Taarangan june 2015

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2015

Bank of India’s Quarterly House Journal June, 2015

MANTRA

of the year

RECOVERY

Contents ¬¸¿œ¸¸™ˆÅú¡¸ Ÿ¸¿”¥¸ /Editorial Board £¸š¸¸›¸¸˜¸ ˆÅ£ Ÿ¸º‰¡¸ Ÿ¸í¸œÏ¤¸¿š¸ˆÅ Radhanath Kar

Chief General Manager

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Chief General Manager

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General Manager

‡¬¸ ‡Ÿ¸ ©¸ˆÅú¥¸

Tribute

¬¸¿œ¸¸™ˆÅ S M Shakeel Editor

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2015

Bank of India’s Quarterly House Journal June, 2015

MANTRA

o f t he year

RECOVERY

ABCI

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(ž¸¸£÷¸ ¬¸£ˆÅ¸£ ˆÅ¸ „œ¸ÇÅŸ¸) ‚¿ˆÅ - ¸»›¸, 2015 ¤¸¾¿ˆÅ ‚¸Áœ¸ö€ ƒ¿¢”¡¸¸ ˆÅú ¢×ž¸¸«¸ú ¢÷¸Ÿ¸¸íú Š¸¼íœ¸¢°¸ˆÅ¸

(A Government of India Undertaking) Volume - June, 2015 A Quarterly Bilingual House Journal of Bank of India

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Inauguration

BOI Star

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Highlights...........................................16

‡›¸¤¸ú ¸ú (œ¸¢© ¸Ÿ¸-1)..............................37

Bad-Big Debts.....................................18

‡›¸¤¸ú ¸ú (™¢®¸µ¸)..................................40

Awards...............................................23

‡›¸¤¸ú ¸ú (Ÿ¸š¡¸)....................................41

NBG (North -1)...................................28

ˆÅ¸¨¡¸¸¿ ¸¢¥¸...........................................42

NBG (North -2)...................................29

‡›¸¤¸ú ¸ú ( ¸¸ ‡¨¸¿ Ž)..............................46

NBG (East).........................................32

£¸ ¸ž¸¸«¸¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸Â..............................52

Trainings............................................33

£¸½©¸›¸ú ˆ½Å Š¸Ÿ¸¥¸½. ...................................54

Rupay - Our journey so far....................34

¨¸¸í ¤¸ ¸¸½............................................56

‡›¸¤¸ú ¸ú (œ¸¢© ¸Ÿ¸-2)...............................36

¢›¸¡¸º¦Æ÷¸¡¸¸Â Appointments

Shri G Padmanabhan

4

í¸¢™ÄˆÅ ‚¢ž¸›¸¿™›¸ Hearty Welcome...

Shri Melwyn Rego

(Non-Executive Chairman) (w.e.f. 14/08/2015)

(Managing Director and Chief Executive Officer) (w.e.f. 14/08/2015)

Shri G Padmanabhan (DOB 29.05.1955), is a post graduate in Economics (First Class- First) from the University of Kerala and an MBA (International Banking and Finance) from the Birmingham University, UK. He joined Reserve Bank of India in March 1979 and was elevated as Executive Director on 4th July, 2011, the position from which he superannuated on 31st May 2015. During his successful career in RBI, Shri Padmanabhan has handled various challenging assignments including Regional Director of a major regional office of RBI from November 2003 – April 2005 and Head of Department of Payment & Settlement Systems in the Bank. As Executive Director in Reserve Bank of India, Shri Padmanabhan was looking after Department of Information and Technology, Department of Payment and Settlement Systems and Foreign Exchange Department. Shri Padmanabhan has been appointed as Non-Executive Chairman of Bank of India on 14th August, 2015 for a period of three years.

Shri Melwyn Rego joined as Managing Director and Chief Executive Officer of our Bank w.e.f. 14/08/2015. Shri Rego, 56 years, is an MBA rank holder in finance from Symbiosis Institute of Business Management, Pune.

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Prior to his appointment as MD & CEO of Bank of India, he was holding the position of Deputy Managing Director, IDBI Bank Ltd since August 30, 2013. He is a career banker and has been with IDBI Bank Ltd since 1984.

Shri Rego has held assignments in the areas of Corporate Banking, Rehabilitation Finance, Treasury, International & Domestic Resources, Infrastructure Corporate Group, Project Appraisal Department, Sourcing, Syndication and Advisory Department, Priority Sector and Retail Banking Group in various capacities. He has played key role in tapping diverse International Markets for raising foreign currency resources for IDBI. Shri Rego was deputed to IDBI Homefinance Ltd as Managing Director & CEO in September 2003 after IDBI took over Tata Homefinance Ltd. Shri Rego returned to IDBI in January 2008 and took over as Head - International Banking Division to spearhead IDBI Bank's overseas initiatives. Shri Rego has extensive international experience and was a rank holder at a programme on International Capital Markets at Oxford University, UK. He has also participated in several seminars including those organized by Entrepreneurship Development Institute / World Bank at Washington.

Shri Rego is a keen sportsman and has a passion for music and dramatics.

¬¸¿™½©¸ MESSAGE

œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú Managing Director & Chief Executive Officer ¢œÏ¡¸ ¬¸¸¢˜¸¡¸¸Ê, Ÿ¸¸£ú Š¸¼íœ¸¢°¸ˆÅ¸ `÷¸¸£¸¿Š¸µ¸' ˆ½Å Ÿ¸¸š¡¸Ÿ¸ ¬¸½ ‚¸œ¸ ¬¸ž¸ú ˆ½Å ¬¸¸˜¸ ¡¸í Ÿ¸½£¸ œÏ˜¸Ÿ¸ ¬¸úš¸¸ ¬¸¿¨¸¸™ í¾— Ÿ¸ÿ, ¬¸¿¨¸¸™ ˆ½Å ƒ¬¸ Ÿ¸¸š¡¸Ÿ¸ ¬¸½ ¤¸ÿˆÅ ‚¸ÁûöÅ ƒ¿¢”¡¸¸ ’úŸ¸ ¬¸½ ¨¸¸÷¸¸Ä ˆÅ£÷¸½ íº‡ ¨¸¸¬÷¸¨¸ Ÿ¸Ê ˆÅ¸ûÅú ‰¸º©¸ú Ÿ¸í¬¸»¬¸ ˆÅ£ £í¸ í»Â— ¸¾¬¸¸ ¢ˆÅ ‚¸œ¸ ¬¸ž¸ú ¸¸›¸÷¸½ íÿ ¢ˆÅ ¤¸ÿ¢ˆ¿ÅŠ¸ ®¸½°¸ ¤¸íº÷¸ íú ¸º›¸¸¾÷¸úœ¸»µ¸Ä ‡¨¸¿ ˆÅ¢“›¸ œ¸£ú®¸¸ ˆÅú ‹¸”õú ¬¸½ Š¸º ¸£ £í¸ í¾— ퟸ¸£¸ ¤¸ÿˆÅ ‚œ¸¨¸¸™ ›¸íú¿ í¾— ퟸ¸£¸ ¤¸ÿˆÅ ž¸ú ˆÅ¢“›¸ ™¸¾£ ¬¸½ Š¸º ¸£ £í¸ í¾— Ÿ¸¸ ¸Ä 2015 ‡¨¸¿ ¸»›¸ 2015 ˆÅ¸½ ¬¸Ÿ¸¸œ÷¸ ¢÷¸Ÿ¸¸íú ˆ½Å œ¸¢£µ¸¸Ÿ¸ ퟸ¸£½ Ÿ¸¸›¸ˆÅ ˆ½Å ‚›¸º¬¸¸£ ›¸íú¿ £í½ íÿ ‚¸¾£ ƒ¬¸ œ¸¢£µ¸¸Ÿ¸ ›¸½ ퟸ¸£ú ®¸Ÿ¸÷¸¸‚¸Ê ˆÅ¸½ ¸º›¸¸¾÷¸ú ™ú í¾— ퟸ Ÿ¸¸›¸÷¸½ íÿ ¢ˆÅ ˆºÅŽ ÷¸¸½ ¨¸¾¢æ¸ˆÅ ‚¸¢˜¸ÄˆÅ Ÿ¸¿™ú ˆ½Å ¸¥¸÷¸½ ‡½¬¸¸ íº‚¸ í¾ œ¸£›÷¸º íŸ¸Ê ¡¸í ž¸ú ¬¨¸úˆÅ¸£ ˆÅ£›¸¸ í¸½Š¸¸ ¢ˆÅ ˆÅíú¿ ›¸ ˆÅíú¿ ퟸ¸£ú ˆÅ¸¡¸Ä›¸ú¢÷¸¡¸¸Ê Ÿ¸Ê ˆÅŸ¸ú £íú í¾— ퟸ¸£ú œ¸¢£ ¸¸¥¸›¸ ¥¸¸Š¸÷¸ ¤¸ õú í¾— ¤¸”õú ¬¸¿‰¡¸¸ Ÿ¸Ê ¦¬¥¸œ¸½ ¸½ ¸ íº‡ íÿ ‚¸¾£ ‡›¸œ¸ú‡ ¤¸ õ¸¨¸ œ¸£ í¾— ퟸ¸£¸ ¨¡¸¨¸¬¸¸¡¸ ÷¸½ ¸ú ¬¸½ ‹¸’¸ í¾ ‚¸¾£ ퟸ¸£¸ ¢›¸ ¸¥¸½ ¬÷¸£ ˆÅ¸ ¨¡¸¨¸¬¸¸¡¸ ÷¸½ ¸ú ¬¸½ ˆÅŸ¸ ¸¸½£ œ¸”õ¸ í¾— ˆÅ¸¬¸¸ Ÿ¸Ê ¬¸ºš¸¸£ ›¸Š¸µ¡¸ í¾ ‚¸¾£ íŸ¸Ê ›¸¡¸¸ ¨¡¸¨¸¬¸¸¡¸ ¥¸¸›¸½ ˆ½Å ¢¥¸‡ ¬¸¿‹¸«¸Ä ˆÅ£›¸¸ œ¸”õ £í¸ í¾— ¢œ¸Ž¥¸½ 2 ¨¸«¸¸½ô Ÿ¸Ê, ퟸ›¸½ ¤¸íº÷¸ ¬¸¸£½ ›¸‡ „÷œ¸¸™ ¢¨¸©¸½«¸ ³Åœ¸ ¬¸½ ¬¸» ¸›¸¸ œÏ¸¾Ô¸¸½¢Š¸ˆÅú ¬¸¿¤¸¿š¸ú „÷œ¸¸™¸Ê ˆÅú ©¸º³ ‚¸÷¸ ˆÅú í¾ œ¸£›÷¸º œ¸¢£µ¸¸Ÿ¸ ¬¸¿÷¸¸½«¸ ¸›¸ˆÅ ›¸íú¿ £í½ íÿ ‚¸¾£ ퟸ ƒ›¸ ›¸ƒÄ ‡”ú¬¸ú œ¸í¥¸¸Ê ¬¸½ œ¸¡¸¸Äœ÷¸ ¨¡¸¨¸¬¸¸¡¸ ‡ˆÅ¢°¸÷¸ ˆÅ£›¸½ Ÿ¸Ê ž¸ú ‚¬¸Ÿ¸˜¸Ä £í½— ƒ¬¸¬¸½ ¡¸í œ¸÷¸¸ ¸¥¸÷¸¸ í¾ ¢ˆÅ ˆÅíú¿ ›¸ ˆÅíú¿ ¨¡¸¨¸¬¸¸¡¸ ˆ½Å œÏ¢÷¸ ퟸ¸£ú ˆÅ¸¡¸Ä›¸ú¢÷¸¡¸¸Á¿, ¡¸¸½ ¸›¸¸ ‡¨¸¿ ´¦«’ˆÅ¸½µ¸ ퟸ¸£½ œ¸®¸ Ÿ¸Ê ›¸íú¿ £í½ íÿ— ¬¸Ÿ¸¡¸ ˆÅú Ÿ¸¸¿Š¸ í¾ ¢ˆÅ ퟸ ‚œ¸›¸½ ¨¡¸¨¸¬¸¸¡¸ œ¸£ œ¸º›¸À ¢¨¸ ¸¸£ ‡¨¸¿ œ¸º›¸ÄŸ¸¿˜¸›¸ ˆÅ£Ê— íŸ¸Ê ÷¸÷ˆÅ¸¥¸ ¬¸ºš¸¸£¸÷Ÿ¸ˆÅ „œ¸¸¡¸¸Ê ˆÅ¸½ ‚œ¸›¸¸›¸¸ í¾ ‚¸¾£ ‚œ¸›¸½ ¢¨¸ˆÅ¸¬¸©¸ú¥¸ ‡¨¸¿ ¥¸¸ž¸œÏ™÷¸¸ ˆ½Å œ¸˜¸ ˆÅ¸½ œ¸¸›¸½ ˆ½Å ¢¥¸‡ ˆÅ¢“›¸ œÏ¡¸¸¬¸ ˆÅ£›¸¸ ¸¸¢í‡— ¡¸í œ¸˜¸ ¢›¸À¬¸›™½í ¸º›¸¸¾÷¸úœ¸»µ¸Ä í¾ ¥¸½¢ˆÅ›¸ Ÿ¸º ¸½ ’úŸ¸ ¤¸ú‚¸½‚¸ƒÄ Ÿ¸Ê œ¸»µ¸Ä ¢¨¸©¨¸¸¬¸ í¾— ¸¾¬¸ú ¢ˆÅ ‡ˆÅ ˆÅí¸¨¸÷¸ í¾ - ``¢¨¸«¸Ÿ¸ œ¸¢£¦¬˜¸¢÷¸¡¸¸½¿ Ÿ¸½¿ íú œ¸º³Å«¸¸˜¸Ä ˆÅú œ¸í ¸¸›¸ í¸½÷¸ú íÿ''— ¢ˆÅ¬¸ú ‡ˆÅ œÏ¢÷¸ˆ»Å¥¸ œ¸¢£µ¸¸Ÿ¸ ¬¸½ ퟸ¸£½ Ÿ¸¦¬÷¸«ˆÅ Ÿ¸Ê ›¸ˆÅ¸£¸÷Ÿ¸ˆÅ ´¦«’ˆÅ¸½µ¸ ˆÅ¸ ¤¸ú ¸ ›¸íú¿ „Š¸›¸¸ ¸¸¢í‡— œ¸»¨¸Ä Ÿ¸Ê ž¸ú, ퟸ›¸½ ‡½¬¸ú ˆÅ¸ûÅú ˆÅ¢“›¸ œ¸¢£¦¬˜¸¢÷¸¡¸¸Ê ˆÅ¸ ¬¸¸Ÿ¸›¸¸ ¢ˆÅ¡¸¸ í¾ ‚¸¾£ ퟸ ¬¸ûÅ¥¸÷¸¸œ¸»¨¸ÄˆÅ „›¸ œ¸¢£¦¬˜¸¢÷¸¡¸¸Ê ¬¸½ ¤¸¸í£ ¢›¸ˆÅ¥¸½ íÿ— Ÿ¸º ¸½ œ¸»µ¸Ä ¢¨¸©¨¸¸¬¸ í¾ ¢ˆÅ ‚¸œ¸ˆ½Å ¬¸Ÿ¸˜¸Ä›¸ ‡¨¸¿ ¬¸í¡¸¸½Š¸ ¬¸½, ’úŸ¸ ¤¸ú‚¸½‚¸ƒÄ ƒ¬¸ ¸º›¸¸¾÷¸úœ¸»µ¸Ä œ¸¢£¦¬˜¸¢÷¸ ¬¸½ ¬¸ûÅ¥¸÷¸¸œ¸»¨¸ÄˆÅ ¤¸¸í£ ‚¸‡Š¸ú ‚¸¾£ œ¸º›¸À ‚œ¸›¸½ ¢¨¸ˆÅ¸¬¸©¸ú¥¸ ‡¨¸¿ ¥¸¸ž¸œÏ™÷¸¸ ˆ½Å ¬÷¸£ ˆÅ¸½ œÏ¸œ÷¸ ˆÅ£½Š¸ú— ퟸ œ¸í¥¸½ íú ƒ¬¸ ¢™©¸¸ Ÿ¸Ê ˆÅ¸Ÿ¸ ˆÅ£ £í½ íÿ, ˆºÅŽ ¬¸ºš¸¸£¸÷Ÿ¸ˆÅ ˆÅ™Ÿ¸ „“¸‡ Š¸‡ íÿ, ‚¸¾£ ‚¸›¸½ ¨¸¸¥¸½ ¢™›¸¸Ê Ÿ¸Ê íŸ¸Ê ‚¸¾£ ‚¢š¸ˆÅ ˆÅ™Ÿ¸ „“¸›¸½ íÿ— Ÿ¸ÿ ‚¸œ¸¬¸½ ‚›¸º£¸½š¸ ˆÅ£÷¸¸ í»Â ¢ˆÅ œ¸¢£ ¸¸¥¸›¸ ¨¡¸¡¸ ˆÅ¸½ ˆÅŸ¸ ˆÅ£Ê, ¨¡¸¡¸ ˆÅ£÷¸½ ¬¸Ÿ¸¡¸ ¬¸÷¸ˆÄÅ £í½, ‚›¸¸¨¸©¡¸ˆÅ ¨¡¸¡¸ Ÿ¸Ê ˆÅŸ¸ú ˆÅ£Ê, ¢›¸¡¸¢Ÿ¸÷¸ ‚¿÷¸£¸¥¸ œ¸£ ¦¬¥¸œ¸½ ¸½ ¸ ˆÅú ¸¸¿ ¸ ˆÅ£÷¸½ £íÊ, ¢›¸£¿÷¸£ ¨¸¬¸»¥¸ú ˆÅ£Ê, ¢›¸ ¸¥¸½ ¬÷¸£ ˆ½Å ¨¡¸¨¸¬¸¸¡¸ œ¸£ š¡¸¸›¸ ™Ê, ‚œ¸›¸¸ „÷œ¸¸™ ±¸¸›¸ ¤¸ õ¸‡¿, ¬¸» ¸›¸¸ œÏ¸¾Ô¸¸½¢Š¸ˆÅú ¬¸¿¤¸¿š¸ú „÷œ¸¸™¸Ê ˆÅú Ÿ¸¸ˆ½ÄÅ¢’¿Š¸ ˆÅ£Ê ‚¸¾£ ŠÏ¸íˆÅ¸Ê ˆÅ¸½ ¬¸¨¸¸½Ä¸ ¬¸½¨¸¸ œÏ™¸›¸ ˆÅ£Ê— ƒ¬¸ ¨¸«¸Ä ˆÅ¸ Ÿ¸»¥¸Ÿ¸¿°¸ í¾ `¨¸¬¸»¥¸ú'— ‚¿÷¸ Ÿ¸Ê, Ÿ¸ÿ ‚¸œ¸ ¬¸ž¸ú ˆÅ¸½ ©¸ºž¸ˆÅ¸Ÿ¸›¸¸‡¿ ™½÷¸¸ í»Â ¢ˆÅ ‚¸›¸½ ¨¸¸¥¸ú ¢÷¸Ÿ¸¸¢í¡¸¸¿ ‚¢š¸ˆÅ ¨¡¸¨¸¬¸¸¡¸œÏ™ ¬¸¸¢¤¸÷¸ í¸Ê— ž¸¨¸™ú¡¸,

My dear colleagues, his is my first direct communication to you all through our In-house Journal ‘Taarangan’. I am indeed happy to interact with BOI team through this mode of communication.

As you all are aware, that banking sector is going through very challenging and testing times. Our bank is no exception. We are also passing through a tough phase. The result posted for the quarter ended March 2015 & June 2015 has not been up to our standards and has challenged our spirits. We appreciate that this is partly due to global economic slowdown but we have to accept also that somewhere we have not well strategized ourselves. Our operational costs have gone up. There are huge slippages and NPAs are on surge. Business has come down heavily and our bottom line business is on weaker side. There is hardly any improvement in CASA and we are struggling to add new business. From last two years, we introduced lot many new products particularly the IT related products but the results are not satisfactory and we were not able to garner significant business out of these ADC initiatives.

This indicates that somewhere our strategies, planning and outlook towards business have not worked in our favor. The time demands rethinking and rebuilding our business approaches. We have to take corrective measures at once and should strive hard to get back to our growing and profitable path.

The path ahead is undoubtedly challenging but I have full faith in Team BOI. As the saying goes“When the going gets tough, the tough get going”. One adverse result should not sow a seed of negative attitude in our minds. In the past, we have faced many such difficult situations and have overcome them successfully.

I am sure that with your support and cooperation, Team BOI will come out of this challenging situation successfully and will again reach to its growing and profitable stage. We are already heading towards this direction, have taken some corrective steps, and are likely to take many more in coming days. I would urge upon you to keep operational expenses low, be vigilant on spending, cut costs by identifying unwarranted expenses, check slippages at regular intervals, do steady recoveries, focus on bottom line business, increase your product knowledge, market IT related products and give the best of services to the customers.

÷¸¸£ú‰¸ : 1 ¸º¥¸¸ƒÄ 2015

Date : 1 July 2015

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'Recovery' Remains The Mantra For The Year.

At the close, I wish all of you a very productive business quarters ahead.

With Regards

Taarangan

(B P Sharma)

June 2015

5

¬¸¿œ¸¸™ˆÅú¡¸ EDITORIAL

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EDITORIAL ¢œÏ¡¸ œ¸¸“ˆÅ¸Ê,

Dear Readers,

휸¢°¸ˆÅ¸ `÷¸¸£¸¿Š¸µ¸' ˆÅ¸ ›¸¡¸¸ ‚¿ˆÅ ‚¸œ¸ˆ½Å í¸˜¸¸Ê Ÿ¸Ê í¾— ퟸ ¡¸í ¸¸›¸÷¸½ íÿ ¢ˆÅ ‚¸œ¸ ¬¸ž¸ú ˆÅ¸½ œÏ÷¡¸½ˆÅ ‚¿ˆÅ ˆÅ¸ ¤¸½¬¸¤Ïú ¬¸½ ƒ¿÷¸ ¸¸£ £í÷¸¸ í¾— Š¸¼íœ¸¢°¸ˆÅ¸ ˆ½Å œÏ¢÷¸ ‚¸œ¸ˆÅ¸ ¬›¸½í, ¬¸í¡¸¸½Š¸ ‚¸¾£ ž¸¸¨¸›¸¸÷Ÿ¸ˆÅ ¸º”õ¸¨¸ ퟸ¸£ú ©¸¢Æ÷¸ í¾— ‚¸œ¸ˆÅú ¬¸£¸í›¸¸ ‚¸¾£ ¬¸º ¸¸¨¸ íŸ¸Ê ‚¸Š¸½ ¤¸ õ›¸½ ‚¸¾£ ퟸ½©¸¸ ¤¸½í÷¸£ ˆÅ£›¸½ ˆ½Å ¢¥¸‡ œÏ¸½÷¬¸¸¢í÷¸ ˆÅ£÷¸½ íÿ— íŸ¸Ê ¡¸í ¬¸¸ ¸¸ ˆÅ£÷¸½ íº‡ ¤¸íº÷¸ œÏ¬¸››¸÷¸¸ í¸½ £íú í¾ ¢ˆÅ í¸¥¸ íú Ÿ¸Ê Ÿ¸º¿¤¸ƒÄ ˆÅú ‡ˆÅ ¤¸íºœÏ¢¬¸Ö ¬¸¿¬˜¸¸ ©¸¾¥¸ ¸¸ ›¸¸¡¸£ ûŸ„¿”½©¸›¸ ›¸½ ퟸ¸£ú Š¸¼íœ¸¢°¸ˆÅ¸ ˆÅ¸½ `¢¨¸©¸½«¸¸¿ˆÅ' ˆ½Å ¢¥¸‡ œ¸º£¬ˆ¼Å÷¸ ¢ˆÅ¡¸¸ í¾ ¢ ¸¬¸¬¸½ ퟸ¸£ú Š¸¼íœ¸¢°¸ˆÅ¸ ˆ½Å ¬¸¸˜¸ ‡ˆÅ ‚¸¾£ „œ¸¥¸¦¤š¸ ¸º”õ Š¸ƒÄ í¾— ퟸ¸£ú Š¸¼íœ¸¢°¸ˆÅ¸ ˆÅ¸½ ¢›¸£¿÷¸£ ¢Ÿ¸¥¸ £íú ¬¸ûÅ¥¸÷¸¸ ¢›¸¢© ¸÷¸ ³Åœ¸ ¬¸½ „÷¬¸¸í¨¸ÖÄˆÅ í¾ ÷¸˜¸¸ ƒ¬¸›¸½ ž¸¢¨¸«¡¸ Ÿ¸Ê ž¸ú œ¸¢°¸ˆÅ¸ ˆÅ¸ ¬÷¸£ ¤¸›¸¸‡ £‰¸›¸½ ˆÅú ퟸ¸£ú ¢ ¸ŸŸ¸½™¸£ú ¤¸ õ¸ ™ú í¾—

he new edition of In-house Journal ‘Taarangan’ is in your hands. We know that you all wait eagerly for every edition. Your love, support and emotional bonding with the house journal is our strength. Your appreciations and suggestions are the driving force that encourages us to do better each time. We are glad to share that recently one of the reputed institution at Mumbai i.e. Shailja Nair Foundation has awarded our house journal for its special edition, adding one more feather to our cap. The continuous recognition to the journal is encouraging and has increased our responsibility to sustain the standard in future also.

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œÏ÷¡¸½ˆÅ ‚¿ˆÅ ˆ½Å ¬¸¸˜¸ ퟸ¸£¸ œÏ¡¸¸¬¸ ‚œ¸›¸½ ¬¸ºš¸ú œ¸¸“ˆÅ¸Ê ˆÅú ¸¸›¸ˆÅ¸£ú ¤¸ õ¸›¸½ ‡¨¸¿ ±¸¸›¸¨¸ÖÄ›¸ ‚¸¾£ Ÿ¸›¸¸½£¿ ¸›¸ ˆÅ£›¸½ ˆÅ¸ £í÷¸¸ í¾— ‚¸œ¸ˆÅ¸½ ¬¸¸ÿœ¸½ Š¸‡ ‚¿ˆÅ Ÿ¸Ê ퟸ¸£½ ¤¸ÿˆÅ ¬¸½ ¬¸¿¤¸¿¢š¸÷¸ ¬¸Ÿ¸¸ ¸¸£ ‚¸¾£ ¬’¸ûÅ ¬¸™¬¡¸¸Ê ˆ½Å ¢¨¸¢ž¸››¸ ¢¨¸«¸¡¸¸Ê œ¸£ ¢¨¸ ¸¸£, ¤¸ÿ¢ˆ¿ÅŠ¸ ‡¨¸¿ ¬¸¸Ÿ¸¸›¡¸ ™¸½›¸¸Ê, ˆÅ¸½ ¬¸Ÿ¸¸¢í÷¸ ¢ˆÅ¡¸¸ Š¸¡¸¸ í¾— ퟸ›¸½ ƒ¬¸ ‚¿ˆÅ Ÿ¸Ê ¢÷¸Ÿ¸¸íú ˆ½Å ™¸¾£¸›¸ ‚¸¡¸¸½¢ ¸÷¸ ¬¸ž¸ú Ÿ¸í÷¨¸œ¸»µ¸Ä ˆÅ¸¡¸ÄÇÅŸ¸¸½¿ ‡¨¸¿ ›¸ƒÄ œ¸í¥¸¸Ê ˆÅ¸½ ©¸¸¢Ÿ¸¥¸ ¢ˆÅ¡¸¸ í¾— ¥¸½‰¸ˆÅ¸Ê ›¸½ ˆÅƒÄ Ÿ¸í÷¨¸œ¸»µ¸Ä ¬¸¸Ÿ¸¸¢ ¸ˆÅ Ÿ¸ºÓ¸Ê ‚¸¾£ ¢ ¸¿÷¸¸‚¸Ê œ¸£ ¢¨¸ ¸¸£ œÏ¬÷¸º÷¸ ¢ˆÅ‡ íÿ— ¬¸º¿™£ ˆÅ¢¨¸÷¸¸‚¸Ê ˆ½Å Ÿ¸¸š¡¸Ÿ¸ ¬¸½ ‚¢ž¸¨¡¸¢Æ÷¸ ž¸ú œ¸“›¸ú¡¸ í¾—

Our endeavor with each new edition is to inform, educate and entertain our eminent readers. The issue in your hands is full of news on our bank activities and views of our staff members on different topics, which includes both banking and general topics. We have covered all the important programmes & new initiatives undertaken during the quarter ended June 2015. The writers have also touched social issues and concerns. The beautiful poetic expression is worth reading.

‚¿÷¸ Ÿ¸Ê, ¬¸Ÿ¸¬÷¸ ¬¸í¡¸¸½Š¸ˆÅ÷¸¸Ä‚¸Ê ‚¸¾£ ¬¸Ÿ¸¡¸ œ¸£ Š¸¢÷¸¢¨¸¢š¸¡¸¸Ê ˆÅú ¢£œ¸¸½¢’ôŠ¸ ˆÅ£›¸½ í½÷¸º ‚¸¿ ¸¢¥¸ˆÅ œÏ¢÷¸¢›¸¢š¸¡¸¸Ê ˆÅ¸ ¬¸á™¡¸ š¸›¡¸¨¸¸™—

At the close, we whole-heartedly thank the contributors and zonal representatives for timely reporting of activities.

œ¸ õ›¸½ ˆÅ¸ ‚¸›¸¿™ „“¸‡¿ ‚¸¾£ ‚œ¸›¸ú œÏ¢÷¸¢ÇÅ¡¸¸‡¿ Headoffice.Taarangan@ bankofindia.co.in. œ¸£ ퟸ½¿ ¸³Å£ ¢ž¸ ¸¨¸¸‡¿—

Enjoy reading! Send your feedbacks at Headoffice.

Taarangan@bankofindia.co.in.

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

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Elevations / retirements

Congratulations & Hearty Welcome to EXECUTIVE DIRECTOR SHRI R A SANKARA NARAYANAN

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hri R A Sankara Narayanan has taken charge as Executive Director of the Bank w.e.f. 15th May, 2015. Earlier he was Cheif General Manager (International) in the bank. He had joined the Bank as a Direct Recruit Officer (DRO) in 1983. A post graduate, MBA and a Certified Associate of the Indian Institute of Bankers (CAIIB), he also has a Diploma in Treasury and Risk Management and P G Diplomas in Personnel Management and Financial Management.

Reconstitution of 'Editorial Board'

He was elevated as a General Manager of the Bank in September 2011 and was overseeing the International operations of the Bank, covering 59 offices in 22 countries and contributing 29% of the Bank’s business.

Over a fast-growth career spanning 32 years in the Bank, he has held multifarious roles such as Head, Treasury operations, Zonal Manager, General Manager, National Banking Group and at Corporate Office etc., besides 2 foreign stints at Tokyo and Singapore.

HEARTY WELCOME : NEW GENERAL MANAGERS

7

Shri Suresh Chandra Sarangi

We Welcome to our Editorial Board Shri Radha Nath Kar, Chief General Manager (Human Resource). He has taken over as Chairman of the Editorial Board of our In-House Journal ‘Taarangan’.

We look forward to his valuable guidance and are sure that his knowledge and experience will help “Taarangan" to win many more awards & accolades in time to come.

Shri Raman Kumar Sharma

Smt. Srimathi Kodumudi Ramaswamy

Shri Prakash Kashinath Vartak

Shri Narendra Kumar Marwah

CONGRATULATIONS FROM BOI PARIVAR Chairperson & Managing Director Smt. Vijayalakshmi R Iyer Chief General Manager Shri Rajiv Saxena General Managers • Shri Deepak Bhayana • Shri Tarlochan Singh • Shri V Vishwanathan

Taarangan

BOI Parivar wishes all of them a very happy, healthy and contended retired life.

June 2015

performance

FINANCIAL RESULTS QUARTER ENDED JUNE 2015 (Q1: FY 2015-16)

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` 85,815 crore in June 2014 to rofitability (Q1` 96,361 crore in June 2015.

2015-16): (YoY growth: 12.29%).

• Net Profit stood at ` 130 • Current Deposits declined Crore from ` 19,775 crore in June • Operating Profit stood at 2014 to ` 19,376 crore in ` 1,704 Crore June 2015. (YoY growth: • Net Interest Income stood -2.02%). at ` 2,913 Crore Asset Quality • Non - Interest Income • Gross NPA ratio stood at stood at ` 840 Crore.

6.80% in June-15 as against Global Business 5.39% in Mar-15.

(L - R) CFO Shri Anant Upadhyay, ED Shri R A Sankara • Global Business increased Narayanan, MD & CEO Shri B P Sharma ED Shri R P Marathe • Net NPA ratio stood at from ` 8,82,441 crore in at the press conference of Bank announcing the Q1 FY 16 financial 4.11% in June-15 as against June 2014 to ` 9,03,874 results.

3.36% in Mar-15. crore in June 2015. (YoY • Provision Coverage Ratio growth: 2.43%). stood at 52.15%. from ` 1,19,421 crore in June 2014 to • Global Deposits increased from ` 1,31,900 crore in June 2015. (YoY Capital Adequacy Ratio ` 5,00,875 crore in June 2014 to ` • Capital Adequacy Ratio of the Bank growth: 10.45%).

5,08,260 crore in June 2015. (YoY under Basel III is 10.75% as on 30.06.15. growth: 1.47%).

• International Advances declined from ` 1,19,692 crore in June 2014 to • Tier I CRAR is 8.23% as on 30.06.15.

• Global Advances increased from ` 1,14,628 crore in June 2015. (YoY • Tier II CRAR is 2.51% as on 30.06.15. ` 3,81,566 crore in June 2014 to growth: -4.23%). ` 3,95,614 crore in June 2015. (YoY Branches & ATMs (Domestic) growth: 3.68%).

CASA • As of June 30, 2015, Bank has a network Domestic Business • CASA Deposits increased from of 4,907 Branches and 7,479 ATMs, ` 1,05,589 crore in June 2014 to with increase of 232 Branches and 2,447 • Domestic Business increased from ` 1,15,737 crore in June 2015. (YoY ATMs over 30.06.2014. ` 6,43,328 crore in June 2014 to growth: 9.61%). ` 6,57,346 crore in June 2015. (YoY Important Ratios (Q1 - FY 2015-16) growth: 2.18%).

• CASA% increased from 28.40% in June • Global NIM stood at 2.12% and 2014 to 31.67% in June 2015.

• Domestic Deposits declined from Domestic NIM stood at 2.52% in June ` 3,81,454 crore in June 2014 to • Savings Deposits increased from 2015. ` 3,76,360 crore in June 2015. (YoY • Yield on Advances (Global) stood HIGHLIGHTS OF Q1 - FY 2015-16: growth: -1.34%). at 8.32% and Yield on Advances Growth YOY Growth% • Domestic Advances increased from Parameters (Domestic) stood at 10.79% in June ` 2,61,874 crore in June 2014 to 2015.

2.43% Global Business ` 2,80,986 crore in June 2015. (YoY • Cost of Deposits (Global) stood growth: 7.30%).

1.47% Global Deposits at 5.46% and Cost of Deposits International Business (Domestic) stood at 6.99% in June 3.68% Global Advances 2015.

• International Business increased 9.61% from ` 2,39,113crore in June 2014 to CASA deposits • Cost to Income ratio stood at ` 2,46,528 crore in June 2015. (YoY Priority Sector Advances 54.59% in June 2015.

6.84% growth: 3.10%).

MSME Advances 12.51% 20.69% • International Deposits increased Retail Advances

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Taarangan

June 2015

9

Tribute

You have to dream before your dreams can come true...

10

dr. APJ Abdul Kalam a shining star

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petve 2015

T

he journey of a poor boatman's son, who sold newspapers to help his family after his school time, from the temple town of Rameswaram in the extreme south of the country to the highest seat of power in Rashtrapati Bhawan in New Delhi, is no less than a fairy-tale. It is hardly surprising that APJ Abdul Kalam will be remembered as India’s most popular President. India's Missile Man, great educationist, teacher, communicator, inspirational leader and humanitarian, people's President APJ Abdul Kalam, loved and respected by one and all, was immensely popular among the students and the youth. Kalam was the role model of the young generation, communicating with whom he liked most.

attachment towards our youth. APJ Abdul Kalam had said, “Don't declare holiday on my death; instead work an extra day if you really love me.”

There are too many political holidays on birth and death anniversaries of leaders. Great leaders like Kalam, who are no more with us, always desired that their countrymen work hard rather than remember them through political holidays on their birth and death anniversaries.

Normally we see that the president and the people portrays the president as a figurehead whose only job is to cut a few ribbons or lay some foundation stones. If we ask the common man on the street, he will bell out Dr. Abdul Kalam’s name as the president that he wanted to see leading his country. He had everything going for him and was loved by one and all — the kid on the street and the older gentleman sipping coffee in his retirement days. He was a messenger of humanity and a spectacular personality. His achievements have always ensured that India has held its head high. His simplicity, honesty and people skills were inimitable.

He has bequeathed a “mixed legacy”.

His eventful life has a lot to commend it. Full marks for him for doing all that he could to “ignite” young minds and unleash the latent energy in them. He excelled at motivating students “to aim high and work hard” to realize their full potential. His love for children is what made him dedicate his book, Ignited Minds, to a child who once impressed him with her answer to his query, “who is our enemy?” The answer: “Poverty.” The nation has lost a great visionary and an outstanding technocrat.

One needs to admire A.P.J. Abdul Kalam for his phenomenal rise — from a rural town to the pinnacle.

He retained a childlike curiosity till his end. His last interaction, while with students, is a fine example of his

Mr. Kalam had the rare distinction of being a scientist who contributed to the progress of developments in space, defence and atomic energy.

No other President or head of a state has this distinction. His simple but powerful speeches and inspiring writing have always ignited young minds.

Kalam was a saint and a living legend.

He was a Muslim but he held equal respect for Quran and the Bhagvad Gita. He played the rudra veena in his spare time.

Confidence and Hard-work is the best medicine to kill the disease called failure.

It will make you a successful ... will continue to inspire generations to come. “India’s Missile Man” and “the People’s President” brought a life and dignity to everything he did and every position he held. As he wished so he lived — a teacher throughout his life till his last breath. He not only had a vision for a developed India but had a blueprint of how to achieve this within a time frame. His passing is a great loss to the country on the threshold of leaping into the future with great hopes. Lastly, I would like to recall Einstein’s words about Mahatma Gandhi: “Generations to come will scarce believe that such a man ever walked upon this Earth.” A person like Dr. Kalam is born once in centuries. A real star on earth has now become a guiding star in the skies. Let us hope that our tribute to the great man would carry forward his mission for a strong and prosperous India..

In the passing of Dr Kalam, India has lost one of its tallest sons of the 21st century whose ideas, life and works

Taarangan

Vinod C Dixit NBG (Central) Ahmedabad

June 2015

11

Š¸¢÷¸¢¨¸¢š¸¡¸¸Â - ACTIVITIES

‰¸¸¬¸-‰¸¸¬¸ / KHAS-KHAS Managing Director & CEO Shri B P Sharma presented a dividend warrant of INR 214.18 crore for the financial year 2014-2015 to the Honorable Finance Minister of India, Shri Arun Jaitley, in a formal event held in New Delhi. General Manager & CFO Shri Anant Upadhyay, and General Manager, National Banking (North-I) Shri D K Garg & other officials were also present on the occasion.

Bank posted a net profit of INR 1709 crore during the financial year 2014-15 and has declared a dividend of INR 5 (i.e. 50%).

MD & CEO Shri B P Sharma addressing the review meeting of Zones under NBG (N-1), New Delhi. ZMs of different Zones under NBG (N-1) during the meet.

„ ¸¾›¸ Ÿ¸Ê ¬’¸£ ŠÏ¸Ÿ¸úµ¸ ¬¨¸£¸½ ¸Š¸¸£ œÏ¢©¸®¸µ¸ ¬¸¿¬˜¸¸›¸ (RSETI), š¸¸£ ˆÅ¸ ©¸ºž¸¸£¿ž¸ ˆÅ£÷¸½ íº‡ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú ªú ¤¸ú œ¸ú ©¸Ÿ¸¸Ä — ¬¸¸˜¸ Ÿ¸Ê, ¢ ¸¥¸¸ ˆÅ¥¸½Æ’£ ªúŸ¸÷¸ú ¸¡¸ªú ¢ˆÅ¨¸¸¡¸÷¸; ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ˆ½Å Ÿ¸.œÏ. ªú ’ú ¬¸ºš¸¸ˆÅ£, ÷¸÷ˆÅ¸¥¸ú›¸ ‚¸¿.œÏ. ªú ‡Ÿ¸ ©¸›Ÿ¸ºŠ¸Ÿ¸, š¸¸£ ©¸¸‰¸¸ ˆ½Å Ÿ¸º.œÏ. ªú ¡¸±¸½æ¸£ ©¸Ÿ¸¸Ä, ‚.¢ ¸.œÏ. ªú ‚¸£ ˆ½Å ¸¾›¸ ‡¨¸¿ ‚›¡¸—

MD & CEO Shri B P Sharma inaugurating APMC Market Vashi Turbhe Branch at Navi Mumbai Zone. GM (HO) Shri S C Sarangi, GM NBG (W-1) Shri A K Azad & ZM Shri G H Sarangi with other officials.

ž¸º¨¸›¸½æ¸£ ‚¿ ¸¥¸ ˆÅú í£úœ¸º£ ©¸¸‰¸¸ Ÿ¸½ œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú ªú ¤¸ú œ¸ú ©¸Ÿ¸¸Ä ˆ½Å ׸£¸ `¤¸ú.¬¸ú. œ¸¸Áƒ¿’' ˆÅ¸ „™‹¸¸’›¸ ¢ˆÅ¡¸¸ Š¸¡¸¸ — ƒ¬¸ ‚¨¸¬¸£ œ¸£ ŠÏ¸íˆÅ¸Ê ¬¸½ ¬¸¿¨¸¸™ ˆÅ£÷¸½ íº‡ ªú ©¸Ÿ¸¸Ä —

12

¨¸¸£¸µ¸¬¸ú ‚¿ ¸¥¸ Ÿ¸Ê ‡›¸¤¸ú ¸ú („-2) ˆ½Å ‚¸¿ ¸¢¥¸ˆÅ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅú ˆÅ¸£¸½¤¸¸£ ¬¸Ÿ¸ú®¸¸ ¤¸¾“ˆÅ Ÿ¸Ê œÏ¤¸¿š¸ ¢›¸™½©¸ˆÅ ‡¨¸¿ Ÿ¸º‰¡¸ ˆÅ¸¡¸ÄˆÅ¸£ú ‚¢š¸ˆÅ¸£ú ªú ¤¸ú œ¸ú ©¸Ÿ¸¸Ä, ˆÅ¸.¢›¸. ªú ‚¸£ ‡ ©¸¿ˆÅ£ ›¸¸£¸¡¸µ¸›¸, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú- „ 2 ªú ˆ½Å ‡¥¸ ©¸Ÿ¸¸Ä ‡¨¸¿ ¨¸¸£¸µ¸¬¸ú ‚¸¿.œÏ. ªú ”ú ˆ½Å ¤¸¸¬¸º ¬¸¢í÷¸ ‡›¸ ¤¸ú ¸ú-„-2, ˆ½Å ¬¸Ÿ¸¬÷¸ ‚¸¿ ¸¢¥¸ˆÅ œÏ¤¸¿š¸ˆÅŠ¸µ¸—

leejebieCe

petve 2015

‰¸¸¬¸-‰¸¸¬¸ / KHAS-KHAS

›¸Ÿ¸Ä™¸ ¸¸¤¸º‚¸ ŠÏ¸Ÿ¸úµ¸ ¤¸ÿˆÅ ˆÅú ›¸¨¸ú›¸ ©¸¸‰¸¸ `œ¸úœ¸¥¸¸½™¸ ׸£ˆÅ¸š¸ú©¸' ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ œÏ.¢›¸. ‡¨¸¿ ¬¸úƒÄ‚¸½ ªú ¤¸ú œ¸ú ©¸Ÿ¸¸Ä—

‰¸¿”¨¸¸ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ ˆ½Å ™¸¾£¸›¸ ‚¸ÊˆÅ¸£½æ¸£ Ÿ¸¿¢™£ ’﬒ ˆÅ¸½ 150 ¥¸ú’£ ˆÅ¸ ¤¸”õ¸ ¨¸¸Á’£ ˆ»Å¥¸£ ‡¨¸¿ ž¸Æ÷¸¸Ê ˆ½Å ¤¸¾“›¸½ í½÷¸º ˆºÅ¢¬¸Ä¡¸¸¿ ž¸Ê’ ˆÅ£÷¸½ íº‡ œÏ. ¢›¸. ‡¨¸¿ ¬¸úƒÄ‚¸½ ªú ¤¸ú œ¸ú ©¸Ÿ¸¸Ä —

£¸¿ ¸ú ‚¿ ¸¥¸ Ÿ¸Ê ‡¬¸‡¥¸¤¸ú¬¸ú, ¸¸£‰¸¿” ˆÅú 51¨¸ú¿ ¤¸¾“ˆÅ ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ˆÅ¸.¢›¸. ªú ‚¸£ œ¸ú Ÿ¸£¸“½— ƒ¬¸ ‚¨¸¬¸£ œ¸£ Ÿ¸º‰¡¸Ÿ¸¿°¸ú ªú £‹¸º¤¸£ ™¸¬¸, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú ( ¸¸‡¨¸¿Ž) ªú ƒ¿Í Ÿ¸µ¸ú Ÿ¸¦¥¥¸ˆÅ, ‚¸¿.œÏ. ªú ©¸¿ˆÅ£ œÏ¬¸¸™ ž¸ú „œ¸¦¬˜¸÷¸ ˜¸½—

ED Shri R P Marathe launching ‘A special card for patients of AIIMS Bhubaneshwar’ in presence of Director, AIIMS Dr. Ashok Kumar Mohapatra, the then GM Shri V Vishwanathan and the then Bhubaneswar Zone ZM Shri S C Sarangi.

13

ED Shri R P Marathe launched Bank’s prepaid Card in AIIMS, Patna in presence of Director, AIIMS, Patna Dr. G K Singh, the then GM (ADC) Shri V Vishwanathan, GM (NBG) North-II Shri K L Sharma, ZM Patna Zone Shri M N A Ansari and other dignitaries.

ž¸¸Š¸¥¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê `¨¡¸¨¸¬¸¸¡¸ œÏŠ¸¢÷¸ ¬¸Ÿ¸ú®¸¸ ¤¸¾“ˆÅ' ˆ½Å ™¸¾£¸›¸ ˆÅ¸. ¢›¸. ªú ‚¸£ œ¸ú Ÿ¸£¸“½ ‡¨¸¿ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú („-——) ªú ˆ½Å ‡¥¸ ©¸Ÿ¸¸Ä ›¸½ Ÿ¸¢í¥¸¸ ©¸¸‰¸¸ `¢Ÿ¸£ ¸¸›¸í¸’' ˆÅ¸ ¢›¸£ú®¸µ¸ ¢ˆÅ¡¸¸— ƒ¬¸ ‚¨¸¬¸£ œ¸£ ‚¸¿.œÏ. ªú ‡¬¸ ‡¬¸ ¤Ï¯¸ž¸’Ã’ ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ‡¬¸ œ¸ú ¢¬¸¿í ‡¨¸¿ ¬’¸ûÅ ¬¸™¬¡¸—

ED Shri R P Marathe with Bangalore DGM Shri K R Nair, ZM Bengaluru Zone Shri M K Srivastava and other staff during his visit to Bangalore LCB.

›¸¸Š¸œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê `œÏš¸¸›¸Ÿ¸¿°¸ú ¸›¸š¸›¸ ¡¸¸½ ¸›¸¸' ˆÅ¸ œÏ¸£¿ž¸ ˆÅ£÷¸½ íº‡ ˆÊÅÍú¡¸ ¬¸”õˆÅ œ¸¢£¨¸í›¸ ‚¸¾£ ¸í¸ ¸£¸›¸ú Ÿ¸¿°¸ú ªú ¢›¸¢÷¸›¸ Š¸”ˆÅ£ú — „›¸ˆ½Å ¬¸¸˜¸ íÿ- ¢¨¸š¸¸¡¸ˆÅ ªú ¬¸ºš¸¸ˆÅ£ ˆÅ¸½í¥¸½, ªú ‚¢›¸¥¸ ¬¸¸½¥¸½, ¢¨¸ž¸¸Š¸ú¡¸ ‚¸¡¸ºÆ÷¸ ªú ‚›¸»œ¸ ˆºÅŸ¸¸£, Ÿ¸í¸œ¸¸¾£ ªú œÏ¨¸úµ¸ ™’ˆ½Å, ¢ ¸¥¸¸ œ¸¢£«¸™ ‚š¡¸®¸ ªú ¢›¸©¸¸ ¬¸¸¨¸£ˆÅ£, ¢ ¸¥¸¸¢š¸ˆÅ¸£ú ªú ‚¢ž¸«¸½ˆÅ ˆ¼Å«µ¸¸, ‚¸¿. œÏ. ªú ¸¿ÍˆÅ¸¿÷¸ Š¸¿Š¸¸š¸£ œ¸¸½œ¸½£½ ‡¨¸¿ „œ¸ ‚¸¿. œÏ. ªú ¬¸ºš¸ú£¿ ¸›¸ œ¸¸ ú ‡¨¸¿ ‚›¡¸ —

Taarangan

June 2015

INAUGURATION

Inauguration of

Bank of India Museum & Release of Bank of India History Book at the hands of Deputy Governor,

Reserve Bank of India Shri S S Mundra

14 Consultant and designer for the Museum : A Renowned painter and artist of Kolkata Dr. R A Dutt

T

o showcase the splendid journey of our Bank since its inception in the year 1906, it was decided to setup an Archives and Heritage centre (Museum) at Mumbai. This museum comprises of collection of artifacts and other objects of artistic, cultural, historical

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importance to the Bank and makes them available for public viewing through exhibits.

The Museum was inaugurated by Deputy Governor RBI Shri S S Mundra on 29th May 2015. It is now operational with good number of

visitors visiting the site.

The Museum is located at Bank’s Heritage site at 70-80 Mahatma Gandhi Road, Fort, Mumbai. The Museum is open for exhibit from 10:30 a.m. till 5:30 p.m. The Museum is spread across two floors in the

Mumbai Main Branch. Ground Floor of the Mumbai Main Branch is the first part of the Museum. Second part of the Museum is located at Mezzanine floor of the same building.

The Mezzanine floor depict the

the various old items collected from many Indian and overseas branches and the original Signatures of Late Shri M K Gandhi, the father of the nation and Mrs. Lalita Shastry wife of Late Shri Lal Bahadur Shastry,

About the writer

roots of our Bank and Banking history of India while the ground floor showcase the journey of our Bank for these many years. The paintings of Dr. Dutt, Sculpture of Mahatma Gandhi, Sculpture of Flora Fountain, The portraits of Founders in the founders gallery,

Ex-Prime Minister of India are among the few of the attraction of our Museum. The Bank of India history book was also released at the hands of Deputy Governer, RBI, Shri S S Mundra. The book is written

by Shri Abhik Ray, an expert in the history of banking in India.

- Team BPR (CMO), HO

Abhik Ray, an expert in the history of Banking in India, was closely associated with the writing of the first two volumes of the history of State Bank of India, the evolution of the State Bank of India. Subsequently, he has written three books on the history of State Bank of India the Evolution of the State Bank of India (volumes 3 & 4) and banking beyond boundaries. Ray also conceptualized the largest banking Museum in the CountyState Bank of India archives and Museum Kolkata - and has been instrumental in the creation of the Bank of India Museum in Mumbai. His writing has been published in numerous foreign books and journals.

Taarangan

June 2015

15

HIGHLIGHTS

Bank launched new design of Cheque Shri Jayant Sinha, Minister of State for Finance, Govt of India & Shri Hasmukh Adhiya, Secretary, Ministry of Finance along with MD & CEO Shri B P Sharma launched new design of Cheque introduced by the Bank at Head Office. Bank has made this new Cheque leaf with enhanced security features to curb the frauds and introduced first in Banking Industry, provision of Cheque receiver’s AADHAR number on cheques body itself. Bank has also declared two new facilities to its customers; one is Cheque book request through SMS and other auto Cheque book issue after exhausting 75% of Cheque leaves in an account. All these three new initiatives are first of its kind in PSB Banks category.

Seen in photo (RtoL) ED Shri R P Marathe, MD & CEO Shri B P Sharma, Minister of State for Finance, GOI Shri Jayant Sinha, Secretary MoF Shri Hasmukh Adhiya, GM Shri S R Meena, AGM Dr. Saanjiiv Pathak.

16

MEDI-MOBILE VAN DONATED UNDER CSR AT HAZARIBAGH Bank has donated a Medi-mobile van to Johar Health care organization for extending primary medical care to rural poor. The then CMD Mrs. V R Iyer handed over key of the Medi mobile van in August presence of (Minister of State for Finance) Government of India Shri Jayant Sinha during the grand function held at Hazaribagh. General Manager, NBGJharkhand Chattisgarh Shri I M Malik, Zonal Manager Shri Amit Roy and other dignitaries from Zonal office premises were present at the function.

Mr. Jayant Sinha, flagging off the well-equipped Medical Mobile Van in presence of the then CMD Mrs V R Iyer.

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BOI Women's Conclave 2015

BOI Women's Conclave 2015 was held at Taj Vivanta, Surajkund, NCR on 18th & 19th May 2015, to deliberate upon various Leadership issues. It was addressed by many eminent personalities, including the then CMD of Bank of India, Smt. V R Iyer, the then ED and at present MD & CEO Shri B P Sharma, the then CGM, Shri R Saxena, IFS (Retd) Smt. S U Tripathi, VC, Amity University Dr. Mrs. B Shukla, & Smt. Nupur Mitra, ex-CMD, Dena Bank. The conclave was attended by senior executives of Bank from across the country and was one of the first of its kind to be organized in the Banking sector.

17

Donation of Bus to B K L Walawalkar Hospital Diagnostic & Research Centre, Derevan at Ratnagiri Zone

MD & CEO Shri B P Sharma handing over the key of bus donated by our Bank under CSR to the Medical Director Smt. Suvarna Patil of B K L Walawalkar Hospital Diagnostic & Research Centre, Derevan, Tal. Chiplun. Along with him are GM NBG W-II Shri R S Chouhan and ZM Shri V V Buche, Ratnagiri Zone.

Taarangan

June 2015

BANKING PLUS

Bad-Big debts of unbearable weight & heat !

M E Prabhakara Babu AGM (Retd.)

T 18

here appears to be a feeling of fresh breath among bankers due to the latest Reserve Bank of India guidelines empowering commercial banks to acquire a majority stake in companies that are unable to repay corporate debts, under the Strategic Debt Restructuring (SDR) scheme. This would be a strong footstep in the new direction.

This comes as a trailing guideline to February 26, 2014 notification of RBI on “Framework for Revitalising Distressed Assets in the Economy – Guidelines on Joint Lenders’ Forum (JLF) and Corrective Action Plan (CAP)”, wherein change of management was envisaged as a part of restructuring of stressed assets.

The main aim behind the guidelines is to provide banks more strong arms and flexible process to recover big/bad loans, which have become unbearable heat & burden on the Banks in recent years.

History Banks are struggling to cope with mounting large corporate bad debts and have been choosing the good old pathway of restructuring of advance facilities through normal or CDR route with sacrifices. In most of such cases, the huge sacrifices and waivers are from the side of lenders only. In many instances, despite restructuring the advance accounts- after a favorable Viability Study Report- even with suffocating sensitivity DSCR analysis, favourably projected break even analysis, IRR workings-, the required turn-around has not happened; several restructurings met with premature sad ends.

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It became a common feature that this route was taken up by banks to escape from the bitterness of account becoming a non-performing asset. In several cases, the promoters were willing to reach a CDR destination in order to force the bankers to offer unbelievable concessions and to dictate terms on bankers - who have the pitiable plight and never wishing to post a hefty NPA account on the Balance Sheet. The side effect of the classification of account into an NPA account or abandoning the restructured account on the way being stoppage of income flow to bank once for all, huge provisioning, erosion in profitability, impact on NIM, mind blowing legal/ SARFASI actions, submission of Staff Accountability, wasteful expenditure on follow ups, supervision of dead accounts and heart-pinching reputation risk.

Knowing the pulses of the bankers, many a times, promoters refused to give personal guarantees for the restructured proposals despite the fact RBI has made it mandatory. Even they dragged the issue of providing promoters’ contributions as per stipulations. Yet several sacrifices and compromises are being made by the bankers/JLF and succumb to certain pressures of promoters with the sole aim of, mostly, safeguarding the account in whatever possible means. In several cases, despite knowing the severity in the unit, deteriorated asset quality in the stock audits, qualified viability reports, obsolete or eroded machinery, the process of restructuring was undertaken by banks to continue as standard asset.

Despite framing a comfortable Appraisal

Note with Holding on operations, flexible rescheduling of repayments, liberal enhancement in advance facilities, considering of FITL at unbelievable ROI, lowest margins on Non-fund facilities, extension of COD, phenomenal reduction in ROI, waiver of liquidated damages, penal charges and penal interests, excess interests charged in excess of documented rate from the cutoff date till the implementation of restructuring package, satisfactory debt service coverage ratio & Loan life coverage ratio, financial viability study by evaluating ROCE, IRR & cost of capital added with acceptance of deviations, the restructured proposition is unable to come out of red as envisaged. A glance at table-1 would prove this point.

If at all a few accounts have made extraordinary turn around and could come back on rails, it is purely due to the honest efforts of certain conscious promoters and collective efforts of the parties concerned (Table 1). Most of the other promoters wish to escape from the probable losses that might make adverse impact on them and dent on their future, trying to get away with whatever advantages available to them from the burning house. Whether a sinking unit is restructured or not that is not the real concern, but to relieve themselves from the entanglements, not to be trapped in the web of a complications, for they only know the inherent problems, sickness and weakness in the company. Deserting of company by insincere promoter directors and professional directors abruptly is surely an indication of

stake if the borrower fails to meet conditions stipulated under the restructuring package. Allowing loan conversion will now be a precondition for all debt restructuring proposals.

These guidelines are in extension of last year guidelines on change management in stressed accounts with a stress that the shareholders should bear the first loss than the debt holders. With this priority and also to ensure more grip on the promoters’ involvement which include among others transferring equity to lenders, promoter infusing more funds and transferring of promoter holding to a trustee or an escrow arrangement till turnaround of the company.

With a view to ensure more stake of promoters in reviving stressed assets and also providing banks with increased capabilities to initiate change of ownership in accounts which fail to achieve the projections, RBI has empowered lending banks to undertake “a strategic debt restructuring” by converting loan dues into equity shares.

RBI insists lenders to incorporate a clause at the time of restructuring to empower lenders to convert the loans into equity if a borrower fails to achieve the viability.

Of course, the JLF should, at that time, thoroughly examine viability of the unit upon effecting a change in ownership

derailing of account towards a ditch. By an unethical escaping from the enterprise, prior to the account becoming NPA, they believe to have the opportunity to safeguard their personal wealth and they can switch over to another play ground without a stigma.

RBI has observed that in many of the stressed restructured accounts, borrowers could not come out of the stress due to inherent weakness in the units, continued managerial inefficiencies, operational deficiencies etc despite substantial financial sacrifices and supports, dilutions of stipulations, securities etc by the banks.

Time and again, this brain storming issue was deliberated at national level on variety of platforms with involvement of government and apex bank. It is considered that change of ownership would be a preferred option. First of all, awareness on such a motive of RBI would alert the present management to coil their tails, go back from the aggressions, dedicate on the unit to retain the ownership, avoid undue dominance of the promoters on the banks.

Strategic Debt Conversion Against this backdrop, the banking regulator has issued the new norms for Strategic Debt Conversion (SDR) which will give lenders the right to convert their outstanding loans into a majority equity

and management. Having studied the viability only, JLF is expected to go for change management.

The provisions of SDR would be applicable to accounts which have undergone restructuring before the date of this circular by documenting the necessary clauses with regard to the above guidelines in the agreement between the banks and borrower.

Further, the invoking of SDR should be made within 30 days from the review of the concerned account. Such decisions should be approved by 75% of creditors by value and 60 % of creditors by numbers. JLF should approve the debt conversion package within 90 days from the date such decision to undertake SDR. The invocation of SDR shall not be treated as restructuring for the purpose of asset classification and provisioning norms. Equity shares acquired under SDR scheme will be exempt from the requirement of periodic mark to market prudential norms for a specified period.

Equity acquisition shall not be treated as investment in associate.

In continuation to the acquisition of equity, RBI has spelt out norms for identifying new promoters. The new promoter should not be person/entity/ subsidiary/associate etc (domestic or overseas) from the existing promoter or

A bird’s eye view on the CDR statistics CORPORATE DEBT RESTRUCTURING (CDR) CELL PROGRESS REPORT# (As on March 31, 2015) (i) Overall Status (since inception) Total References Received by CDR Cell

Cases Rejected before Admission or Approval

(1) No. of cases 655 Cases Withdrawn due to package failure

Cases under consideration of CDR EG

(2) Aggregate Debt

No. of cases

474002 125 Cases exited successfully

(5)

#

(` crore) Total Cases Approved

(3) Aggregate Debt

No. of cases

70998 -Live cases in CDR

(6)

(4) Aggregate Debt

No. of cases

-530 Of (7) Packages Implemented

(7)

Aggregate Debt 403004 Of (7) Packages under Implementation

(8)

(9)

No. of cases

Aggregate Debt

No. of cases

Aggregate Debt

No. of cases

Aggregate Debt

No. of cases

Aggregate Debt

No. of cases

Aggregate Debt

165

56995

80

59604

285

286405

267

258039

18

28366

Sources: RBI guidelines, News/Publications/views in print, websites media

Taarangan

June 2015

19

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its group. The new promoter should not belong to the existing promoter group.

The new promoter should acquire at least 51 % of the paid up equity capital in the company. If the new promoter is a nonresident and in sectors where the ceiling on foreign investment is less than 51%, the new promoter should own at least 26% of the paid up capital or upto applicable foreign investment limit whichever is higher provided banks are satisfied that with this equity stake the new non- resident promoter controls the management of the company.

As per the new guidelines, banks that decide to recast a company's debt under the SDR scheme must hold 51 per cent or more of the equity after the debt-forshare conversion. Banks will also be allowed to convert debt to equity within 30 days of the review of the company's accounts. These are the new milestones in the history of bad loan portfolio.

Acquisition of listed company The objective of RBI is to revitalize distressed assets and the guidelines on Joint Lenders' Forum (JLF) and corrective action plan envisage a change of management as a part of restructuring of stressed assets. Making the promoter/ shareholders to bear the first loss rather than debt holders is likely to change the mindset of the promoters to remain sincere to the accounts and operations of the company. This would certainly ensure total involvement of the promoters and stakeholders in the day to day affairs of the company. JLF or corporate debt restructuring cell (CDR) may now consider the possibility of transferring equity of the company by promoters to lenders to compensate for their sacrifices.

In such cases, change of ownership will be a preferred option. Henceforth, the JLF should actively consider such change in ownership. The new guidelines are considered as a positive step and a deterrent for indifferent majority shareholders.

Also JLF has to consider the option of transferring promoters' holdings to a security trustee or an escrow arrangement till turnaround of company. This will enable a change in management control and enhance the possibility of handing

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over the company to new aspiring, creative promoters.

While implementing SDR, RBI does not want to envisage a handicap from any corner as the governance of a listed company is falling under multiple agencies. RBI, as a part of its wisdom, has represented to SEBI that conversion of loans into equity as part of restructuring of a company in acute distress may be exempted from the requirements of ICDR and SAST to make such company viable and protect the interests of the lending institutions, seeking amendment of the SEBI (Issue of Capital and Disclosure Requirements) Regulations, 2009 ("ICDR") and SEBI (Substantial Acquisition of Shares and Takeovers) Regulations, 2011 ("SAST") in relation to conversion of debt into equity by consortium of lending institutions as part of restructuring process in accordance with RBI guidelines. Acquisition of shares of listed companies, upon such conversion, need to comply with the relevant requirements under the aforesaid ICDR and SAST Regulations.

ICDR provide certain operational flexibility in respect of determination of relevant date for pricing, timelines for allotment, terms of payment, special provision for lock-in, etc. for CDR schemes. However, there is no exemption from the pricing formula prescribed in ICDR. Further, SAST provide for general exemption from open offer obligations for acquisition of shares of a target company (not involving change of control over such target company) in respect of the CDR schemes.

SDR is being in the interest of the listed company and its shareholders, it is proposed to amend the Regulations and exempt such scheme from the applicability of ICDR and SAST. The essential requirements include pricing formula, payment terms, lock-in provisions, etc. under ICDR, and open offer obligations under SAST, if acquisition is beyond the threshold limits. The pricing formula for preferential issue prescribed under ICDR will not be applicable to SDR scheme.

The conversion shall be at a fair value to be determined according to the RBI Guidelines. However, conversion shall not be at a price less than face value even

if the fair value of shares of the company is lower. Equity shares resulting from conversion will be subject to a lock-in of 1 year. However, the lenders can transfer the control along with their shareholding to an entity before the completion of lock-in period provided that lock-in on such shares shall continue for the remaining period with the transferee.

Specific amendments to SEBI Regulations, as proposed above, and reference to the RBI Guidelines, will obviate the need for SEBI to revise the Regulations, as and when there is an amendment to the RBI Guidelines.

The very conversion of loan into would be to enforce their security interest and start recovery proceedings which would further erode the shareholder value resulting in fall of share prices over time.

In case of conversion happening in phases, debt resulting in at least 51% of equity shares will be converted within 1 year of finalization of SDR. Further conversion can happen even beyond 1 year and the same will also be eligible for relaxation under SEBI Regulations.

Bankers’ views Banks have welcomed new rules that could allow them to take majority stakes in troubled companies as a warning to wayward entrepreneurs, even if the provisions will not apply to the bulk of struggling loans from past years. India does not have formal bankruptcy legislation and banks, particularly stateowned lenders heavily exposed to infrastructure such as roads and ports, have struggled to recover much of the bad debt piling up on their balance sheets using available mechanisms.

Strategic Debt Conversion will give lenders the right to convert their outstanding loans into a majority equity stake if the borrower fails to meet conditions stipulated under the restructuring package. Debt Conversion would be a precondition for all debt restructured by the lenders hereafter.

Erring corporate cats await bells and their bankers/JLF holding the bells are now would keep their fingers crossed till the impact of the new RBI guideline is getting momentum.

BANKING PLUS

make in india

Forex Business

Opportunities for Non AD Branches

F

oreign Business opportunities are on a new height after the roar of PM Sh. Narender Modi on 15th August 2014: Make in India. The noise of the slogan was heard from Tokyo to Washington. As PM has made many significant foreign visits to generate business opportunities and is showing a gesture to make Indian market a favorable place for business. Bank's role becomes important, as this will open new avenues of revenue generation for banks.

Talking about Make in India policy of Modi Government which emphasize on more production, we will see small manufacturing sectors growing. The

policy added by Skills Development programme as announced by government will bring small manufactures to import/ export platform. Here the opportunity for remuneration comes for banks.

As we have limited branches (Authorized Dealer Branches) to operate foreign business, we need to be ready to capture the enthusiastic small scale industries.

Often it is observed many branches refuse to operate foreign business being non AD Branch and we lose good business not in form of commission but in CASA form too. By offering Forex Services (Remittances, LC/BG Issuance, Bills Negotiation) we earn Non Interest

Income which our top management is always pushing to increase. We get NRI customers which surely lift the branches by maintaining good balances. They are HNI customers for High Value Retail Advances and TPP. We are spreading our Branch network but still some part of our geography is left out. With this network we have limited AD Branches

Ankush Zanott Faridabad Branch Chandigarh Zone

DIGITIZATION OF YOUR ASSETS

I

n the present world the importance of digitalization is increasing and we are moving towards paperless economy.

One step towards digitalization of your assets is to have a demat account.

Benefits of Dematerialization 1. No threat of loss of share certificate/ debentures etc.

2. No share transfer fees or stamp duty 3. Avoid loss in postal transit 4. Easy / hassle free transfer / transmission 5. Nomination possible 6. Dividend directly credited to your Bank A/c 7. ASBA / IPO application possible

8. More efficient services and prompt receipt of communication Further this helps in contributing towards greener world as there is reduction in paper consumption.

Bank in its endeavor to contribute towards greener world provides the facility to its shareholders to receive communication through email and receive direct credit of dividend in their account. Anyone can join the green initiative of the Bank by taking following steps1. Please register your e-mail ID with your Depository Participant to receive all the communication through e-mail. In case the shares are in physical form register your email ID with us by sending email to boi@ shareproservices.com.

2. To ensure direct credit of dividend (for shares held in physical form) in your bank accountsend a duly signed letter with your Bank Account Number and type, Bank Name, Branch IFSC Code and copy of cancelled cheque to Sharepro Services (I) Pvt Ltd, Unit: Bank of India, Samhita Warehousing Complex, Bldg No.13, A. B. Gala No.52, Andheri Kurla Road, Sakinaka, Mumbai 400 072. Phone Nos. (022) 67720300, 67720400.

Lets take a step towards greener and digitalized world.

Taarangan

- Investor Relations Department

June 2015

21

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

Inauguration of Kisumu Branch at Kenya Center Bank of India, Kisumu branch was inaugurated

by ED Shri B P Sharma. On the occasion, CE Kenya Center, Shri R K Verma was also present. A good number of business person and respectable persons of the town attended the function organized for the inauguration.

The function started with the welcome address of Chief Executive of Kenya Center, Shri R K Verma. He informed about the presence of Bank of India in Kenya for over 60 years and the strength of the Bank in the country. He also informed that Bank has always been acknowledged for its performance in Kenya and has been consistent recipient of Awards for “Efficiency “and “Overall performance “over the years. He assured that the commitment and good performance of the Bank will continue in future also.

ED Shri B P Sharma informed the guests about the latest developments and the current trends in Banking industry in India. He informed about the history of the Bank as well as the high position, which the Bank is holding in the Banking Industry. He also informed about Financial Inclusion and its impact in economic growth of the country. At the end, Shri Sharma met the guests individually and assured them of high quality service of the Bank.

22

The then CGM (Int.) and at present ED Shri R A Sankara Narayanan visited New York branch. He was welcomed by CE Shri P K Pattanaik. During his visit, he interacted with the staff members of the branch and addressed the customer gathering.

Ex CEO of IIBF Shri R Bhaskaran, MD of BOI (T) Ltd Shri Sanjib Sarkar & MD of BOB (T) Ltd Shri P N Sharma and other colleagues during Shri Bhaskaran's visit at the corporate office of Bank of India (Tanzania) Ltd.

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petve 2015

œ¸º£¬ˆÅ¸£ - AWARDS ‘Taarangan’ conferred with “Runner- up Trophy” under Best Special Edition category at ICE ( In-house Communication Excellence) Awards 2015 held at Mumbai by prestigious Shailaja Nair Foundation, Mumbai.

(R to L) CGM (HR) Shri R N Kar, ED Shri R A Sankara Narayanan, MD & CEO Shri B P Sharma, ED Shri R P Marathe, Editor Shri S M Shakeel, CGM Shri R C Baliarsingh, GM Shri S R Meena, DGM (HR) Smt. K R Srimathi at Head office.

23

GM (RM, Mktg. CE, CS & BoF) Shri S R Meena & CM (HR) Shri Jayesh Thakkar receiving Runners-up award for Taarangan from Oscar Winner and renowned sound designer, sound editor and mixer Mr. Resul Pookutty at a function held at Mumbai.

`Ÿ¸º‰¡¸Ÿ¸¿°¸ú ¡¸º¨¸¸ „Ô¸Ÿ¸ú ¡¸¸½ ¸›¸¸' ˆ½Å ‚¿÷¸Š¸Ä÷¸ ¬¸£¸í›¸ú¡¸ œÏ™©¸Ä›¸ ˆÅ£›¸½ í½÷¸º Ÿ¸º‰¡¸Ÿ¸¿°¸ú (Ÿ¸.œÏ. ¬¸£ˆÅ¸£) ªú ¢©¸¨¸£¸ ¸ ¢¬¸¿í ¸¸¾í¸›¸ ¬¸½ œÏ©¸¦¬÷¸ œ¸°¸ œÏ¸œ÷¸ ˆÅ£÷¸½ íº‡ ¤¸º£í¸›¸œ¸º£ ˆ½Å ‚.¢ ¸.œÏ. ªú ˆ½Å ˆ½Å ÷¸¸½¥¸›¸ú—

Bhopal Zone (Marketing Dept.) was awarded “MP Education Excellence Award 2015” by Skill Research Organization at District level function held at Bhopal. Hon’ble Minister of Education, MP Govt. Shri Umashankar Gupta giving away award to CM Shri Vinay Verma & Sr. Manager Shri Amrish Kumar.

Chandigarh Zone won the BOI AXA Rolling Trophy for the month of June 2015. ZM Shri Bhupinder Singh, Mktg. Officer Ms. Aastha, DZM Shri Kailash Nath Verma & Manager, BOI-AXA Shri Mukesh Kumar with the trophy.

Taarangan

June 2015

œ¸º£¬ˆÅ¸£ - AWARDS

‘BEST RSETI AWARD’ to RSETI Rajgarh, Ujjain Zone

The then RSETI Rajgarh Director Shri S C Jain & Present Director RSETI Rajgarh Shri S K Nema receiving ‘Best RSETI Award’ from Co-Chairman NLAC (RSETI) Padamvibushan Dr. Veerendra Heggade during a function held at New Delhi.

(RtoL) CPC, NAR Shri K N Janardhan, GM (FI) Shri S Palanivel, ED Shri R P Marathe, MD & CEO (Syndicate Bank) Shri Arun Shrivastava, Co-Chairman NLAC (Rseti) Padamvibushan Dr. Veerendra Heggade, Secretary Rural Development GoI Shri G K Mohapatra, Joint Sect. (RD), GoI Ms. Aparajita Sarangi, ED Canara Bank Shri P S Rawat.

Skoch Financial Inclusion and Deepening Award-2015 to Narmada Jhabua Gramin Bank

24 Chairman, Narmada Jhabua Gramin Bank Shri Kollegal V Raghavendra, receiving the award at Mumbai.

Narmada Jhabua Gramin Bank has started an Innovative “Sakhi Samaveshan Project” supported by NABARD-GIZ

(Germany) under the ambitious Financial Inclusion Program. Under this “Sakhi Samaveshan Project” banking services are provided to underprivileged rural and urban customers through Kiosk/MicroATM by Business Correspondents (BCs).

Members of women Self Help Groups (SHGs) are appointed as Business Correspondents (BCs), a continuous Capacity Building is undertaken and thereafter deployed for business mobilization. A Comprehensive Review and Restructuring exercise is undertaken on continuous basis to strengthen the Sakhis during the entire course of implementation of the Project. Objective

of this Project is towards achieving “Women Empowerment”.

This project has been awarded for “Skoch Financial Inclusion and Deepening Award – 2015” in the 40th Skoch Summit on 11th-12th June 2015 at International convention Hall, BSE, Dalal Street, Mumbai a Grand ceremony organized by Skoch Group. Earlier; the Project has also received National level "Inclusive Finance India Award 2014”.

The Project has also been nominated for an International Award.

ûŬ¸¥¸ †µ¸ ¢¨¸÷¸£µ¸ Ÿ¸Ê ©¸÷¸-œÏ¢÷¸©¸÷¸ ¥¸®¡¸ œÏ¸œ÷¸ ˆÅ£›¸½ ˆ½Å „œ¸¥¸®¡¸ Ÿ¸Ê Ÿ¸¸›¸›¸ú¡¸ Ÿ¸º‰¡¸Ÿ¸¿°¸ú, Ÿ¸í¸£¸«’ï ªú ™½¨¸½›Í ûÅ”›¸¨¸ú¬¸ ˆ½Å ˆÅ£-ˆÅŸ¸¥¸¸Ê ¬¸½ œ¸º£¬ˆ¼Å÷¸

‚.¢ ¸.œÏ., ¢¬¸¿š¸ºŠ¸ õ ¢ ¸¥¸¸ (£÷›¸¸¢Š¸£ú ‚¿ ¸¥¸) ªú ˆ½Å ¤¸ú ¡¸¸™¨¸

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petve 2015

‚.¢ ¸.œÏ., ˆÅ¸½¥í¸œ¸º£ ªú ‡Ÿ¸ ¸ú ˆºÅ¥¸ˆÅµ¸úÄ

‚.¢ ¸.œÏ., £÷›¸¸¢Š¸£ú ¢ ¸¥¸¸ (£÷›¸¸¢Š¸£ú ‚¿ ¸¥¸) ªú ‡¬¸ ‡¬¸ ¤¸¿™ú¨¸¸”½ˆÅ£

First ever Manual of Instructions & Calander - Guide to Branches on season bound-district specific-business-tasks in RRBs released at the hands of MD & CEO

MD & CEO Shri B P Sharma releasing first ever Manual of Instructions & Calendar-Guide to Branches on season bound-district specific-business-tasks in RRBs prepared by team-GBA at Lucknow in presence of Chairman, GBA Shri J S Ravi Kumar, GM, NBG (N-2) Shri K L Sharma, GM (FI&RRBs) HO Shri S Palanivel & ZM Lucknow Zone Shri R K Mohanty.

CONGRATULATIONS…

Mrs. Ujjwala Kiran Petkar, Satpur Ind. Estate Branch, Nasik has written Marathi Book "Naamrangi Rangile". This book is on Sant Namdeo’s selected stanzas on 10 topics with her elaborative narration on each subject. This book is the sequel of her deep study on Namdeo Gatha.

The book was released on Akshay Tritya recently.

¬’¸ûÅ „œ¸¥¸¦¤š¸¡¸¸Â /‚›¡¸

STAFF ACHIEVEMENTS/OTHERS

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‘BOI Parivar’ wishes her a very bright and successful career ahead.

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June 2015

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28

¥¸º¢š¸¡¸¸›¸¸ ‚¿ ¸¥¸ ׸£¸ ` ¸¸£‰¸”õ í¸ÁˆÅú ’»›¸¸ÄŸ¸Ê’' ˆÅ¸½ œÏ¸¡¸¸½¢ ¸÷¸ ¢ˆÅ¡¸¸ ¢ ¸¬¸Ÿ¸Ê œ¸¿ ¸¸¤¸ ˆÅú ¬¸Ÿ¸¬÷¸ í¸ÁˆÅú ’úŸ¸¸Ê ›¸½ ž¸¸Š¸ ¢¥¸¡¸¸— ƒ¬¸ ‚¨¸¬¸£ œ¸£ ¢¨¸ ¸½÷¸¸ ’úŸ¸ ˆ½Å ¬¸¸˜¸ ‚¸¿.œÏ. ªú ¨¸ú ©¸ºÆ¥¸¸—

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

ž¸¸Š¸¥¸œ¸º£ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ¨¡¸¨¸¬¸¸¡¸ œÏŠ¸¢÷¸ ¬¸Ÿ¸ú®¸¸ ˆÅ¸ ¢›¸£ú®¸µ¸ ˆÅ£÷¸½ íº‡ ˆÅ¸.¢›¸. ªú ‚¸£ œ¸ú Ÿ¸£¸“½ ‡¨¸¿ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú („-2) ªú ˆ½Å ‡¥¸ ©¸Ÿ¸¸Ä— ƒ¬¸ ‚¨¸¬¸£ œ¸£ ‚¸.œÏ. ªú ‡¬¸ ‡¬¸ ¤Ï¯¸ž¸’Ã’, „œ¸ ‚¸.œÏ. ªú ‡¬¸ œ¸ú ¢¬¸¿í „œ¸¦¬˜¸÷¸ £í½—

Ÿ¸º ¸ÉûÅ£œ¸º£ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ˆÅ¸.¢›¸. ªú ‚¸£ œ¸ú Ÿ¸£¸“½— ¬¸¸˜¸ Ÿ¸Ê, ‡¨¸¿ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú („-2) ªú ˆ½Å ‡¥¸ ©¸Ÿ¸¸Ä, ‚¸.œÏ. ªú ƒÄ渣 ¸¿Í ¢Ÿ¸ª, ¤¸ú‚¸½‚¸ƒÄ ‚¢š¸ˆÅ¸£ú ¬¸¿‹¸ ˆ½Å ‚š¡¸®¸ ªú ¬¸º›¸ú¥¸ ˆºÅŸ¸¸£ ‡¨¸¿ ¤¸¾“ˆÅ Ÿ¸Ê „œ¸¦¬˜¸÷¸ „œ¸ ‚¸¿.œÏ. ªú ”ú œ¸ú ¢¬¸¿í ‡¨¸¿ ‚›¡¸ œÏ¤¸¿š¸ˆÅŠ¸µ¸—

ž¸¸Š¸¥¸œ¸º£ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ˆÅ¸.¢›¸. ªú ‚¸£ œ¸ú Ÿ¸£¸“½— ¬¸¸˜¸ Ÿ¸Ê, ‡¨¸¿ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú („-2) ªú ˆ½Å ‡¥¸ ©¸Ÿ¸¸Ä, ‚¸.œÏ. ªú ‡¬¸ ‡¬¸ ¤Ï¯¸ž¸’Ã’, „œ¸ ‚¸.œÏ. ªú ‡¬¸ œ¸ú ¢¬¸¿í ‡¨¸¿ œÏ¤¸¿š¸ˆÅŠ¸µ¸—

¨¸¸£¸µ¸¬¸ú ‚¿ ¸¥¸ ׸£¸ œÏš¸¸›¸Ÿ¸¿°¸ú ¸›¸š¸›¸ ¡¸¸½ ¸›¸¸ ˆ½Å ‚¿÷¸Š¸Ä÷¸ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸ÄÇÅŸ¸ Ÿ¸Ê „œ¸¦¬˜¸÷¸ ¸›¸¬¸Ÿ¸»í ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ˆÊÅÍú¡¸ Ÿ¸¿°¸ú ªú Ÿ¸º‰÷¸¸£ ‚¤¤¸¸¬¸ ›¸ˆÅ¨¸ú, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú („-2) ªú ˆ½Å ‡¥¸ ©¸Ÿ¸¸Ä, ‚¸¿.œÏ. ªú ™½¤¸ ˆºÅŸ¸¸£ ¤¸¸¬¸º, Ÿ¸º. œÏ. ªúŸ¸÷¸ú œ¸º«œ¸¸ ¸¸¾š¸£ú —

29

ZM Patna Zone, Shri M N A Ansari welcoming GM of newly created NBG North 2 (Lucknow) Shri K L Sharma on his maiden visit to Patna Zone. Shri Sharma also addressed a meeting of Branch Managers.

Ÿ¸º ¸ÉûÅ£œ¸º£ ‚¿ ¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ `©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅú ¬¸Ÿ¸ú®¸¸ ¤¸¾“ˆÅ' ˆ½Å ™¸¾£¸›¸ ‚¢í¡¸¸œ¸º£ ©¸¸.œÏ. ˆÅ¸½ „÷ˆ¼Å«’ ˆÅ¸¡¸Ä í½÷¸º œ¸º£¬ˆ¼Å÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ƒÄ渣 ¸¿™ ¢Ÿ¸ª— Ÿ¸¿ ¸¸¬¸ú›¸ ¢›¸¨¸÷¸ÄŸ¸¸›¸ ‚¸.œÏ. ªú £Ÿ¸½©¸ “¸ˆºÅ£ ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ¡¸» œ¸ú ¢¬¸¿í —

¥¸‰¸›¸… ‚¿ ¸¥¸ ׸£¸ ¤¸ú‚¸½‚¸ƒÄ ¬’¸£ ¬¨¸£¸½ ¸Š¸¸£ œÏ¢©¸®¸µ¸ ¬¸¿¬˜¸¸›¸ Ÿ¸Ê Ÿ¸¢í¥¸¸‚¸Ê ˆÅ¸½ ¬¨¸¸¨¸¥¸¿¤¸ú ¤¸›¸¸›¸½ í½÷¸º ¸¥¸¸‡ Š¸‡ `”ｬ¸ ¢” ¸¸ƒ¢›¸¿Š¸' œÏ¢©¸®¸µ¸ ˆÅ¸¡¸ÄÇÅŸ¸ ˆ½Å ‡ˆÅ œÏ¢©¸®¸µ¸¸˜¸úÄ ˆÅ¸½ œÏŸ¸¸µ¸œ¸°¸ œÏ™¸›¸ ˆÅ£÷¸½ íº‡ ‚¢ ¸œÏ,¥¸‰¸›¸…, ªú ‡Ÿ¸ ¬¸ú ¢Ÿ¸ª¸— ¬¸¸˜¸ Ÿ¸Ê, ‚¸£¬¸½’ú ¢›¸™½©¸ˆÅ ªú ¥¸¸¥¸¬¸¸£¸Ÿ¸ ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

¥¸‰¸›¸… ‚¿ ¸¥¸ ׸£¸ ¤¸ú‚¸½‚¸ƒÄ ¬’¸£ ¬¨¸£¸½ ¸Š¸¸£ œÏ¢©¸®¸µ¸ ¬¸¿¬˜¸¸›¸ Ÿ¸Ê `¢¨¸©¨¸ œ¸¡¸¸Ä¨¸£µ¸ ¢™¨¸¬¸' œ¸£ ‚¸¡¸¸½¢ ¸÷¸ £¾¥¸ú Ÿ¸Ê ¬¸¿¬˜¸¸›¸ ˆ½Å ¢›¸™½©¸ˆÅ ªú ¥¸¸¥¸¬¸¸£¸Ÿ¸, ¬¸¿ˆÅ¸¡¸ ¬¸™¬¡¸, ªú ¤¸ú ¸ú ¢Ÿ¸ª¸, ªú ‡ ˆ½Å Ÿ¸½í£¸½°¸¸, ‚¢÷¸¢˜¸ ¬¸¿ˆÅ¸¡¸ ¬¸™¬¡¸, ªú ‡ûÅ £íŸ¸¸›¸ ‚¿¬¸¸£ú ‡¨¸¿ ‚›¡¸ œÏ¢÷¸ž¸¸Š¸úŠ¸µ¸—

Taarangan

June 2015

How Good are our Letters

Suggestions for better Letter writing

In 1962 our Bank came out with a book titled “HOW GOOD ARE OUR LETTERS” with a purpose to give the officials of ‘The Bank of India Ltd’, a certain amount of guidance towards making their letters more effective. These guidelines are still relevant in today’s scenario for writing and maintaining good customer relationship.

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Extract from the book is given here for the benefit of all.

“Thousands of letters go out every day from the Bank and they create an impression on the people who get them. The Bank is judged by these letters. If we want the Bank to be considered both “human” and “efficient” our letter must not be either “cold” or “slipshod”.

We want the people who read the Bank’s letter to think of us as friendly and courteous, efficient, eager to serve.”

A D Shroff Chairman The Bank Of India Ltd.

A

It is possible to reduce the general principles of good letter writing to three basic rules:1) BE HUMAN - be considerate to the reader.

2) BE CLEAR - convey a ready and precise meaning to the reader.

3) BE CORRECT - in grammar, syntax and idiom.

A letter may possess all the “structural” requirements to make it effective—clarity, brevity, grammatical correctness—and yet not be effective because the recipient of that letter has an uneasy feeling that something is missing. At some time or other every one has read a letter and found the information in it adequate and well presented and yet felt a lingering sense of dissatisfaction—what the letter lacked was “the human touch.”

The real core of an effective Letter is its “PERSONALITY” - in other words, the attitude or the frame of mind of the writer. It is the spirit of the letter which is the main thing and is particularly important when the letter has to say “no”.

It is possible to analyse the problem and lay down a few simple rules for ourselves:(a) Do not start the letter in a spirit of suspicion or lack of confidence in the customer—it is almost certain to show through.

bove lines were written by the then chairman Shri A D Shroff ( 01.03.1962 to 27.10.1965 ) in the preface.

What is the primary purpose of a letter? Primary purpose is not only to write, but to write what you mean, not to affect your reader, but to affect him precisely as you wish.

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(b) Instead of a negative and restrictive attitude, take a positive and affirmative attitude. If you cannot accept what you are specifically asked to do, consider the constructive way of suggesting an acceptable alternative.

KNOWLEDGE PLUS

THE REAL CORE OF AN EFFECTIVE LETTER IS ITS “PERSONALITY” —in other words, the attitude or the frame of mind of the writer. It is the spirit of the letter which is the main thing and is particularly important when the letter has to say “no”. (c) Put yourself in the place of your reader. If you must say “no”, first give your reasons and explain the circumstances with sympathy and understanding. Lead up to conclusion and thus soften the blow, instead of giving the bad news first. (d) In answering complaints, considerable tact is required but we should not avoid the issue. We must admit our mistake and explain what action has been taken to avoid such mistakes in future. (e) Use words and phrases which will reflect courtesy and understanding and avoid those which might set up emotional resistance. (f) “We are sorry our letter was not clear” is so much better than “You seem to have misunderstood………”. An unfortunate choice of words may lead the reader to consider a letter discourteous when there was actually no such intention. (g) Never underestimate the “You appeal”. The word “You” has magic. It is so easy to write in terms of “I” or “We” when with hardly any additional time or effort, the same thing could be said with the “You appeal”. Thus1) “We are pleased to inform you that……..”

Could be conveyed much better by saying“You will be happy to know that……”

that you do not give your correspondent the impression that you consider him an ignorant fool ! (k) Arrange the paragraphs in the letter so that each paragraph contains one main thought or idea and leads logically to the next. (l) Make sure that the letter shows an understanding of the reader’s point of view thereby gaining his goodwill.

Unlike a conversation where gestures, intonations and facial expressions can help a person to make himself understood clearly, a letter must rely solely on words. It is necessary, therefore, for the writer to take the trouble of using precise words and arranging them in a manner which will convey to the reader exactly what the writer wishes to say, thereby avoiding needless further correspondence. It is necessary to avoid “mistiness”.

Whether a letter to be written is a simple four line letter or a difficult and involved one, it should have a plan. The writer, before starting to write the letter, should plan it well enough to visualize it clearly.

In replying to a letter it is a sound practice to make a note of those points in it which require specific answers. Brief notes may be made either marginally or separately. This would enable us to settle in our minds what we want to say.

3) “Please have the shares transferred to your name” Can be improved by “Your interests will be protected if the shares are transferred to your name

When we have finished writing or dictating a letter, it is not a bad idea to apply this test:(1) Is the information given— a) Accurate? b) Adequate? c) Understandable?

(2) Is the letter sincere, human and considerate to the reader?

Does the approach suit the personality of the reader?

(h) First, send the answer promptly. If it is not possible for any reason to write promptly, send an acknowledgement at once and write an adequate reply within a reasonable time.

(4) Does the ending encourage favourable action and leave a good impression?

2) “We would remind you…….”

Could be better said by -“You will perhaps recollect…”

(3) Does the beginning attract reader’s attention?

(i) The reader is concerned with the answer to his question.

Omit irrelevant and involved preliminaries and begin by getting into the subject reasonably quickly. If the answer is unpleasant, a brief explanation is called for to soften the blow but it should not keep the reader on tenterhooks. (j) Avoid technical terms and, if it is not possible to avoid them, explain them in simple terms, taking care, of course,

Ravi Kumar Sardana Chief Manager & Faculty STC, NOIDA

Taarangan

June 2015

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Š¸¢÷¸¢¨¸¢š¸¡¸¸Â - ACTIVITIES

32

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

GM NBG (E) Shri Dinabandhu Mohapatra being welcomed by officials of Zone during his visit to Bardhaman Zone.

Kolkata Zone, the then ZM Shri Prakash K Vartak along with the staff members after inaugurating Shakuntala Branch with e-gallery facility.

ˆ½Å›™º ¸£ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ` ¸º¢›¸¿™¸ ©¸¸‰¸¸ œÏŸ¸º‰¸¸Ê ˆÅú ¤¸¾“ˆÅ' ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸»¨¸Ä) ªú ™ú›¸¤¸¿š¸º Ÿ¸¸½íœ¸¸°¸ — ¬¸¸˜¸ Ÿ¸Ê ‚¸¿.œÏ. ªú £¸ ¸ ¢ˆÅ©¸¸½£ ¥¸ÊˆÅ¸ ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ¢°¸¥¸¸½ ¸›¸ ¤¸½í½£¸—

ˆ½Å›™º ¸£ ‚¿ ¸¥¸ ˆÅú ¬’½©¸›¸ ¤¸¸ ¸¸£ ©¸¸‰¸¸ (›¸‡ œ¸¢£¬¸£) ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ (ž¸¸.œÏ.¬¸½.) ˆÅ¥¸½Æ’£ ‡¨¸¿ ¢ ¸¥¸¸ Ÿ¸¢ ¸¬’ï½’, Ÿ¸¡¸º£ž¸¿ ¸ ¢ ¸¥¸¸ ªú £¸ ¸½©¸ œ¸ú œ¸¸¢’¥¸— ¬¸¸˜¸ Ÿ¸Ê, ‚¸¿.œÏ. ªú £¸ ¸ ¢ˆÅ©¸¸½£ ¥¸ÊˆÅ¸ ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ¬¸º£½›Í ›¸¸˜¸ ˆÅ£, ‚.¢ ¸.œÏ Ÿ¸¡¸º£ž¸¿ ¸ ¢ ¸¥¸¸ ªú Š¸¸¾”õ í¢£ Ÿ¸ºŸ¸ºÄ ‡¨¸¿ ©¸¸.œÏ. ªúŸ¸÷¸ú ¸¡¸ªú ¸½›¸¸—

ˆ½Å›™º ¸£ ‚¿ ¸¥¸ Ÿ¸Ê `œ¸¿”¸œ¸”õ¸ ©¸¸‰¸¸' ˆ½Å „™Ã‹¸¸’›¸ ‚¨¸¬¸£ œ¸£ ˆ¼Å«¸ˆÅ ¢©¸£¸½Ÿ¸µ¸ú ªú ®¸½°¸¸¨¸¸¬¸ú ¤¸½í½£¸, ‚¸¿.œÏ. ªú £¸ ¸ ¢ˆÅ©¸¸½£ ¥¸ÊˆÅ¸ ‡¨¸¿ ªú ¢°¸¥¸¸½ ¸›¸ ¤¸½í½£¸, ©¸¸.œÏ. ªú ¤¸¥¸£¸Ÿ¸ ¬¸¸íº ‡¨¸¿ ‚›¡¸ ‚¢÷¸¢˜¸Š¸µ¸—

Siliguri Zone, Gajole branch ‘e – gallery’ inaugurated at the hands of the BDO Shri Sobik Mukherjee and Panchayat Pradhan Mrs. Sashti Sarkar in the presence of ZM Shri Milind Vaidya, Br. Mgr. Shri Amit Kumar along with staff members.

ퟸ½¿ Š¸¨¸Ä í¾... ”¸Á ¤¸ú›¸¸ £¸›¸ú Š¸ºœ÷¸¸, œ¸÷›¸ú ªú ¨¸ú ˆ½Å Š¸ºœ÷¸¸, ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ, Š¸¸½¥¸¸ Š¸¸½ˆÅ£›¸¸˜¸ ©¸¸‰¸¸, ¥¸‰¸›¸… ‚¿ ¸¥¸ ˆÅ¸½ ¢©¸¥¸¸¿Š¸ ׸£¸ ¬¸¸¢í÷¡¸š¸¢Ÿ¸Ä÷¸¸ ˆ½Å ¢¥¸‡ ``”¸Á. Ÿ¸í¸£¸ ¸ ˆ¼Å«µ¸ ¸¾›¸ ¬Ÿ¸¼¢÷¸ ¬¸ŸŸ¸¸›¸'' ¬¸½ ¬¸ŸŸ¸¸¢›¸÷¸ ¢ˆÅ¡¸¸ Š¸¡¸¸— ”¸Á. ¤¸ú›¸¸ £¸›¸ú Š¸ºœ÷¸¸, ‚¸¡¸Ä ˆÅ›¡¸¸ ¢”ŠÏú ˆÅ¸Á¥¸½ ¸, ¥¸‰¸úŸ¸œ¸º£ ‰¸ú£ú Ÿ¸Ê ¢í¿™ú ¢¨¸ž¸¸Š¸¸š¡¸®¸ ˆ½Å œ¸™ œ¸£ ‚¸¬¸ú÷¸ íÿ— ”¸Á ¤¸ú›¸¸ ˆÅ¸½ ¡¸í ¬¸ŸŸ¸¸›¸ „›¸ˆÅú œ¸º¬÷¸ˆÅ 'Ÿ¸¢í¥¸¸ ¬¸¸¢í÷¡¸ˆÅ¸£¸Ê ˆÅ¸ ›¸¨¸¢ ¸¿÷¸›¸' í½÷¸º œÏ™¸›¸ ¢ˆÅ¡¸¸ Š¸¡¸¸ ¢ ¸¬¸Ÿ¸Ê ¥¸½¢‰¸ˆÅ¸ ›¸½ 21¨¸ú¿ ¬¸™ú ˆÅú ¥¸½¢‰¸ˆÅ¸‚¸Ê ˆ½Å „“¸‡ Š¸‡ ¨¸¥¸¿÷¸ Ÿ¸ºÓ¸Ê ˆÅ¸ ¨¸÷¸ÄŸ¸¸›¸ œ¸¢£œÏ½½®¡¸ Ÿ¸Ê ¢¨¸©¥¸½«¸µ¸ ¢ˆÅ¡¸¸ í¾—

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¤¸š¸¸ƒÄ... ¬¸ºªú „Ÿ¸£ú›¸¸, ©¸¸.œÏ., ”¥¸Š¸½’ ©¸¸‰¸¸, ‚Ÿ¸¼÷¸¬¸£ ‚¿ ¸¥¸ ¤¸ú‡¬¸¬¸ú Ÿ¸Ê ¬¨¸µ¸Ä œ¸™ˆÅ ˆ¼Å¢«¸ ¢¨¸±¸¸›¸ ÷¸˜¸¸ œÏ¸¾Ô¸¸½¢Š¸ˆÅú ¢¨¸©¨¸¢¨¸Ô¸¸¥¸¡¸, ¸ŸŸ¸º Š¸¨¸›¸Ä£ ( ¸ŸŸ¸º ‡¨¸¿ ˆÅ©Ÿ¸ú£) ¬¸½ œ¸™ˆÅ œÏ¸œ÷¸ ˆÅ£÷¸½ íº‡ ¬¸ºªú „Ÿ¸£ú›¸¸—

¢©¸®¸µ¸-œÏ¢©¸®¸µ¸ / Trainings

‡¬¸’ú¬¸ú ž¸¸½œ¸¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ˆÅ¸.¢›¸. ªú ‚¸£ œ¸ú Ÿ¸£¸“½ ˆÅ¸ ¬¨¸¸Š¸÷¸ ˆÅ£÷¸½ íº‡ œ¸¿š¸£¸¤¸¸½™ú ©¸¸‰¸¸ ˆ½Å œÏ¢÷¸ž¸¸Š¸ú ¬¸¿™úœ¸ ˆºÅŸ¸¸£ ˆºÅƒÄ¥¸¸— ¬¸¸˜¸ Ÿ¸Ê, „œ¸ Ÿ¸.œÏ. ‡¨¸¿ œÏ¸ ¸¸¡¸Ä ªú ‡ ¸ œ¸ú ¢×¨¸½™ú, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ªú ’ú ¬¸ºš¸¸ˆÅ£, ‚¸¿.œÏ. ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ ªú ™¨¸½›Íœ¸¸¥¸ ©¸Ÿ¸¸Ä ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

DGM and Principal (MDI) Shri Ashok Mishra inaugurating ‘Credit Management program for Credit officers’ at Manipal County campus, Pune. He also addressed the participants.

‡¬¸’ú¬¸ú ž¸¸½œ¸¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅú ¬¸Ÿ¸ú®¸¸ ¤¸¾“ˆÅ ˆÅ¸ ©¸ºž¸¸£¿ž¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ªú ’ú ¬¸ºš¸¸ˆÅ£— ¬¸¸˜¸ Ÿ¸Ê ‚¸¿.œÏ. ªú ™¨¸½›Íœ¸¸¥¸ ©¸Ÿ¸¸Ä ‡¨¸¿ „œ¸¦¬˜¸÷¸ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅŠ¸µ¸—

33

GM NBG (E) Shri D B Mohapatra inaugurating ‘International Yoga Diwas’ programme organized at STC Kolkata along with Principal-In charge Shri T Pushpeswar Rao. Shri Mohapatra and other participants performing Yoga exercise during the programme.

‡¬¸’ú¬¸ú ¸½››¸¾ Ÿ¸Ê `‚¿÷¸££¸«’ïú¡¸ ¡¸¸½Š¸ ¢™¨¸¬¸' œ¸£ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸ÄÇÅŸ¸ ˆ½Å ™¸¾£¸›¸ ¡¸¸½Š¸¸ž¡¸¸¬¸ ˆÅ£÷¸½ íº‡ œÏ¢÷¸ž¸¸Š¸úŠ¸µ¸—

STC Kolkata Principal Shri Amarendra Kumar presenting ‘Best participant award winner’ to Ms. Shilpa Sinha of Khagaria branch of Bhagalpur Zone during programme organized for first Batch of newly promoted Lady Officers of Eastern States.

Taarangan

June 2015

GUEST COLUMN

Our journey so far!

Mr. Dilip Asbe NPCI

Ms. Shruti Dubey NPCI

A

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s an economy, India has come a long way. An interesting experience shared by our Prime Minister, Mr. Narendra Modi deserves a mention. "I was in Taiwan some years ago; someone wanted to ask a question and was hesitating.

He asked if I won't feel bad, I said go ahead.

He said, I heard India is a land of black magic and snake charmers. I said, no, our forefathers maybe would have played with snakes, we play with the (computer) mouse," he said in his address to a gathering of Indian diaspora at

the Madison Square Garden. As Mr. Modi rightly mentioned India is taking big leaps on the technology front by creating zero dependence on the outside world.

March, 2012 saw the launch of India’s indigenous card scheme RuPay

by National Payments Corporation of India (NPCI). RuPay is derived from the words “Rupee” and “Payment”. With the launch of RuPay, India joined the bandwagon of a privileged few countries with a card scheme of their own. Other countries with a card scheme of their own include China (UnionPay) Japan (JCB) and Singapore (NETS).

After two American credit system payment companies froze accounts without notice in March, Russia too has been looking at building a card scheme of their own.

A research report by the Athemis group, National Payments Schemes: Drivers of Economic and Social Benefits? says that, “National payments schemes, as low cost providers, have an integral role in promoting financial inclusion, especially through mobile. In the developing world, mobile provides a means for the unbanked population to access formal financial services.”

With humble beginnings, over 170 Million RuPay cards are now in circulation in the country. Indian government's mega scheme 'Jan Dhan Yojana' aimed at Financial Inclusion (FI), offers a RuPay debit card linked to the account. By May 2015, 15.86 crore accounts were opened. This exercise is all set to boost RuPay card issuance in the country. RuPay cards are accepted at all ATMs in the country, 98% POS terminals and over 30,000 online merchants. Today, over 340 banks issue RuPay cards in the country.

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The major merchants accepting RuPay cards online include IRCTC, Flipkart, Amazon, Myntra, Jabong, Snapdeal, Homeshop18, Jet Airways, Go Air, Airtel, Vodafone and Makemytrip among numerous others.

RuPay e-commerce solution was introduced to the world on 21st June, 2013 in the presence of Shri H. R. Khan, Deputy Governor of Reserve Bank of India (RBI) and other dignitaries from the banking fraternity. The Pilot banks (acquiring) were Bank of Baroda, Union Bank of India and Kotak Mahindra Bank with CCavenues, BillDesk and Citrus onboard as aggregators.

NPCI is offering a very unique e-commerce solution; through which a RuPay cardholder uses ATM PIN to make an online transaction which is easy and quick. The cardholder is not expected to remember an additional PIN. The USP of the solution is its scrambling PIN pad. The digits of the PIN pad scramble after the selection of each digit of the PIN to tame Data logging. RuPay has made the online transaction even more secure by adding anti-phishing features in addition to other security checks.

The user experience is also enhanced as cardholders have to use picture password and use only mouse clicks to complete the payment. The beauty of the solution is in its simplicity. The

solution is tailor made for the country people and is in accordance to the 2 Factors of Authentication mandated

by Reserve Bank of India. The Authentication and Authorization is carried out in a single flow i.e. there is no redirection during the course of the entire transaction making the experience seamless. The solution is hosted by NPCI, thereby minimizing changes to be done by Issuers to integrate with RuPay e-commerce solution.

As on date 7 banks are live as Acquirers for RuPay e-commerce acceptance.

Around 42 Banks are live as issuers with many more in the pipeline. The aggregators on-board include Airpay, BillDesk, CCAvenues, Citrus, EBS, Emvantage, Payzippy, Paytm, PayU, Techprocess and Times of Money.

The major merchants accepting RuPay cards online include IRCTC, Flipkart, Amazon, Myntra, Jabong, Snapdeal, Homeshop18, Jet Airways, Go Air, Airtel, Vodafone and Makemytrip among numerous others.

The journey from 30 to 30,000 online merchants in a year’s time has been consuming but gratifying! RuPay

e-commerce solution provides an enormous opportunity to the Banks and online merchants alike to provide an enhanced offering in addition to the existing bouquet of payment options to the end consumers.

At NPCI, we’re continuously striving to encourage this e-commerce revolution by putting rigorous efforts to get the last mile “cardified”.

Launching an impeccable solution to enable RuPay cards online was a step in the same direction. India is the fastest growing e-commerce market in the Asia-Pacific region.

The Indian e-commerce market will reach $6 billion in 2015, a 70 percent increase over 2014 revenue of $3.5 billion according to Gartner, Inc. In order to realize the true potential of the e-commerce all the stakeholders including Banks, Aggregators and online merchants need to contribute in building a conducive environment.

NPCI stands committed to its vision to touch every Indian by at least one of its products by 2020!

Taarangan

June 2015

35

Š¸¢÷¸¢¨¸¢š¸¡¸¸Â - ACTIVITIES

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

ZM Shri Prasad Joshi handing over a bouquet to ED Shri R P Marathe on his visit to Pune Zone along with DGM Smt. Kusum Tiwari at Pune Zone.

£÷›¸¸¢Š¸£ú ‚¿ ¸¥¸ Ÿ¸Ê ‚¸¡¸¸½¢ ¸÷¸ ©¸¸‰¸¸ œÏ¤¸¿š¸ˆÅ¸Ê ˆÅú ¤¸¾“ˆÅ ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸.-2) ªú ‚¸£ ‡¬¸ ¸¸¾í¸›¸— Ÿ¸¿ ¸ œ¸£ ‚¸¿.œÏ. ªú ¨¸ú ¨¸ú ¤¸º ¸½, ÷¸÷ˆÅ¸¥¸ú›¸ Ÿ¸.œÏ ªú ÷¸£¥¸¸½ ¸›¸ ¢¬¸¿í ‡¨¸¿ „œ¸ ‚¸¿.œÏ. ªú ‡¬¸ ‚¸£ ž¸¸¨¸¬¸£—

MOU for ‘Renewal of Agreement of collection of exam fees for Maharashtra Secondary and Higher Secondary Board’ was signed between our NBG (West 2) GM Shri R S Chouhan and Chairman of the Board Shri Mhamane in the presence of ZM Shri Prasad Joshi at Pune Zone.

Pune Zone ZM Shri Prasad Joshi delivering a lecture at the ‘Seminar on Business Accelerators for SME Empowerment’ organized by SME CHAMBER OF INDIA. (On Dias) Founder and President of SME CHAMBER OF INDIA Shri Chandrakant Salunkhe and Senior Vice President Smt. Mitta Rout.

Solapur Zone, Siddheshwar Market Branch financed `1.26 crores to Narmada Hospital and research Centre, Solapur for setting up of hospital of nearly 100 beds. Dr. Amjad Sayyad welcoming our ZM Shri Sunil Kumar Relan, along with CM Shri T V Kalidas and Sr. Branch Manager Shri A D Kulkarni and Dr. Patil.

‚.¢ ¸.ˆÅ¸., ˆÅ¸½¥í¸œ¸º£ ׸£¸ ‚¸¡¸¸½¢ ¸÷¸ `œÏš¸¸›¸Ÿ¸¿°¸ú ¬¸¸Ÿ¸¸¢ ¸ˆÅ ¬¸º£®¸¸ ¡¸¸½ ¸›¸¸' ˆ½Å ¥¸¸½ˆÅ¸œ¸Äµ¸ ˆÅ¸¡¸ÄÇÅŸ¸ Ÿ¸Ê ¬¸¿¤¸¸½š¸›¸ ˆÅ£÷¸½ íº‡ ˆÅ¸½¥í¸œ¸º£ ¢ ¸¥¸½ ˆ½Å ‚¢ž¸ž¸¸¨¸ˆÅ Ÿ¸¿°¸ú ªú ¸¿ÍˆÅ¸¿÷¸ œ¸¸¢’¥¸. Ÿ¸¿ ¸ œ¸£ (™¸‡¿ ¬¸½ ¤¸¸‡¿) ‚¸¿.œÏ. ªú ‚¸£ Š¸µ¸½©¸›¸, ÷¸÷ˆÅ¸¥¸ú›¸ Ÿ¸.œÏ. ªú ¸ú ¤¸ú ˆÅ¸ˆÅ”½, ¢ ¸¥¸¸š¸ú©¸ ”¸Á. ‚¢Ÿ¸÷¸ ¬¸¾›¸ú, Ÿ¸º.ˆÅ¸.‚. ªú ‚¢¨¸›¸¸©¸ ¬¸»¤¸½™¸£ ‡¨¸¿ ‚.¢ ¸.œÏ ªú ‡Ÿ¸ ¸ú ˆºÅ¥¸ˆÅµ¸úÄ—

Kolhapur Zone, Pusesavali Branch financed ‘Vehicle Loan under Our Star Vehicle Loan Scheme’. Sr. Br. Mgr. Shri Deepak Kumar Gupta along with Borrower Shri Vikramshil Kadam.

¬¸¸½¥¸¸œ¸º£ ‚¿ ¸¥¸, ¬¸÷¸¸£¸ ©¸¸‰¸¸ Ÿ¸Ê `¬¸º”¥¸¸ƒÄûÅ' ˆ½Å ‚¿÷¸Š¸Ä÷¸ ¸ú›¸ú û¾ÅÆ’£ú `¢ˆÅ¬¸¸›¸¨¸ú£ ‡¬¸‡¬¸ˆ½Å ¢¥¸.' Ÿ¸Ê ‡ˆÅ ¨¡¸¢Æ÷¸ ˆÅú Ÿ¸¼÷¡¸º œ¸£ „¬¸ˆ½Å ‚¸¢ª÷¸ ˆÅ¸½ ¤¸úŸ¸¸£¸¢©¸ œÏ™¸›¸ ˆÅ£÷¸½ íº‡ œÏ¢¬¸Ö ‚¢ž¸›¸½÷¸¸ ªú ›¸¸›¸¸ œ¸¸’½ˆÅ£— ¬¸¸˜¸ Ÿ¸Ê, Ÿ¸º.œÏ. ªú ƒ¥¸¸íú ¬¸¾¡¡¸™ ‡¨¸¿ ‡Ÿ¸”ú ¸ú›¸ú û¾ÅÆ’£ú ªú ¨¸¤¸¸¥¸½—

36

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

National Banking Group (West-1)

GM NBG (W) Shri A K Azad, then GM Shri Tarlochan Singh, DZM Shri S B Singh at the Dias. ZM Shri Lingaraj Bisoi addressing during Manager Review Meet held at Raigad Zone.

GM-NBG (W-2) Shri R S Chouhan addressing in Managers’ conference in presence of ZM Shri S K Relan organised at Solapur Zone.

›¸¨¸ú Ÿ¸º¿¤¸ƒÄ ‚¿ ¸¥¸ ׸£¸ ‚¸¡¸¸½¢ ¸÷¸ œÏ¤¸¿š¸ˆÅ ¬¸ŸŸ¸½¥¸›¸ Ÿ¸Ê „œ¸¦¬˜¸÷¸ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸.-—) ªú ‡ ˆ½Å ‚¸ ¸¸™, ÷¸÷ˆÅ¸¥¸ú›¸ Ÿ¸.œÏ. ªú ÷¸£¥¸¸½ ¸›¸ ¢¬¸¿í, ‚¸¿.œÏ. ªú ¸ú ‡ ¸ ¬¸¸£¿Š¸ú ˆÅ¸ ¬¨¸¸Š¸÷¸ ˆÅ£÷¸½ íº‡ „œ¸ ‚¸¿.œÏ. ªú œÏ™úœ¸ ˆÅ¸¿¤¸¥¸½—

37

£÷›¸¸¢Š¸£ú ‚¿ ¸¥¸ Ÿ¸Ê `œÏš¸¸›¸Ÿ¸¿°¸ú ¬¸¸Ÿ¸¸¢ ¸ˆÅ ¬¸º£®¸¸ ¡¸¸½ ¸›¸¸' ˆ½Å ¥¸¸½ˆÅ¸œ¸Äµ¸ ˆÅ¸¡¸ÄÇÅŸ¸ ˆ½Å ‚¨¸¬¸£ œ¸£ ¥¸¸ž¸¸˜¸úÄ ˆÅ¸½ œ¸°¸ ¬¸¸ÿœ¸÷¸½ íº‡, £¸ ¡¸Ÿ¸¿°¸ú ‚¸¨¸¸¬¸, „ ¸ ÷¸˜¸¸ ÷¸ˆÅ›¸úˆÅú ¢©¸®¸¸ ªú £¢¨¸¿Í ¸ú ¨¸¸¡¸ˆÅ£ — ¬¸¸˜¸ Ÿ¸Ê, ¢ ¸¥¸¸¢š¸ˆÅ¸£ú ªú £¸š¸¸ˆ¼Å«µ¸ ¤¸ú, Ÿ¸º.ˆÅ¸.‚. ¢ ¸¥¸¸ œ¸¢£«¸™ £÷›¸¸¢Š¸£ú ªúŸ¸÷¸ú œÏ½£µ¸¸ ™½©¸žÏ÷¸¸£, Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸.-2) ªú ‚¸£ ‡¬¸ ¸¸¾í¸›¸, ‚¸¿.œÏ. ªú ¨¸ú ¨¸ú ¤¸º ¸½ ÷¸˜¸¸ „œ¸¦¬˜¸÷¸ ¸›¸¬¸Ÿ¸»í—

›¸¨¸ú Ÿ¸º¿¤¸ƒÄ ‚¿ ¸¥¸ ‚¸Š¸Ÿ¸›¸ œ¸£ ¢¨¸ž¸¸Š¸¸Ê ˆ½Å ˆÅ¸¡¸¸½ô ˆÅú ¬¸Ÿ¸ú®¸¸ ˆÅ£÷¸½ íº‡ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (œ¸.-—) ªú ‡ ˆ½Å ‚¸ ¸¸™— ¬¸¸˜¸ Ÿ¸Ê, ‚¸¿.œÏ. ªú ¸ú ‡ ¸ ¬¸¸£¿Š¸ú—

Solapur Zone, Ambajogai Branch Sub staff Shri Firoz presenting handmade sketch of GM NBG(W-2) Shri R S Chouhan along with ZM Shri S K Relan.

Solapur Zone DZM Shri A B Mutalikdesai and SC/ST Welfare Association members General Secretary Shri S R Gajbhiye during a programme organized on Baba Saheb Ambedkar Jayanti.

Taarangan

June 2015

point š¸Ÿ¸Äview -¬¸¿¬ˆÅ¸£

THE “DIGITALL” CITY !

I

38

f you are wondering that there is some spelling mistake in the title, please do not reach that inference.

Further this write up has no connect whatsoever with the Digital India program of the government. Indeed there is not even a remotest reference to digital technology in the forthcoming text. While we may get glimpses of “Digital India” in the vision documents and vivid designs of planners and architects of the project, right now what we get to see across the country, are “Dig-it-all” cities. So this write up attempts to present a word picture of our country’s urban landscape. This could be the scenario in your, mine or anybody else’s city, town or metro in any part, region, or state of our country. The rampant proliferation of urbanization across the country virtually presents a “Dirty Picture” of humongous mess created by all types of vested interests, some desperately needy and some desperately greedy.

As it is very little land is left in and around the cities, it has all been occupied by multi storied and often obnoxious looking structures. Any remaining patch of land is again hogged by vehicles for parking space and street side vendors, hawkers or itinerant traders! Now where is the space to move in the city ? Of course

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on the roads, but where are the roads ? The state of the roads can be summed up in these lines “Craters, ditches everywhere, not an inch to move !” Welcome to the Digitall City!

Long time back, when Computers were run on DOS system, there used to be a popular video game called “Digger” where the on screen character would continuously keep on digging in search of gold and find the way out of maze of underground tunnels. After the demise of DOS based computers, it seems that the “Digger” has come to life, stepped out of computer screens and entered our cities to carry out his never ending activity.

Looking around any part of the city, somebody or the other is digging the roads for some inscrutable purpose.

Some times it is telephone lines, sometimes water supply, sometimes electricity cable, sometimes bridges and flyovers, metro rail etc and perhaps sometimes just to provide employment to unemployed people !

The road which perhaps was good and solid a few minutes back, would have been dug up and converted into ditch or crater even before Usain Bolt could complete his 100 meters sprint!

The height of this “diggitivity” (frenetic digging activity), is when one set of workers have completed their

work, and leveled the dug up patch of roads, and within minutes another team of workers descends to start digging the same patch of road for some other purpose.

There are no indicators to warn road users about the ravaged state of roads.

The rubble, earth and stones excavated from dug up portions are all piled up haphazardly, besides the excavated area posing even greater hazard to those passing by the area.

Even a heavily mined war zone of World War II would look safer in comparison. Perhaps army soldiers

could be given good training to negotiate movement in treacherous enemy territory by asking them to move around the city roads. In fact once a soldier when asked about the hazards of serving in army commented that probability of fatality in army operations is probably lesser than chances of casualties amongst road users in such treacherous conditions !

Rains would add to woes of roads users, traveling by dug up trenches.

With rain water covering up the craters and trenches, while pedestrians are at high risk of getting swallowed in these hell holes, even vehicles are at risk of getting inextricably stuck in such deep invisible pits. During darks hours of night the risk of accidents in such places increases by manifold. Countless accidents would have taken place, due to this rampant and unbridled digging, most of which would have gone unrecorded/ unreported.

Those of our countrymen who are fortunate to reside in cities and places with good, smooth, broad roads, may consider themselves very fortunate and happily emote the following quote of Amir Khusro "If there is heaven on earth anywhere, it is here, here and here". The less fortunate lot also are able to view and experience transitory pleasure of good roads in certain exceptional circumstances. This happens perchance due to overzealous efforts of one or other bureaucrat or some publicity hungry politician who wishes to show case his / her performance. The citizens get

opportunity to witness sometimes, stretches of city’s beautiful, broad and smooth roads, which are glorified by comparing them to the smooth cheeks of the celebrity screen heroine. But this joy is short-lived. Very soon the forces of devilish destruction are at their job of excavation, with utmost dedication and resultantly within few days the cratered surface of moon would seem less dangerous to navigate as compared to the "dig - it -all" roads of the city.

Archeologists dig out and excavate ruins of ancient kingdoms / civilizations, and perhaps the roads in these ancient excavated settlements would be more even and smooth as compared to roads in present day urban locales. The celebrated and legendary cartoonist late R.K. Laxman had drawn vivid and graphic cartoons depicting pathetic state of roads in the metropolis, which holds good for almost each and every urban habitat in the country. Bahadur Shah Zafar the last Mughal Emperor lamented in his dying moments while confined in Burma that he could not get few feet of land in his native country, to breathe his last and be buried peacefully. On similar note, the lament of any denizen of the Dig-it-all city that even few inches of road is not available to safely move around is valid. It is a sincere wish and prayer that this should not be a dying man’s lament.

Dr Rajesh Iyer Nagpur

OUR ELDERS

E

lders are our assets. If we browse the pages of history, we catch a glimpse of a different image of our elders.

In ancient times, elderly people held a high stand in society, they were considered to be the guiding stars in our Indian society and repositories of immense knowledge and wisdom. The traditional knowledge and moral values were preserved and channelized through them.

In this modern era, due to the changing demands and the rapid fading moral values, the scenario has undergone a disastrous change. The young generation is in pursuit of higher education and seeking better job opportunities, which requires them to move out of stations, leaving their elders all alone. The advent of electronic gadgets and the demanding lifestyles have left the elderly people isolated and alienated.

But we cannot jump to conclusions claiming that the love and respect has faded away. Only the expressions have changed. I strongly feel that, just as a thing of beauty is a joy forever, similarly, their presence is a source of inspiration and endurance. They are our pillars of strength, figure of confidence, our emotional supporters and our mentors. The depth of expression that they possess makes their presence in the family a blessing for the youngsters.

Deepshikha D/o Shri P K Lavaniya Zonal Office, Lucknow

Taarangan

June 2015

39

Š¸¢÷¸¢¨¸¢š¸¡¸¸Â - ACTIVITIES

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

ˆ½Å£¥¸ ‚¿ ¸¥¸ Ÿ¸Ê ˆÅ”¨¸¿°¸¸ ©¸¸‰¸¸ ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ¬˜¸¸›¸ú¡¸ ‡¬¸‡¥¸‡ ªú ¢í¢¤¸ ƒ”½›¸— ¬¸¸˜¸ Ÿ¸Ê Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (™¢®¸µ¸) ªú ˆºÅ¥¸ž¸»«¸µ¸ ¸¾›¸ ‡¨¸¿ ‚¸¿.œÏ. ªú ¨¸ú ‚¸›¸¿™—

40

ˆ½Å£¥¸ ‚¿ ¸¥¸ Ÿ¸Ê `”¸Á. ž¸úŸ¸£¸¨¸ ‚¿¤¸½”ˆÅ£ ˆÅú 124¨¸ú¿ ¸¡¸¿÷¸ú' ˆ½Å ‚¨¸¬¸£ œ¸£ ¬’¸ûÅ ¬¸™¬¡¸¸Ê ˆÅ¸½ ¬¸¿¤¸¸½¢š¸÷¸ ˆÅ£÷¸½ íº‡ ‚¸¿.œÏ. ªú ¨¸ú ‚¸›¸¿™—

‚›¡¸ Š¸¢÷¸¢¨¸¢š¸¡¸¸Â / Other Activities

The then CMD Smt. V R Iyer felicitating Shri R M Barot, Secretary - ZM, MSZ with “Certificate of Honour” for his dedication and hard work. Also seen the then GM Shri Tarlochan Singh, GM NBG (W-1) Shri A K Azad, ZM Shri Ravi Gupta.

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ˆ½Å£¥¸ ‚¿ ¸¥¸ Ÿ¸Ê ‡£µ¸¸ˆºÅ¥¸Ÿ¸ Ÿ¸Ê ›¸‡ ‡’ú‡Ÿ¸ ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ¬˜¸¸›¸ú¡¸ ‡¬¸‡¥¸‡ ªú ¢í¢¤¸ ƒ”½›¸— ¬¸¸˜¸ Ÿ¸Ê Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (™¢®¸µ¸) ªú ˆºÅ¥¸ž¸»«¸µ¸ ¸¾›¸ ‡¨¸¿ ‚¸¿.œÏ. ªú ¨¸ú ‚¸›¸¿™—

Pune Zone Shirdi Branch felicitating the then CMD Smt. V R Iyer on her visit to Shirdi. (L to R) Officer Shri N K Kasar, CM Shri R P Deo, Shri Abhay Shilke, CMD Smt. V R Iyer, Sr.Br.Mgr. Shri P P Mogal & Officer Shri Laxman Singh.

The then CMD Smt. V R Iyer along with ZM MSZ Shri Ravi Gupta erstwhile ZM NMZ Shri B K Mohanty, Retd.

Judge Shri Kolse Patil, President SC/ST Shri G B Mukane and other officials during celebration of Shivaji Jayanti, Ambedkar Jayanti & Mahatma Phule Jayanti at Mumbai.

›¸½©¸›¸¥¸ ¤¸ÿ¢ˆ¿ÅŠ¸ ¬¸Ÿ¸»í (Ÿ¸š¡¸) / National Banking Group (Central)

£¸ ¸ˆÅ¸½’ ‚¿ ¸¥¸ Ÿ¸Ê `98 ¨¸ú¿ ©¸¸‰¸¸ ‚¸µ¸¿™œ¸£' ˆ½Å ©¸ºž¸¸£¿ž¸ ‚¨¸¬¸£ œ¸£ Ÿ¸.œÏ. ‡›¸¤¸ú ¸ú (Ÿ¸š¡¸) ªú ’ú ¬¸ºš¸¸ˆÅ£, ‚¸¿.œÏ. ªú ‡¬¸ ˆ½Å ¬¨¸¸ƒÄ ÷¸˜¸¸ ›¸¡¸ú ©¸¸‰¸¸ ˆ½Å œÏ¤¸¿š¸ˆÅ ªú ¢¨¸œ¸º¥¸ œ¸’½¥¸—

ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ Ÿ¸Ê `¤¸¸¨¸¢”õ¡¸¸ˆÅ¥¸¸Â ©¸¸‰¸¸' ˆÅ¸ „™‹¸¸’›¸ ˆÅ£÷¸½ íº‡ ‚¢÷¸¢£Æ÷¸ Ÿ¸º‰¡¸ ¬¸¢ ¸¨¸, Ÿ¸.œÏ.©¸¸¬¸›¸ ªúŸ¸÷¸ú ‚²µ¸¸ ©¸Ÿ¸¸Ä, „œ¸ Ÿ¸.œÏ. (œÏ.ˆÅ¸.) ªú ‚¸™©¸Ä ˆºÅŸ¸¸£ ‚£¸½”õ¸, ‚¸.œÏ. ªú ™¨¸½›Í œ¸¸¥¸ ©¸Ÿ¸¸Ä, „œ¸ ‚¸¿.œÏ ªú ‡¬¸ ˆ½Å ¨¸¸½í£¸ ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ Ÿ¸Ê `‡¡¸£œ¸¸½’Ä £¸½” ©¸¸‰¸¸' ˆÅ¸ „™Ã‹¸¸’›¸ ˆÅ£÷¸½ íº‡ „œ¸ Ÿ¸.œÏ. (œÏ.ˆÅ¸.) ªú ‚¸™©¸Ä ˆºÅŸ¸¸£ ‚£¸½”õ¸ — ¬¸¸˜¸ Ÿ¸Ê, „œ¸ ˆÅŸ¸¸¿”Ê’ ¤¸ú‡¬¸‡ûÅ ¨¸½™œÏˆÅ¸©¸ ¸º¨¸¸¥¸, ‚¸.œÏ. ªú ™¨¸½›Íœ¸¸¥¸ ©¸Ÿ¸¸Ä, „œ¸ ‚¸¿.œÏ ªú ‡¬¸ ˆ½Å ¨¸¸½í£¸ ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ Ÿ¸Ê `œÏš¸¸›¸Ÿ¸¿°¸ú ¸›¸š¸›¸ ¡¸¸½ ¸›¸¸' ˆ½Å ©¸ºž¸¸£¿ž¸ ‚¨¸¬¸£ œ¸£ ‚¸.œÏ. ªú ™¨¸½›Íœ¸¸¥¸ ©¸Ÿ¸¸Ä, ÷¸÷ˆÅ¸¥¸ú›¸ „œ¸ ‚¸¿.œÏ ªú œ¸ú ¨¸ú Ÿ¸¸½Š¸½, ¨¸¢£.œÏ¤¸¿š¸ˆÅ ªú ‚Ÿ¸£ú©¸ ˆºÅŸ¸¸£ ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

41

E-gallery opening’ at Meghaninagar branch, Ahmedabad Zone at the hands of Additional Chief Secretary, UD&UHD, Govt. of Gujarat Shri G R Aloria in the presence of ZM Shri R K Mitra and customers of Meghaninagar Branch.

Ahmedabad Zone ZM Shri R K Mitra giving award to Marketing Officer Shri Hitesh Desai for mobilizing `79cr. business along with DGM NBG(C) Shri M M Kumar, outgoing DZM Shri V Shukla and incoming DZM Shri N U Goswami & AGM, Vigilance Shri Yadav.

ž¸¸½œ¸¸¥¸ ‚¿ ¸¥¸ Ÿ¸Ê ‘‚¿÷¸££¸«’ïú¡¸ ¡¸¸½Š¸ ¢™¨¸¬¸’ œ¸£ ‚¸¡¸¸½¢ ¸÷¸ ˆÅ¸¡¸ÄÇÅŸ¸ Ÿ¸Ê ¡¸¸½Š¸¸ž¡¸¸¬¸ ˆÅ£÷¸½ íº‡ ‚¸.œÏ. ªú ™¨¸½›Í œ¸¸¥¸ ©¸Ÿ¸¸Ä ‡¨¸¿ „œ¸ Ÿ¸.œÏ.(¥¸½.œ¸¸.) ªú £¸ ¸½©¸ Š¸ºœ÷¸¸—

„ ¸¾›¸ ‚¿ ¸¥¸ ˆÅú ‚£¢¨¸¿™ ›¸Š¸£ ©¸¸‰¸¸ ׸£¸ ¥¸‹¸º „Ô¸Ÿ¸ú ¡¸¸½ ¸›¸¸ ˆ½Å ‚¿÷¸Š¸Ä÷¸ ‚¸¨¸½™ˆÅ ªú ‚®¸¡¸ ‹¸¨¸›¸ ˆÅ¸½ ¢¨¸î¸œ¸¸½¢«¸÷¸ `’ïˆÅ Ÿ¸¸¿„’½” í¸¡¸”︽¢¥¸ˆÅ ¢Ÿ¸Æ¬¸£' ˆÅú ¸¸¤¸ú ¬¸¸ÿœ¸÷¸½ íº‡ „œ¸ ‚¸¿.œÏ. ªú ¢¤¸Ô¸º÷¸ ˆºÅ›”», ¨¸¢£.©¸¸.œÏ. ªú í½Ÿ¸¿÷¸ ªú¨¸¸¬÷¸¨¸, Ÿ¸º.œÏ. ªú ‚¸£ ‡¬¸ “¸ˆºÅ£, ªú ˆ½Å ¬¸ú ©¸Ÿ¸¸Ä ‡¨¸¿ ‚›¡¸ ‚¢š¸ˆÅ¸£úŠ¸µ¸—

Taarangan

June 2015

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`Žº’Ã’ú ˆÅú ¸¸í'

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Taarangan

June 2015

43

An Uncommon Story of a Common Man

BOISTAR STAR BOI

An Uncommon Story

of a Common Man R D Mankame Ex-Staff, Mumbai

W

Shri Swamikumar playing Carrom Finals with Ex-BOI staff and National Player Carrom Shri Gopi Chand Gore.

44

The then CMD Shri N Vaghul felicitating Shri Swamikumar.

Union Railways Minister Shri Suresh Prabhu along with his family during the wedding of Shri Swamikumar’s son.

leejebieCe

petve 2015

e come across many interesting people in our life.

During their career, they create a niche for them and remain in the hearts of the people even after they leave the organization. I would like to share my experience of one such character from our Bank, whose name is Shri Swamikumar Banawalikar.

Kumar, as he is fondly known to the nearer and dearer ones, worked in the Bank from 1973 to 2011. He had a passion for the people. He always wanted to be amongst people and more people. In his young days, he changed four colleges, so that he could get more friends. While commuting from Mulund (his residence) every day, he used to change compartments so that he could meet different groups. The daily crowded train journey, is a torture for anybody, but for Kumar, it was an opportunity to make friends. On joining the Bank, when he was first posted to Bullion Exchange Branch, being the biggest branch of BOI, it opened a window for him to win friends. Later, when he was transferred to Mumbai Main Branch, it was like swimming in the ocean for him. There was hardly a single person in the Bank who did not know Kumar.

While working in Mumbai Main Branch, apart from doing Bank’s work, he again got involved and continued his passion for social activities and people welfare works. His greatest moment of achievement was reached when in the year 1988, 1400 daily wages sub-staff employees all over India, who worked in the Bank for many years on temporary basis were made permanent in the Bank's service. Kumar took up the issue with the highest Authority in the Bank, namely the CMD and single handedly achieved the feat.

He was felicitated many times for his exemplary service by the Bank and the government.

He was awarded 'Gunvant Kamgar Puraskar' (Best Workman Award) by the Govt. of Maharashtra. He was conferred Special Executive Officer (SEO) by the Govt. of Maharashtra.

Kumar led from front in rendering social obligations in and outside the Bank. He has donated blood thirty times. He was instrumental in giving 1000 eye donors from the bank to the JJ Hospital Eye Bank on 7th September, 2006 on the Bank’s centenary. He made concrete efforts to bring out the translation in “Braille” of the autobiography of “Wings of fire” of the then President of India, Dr. APJ Abdul Kalam. He also distributed free copies of it to the Blind institutions on Dr. Kalam’s Birthday. Kumar also took part in various tournaments and events on behalf of the Bank. He represented many sports and won prizes. He acted in Dramas in the State competitions on behalf of the Bank.

Kumar also worked on various organizations in different capacities in and outside the Bank. He was Executive Committee Member of BOI Staff Co-operative Credit Society for 20 years, President BOI Marathi Vangmay Mandal, Karmachari Sena Union, Sthaniya Lokadhikar Samiti, BOI Officers Association (Mumbai and Goa Unit). He is the managing committee member of Mumbai Marathi Sahitya Sangh, Mumbai Marathi Patrakar Sangh, Apna Bazar(Mulund), and on schools and NGO’s in Ratnagiri and Sindhudurgh district. He was also working for an NGO of an international trust, named Manav Sadhan Vikas Sanstha engaged in the upliftment of women and economically weaker children.

In spite of being involved in so many activities and organizations, Kumar never compromised with his office work.

He was always punctual and never asked for any concessions. On the contrary, he forfeited 620 days of leave in his tenure in the Bank. He was felicitated many times for his exemplary service by the Bank and the government. He Shri Swamikumar after receiving was awarded Gunvant Gunwant Kamgaar Kalyan Puraskar.

Shri Swamikumar receiving award for ‘Best worker of the year’ in Manav Sadhan Vikas Sansthan at the hands of renowned Singer Padmaja Phenany Joglekar.

Kamgar Puraskar (Best Workman Award) by the Govt of Maharashtra. He was conferred Special Executive Officer (SEO) by the Govt of Maharashtra. The greatest honour came to him in 1998, when he was appointed as Assistant Private Secretary by Shri Suresh Prabhu the then Central Cabinet Minister for Power, Heavy Industries, Chemicals and Fertilizers.

At the specific orders of the President of India, Kumar was relieved from Bank’s service on deputation for four years. It was an honour for him as well as for the Bank as he was the first award staff of the bank so appointed for a post, equivalent to a gazzetted officer rank. However, Kumar’s accomplishment did not stop at this point. He was appointed Personal Secretary, again for his second tenure, when Shri Suresh Prabhu became Railway Minister again last year. It was a glorious moment of Kumar’s life and every staff member of the bank is proud of it.

Kumar always cherishes his golden moments of his career in the Bank. Even now also the wellbeing of the Bank and its staff member is on his upper most mind.

The list is endless. I can say, He is the man who thinks, breathes and lives for the bank.

Long live BANK OF INDIA.

Taarangan

June 2015

45

Š¸¢÷¸¢¨¸¢š¸¡¸¸Â - ACTIVITIES

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Ÿ¸¸÷¸¼™½¨¸¸½ ž¸¨¸:— Ÿ¸¸÷¸¸ ˆÅú ™½¨¸÷¸¸ ¬¸Ÿ¸¸›¸ œ¸» ¸¸ ˆÅ£›¸ú ¸¸¢í‡— ›¸¸›¸¸ ¨¸§½ Ÿ¸º¿¤¸ƒÄ ¬¸½¨¸¸ ©¸¸‰¸¸ Ÿ¸º¿¤¸ƒÄ ™¢®¸µ¸ ‚¿ ¸¥¸

Taarangan

June 2015

47

KNOWLEDGE PLUS

Sharpen Your Leadership Skills

M

48

odern Banking has brought new challenges for the staff, some of them are like: i) Proper training ii) Working in the age of modern technology iii) Generation and communication gap between the new and old employees iv) Marketing becoming the core of banking v) Selling new products like insurance and mutual funds etc.

The problem being faced by the staff is that they are not properly trained to face them. The average age in banking industry is above 50 years and this has raised issues of generation gap. The seniors having more than 30 years experience in banking are tied to old style of banking and administration whereas the younger generation is more technology savvy but lacks banking knowledge.

Today’s young generation shall be the future of banking industry and have to be handled properly from the beginning of their career. The need of the hour is to groom and build Leadership qualities among the staff so that when the seniors get retired there are people around to take the Bank to new heights. It is a fact that everyone cannot become Leaders

leejebieCe

petve 2015

but still ask yourself a question “Would I like to be a Leader?�. If it is in affirmative then there are some tips which can help in building you as a good Leader.

1. Leave your Ego behind - In any service industry one has to be polite and friendly. For this the first thing is to leave your EGO behind as there is no place in the organization for it.

EGO always creates confrontation and confrontation leads to dissatisfaction. For a Leader it is all the more important because he has to handle the team and also the customers who are highly demanding.

2. Make your team members feel appreciated - As a human being, it is an inherent need of every person to be appreciated. As a leader, it is our job to make sure that those working for us have that need met by us. If as a leader you can make each and every member of your team, feel appreciated and significant you will go a long way in solving the shortage of staff. Make them feel important for the organization and this should come from the depth of your heart.

Make a conscious effort with sincerity throughout your career to instill this feeling in your team members. The

results will bring wonders in your performance.

3. Find out the potential and not their flaws - Every employee has some potential hidden in him which has to be discovered and tapped by you. Only finding flaws in the person sends a negative wavelength in the person and the office environment.

Every person is like a rough diamond, which has to be cut and polished to make it precious. You as a Leader can polish them, as you want. It takes the vision and skill of a master Leader to bring them to their full potential.

4. Lead the team with Authority and not Power - Many will argue that both are the same thing but they are quite different. Power is when you force your will upon people whether they like it or not. They will do the assignment given by you with least interest because of your position and also for the fear that you may mete out punishments. Authority is when you express your will and people accept and comply with your wishes freely. Power in government or other organizations can be transferred or assigned but Authority comes from earning devotion knowledge and allegiance. This you have to remember that people do as they see and not as told. The Leader has to set an example for others to follow.

Authority is all about who you are as a person, character and integrity. Power

can be bought and sold but authority can be only earned. This does not mean that Power should not be utilized anytime. Rather it should be used only when your authority has broken down.

5. Love The Team First - when we talk of Love, it does not mean emotional love or feeling of love but the act of Love. It is how we decide upfront to treat the people even before he earns it. We decide to treat them with compassion and respect even before we come in contact with them. This helps in speeding and bonding our relationship and in the process lead them with authority.

6. Make your team feel that they are part of something special This is part which is a bond for all the above points. When you can make the team members feel that they are a part of something special and are greater than what they think about themselves then miracles can happen.

It is difficult to understand that everything will come naturally because it is easier to do the opposite. We tend to take people for granted instead of understanding and appreciating them. We find it easier to comment on their faults. We focus on their negative qualities instead of focusing on that which is positive about

them. We feel more comfortable to flex our power than build our authority. This is because it is against our nature but we shall have to adopt the above principles week after week till it becomes our habit.

Just as practicing yoga for one day will not bring any change in your health so also Leaders cannot be made in one day.

Once you find that the level of respect from your Team Members grows your ability to lead with authority grows.

Become Good Leaders for the Benefit of the Organization Santosh Bhargava Ex-Staff, Ahmedabad

I O B o t g n i y a p e R f Inspiring way o

I

retired from the bank in the year 2000 and even after 15 long years post retirement believe me, I am still working for BOI ceaselessly, irrespective of being heard or not. I have self-imposed two life goals for me.

1) Unique ardent `self desire to acknowledge' the abundant care and affection BOI showered on me throughout my service of more than three decades.

2) `To humbly REPAY' the entire amount of salaries paid to me by BOI, (say an amount of 50 lakhs appx.) only to gain a uniquesatisfaction of having served BOI to the best of ability, absolutely FREE all my life and even now 15 years post-retirement.

deposits FREE of interest (from Saudi-based friend) to the tune of ` 5.52 Crores at our Cantonment Branch as on 31.3.2015 and vow to make it 10 crores shortly. The deposits are even with a Lock-in-period of atleast 2 years. As such the Bank has already gained a profit of say 20/25 lakhs as on date. In two years time a whopping PROFIT of say 2 crores plus.

A A Gaffoor (Retired in 2000)

Sounds impossible? But I have immense satisfaction, I have achieved the impossible. I have mobilized NRI

This task of mine is compounded, as I have to Brave Temptation 1) The depositor friend offered me the interest whatever I wish to take 2) The tempting incentives in lakhs offered by other Banks to me for these deposits.

But without any geed, I always have great satisfaction doing work for BOI. I keep BOI first. I love to say BOI - Born to Win.

BOI Parivar is greatful to Mr. Gaffoor for his way to repay to BOI. We wish him a very Healthy and Happy Life.

Taarangan

June 2015

49

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Ÿ¸¸½.ûÅ£Ÿ¸¸›¸ œÏ¤¸¿š¸ˆÅ (¢¨¸œ¸µ¸›¸) ¥¸‰¸›¸… ‚¿ ¸¥¸

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55

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Xth STD EXAM

Shreya D/o Shri Tanmoy Das, CM, Howrah Zone 95%

œÏ÷¸úˆÅ ¬¸ºœ¸º°¸ ªú ¤¸¼ ¸½©¸ˆºÅŸ¸¸£ ž¸º™£ž¸¸ƒÄ ¸¸™¨¸ ¸Ÿ¸¸¥¸œ¸º£ ©¸¸‰¸¸, ‚ퟸ™¸¤¸¸™ ‚¿ ¸¥¸

Shivam S/o Shri Ravindra Patil, Girgaon Branch, MSZ 94.60%

98.35%

Ankit S/o Shri Rajesh Kumar Ram, AGM, HO ICSE 2015 93.5%

Jitendra S/o Shri Sunil Sachwani, SSI Andheri (East) Branch, Andheri 93.00%

Vipul S/o Shri Shrikrishna G Shewala, Armed Guard, Mumbai Main Branch 92.80%

‚¸¡¸Ä›¸ œ¸º°¸ ªú ƒ›Í œ¸¸¥¸ ¨¸Ÿ¸¸Ä í½” ˆ½Å¢©¸¡¸£, ƒ’¸ÿ ¸¸ ©¸¸‰¸¸ ¥¸‰¸›¸… ‚¿ ¸¥¸ (‚¸ƒÄ¬¸ú‡¬¸ƒÄ ¤¸¸½”Ä) 94%

Prachi Sister of Shri Chetan Subhash Shirbhate, Agri.

Officer, Ujjain Zone 92.2%

Priyanshu S/o Shri Anil H Patil, Varud Branch, Vidarbha Zone SSC 93.60%

Mitesh S/o Shri Meghshyam M Deodhar, Sr. Manager MSZ 93.60%

Jagruti Amit D/o Shri Harishkumar S/o Shri Rajesh S Ahuja, Motwani, Board Secretariat, HO Board Secretariat, HO 86.20% 83.80%

56

Asema D/o Shri Irfan M Vohra, Senior Manager, Gandhinagar Zone (99.42%) First in the center for GUJCET Exam (112.25/120) & 2nd in Medical subject

M Smiley D/o Shri M Mohan, Head Cashier, Karimnagar Branch, Telangana Zone.

‘A’ Grade TSBIE, Hyedrabad

©¸¾ûŸ¥¸ú œ¸º°¸ú ªú ¬¸º£½›Í ˆºÅŸ¸¸£ ¸¾›¸ ¬’¸ûÅ ¬¸¸Š¸£ ©¸¸‰¸¸ (Ÿ¸œÏ) ¬¸ú¤¸ú‡¬¸¬¸ú - CGPA 10

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D/o T Ravinder, CM, Kerala Zone CGPA 10

©¸¥¸¸ˆÅ¸ œ¸º°¸ú ªú œÏ™úœ¸ œ¸¸¢’¥¸ ¬’¸ûÅ ‚¸¿ ¸¢¥¸ˆÅ ˆÅ¸¡¸¸Ä¥¸¡¸ ž¸¸½œ¸¸¥¸, ¬¸ú¤¸ú‡¬¸¬¸ú ¬¸ú ¸úœ¸ú‡ 10

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ªú ‚ ¸¡¸ ˆºÅŸ¸¸£ ¢¬¸¿í ’½¥ˆÅ¸½ ’¸„›¸ ©¸¸‰¸¸, ¸Ÿ¸©¸½™œ¸º£ ‚¿ ¸¥¸ Master Rugved S/o Pandit Suresh Bapat Compliance Dept, H.O. 93.20% Passed 3rd Exam in Hindustani classical Vocal conducted by Akhil Bharatiya Gandharva Mahamandal 90% marks.

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petve 2015

„œ¸¡¸ÄºÆ÷¸ ¬’¸ûÅ-¬¸™¬¡¸ ›¸½ ¬¸¸½›¸½- ¸¸¿™ú ˆ½Å ‚¸ž¸»«¸µ¸ ÷¸˜¸¸ ›¸ˆÅ™ú/‚›¡¸ Ÿ¸»¥¡¸¨¸¸›¸ ¬¸¸Ÿ¸ŠÏú ©¸¸‰¸¸ œ¸¢£¬¸£ Ÿ¸½¿ œ¸”õ½ íº‡/ ‚¢÷¸¢£Æ÷¸ œ¸¸‡ ‚¸¾£ ƒ›¸ Ÿ¸»¥¡¸¨¸¸›¸ ¨¸¬÷¸º‚¸½¿ ˆÅ¸½ ŠÏ¸íˆÅ¸½¿ ˆÅ¸½ ¥¸¸¾’¸ˆÅ£ ‚œ¸›¸ú ƒÄŸ¸¸›¸™¸£ú ˆÅ¸ œ¸¢£ ¸¡¸ ¢™¡¸¸ - ¬¸¿œ¸¸™ˆÅ

í«¸Ä™¢¬¸¿í œ¸º¨¸¸£ (¬’¸ûÅ-”︃Ĩ¸£) ‚ퟸ™¸¤¸¸™ Ÿ¸º‰¡¸ ©¸¸‰¸¸ ˆºÅ¥¸ 2.50 ˆÅ£¸½”õ

XIIth STD EXAM Congratulations/¤¸š¸¸ƒÄ

¸¾÷¸›¡¸ ˆºÅŸ¸¸£ „œ¸ ‚¸¿.œÏ. ªú ‚£¢¨¸¿™ ˆºÅŸ¸¸£ ˆ½Å ªú ”úœ¸ú‡¬¸ ƒ¿¢™£¸œ¸º£Ÿ¸ Ÿ¸Ê ˆÅ®¸¸ 12¨¸ú¿ ˆ½Å Ž¸°¸ í¾ „›¸ˆÅ¸½ ¬¸ú¤¸ú‡¬¸¬¸ú ˆÅ®¸¸ 12 ¨¸ú Ÿ¸Ê 96.60%.701¨¸ú £ÿˆÅ

Kaustav S/o Shri Arun Kumar Das, Estate Department Kolkata Zonal Office 95.80%

Lakshita D/o Rajesh Sharma, Bhopal Zone CBSE 92%

¨¸¾ž¸¨¸ú ¬¸ºœ¸º°¸ú ªú Ÿ¸›¸¸½ ¸ ‚ŠÏ¨¸¸¥¸ ‚¢š¸ˆÅ¸£ú, ¥¸½‰¸›¸ ¬¸¸Ÿ¸ŠÏú ˆÅ®¸, ¥¸‰¸›¸… ‚¿ ¸¥¸ (‚¸ƒÄ¬¸ú‡¬¸ƒÄ ¤¸¸½”Ä) 92%

Rahul S/o Shri Ravi Shankar Singh, Senior Branch Manager, Marve Road Branch, MNZ 91.38%

Sonali D/o Shri Sanjeev D Sherlekar, RMD, HO 87.85%

ª½¡¸©¸ ¢¬¸Ö¸¿÷¸ ¬¸ºœ¸º°¸ ªú ›¸ú£ ¸ ˆºÅŸ¸¸£ ™î¸¸, œÏ¤¸¿š¸ˆÅ, ¤¸¢Ÿ¸ô‹¸Ÿ¸ ©¸¸‰¸¸, ¬¸ú¤¸ú‡¬¸ƒÄ- (90.40%)

Nidhi D/o Shri Srinivasa N Kotian, Financial Inclusion Dept. HO 90.00%

Dwaipayan S/o Shri Subir Kumar Datta, Retd. Staff Officer, Kolkata Passed FRM (Financial Risk Manager) from Global Association of Risk Professionals (GARP)

™½¨¸¸¿Š¸ ¬¸ºœ¸º°¸ ªú ¬¸º›¸ú¥¸ ›¸¸Ÿ¸ ¸¸½©¸ú, ‚¸ƒÄ’ú ¢¨¸ž¸¸Š¸, „ ¸¾›¸ ‚¿ ¸¥¸ ¬¸ú¤¸ú‡¬¸¬¸ú 94.20 %

Preeti D/o Shri Bijay Kumar Panda Ghasipura Branch, Keonjhar Zone.

91.4%

Dr. Anil Kumar Jangid, Manager (Mktg.) Sirsaganj Br. Agra Zone Ph.D in Management "Indian Consumer Awareness and Perception about Mutual Fund with Special Reference to Reliance Capital Asset Management Ltd."

¢£÷¸º ªú Ÿ¸¸³Å÷¸ú ¥¸®Ÿ¸µ¸ ‰¸¸¿”½ˆÅ£, ¬¸º£®¸¸ Š¸¸”Ä, ¬¸º£®¸¸ ¢¨¸ž¸¸Š¸, œÏ.ˆÅ¸. ÇÅú”¸ ¨¸ ¡¸º¨¸ˆÅ ¬¸½¨¸¸ ¬¸¿ ¸¸¥¸›¸¸¥¸¡¸, Ÿ¸í¸£¸«’ï £¸ ¡¸, œ¸ºµ¸½ ¢ ¸¥¸¸ Ÿ¸¢í¥¸¸ ÇÅú”¸ ¬œ¸š¸¸Ä (19 ¨¸«¸Ä ¬¸½ ›¸ú ¸½) ¢×÷¸ú¡¸ ¬˜¸¸›¸

Nazmus Saquib S/o Md. M R Mollah, Howrah Zone Rank-12 in Medical Entrance Test conducted

by West Bengal Entrance Examination Board (WBJEEB).

¬¨¸¢µ¸ÄŸ¸¸ ¬¸ºœ¸º°¸ú ªú œÏ™úœ¸ ©¸Ÿ¸¸Ä, ¨¸¢£«“ œÏ¤¸¿š¸ˆÅ (£¸.), ƒ¿™¸¾£ ‚¿ ¸¥¸ ¬¸ú¤¸ú‡¬¸¬¸ú 90 %

Saumitra S/o Shri Abhijit Bose, Agm, Cmd Sect. Hsc Examination 2015, 89.85% Awarded Scholarship for Higher Education (She) under Innovation in Science Pursuit for Inspired Research (Inspire)

‚¿ˆºÅ£ ¬¸ºœ¸º°¸ ªú ™½¨¸ˆÅú ›¸›™›¸ ¥¸¸í¸½’ú, „ ¸¾›¸ ‚¿ ¸¥¸ ¢¬¸¢¨¸¥¸ ¬¸½¨¸¸ Ÿ¸º‰¡¸ œ¸£ú®¸¸ 2014 701¨¸ú £ÿˆÅ

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Heartiest Congratulations to you and the entire Taarangan Team for coming out with yet another eye-catching issue of our in-house journal, “TAARANGAN” The contents, as usual, are very good especially our Chairperson, Mrs. V R Iyer’s last communication. The reason of writing to you is the marvelously good cover page.

I just could not resist the temptation of congratulating you for The Black cover page. Yes, it is bold decision to go in for a black cover page and it conveys a lot.

A well-known saying, “You cannot judge a book by its cover”, I strongly believe is not true at least for the cover page of a magazine. A good cover page needs to be different and simultaneously has to have the appeal in it. I personally like black color as it denotes self-control and discipline & independence and a strong will.

Black color also has an implied impression of authority and power. The charisma and magic of Black creates an air of mystery. It is also globally accepted as the color of sophistication. It is also believed that Black color absorbs negative energy.

Last but not the least, Black color also is said to signify The End, but The End always implies A New Beginning. Symbolically it is the end of tenure of our beloved chairperson Mrs. V R Iyer and the beginning of a new era. The slogan of the year “Transform to Outperform” is also aptly used on the cover page. Congratulations.

Rajiv Bhatt Faculty (IT), MDI.