the work being done by Star Sakhi Club, Mumbai.

Star Sakhi Club, Mumbai Members at MDI, Belapur.

MD & CEO Shri Melwyn Rego addressing Star Sakhi Club members at MDI, Belapur on the occasion of Ganesh Utsav.

“Women Conclave” at MDI Belapur

The then ED Shri R P Marathe, GM (L&D) Shri R K Sinha, GM (ITES) Shri S S Banik, Principal Shri Ashok Mishra, along with participants of “Women Conclave” (Scale-IV & above) at MDI Belapur

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efmelebyej, 2016

ALL INDIA INTER ZONE CRICKET TOURNAMENT

other Activities

13.5 overs with skipper Vineet Sarang triggering a collapse by taking 6 wickets for 7 runs.

he All India Inter Zone Cricket Tournament was held at Indore under the aegis of BOI Sports Control Board. Ten Nodal Zonal teams comprising of players from all over the country participated in the tournament. The tournament was inaugurated on 16th June by Shri R K Srivastava, DGM, ZM, Indore Zone, Shri Narendra Menon former Ranji Trophy player of Madhya Pradesh & former International Umpire- & BOI Sport Control Board members were present at the inauguration ceremony. The matches were very closely contested. Mumbai, Kolkata, Chennai & Gujarat Zones made it to the Semifinals. Both the Semi finals were low scoring matches due to overnight rains. In the 1st Semifinals Kolkata Zone batting 1st were bowled out for 54 runs in 14.5 overs which was chased down by Chennai Zone in 14 overs. In the 2nd Semifinals Mumbai Zone batting first scored 85 runs in 15 overs. The Gujarat Zone team started well but were bowled out for 64 runs in

The finals was a tall scoring & nail biting match. Chennai team batting first started in a very slow manner losing 5 wickets for 60 runs. However, a whirlwind knock by Prince who scored 68 runs took the final score to 154 runs in the allotted 20 overs. Mumbai team had a brisk start with openers. Skipper Vineet Sarang & Sameer Apte putting on 78 runs in 8 overs. However they lost quick wickets and it looked though there would be a major upset. However, in true Mumbai spirit rear guard action by the Mumbai batsmen Amit Tendulkar, Srikant Penekar & Ajay Wantekar took them to victory. Sameer Apte top scored with 47 and was well supported by Amit Tendulkar 35 runs & Vineet Sarang who scored 33 runs. Sameer Apte was declared 'Man of the Match' for taking 2 wickets & scoring 47 runs. Vineet Sarang was declared 'Man of the Series' for his all round performance in the tournament.

Our Esteemed Executive Director Shri R A Shankara Narayanan & Shri A Mitra GM, NBG (Central) were present on 19/06/2016 to witness the Semifinal matches. The Technical Committee members for the Tournament were Shri Vinod Deshpande & Shri Vilas Bandiwadekar who ensured that the tournament was conducted as per BCCI, T-20 rules & playing conditions. The tournament was well conducted in a very professional manner with excellent staying arrangements, transportation & well maintained grounds for the matches due to the coordination and extra efforts of Zonal Authorities & staff of Indore Zone.

Sunil Susheelan Mumbai South Zone

Shri Sanjay Jagdale, former M P & Central Zone player & ex Selector BCCI was the Chief Guest at the closing "'ceremony. Shri S C Sarangi, General Manager, & President, BOI Sports Control Board, Shri Sunil Suseelan, Hon. Secretary, Shri Harvinder Singh & Shri Satyajeet Mitra, members of BOI, Sports Control Board were present during the tournament.

Taarangan

September, 2016

SSC / CBSE Exams

¨¸¸í ¤¸ ¸¸½¿ ! Aditya S/o Shri P K Jain Sbm Collectorate Branch, Bhopal 10th Cbse

Priyam S/o Smt. Piyali Chatterjee Koregaon Park Branch, Pune Zone 10th, CGPA 10

Prathamesh S/o Shri Ravindra Tayade Pune Zone, 10th, Maharashtra State Board, 89.20%

Flavia D/o Shri Ronald D'Sa Credit Monitoring Dept, HO 10th, ICSE, 94%

Ruchira D/o Shri Bhasker Dhakate Anjani Chowk Branch, Nagpur Zone 10th, AISSE, CGPA 10

Om S/o Shri Arun Borkute Midala Branch, Vidarbha Zone 10th, Maharashtra State Board 76.80%

Ishika D/o Shri Manish R Bansod RBC, Nagpur 10th, CBSE CGPA 9.8

Ishaan S/o Shri Abhijit Bose DGM, MD Secretariat Head Office 10th, ICSE 90%

Apurva D/o Shri Sunil P Khare Data Center, HO & Smt. Suwarna, RBD, HO, 10th, Maharashtra State Board 85.80%

AKANKSHA D/o Shri Pramod Raula, SME City Center, Nagpur. 10th CGPA 9.6

Abhilasha D/o Shri Arvind Kumar Khadki Branch, Pune Zone, 10th, CBSE, CGPA 10

Vibhav S/o Smt. Samata Chavan C&IC Dept. HO 10th, Maharashtra State Board 84%

Bhairavi D/o Smt. Vasudha D Mane Taddeo Branch, MSZ 10th, Maharashtra State Board 93% ˆºÅ©¸¸ŠÏ œ¸º°¸ ªú Ÿ¸š¸º£ ‚ŠÏ¨¸¸¥¸ ¬¸¨¸¸½Ä™¡¸¸ ›¸Š¸£ ©¸¸‰¸¸ ¥¸‰¸›¸… ‚¿ ¸¥¸ 10th CBSE CGPA 10

Ashu Neha D/o Shri Arun Hemrom I S Auditor, MP ZAO 10th CBSE CGPA 10

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efmelebyej, 2016

Varun S/o Shri Rajesh Kr. Aggarwal New Delhi Zone 10th, CBSE, CGPA 10

Malaika D/o Smt Maithili Ibrahimpurkar Link Road Branch, Malad (W), MNZ 10th 83.20

Shreyas S/o Smt. Sharmila Narendra More 10th 99% (School Topper D.A.V. Public School) Sanjana D/o Shri Sitaram H More Valsad Branch, Vadodara Zone 10th, Gujarat Board Exams 97.20%

¤¸š¸¸ƒÄ ˆºÅ. ¬¸¸½›¸¸®¸ú ¬¸ºœ¸º°¸ú ªúŸ¸÷¸ú ¸¸›¸ˆÅú ˆºÅ£ú¥¸ ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ 7¨¸ú¿ ¢ ¸¥¸¸ ¬÷¸£ú¡¸ ‚›÷¸£ ¬ˆ»Å¥¸ ˆÅ£¸’½ ¸ÿ¢œ¸¡¸›¸¢©¸œ¸ Ÿ¸Ê 'ˆÅ¸¿¬¡¸ œ¸™ˆÅ'

Chaitravi D/o Smt. Sharmila Narendra More MDI Belapur HSC 92%

Employee Achievement

Post Graduation / Degrees / Diploma Janice D/o Shri Ronald D'Sa Credit Monitoring Dept, HO CA, ICAI

Taslilmkha S/o Shri N A Tadvi Jalgaon Branch Pune Zone MBA, IIM, Kolkata

Samiksha D/o Shri N V Waghole Pune Zone IT (Eng.) 1st Divn.

Amit S/o Shri Sanjay R Gomane Mahim Branch, MSZ BE (E&TE) Mumbai University

Darshana D/o Shri Dineshchandra M. Jadav Khandur Branch Ahmedabad Zone PTC (Diploma in Elementary Education) 78%

Bijay Kumar S/o Shri G R Naik Chief Representative Dubai, B.Tech and M.Tech Dual Degree Course from IIT Kharagpur.

Gayatri D/o Shri Vishwas Limaye Pune Zone CA, ICAI

Meenakshi D/o Shri V K Malhotra Kanpur Zone ME (IT) from Punjab University, Chandigarh 8.43 CGPA Smruti D/o Shri Shirish S Sawant BU Rural, HO M.Tech (Software Eng.)

Hitesh Talreja Rajkot Main Branch Rajkot Zone Certified Treasury Dealer (Conducted jointly by IIBF & FIMMDA) scored 80%. He has also passed JAIIB & CAIIB Vinit Kumar Manager HR/IR Ludhiana Zone 2nd Highest marks in Human Resource Management Exam of CAIIB Surinder Kumar Meena MCB, Pune IIBF, Certificate in Foreign Exchange

Abhishek S/o Shri K Narsimhan Murti, Bhubneshwar Zone M.Sc (Zoology) Gold Medalist

Nanhe Lal Nagle Retired officer Indore Completed Indore Marathon 5 KM Heritage Walker

Gaurav S/o Shri Anil Salve BE (IE) University of Mumbai

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` 3 ˆÅ£¸½”õ

HSC Exams Sahil S/o Shri Prabhakar Bhatt Pune Zone HSC, Maharashtra State Board 84%

Varun S/o Shri Narender K Jethanandani CE & ADC Dept. HO HSC Maharashtra State Board 81.38%

£¸ˆ½Å©¸ ¤¸í¸™º£ ™¾¢›¸ˆÅ ¨¸½÷¸›¸ž¸¸½Š¸ú œ¸»¢µ¸Ä¡¸¸ ©¸¸‰¸¸ ž¸¸Š¸¥¸œ¸º£ ‚¿ ¸¥¸ „œ¸¡¸ºÄÆ÷¸ ¬’¸ûÅ ¬¸™¬¡¸¸½¿ ›¸½ ©¸¸‰¸¸ œ¸¢£¬¸£ Ÿ¸½¿ œÏ¸œ÷¸ ›¸Š¸™ú/ ¬¸¸½›¸½ ‚¸ž¸»«¸µ¸ ¬¸¿¤¸¿¢š¸÷¸ ¨¡¸¦Æ÷¸¡¸¸½¿ ˆÅ¸½ ¥¸¸¾’¸ˆÅ£ ‚œ¸›¸ú ƒÄŸ¸¸›¸™¸£ú ˆÅ¸ œ¸¢£ ¸¡¸ ¢™¡¸¸ íÿ— - ¬¸¿œ¸¸™ˆÅ

Taarangan

September, 2016

Government of India

CABINET SECRETARIAT DIRECTORATE OF PUBLIC GRIEVANCES Unresolved Grievances Bothering You? You may seek help of Directorate of Public Grievances (DPG) in resolution of grievances relating to Ministries’ Departments and Organisations under its purview in last few years nearly ninety percent of the grivances taken up by the Directorate have been resolved favourably. Please read carefully the conditions listed below before lodging your grievance: •

You should have exhausted the Department’s remedies for individual grievances

•

Your grievance should not relate to service matter (other than payment of terminal benefits like gratuity, GPF, etc.) a case disposed of at the level of Minister of the concerned Department commercial contract a sub-judice case, a case where quas-judicial procedures and appellate mocha

•

Suggestion of any sort will not be treated as grievance. List of Ministries / Departments / Organisations under DPG’s Purview

(a) (b) (c) (d)

(e) (f) (g) (h)

Ministry of Railways Department of Posts Department of Telecommunications including BSNL and MTNL Ministry of Urban Development including Delhi Development Authority, Land & Development Office, CPWD and Directorate of Estates Ministry of Petroleum and Natural Gas including Public Sector Undertakings Ministry of Civil Aviation including Airports Authority of India and Affairs of India Ministry of Shipping Road Transport and Highways Ministry of Tourism

(i) (j) (k)

Public Sector Banks Public Sector Insurance Companies National Saving Scheme of Ministry Scheme

(l)

(m)

ESI hospitals and dispensaries directly controlled by Employees State Insurance Corporation under Ministry of Labour and Employment Employees’ Provident Fund Organization

(n)

Regional Passport Authorities under Ministry of External Affairs

(o)

Central Government Health Scheme under Ministry of Health and Family Welfare. Central Board of Secondary Education, Kendriya Vidyalaya Sangathan, National Institute of Open Schooling, Navodaya Vidyalaya Samiti, Central Universities, Deemed Universities (Central) and Scholarship Schemes of Ministry of Human Resource Development Ministry of Youth Affairs

(p)

(q) Note: You can lodge your grievance online on our website: “http://dpg.gov.in”. You may also send your grievance to us by post or fax with complete information and relevant documents.

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efmelebyej, 2016

Contact us The Secretary, Directorate of Public Grievances 2nd Floor, Sardar Patel Bhawan, Sansad Marg, New Delhi - 110001 Tel.: 011-23743139, 011-23741228, 011-23363733 Fax: 011-23345637, e-mail: secypg@nic.in Website: http://dpg.gov.in

Government of India

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Taarangan

September, 2016

VADODARA The Heritage City

ransfer during the service period from one centre to another center/ Office is quite normal. But transfer during post retirement period due to family circumstances are also not uncommon. In my retired life, I have now shifted from Mumbai to Vadodara, due to change in job of my son.

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Vadodara, the cultural capital of Gujarat is one of the well planned city. Baroda as it was known in the older time, was a princely state ruled by Gaekwad dynasty of the Marathas since its formation in 1721 till it was acceded to the Union of India along with several other princely states. The old city of Vadodara is walled within four gates â&#x20AC;&#x201C; Laheripura Darwaza, Panigate, Gendi Gate and Champaner Darwaza. . Now Mandvi is at the centre of the walled city where the roads leading to the four gates intersect. The city was mainly shaped by Sayajirao Gaekwad III whose period of rule is considered to be the golden era of Vadodara. With wide straight avenues, roads, water supply, compulsory education etc. Vadodara evolved to be one of the best planned city of its time. Attractive monuments, parks, gardens, luxurious hotels once said to be the pride of the kings, made Vadodara as one of the tourist paradise. If you are a heritage lover, you will enjoy the Lakshmi Vilas Palace. A walk past the magnificent palace gives us

an insight of its art, the craftsmanship and the passion for life. Vadodara Museum, Fateh Singh Museum, Kirti Mandir, Maharaja Sayajirao University (MSU) and Picture Gallery are all examples of rich culture developed during the Gaekwad era. Under the rule of Sayajirao III, Vadodara flourished so much that it ranked second among the princely states in India. Infrastructure, education, economic development, development of transport, roads, railways, ports were major areas of his thrust. He also laid foundation of Bank of Baroda, a leading commercial Bank of today. He also brought in several other socio economic reforms. Royal Family, way back in 1881 had invited Raja Ravi Varma to make the portrait of then eighteen year old Sayajirao Gaekwad. The royal family was so much impressed by the portrait that the prince asked Ravi Varma to draw the portraits of several of their family members and to paint the instances of epics and mythology to decorate the newly built Laxmi Vilas

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Palace. This was, in fact, a turning point in the life of the talented Artist. Royal family encouraged and helped him in all aspects. His paintings had won prizes and great admiration at Madras Fine Arts Exhibition. It was highly appreciated by the British Governor General too. The King invited Ravi Varma to stay in the Palace and provided him with large studio in the palace premises. During this period, Ravi Varma created several of his famous paintings from various episodes of Puranas such as Dushyant-

pair of sticks are used by the participants instead of clapping of hands as in Garba. Garba is so popular here that it has made special mark in national and international level and people from various parts of the world visit here to participate and enjoy the festival. Festival of Utharayan which commonly known as Makar Sankranthi is unique to Vadodara. Sky is filled with variety of kites from dawn to dusk. All normal activities come to to a standstill and everyone takes

Sakunthala, Nala-Damayanthi, RadhaKrishna, Raja Harishchandra . He also painted several episodes of Mahabharatha and Ramayana. Most of these spectacular and well known paintings have decorated the walls of Laxmi Vilas Palace. Vadodara is famous world over for its unique and traditional style of Garba. Navrathri marks nine nights to worship Goddess Durga, the divine manifestation of power. Worship not in the form of chants of bhajans but in the form of dance. Each night, people drenched in infectious fervor gather in open Maidans to form a circular folk dance â&#x20AC;&#x201C; Garba. All are dressed in their colourful attires. Every one from the tiniest tot to eldest woman participate and dance clapping their hands to the tune devotional music. Dandiya Ras is another attraction during Navrathri. Only difference is that in Dandiya Ras, a

to roof tops to fly kites and compete with each other. Kites of all shapes and colours are flown and the main competition is to cut string of others to bring down their kites. Ganesh Chathurthi, Diwali, Holi, Eid, are all celebrated here with much pomp and gaiety. Worldâ&#x20AC;&#x2122;s oldest and biggest Quran is preserved in this City. This holy book is stated to be written with special ink and has 1200 pages. It has 15 volumes. The total weight of all volumes is said to be over 1.5 tonnes. It is in the possession of Masjid Sabha and Darul Uloom Seminary. Earlier, Mehmoodkhan Pathan, father of Indian cricketer brothers Irfan and Yusuf Pathan (family hail from Vadodara) was the guardian of this oldest Quran. Vadodara is also considered to be one of

the education hub and it is home to more than three thousand outstation students. Maharaja Sayajirao University (MSU) offers wide range of courses under the guidance of experienced faculties. Not only from different parts of the country but even students from different corners of world come here for higher education. Especially the Fine Arts and Performing Arts faculties of MSU are the dream of every student. Students from United States, Germany, China, South Africa etc. are doing their higher studies here. Vadodara considers to be one of the tourist destination. There are some historic temples here. Being the cultural capital of Gujarat, Vadodara takes a lead in practically in all areas of art, music, sports and literature. It also leads in the fields of science and technology. The city has made great efforts in setting up

of petrochemicals, fertilizers, chemicals. Textile and oil industry. The city hosts many of well renowned Indian companies and MNCs such as GSFC, IOC, Gujarat Refineries etc. City also is fast developing as Automobile hub having units of Tata Motors, Maruti, General Motors, Ford etc. With its rich royalty, charisma and growth, Vadodara is attracting many NRIs and residents from other cities also. Many people chose Vadodara for their post retired life due to its friendly people, less crimes rate, good infrastructure and reasonably good weather. It is also considered to be one of the safest city in India.

Narayanan K Nambisan (Edakkalathur), Vadodara

Taarangan

September, 2016

¬’¸ûÅ ˆÅú „œ¸¥¸¦¤š¸¡¸¸¿ / STAFF ACHIEVEMENT

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Congratulations

Best E-LEARNERS

Shashank Raut Bhupesh Ramteke Kolgaon Branch Solapur Zone

Kondagaon Branch Raipur Zone

Pradosh Das Tarapur Branch Guwahati Zone

Above Staff Members have passed more than 50 e-learning modules.

Congratulation from BOI parivar

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"First Prize" to Ms. Amrita Lahkar working at Guwahati Zone in 'NORTH EAST R. D. Burman Music Competition - 2016' Organized by N. E R. D. Burman Fan Club in collaboration with Media Partners BIG 92.7 FM, Assam Talks TV channel and sponsored by BSNL, ASSAM Gramin Vikas Bank.

Ms. Bharti Goel Branch Manager Borivali Link Road, MNZ Appreciation published in Gujarati News Paper, namely 'KUTCHSATTA' for giving good customer services in the Branch.

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First let me co ngratulate the Editorial Team out with quality for coming issues one after the other. Taar improved a lot angan has both in quality and contents. Th 2016 issue is a e Jan-June fine example of the same. Our has rightly poin MD & CEO's ted out in his m essage that “For try engaged in any industhe commercial activity, `Custo faction' is the mer Satiskey and there is no room for on this aspect.” compromise It reveals the fa ct that Banking inantly a custom is predomer-oriented bu siness and good service is the key to banks' customer growth and st customer servic ability & good e is the heart of banking servic is clear that ou e delivery. It r House Journa l not only gives mation of our us the inforBank and its em ployees but also It is a boost fo other facts. r our employee s to express th a bridge to brin emselves and g all of us toge ther. In true se serves as a plat nse, it really form for the em ployees of such ganization, who a vast orare from variou s locations, cu generations, to ltures and come together. In the end, I w that the enthus ould only say iasm, motivatio n and dedicatio torial Staff as al n of the Ediso the involvem ent of Taaranga “Taarangan” to nites helped be so dear to st aff. Kudos for work and I am the brilliant very sure that Taarangan will reach further he continue to ights. Vinod Dixit NBG (C), Ahm edabad.

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Cover Page: Chairman Shri G Padmanabhan, MD&CEO Shri Melwyn Rego, ED Shri R A Sankara Narayanan and the then ED Shri R P Marathe inaugurating Foundation Day 2016 at Shanmukhananda Hall, Mumbai