March 2020 Contents Àh$Mez {V{W : 14-05-2020

¶y{Z¶Z Ymam UNION DHARA AZwH«$‘{UH$m OZdar-_mM©, 2020 January-March 2020 Contents àH$meZ {V{W : 14-05-2020

‘w»¶ ‘hmà~§YH$ (‘mZd g§gmYZ) · n[aÑí¶ 3 · goÝQ´>a ñàoS : >bmhm¡b Am¡a ñnr{V 38-39 ~«Ooída e‘m© · g§nmXH$s¶ 4 · HR Intregration in successful Chief General Manager (HR) Bank Amalgamation 40-42 Brajeshwar Sharma · g§dmXXmVm gå‘obZ 5 · {db¶/g‘m‘obZ ‘| ‘mZd 43 g§nmXH$ · gm{hË¶ OJV go... 6-7 S>m°. gwb^m H$moao g§gmYZ nj · H$mì¶Ymam 8-9 Editor · Triveni Sangam... 44-45 Dr. Sulabha Kore · {db¶-g‘m‘obZ/The Rebirth 10-11 · Union elite - a niche banking 46-47 g§nmXH$s¶ gbmhH$ma · The Amalgamation of banks 12-13 A{dZme Hw$‘ma qgh · AmAmo, {‘b OmE§ h‘... 48 · ew^‘ñVw 14 Ho$. nr. AmMm¶© · Merger/Amalgamation of Banks 49-51 {ZVoe a§OZ · {eIa H$s Amoa... 15 · ^maVr¶ AW©ì¶dñWm na 52-53 Zdb {H$emoa Xr{jV · h‘mao H$bmH$ma 16-17 ~¢H$m| Ho$ {db¶Z H$m à^md Editorial Advisors Avinash Kumar Singh · h‘| Jd© h¡ 18 · ¶y{ZdZ 54-55 K. P. Acharya · Iob OJV go... 19 · Role of Employee in Merger/ 56 Nitesh Ranjan Amalgamation · EH$ ‘O~yV Ed§ ~‹S>r Q>r‘ 20 Naval Kishor Dixit · Cultural Integration & 21 · MaH$ H$m H$moZm 57 Printed and published by Dr. Sulabha Kore Amalgamation · on behalf of Union Bank of India and godm{Zd¥Îm OrdZ go... 58-59 printed at JAYANT PRINTERY LLP · Amalgamation of Banks 22-24 · Face in UBI Crowd 60-61 352-54, Murlidhar Temple Compound, Near Thakurdwar Post Office, · ~¢H$m| H$m {db¶Z (Merger) 25 · Contest No. 153 Contest N62 J.S.S. Road, Mumbai-400002. Ed§ g‘m‘obZ (Amalgamation) · Merger of PSBs 63-64 and published at Union Bank Bhavan, · ASK Enabling Excellence 26-28 ’Nariman Point, Mumbai-400021. · nwañH$ma Am¡a gå‘mZ 65 Editor - Dr. Sulabha Kore · Union – The Story Of 29-31 · g‘mMma - H|$ÐrH¥$V 66 E-mail : [email protected] Amalgamation / ~mb à{V^m Our Address : Union Dhara, · g‘mMma Xe©Z 67-73 · 11th Floor, Union Bank Bhavan, Amalgamation of PSBs 32-33 · hoëW {Q>ßg / ì¶§OZ 74 239, Vidhan Bhavan Marg, · Amalgamation – 34-35 Nariman Point, Mumbai - 400 021. the Marriage · AmnH$s nmVr 75 E-mail : [email protected] Mob. No. 9820468919 · g‘m‘obZ - EH$ ZB© ewéAmV 36-37 · Back Cover 76 Tel.: 22896595 / 22896545 / 22896590 Bg n{ÌH$m ‘| ì¶³V {dMmam| go à~§YZ H$m gh‘V hmoZm A{Zdm¶© Zht h¡. Designed and Printed at JAYANT PRINTERY L.L.P., Mumbai-400002. n[aÑí¶ PERSPECTIVE

{à¶ ¶y{Z¶ZmBQ²g, Dear Unionites O~ VH$ ¶h n{ÌH$m AmnHo$ nmg nhþ±MoJr, V~ h‘mam ¶y{Z¶ZmBQ> By the time this magazine reaches you all, our Unionite n[adma nyd©-Am§Y«m ~¢H$ Am¡a nyd©-H$m°nm}aoeZ ~¢H$ Ho$ Z¶o gXñ¶m| family would be 75000+ with coming of new members from erstwhile Andhra Bank and Corporation Bank. With Ho$ gmW 75,000+ hmo OmEJm. BgHo$ gmW hr, h‘ é.15 bmI this, we have become the fifth largest public sector bank H$amo‹S> Ho$ H$mamo~ma {‘l Ho$ gmW gmd©O{ZH$ joÌ Ho$ nm§Mdo ~‹S>o ~¢H$ (PSB), having a business mix of `15 lakh crore, a Pan India ~Z OmE§Jo VWm nyao ^maV ‘| 9600 go A{YH$ emImAm| Ho$ ZoQ>dH©$, network reach with 9600+ branches, 13500+ ATMs, 11000+ 13500+ EQ>rE‘, 11000+ ~¢qH$J g§nH©$XmVmAm| g{hV h‘mam 12 Banking Correspondents making us serve a 12+ crore large H$amo‹S> go A{YH$ H$m ~‹S>m J«mhH$ AmYma h¡. Kaoby A{J«‘m| ‘| h‘mam customer base. Our market share in domestic advances ‘mH}$Q> eo¶a XmoJwZo d¥{Õ Ho$ gmW 6.36% hmo J¶m h¡, {OgZo h‘| has grown 2X to 6.3%, making us the third largest PSB. We gmd©O{ZH$ joÌ H$m Vrgam ~‹S>m ~¢H$ ~Zm¶m h¡. H$mamo~ma Am¡a ‘mZd have minimal network overlap, and complementary gj‘VmAm| ‘| h‘mao nmg H$‘ go H$‘ ZoQ>dH©$ Amodab¡n h¡ Omo Hw$N>oH$ strengths in business and human capabilities that helps the {hñgm| H$mo ~‹S>m H$aZo Ho$ {bE ‘XXJma gm{~V hmoJm. Amalgamated Entity to be larger than sum of parts. g‘m‘obZ Zo VrZm| ~¢H$m| H$s CËH¥$ï>Vm H$mo EH$ gmW bmH$a EH$ ~ohVarZ Amalgamation is an opportunity to build even better g§JR>Z ~ZmH$a h‘| J«mhH$m| H$mo g‘J« ê$n go godm àXmZ H$aZo H$m organization by pooling the best of three banks and serve Adga {X¶m h¡. hmb hr ‘| g§nÞ ZoV¥Ëd {eIa gå‘obZ ‘| Cƒ à~§YZ customers holistically. The Top Management team recently dJ© H$s Q>r‘ Zo h‘mao {dOZ H$mo dmñV{dH$ ê$n XoZo hoVw ñQ´>¡Q>Or {Z{üV met in Leadership Summit to deliberate on our shared H$aZo VWm h‘mao gmPm ^{dî¶JV AmH$m§jmAm| na MMm© {H$¶m Wm. aspirations of future and strategize towards realizing our h‘mao g‘J« J«mhH$ àñVmd H$mo ~ohVarZ ~ZmZo hoVw AnZr Hw$ebVm H$mo vision. Our focus will be on raising efficiencies to improve our overall customer proposition. We have accordingly ~‹T>mZo na h‘mam µOmoa hmoJm. VXZwgma, h‘Zo AnZo g§JR>ZmË‘H$ T>m§Mo revamped the organization structure to better harness the H$mo ‘mZd g§gmYZ Ho$ g‘¥Õ JwUdÎmm nyb H$mo ~ohVarZ VarHo$ go geº$ rich talent pool of human resources. New investments are ~Zm¶m h¡. {S>{OQ>b ~¢qH$J H$mo ~‹T>mZo, h‘mao ‘mZd g§gmYZ H$mo {’$a go being made to lead digital banking, reskilling our human H$m¡ebnyU© ~ZmZo Am¡a H$mamo~ma VWm bm^àXVm H$mo CÞV H$aZo hoVw Z¶o resources and improving business and profitability. Mire ê$n go {Zdoe {H$¶m Om ahm h¡. ñQ´>¡Q>Or nona Ho$ O[aE AmnH$mo Bggo details will be shared with you soon through a Strategy g§~§{YV OmZH$mar erK« hr àmá hmo OmEJr. Bg ~rM, '¶y{Z¶Z Ymam' Paper. Meanwhile, this "Union Dhara" special will help H$m ¶h {deofm§H$ AmnH$mo g‘m‘obZ Ho$ {d{^Þ nhbwAm| VWm g^r apprise you of various aspects of Amalgamation and the ñQ>oH$YmaH$m| H$mo ^{dî¶JV Adgam| Ho$ ~mao ‘| OmZH$mar àXmZ H$aoJm. opportunities ahead for all stakeholders. Am‘Vm¡a na AnZo OrdZ Am¡a AnZo H$m‘ H$mo boH$a àmá hmoZo dmbo The Covid-19 disruption has meant near term challenges Z¶o Adgam| H$s ewéAmV hmoZo Ho$ gmW hr H$mo{dS> -19 g§H$Q> Zo h‘mao for our health and well-being while opening new g‘j AnZo ñdmñÏ¶ Am¡a gwajm H$mo boH$a MwZm¡{V¶m| H$m A§~ma bJm opportunities to organize our work and life in general. As {X¶m h¡. EH$ g§JR>Z Ho$ ê$n ‘|, Amn g^r H$mo gwa{jV aIH$a Xoe an organization, we are taking all necessary measures to H$s godm H$aZo hoVw h‘ g^r Amdí¶H$ Cnm¶ AnZm aho h¢. Bg {dfmUw keep you all safe and help serve the Nation. The bankers Ho$ {déÕ ¶wÕ ‘| ~¢H$g© Am{W©H$ g¡{ZH$ Ho$ ê$n ‘| gm‘Zo Am¶o h¢ Am¡a have been economic soldiers in the war against virus. We Bg ¶wÕ ‘| h‘ erK« hr {dO¶ àmá H$a|Jo. will win the war, sooner than later. gwa{jV a{hE, gmdYmZr ~a{VE. Stay safe and take care. ew^H$m‘ZmAm| Ho$ gmW, With best wishes,

amO{H$aU a¡ Or. Rajkiran Rai G. ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 03 g§nmXH$s¶ EDITORIAL {à¶ XmoñVmo, Dear Friends, ¶y{Z¶Z Ymam H$m ¶h dV©‘mZ A§H$ O~ VH$ AmnHo$ nmg By the time, the current issue of Union Dhara nhþ§MoJm, h‘mam ¶y{Z¶ZmBQ> n[adma nyd© - H$m°nm}aoeZ ~¢H$ Am¡a reaches you, our Unionite family would be bigger and richer with new members of the erstwhile nyd© - Am§Y«m ~¢H$ Ho$ Z¶o gXñ¶m| Ho$ gmW ~‹S>m Am¡a g‘¥Õ Corporation Bank and the erstwhile Andhra Bank. n[adma ~ZoJm. Bg g‘m‘obZ Zo BZ VrZm| ~¢H$m| H$s CËH¥$ï>Vm This Amalgamation has given us an opportunity H$mo EH$ gmW bmH$a h‘| ~‹S>o Am¡a geº$ g§JR>Z Ho$ ê$n ‘| to build a bigger and stronger organisation by g‘J« Ñ{ï>H$moU Ho$ gmW J«mhH$m| H$mo ~ohVarZ godm àXmZ H$aZo pooling together the best of these three banks H$m ‘m¡H$m {X¶m h¡. ¶h {db¶Z {d{^Þ H$m¶© g§ñH¥${V Am¡a and serve customers with a holistic approach. This àH¥${V Ho$ bmoJm| H$mo EH$ gmW {‘bH$a EH$ hr bú¶ àmá H$aZo merger brings people of different work culture hoVw h¡. Bg JR>~§YZ H$m VmZm - ~mZm AnZr {d{eï> nhMmZ, and ethos together to work towards a common {deofVm Am¡a ‘O~yVr Ho$ VrZ AbJ - AbJ YmJm| go ~ZH$a goal. The fabric of this coalition has become very ~hþV hr ‘O~yV Ed§ A{ÛVr¶ hþAm h¡. ¶h {d{dYVm H$m nmofU strong and unique with three different threads having their own unique identity, speciality and H$aZo Ho$ gmW, h‘ g~H$mo EH$ gmW aIZo Ho$ à¶mgm| Am¡a strength. There is a call for nurturing diversity CÔoí¶ H$s EH$Vm H$mo nmZo Ho$ {bE {H$¶m J¶m AmˆmZ h¡. ¶h while keeping us united in efforts and striving for VmZm - ~mZm geº$ VËdm| Ho$ gmW Ow‹S>H$a A~ EH$ geº$ unity of purpose. This fabric has emerged on a g§ñWm ~Z MwH$s h¡. strong entity combined with strong elements. ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m, H$m°nm}aoeZ ~¢H$ Am¡a Am§Y«m ~¢H$ Ho$ This ‘Triveni Sangam’ of Union Bank of India, Bg "{ÌdoUr g§J‘' go ~¢qH$J Am¡a {dÎmr¶ CÚmoJ H$s AnojmAm| Corporation Bank and Andhra Bank has to climb Ho$ {eIa H$mo àmá H$aZm h¡. h‘mao à¶mgm| Am¡a g‘n©U go BZ a mountain of expectations from the Banking and Finance Industry also. We are definitely trying AnojmAm| H$mo nyam H$aZo Ho$ h‘mao g‘J« à¶mg ah|Jo. to fulfil these expectations with our efforts and dedication. "¶y{Z¶Z Ymam' H$m ¶h {deofm§H$, BZ VrZ ~‹S>o g§JR>Zm| Ho$ This special issue of Union Dhara which is g‘m‘obZ H$mo g‘{n©V h¡, Omo{H$ BZ VrZm| g§JR>Zm| ‘| go ha devoted to the Union of three big institutions EH$ H$mo g‘PZo ‘| AnZm ¶moJXmZ XoJm. BZ VrZm| ~¢H$m| Ho$ will contribute a lot towards understanding each H$‘©Mm[a¶m| H$m ¶h EH$ g§¶wº$ à¶mg h¡, Omo{H$ h‘ g^r H$mo of these institutions. This is a joint venture of EH$ Z¶m n[aÑí¶ àXmZ H$aoJm. employees from these three banks which will give a new perspective to all of us. ‘¢ AmnHo$ ’$sS>~¡H$ Ed§ à{V{H«$¶m H$m ~og~«r go àVrjm H$a I am eagerly waiting for your feedback and ahr hÿ±. response. AmnH$s, Yours truly,

S>m°. gwb^m H$moao Dr. Sulabha Kore

gm{hË¶ OJV go... g'AmXV hgZ "‘§Q>mo' ‘Vm¡a na gm{hË¶ boIZ H$s Xþ{Z¶m ~wamB¶m§ h¢ XaAgb dmo Bg ¶wJ H$s ~wamB¶m§ Xmo g§J«h V¡¶ma {H$E. AnZo boIZ ì¶{º$Ëd ‘| H$moB© ep»g¶V ‘hmZ Am¡a h¢. ‘oao {bIZo ‘| H$moB© H$‘r Zht. {Og H$‘r H$s Vah hr CÝhm|Zo AnZo boIZ H¥${VËd Am~‹S>m boIH$ hmoVm h¡ bo{H$Z ‘§Q>mo H$s Vmgra H$mo ‘oar H$‘r ~Vm¶m OmVm h¡ dh ‘m¡OyXm ‘| ^r Mb ahr naånamAm| H$m I§S>Z {H$¶m gm{hË¶ Ho$ J{b¶mao ‘| Wmo‹S>r AbJ h¡. ì¶dñWm H$s H$‘r h¡. ‘¢ h§Jm‘m ng§X Zht h¡. Am‘Vm¡a na Cg XoeH$mb ‘| {H$gr ^r g'AmXV hgZ "‘§Q>mo' gm{hË¶ Ho$ J{b¶mao H$m hÿ§. ‘¢ Cg gä¶Vm, g‘mO Am¡a g§ñH¥${V H$s JÚH$ma H$mo gm{hË¶ ‘| AnZr {d{eï> N>{d EH$ Eogm A’$gmZm{ZJma Wm, {OgHo$ ~mao ‘| Mmobr Š¶m CVmé§Jm, Omo h¡ hr Z§Jr.' Ed§ à{g{Õ Ho$ {bE CnÝ¶mg H$m ghmam {OVZo A{YH$ MM} hþE, Cggo H$ht H$‘ Cgo ¶h Cg dº$ H$s naoemZr Wr Ohm§ ‘§Q>mo H$mo boZm n‹S>Vm Wm dht ‘§Q>mo Zo CnÝ¶mg boIZ g‘Pm J¶m. do {OVZo ‘hmZ boIH$ Wo Cggo g‘Pm Zht Om ahm Wm ¶m {’$a g‘PZo H$s H$mo àmW{‘H$Vm Zht Xr, em¶X CÝh| AnZr H$ht A{YH$ "~XZm‘' Wo. ‘§Q>mo H$mo CZHo$ H$mo{ee Zht H$s Om ahr Wr. bo{H$Z ¶h ^r H$hm{Z¶m| H$s A‘aVm Am¡a XrK©Or{dVm na O‘mZo Ho$ AmbmoMH$m| Ûmam gQ>rH$ Zht g‘Pm gM h¡ {H$ CÝh| H$^r ZµOaA§XmµO ^r Zht Ñ‹T> {dœmg Wm. à{gÕ H$WmH$ma amO|Ð ¶mXd J¶m Am¡a CZH$s H$hm{Z¶m| Zo hr CÝh| EH$ {H$¶m Om gH$m. CZH$s Ah{‘¶V H$mo ~g Ho$ AZwgma MoId Ho$ ~mX ‘§Q>mo hr Wo {OÝhm|Zo ~XZm‘ boIH$ H$m pIVm~ Xo {X¶m. CÝhm|Zo dm{O~ VarHo$ go nhMmZm Am¡a ‘mZ XoZm ewê$ AnZr H$hm{Z¶m| Ho$ X‘ na AnZr OJh emohaV H$s Vah hr ~XZm‘r H$‘mB© Wr Am¡a {H$¶m J¶m h¡ {nN>bo EH$ XeH$ go. ~Zm br, {~Zm H$moB© CnÝ¶mg {bIo. ‘§Q>mo ¶hr CZH$s dmñV{dH$ aMZmË‘H$ {dbjUVm Zo AnZo boIZ H$mb ‘| bJ^J 233 bKw àmapå^H$ OrdZ : ‘§Q>mo H$m OÝ‘ 11 ‘B© H$hm{Z¶m±, 29 ‘mBH«$mo {’$ŠeÝg, 24 ImH$m Wr. CÝhm|Zo B§gmZr ‘Zmo{dkmZ H$m O¡gm Z§Jm 1912 H$mo n§Om~ Ho$ g‘ambm ‘| hþAm Wm. {MÌU AnZr H$hm{Z¶m| ‘| ~¶m§ {H$¶m AJa (aoIm{MÌ), 59 ZmQ>H$, Ed§ 50 go A{YH$ AnZo ~mao ‘| do {bIVo h¢, ‘oao OrdZ H$s AmboI Ed§ H$B© aMZmAm| Ho$ AZwdmX {bIo dmo ~XZm‘ Z hmoVo Vmo ¶h CZH$s ZmH$m‘¶m~r g~go ~‹S>r KQ>Zm ‘oam OÝ‘ Wm. ‘¢ n§Om~ ‘mZr OmVr. CZH$s H$hm{Z¶m| ‘| B§gmZ H$s h¢. CZH$s Hw$N> à{gÕ H$hm{Z¶m± "Q>mo~m Q>oH$ Ho$ EH$ AkmV Jm§d "g‘ambm' ‘| n¡Xm hþAm. qgh', "R>§S>m JmoíV', "~y', "H$mbr gbdma', gä¶Vm Am¡a nme{dH$ àd¥{Îm¶m| Ho$ ~rM Omo AJa {H$gr H$mo ‘oar OÝ‘{V{W ‘| {XbMñnr Û§X h¡, Cgo CYo‹S>H$a aI {X¶m J¶m h¡. gä¶Vm "1919 H$s EH$ ~mV' Am¡a "Imob Xmo' Am{X hmo gH$Vr h¡ Vmo dh ‘oar ‘m§ Wr, Omo A~ em{‘b h¢. H$m ZH$m~ Amo‹T>o B§gmZr g‘mO H$mo MwZm¡Vr XoVr Or{dV Zht h¡. Xÿgar KQ>Zm gmb 1931 ‘| CZH$s H$hm{Z¶m§ BVZr n¡Zr Am¡a H$R>moa Wr {H$ hþB©, O~ ‘¢Zo n§Om~ ¶y{Zd{g©Q>r go Xgdt H$s boIZ e¡br Ed§ nmÌ : gAmXV hgZ ‘§Q>mo BgH$m Im{‘¶mOm boIH$ H$mo H$moQ>©-H$Mhar narjm bJmVma VrZ gmb ’o$b hmoZo Ho$ ~mX H$m ew‘ma Eogo gm{hË¶H$mam| ‘| {H$¶m OmVm h¡ {OZH$s H$b‘ Zo AnZo dº$ go AmJo Ho$ Ho$ M¸$a bJmH$a ^wJVZo n‹S>o. nmg H$s. Vrgar KQ>Zm dh Wr, O~ ‘¢Zo Eogo A’$gmZo {bI S>mbo {OZH$s JhamB© H$mo gmb 1939 ‘| emXr H$s, bo{H$Z ¶h KQ>Zm ‘§Q>mo Ho$ ~XZm‘ H$hm{Z¶m| na ~hþV Hw$N> g‘PZo H$s Xþ{Z¶m AmO ^r H$mo{ee H$a ahr {bIm-n‹T>m J¶m. ~ma-~ma CZH$s CZ XþK©Q>Zm Zht Wr Am¡a A~ VH$ Zht h¡ Am¡a nm§M H$hm{Z¶m| "Yw§Am', "~y', "R>§S>m JmoíV', ^r ~hþV-gr KQ>ZmE§ hþBª, bo{H$Z CZgo ‘wPo "H$mbr gbdma' Am¡a "D$na, ZrMo Am¡a Zht Xÿgam| H$mo H$ï> nhþ§Mm, O¡go ‘oam H$b‘ Xa{‘¶m§' H$m {OH«$ {H$¶m J¶m {OgH$s dOh CR>mZm EH$ ~hþV ~‹S>r KQ>Zm Wr, {Oggo go CZ na AûcrbVm ’¡$bmZo H$m Amamon "{eï>' boIH$m| H$mo ^r XþI hþAm Am¡a "{eï>' bJmH$a ‘wH$X‘m Mbm¶m J¶m Wm. BZ‘| go nmR>H$m| H$mo ^r. Mma ‘wH$X‘| A§J«oOm| Ho$ emgZ H$mb ‘| hþE H¥${VËd d aMZmE± : ‘§Q>mo H$mo ^maV ¶m Vmo EH$ ‘wH$X‘m Xoe Ho$ ~§Q>dmao Ho$ ~mX Ho$ nm{H$ñVmZ Ho$ boIH$ Ho$ loUr ‘| aIZm gamga nm{H$ñVmZ ‘| hþAm. bo{H$Z {XbMñn h¡ {H$ ~oB©‘mZr h¡. hm±, CÝh| h‘ CXÿ© Ho$ H$WmH$ma {H$gr ^r ‘m‘bo ‘| ‘§Q>mo H$mo gµOm Zht hþB©. H$h gH$Vo h¢ bo{H$Z nadVu H$mb ‘| CZH$s {g’©$ EH$ ‘m‘bo ‘| nm{H$ñVmZ H$s AXmbV aMZmE± AÝ¶ H$B© ^mfmAm| ‘| ^r àH$m{eV Zo CZ na Ow‘m©Zm bJm¶m Wm. ‘§Q>mo AnZo dº$ hþB©. CÝhm|Zo bKw H$hm{Z¶m| Ho$ 22 g§J«h, EH$ Ho$ ImoIbonZ Am¡a {dg§J{V¶m| H$mo ~Iy~r CnÝ¶mg, ao{S>¶mo ZmQ>H$m| H$s nm±M ûm¥§IbmE±, nhMmZVo Wo. V^r Vmo dmo H$hVo Wo, "‘wP‘| Omo {Z~§Ym| Ho$ VrZ g§J«h, ì¶{º$JV aoIm{MÌm| Ho$

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~¢H$ {db¶... Success ‘hmZ {db¶Z ~¢H$m| Ho$ ~rM, J‘© h¡ I~a, e i a tr gg e Am dµŠV Mb Ohm§ Wmo‹S>r ˜wer h¡, {H$ AZoH$ ~¢H$m| ‘|, nañna, Success is a fight Vmo Wmo‹S>m J‘ h¡, {‘b H$a ‘µO~yV Vmo h‘ h¢ à^mdr {Z¶§ÌU, {dH$mg hoVw, na nhMmZ IwX H$s H$ht ZB© hmoJr e i ari g Bg{bE Am±Io Wmo‹S>r Z‘ h¡& bmJy hmoZo dmbm h¡, ‘O©a&& Success is to ow like water ¶o dµŠV ‘hmZ {db¶Z H$m h¡ Ohm± VrZ gdloð> ~¢H$ EH$ hm|Jo Bggo g§^mdZm h¡, H$‘ hmoJm, Through rocks Success is determination ¶o dµŠV àJ{Verb g‘m‘obZ H$m h¡ JbmH$mQ> à{V¶mo{JVm H$m ñVa, Ohm± VrZ JwU Ho$ ê$n EH$ hm|Jo& Am¡a ñdñW ‘mhm¡b ‘| ~¢qH$J, e i er evera e "g‘W©' h¡ h‘ VrZm| ~¢H$ H$m hmoJm àJ{Verb ‘§µOa&& Success is patience gmW {‘bH$a A~ e{º$embr ~Z|Jo e i er i te e AnZr AnZr ¶mo½¶VmAm| H$mo EH$ OwQ> H$a Aën{dH${gV ~¢H$, gå^dV…, A~ à^mdembr ~Z|Jo& e i ai re nmH$a gh¶moJ, OmE§Jo {ZIa, AbJ OJh AbJ g§ñH¥${V na T r e i i e t Am¡a {dH${gV ~¢H$ Ho$ gmW, H$‘© h‘mam EH$ h¡ hmo gH|$Jo nwZ… AmË‘{Z^©a&& The silver tint of the Am{W©H$ pñW{V ‘O~yV H$a|Jo bt ¶o àU h‘mam EH$ h¡& g§^d h¡, Hw$N> Am¡a g‘¶ bJo {H$, Doesn’t give-up though the O~ {‘b ~¡R>|Jo VrZ ¶ma Vmo Xoe Ho$ ha H$moZo VH$ Am¶moOZ hmo, R>rH$ go Ñ{ï>JmoMa, pace seems slow {‘bZ H$s H${R>ZmB¶m§, H${‘¶m§, nhþ§MZm hmoJm AmgmZ a ee ha gw{dYmAm| go ^ao Xÿa H$a|, h‘ {‘b Owb H$a&& With another blow ZE àmoS>ŠQ²g H$m hmoJm {Z‘m©U ha dJ© VH$ nhþ§MoJr h‘mar godmE§ ¶o ^r g§^d h¡ {H$ Bg Xm¡a ‘|, So stick to the fight Bg‘| hmoJr h‘mar emZ& Hw$N> OZ Xÿa hmo OmE§,ê$R> H$a, When you are hardest hit AmAmo hmW {‘bmVo h¢, ¶o h‘mam CÎmaXm{¶Ëd h¡ {H$, It’s when things seem worst VrZm| EH$ h¢ ¶o {XIbmVo h¢ O~ EH$ Xÿgao H$m gmW ahoJm gmW b|, CÝh| ‘Zm - ‘Zm H$a&& That you must not quit V~ ~¢qH$J ‘| h‘mam ‘O~yV hmW ahoJm& Success is then the cup of AmBE, h‘ g~ ~¢H$ H$‘u Bg ‘m¡Ho$ H$m, te t e t ¶o dµŠV ‘hmZ {db¶Z H$m h¡ bm^ CR>mE§,C„mg go ^a H$a, Ohm± VrZ gd©loR> ~¢H$ EH$ hm|Jo gVH©$ ah|,Ìw{Q>¶m§ hmoZo Z X| Am¡a t a tr e ee i g ¶o dµŠV àJ{Verb g‘m‘obZ H$m h¡ VoµOr go ~‹T>|,Bg Adga na&& ‘an achievement’ Ohm± VrZ JwU Ho$ ê$n EH$ hm|Jo&

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A{^foH$ ^mJ©d {dH«$‘ Hw$‘ma XrnH$ Hw$‘ma ‘w~marH$nwa emIm d¥§XmdZ emIm, AmJam ê$‹S>H$s, CÎmamI§S> jo.H$m. ^monmb g|Q´>b B©-Am§Y«m B©-H$m°n© ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 09 {db¶ - g‘m‘obZ gH$Vm h¡ :- 1. g‘m‘obZ go nyd© * 2. Bg Xm¡amZ Bg ~mV na ^r Ü¶mZ {X¶m OmZm g‘m‘obZ Ho$ {XZ * 3. g‘m‘obZ Ho$ nümV Mm{hE {H$ {Og nwamZr BH$mB© ‘| ZB© VH$ZrH$ h‘| VrZm| à{H«$¶mAm| H$mo {db¶/g‘m‘obZ Zht Wr, Cg BH$mB© Ho$ A§VJ©V AmZo dmbo Ho$ A{YH$V‘ VrZ ‘mh Ho$ ^rVa nyU© H$aZm joÌm| na {deof Ü¶mZ {X¶m Om¶oJm Am¡a hmoJm. {db¶/g‘m‘obZ Ho$ g‘¶ Hw$N> ~mV| {dÎmr¶ gmjaVm Ho$ ‘mÜ¶‘ go J«mhH$m| H$mo Omo Ü¶mZ XoZo dmbr hm|Jr O¡go : ZB© VH$ZrH$ Ho$ à{V gmja {H$¶m Om¶oJm. 1. H$m{‘©H$m| H$s ^y{‘H$m {db¶/g‘m‘obZ ‘| ~¢H$ H$m AmH$ma/ñdê$n H$m’$s ~‹S>m hmo Om¶oJm. Cg g‘¶ AbJ- {W©H$ gwYma H$s {Xem ‘| ~¢H$m| {db¶/g‘m‘obZ H$s nyar à{H«$¶m Ho$ Xm¡amZ AbJ ~¢H$m| Am¡a {d{^Þ g§ñH¥${V¶m| go Am¶o H$mo ‘O~yV H$aZm gaH$ma H$s g‘ñV H$m{‘©H$m| H$mo ¶o à¶mg H$aZo hmo|Jo {H$ Am H$m{‘©H$m| Ho$ ^rVa ‘mZ{gH$ bMrbmnZ Am¡a àmW{‘H$Vm Wr, ~ogb- Ho$ A§Vam©ï´>r¶ do AnZo {hVJ«m{h¶m| Ed§ J«mhH$m| H$mo ¶h ZE dmVmdaU H$mo AnZmZo H$s ^mdZm hmoZr ‘mZH$m| Ho$ AZwê$n J¡a ‘mZH$ AmpñV¶m| hoVw {dœmg {XbmEo {H$ ~¢H$ Ho$ Z¶o àmê$n ‘| H$ht àmdYmZm| Ed§ d¡Ym{ZH$ Xm{¶Ëdm| Ho$ gmW go ^r ~¢H$ Ho$ {H$gr J«mhH$ H$mo H$moB© g‘ñ¶m Mm{hE. H¡${nQ>b ñVa ^r ~Zm¶o aIZm h¡. à{VñnYm© Zht Am¶oJr. g~ Hw$N> Z Ho$db ¶WmdV Z¶o ~¢H$ ‘| Hw$N> Z¶r VH$ZrH$ Am¡a gmâQ>do¶a Ho$ Bg Xm¡a ‘| ~¢H$m| H$mo bm^àXVm ~ZmE ~pëH$ nhbo go ~ohVa MboJm. Am¶|Jo {OgHo$ {bE Cg na nyd© ‘| H$m¶© {H$¶o aIZm ^r EH$ MwZm¡Vr h¡. ~¢H$m| Ho$ ‘O~yVr ZdJ{R>V ~¢H$ Ho$ g‘ñV H$m{‘©H$m| H$mo ~¢H$ Ho$ hþE H$m{‘©H$m| H$m ~¢H$ H$s Amdí¶H$VmZwgma H$m à‘mU ~¢H$ H$m H¡${nQ>b ñVa hmoVm h¡ {dOZ Am¡a {‘eZ H$mo Ü¶mZ ‘| aIVo hþE ~¢H$ ñWmZm§VaU H$aZm n‹S>oJm, {OgHo$ {bE g‘ñV {Ogo ~ZmE aIZo ¶m d¥{Õ H$aZo Ho$ Hw$N> {ZåZ H$mo AnZr H$m¶©Hw$ebVm Ed§ j‘Vm go {Za§Va H$m{‘©H$m| H$mo ‘O~yV ‘mZ{gH$ pñW{V Am¡a Cnm¶ h¢ : àJ{V H$s Amoa AJ«ga H$aZm hmoJm. g§ñWm Ho$ à{V H$m¶© H$aZo Ho$ {bE ào[aV H$aZm hmoJm. * bm^àXVm ‘| bJmVma d¥{Õ * H|$Ð ~¢H$ Ho$ gmW hr gmW {d{^Þ g§ñH¥${V¶m| Ed§ gaH$ma go ghm¶Vm * eo¶a ~mOma ‘o {ZJ©‘Z A§Mbm| H$m ^r g‘m‘obZ hmoJm. ha goŠQ>a ‘| Bggo ~¢H$ H$m ì¶dgm¶ Am¡a J«mhH$ godm * {d{^Þ ~¢H$m| H$m Amng ‘| {db¶/ h‘| nhbo go ~ohVa MrOm| H$mo MwZZm hmoJm. à^m{dV Zht hmoJr. g‘m‘obZ Am{X H$m{‘©H$m| ‘| J«hU H$aZo H$s j‘Vm Am¡a Z¶o BH$mB© go H$m{‘©H$m| H$s AnojmE± à{VñnYm© Ho$ dV©‘mZ Xm¡a ‘| Cnamoº$ ‘| àW‘ ‘mZ{gH$ bMrbmnZ hmoZm Mm{hE, {Oggo {db¶/g‘m‘obZ Ho$ Xm¡amZ à~§YZ H$mo Bg VrZ CVZo à^mdr Zht h¡, Eogr pñW{V ‘| H$s ZE ~¢H$ ‘| gH$mamË‘H$ dmVmdaU ~Zm¶m ~mV H$m »¶mb aIZm Mm{hE {H$ H$m{‘©H$m| ~¢H$m| H$m Amngr {db¶/g‘m‘obZ EH$ Om gHo$. Ho$ {hV H$mo boH$a {H$gr àH$ma H$m ^«‘ ¶m à^mdr H$X‘ hmoJm. 2. ZB© g§ñWm Ho$ à{V H$m{‘©H$m| H$m Ñ{ï>H$moU ^¶ CËnÞ Z hmo. H$m{‘©H$m| H$mo ¶h {dœmg {db¶/g‘m‘obZ Am‘ Vm¡a na Xmo ¶m Xmo go Ed§ ‘mZ{gH$Vm {Xbm¶m OmZm Mm{hE {H$ do ~ohVa ^{dî¶ A{YH$ ~¢H$m| Ho$ ‘Ü¶ hmoVm h¡ {OgHo$ nümV {H$gr ^r ~mV H$mo boH$a nyd©dVu ~¢H$m| Ho$ Ho$ {bE EH$ ‘O~yV g§ñWm ‘| àdoe H$a EH$ Z¶r BH$mB© H$m JR>Z hmoVm h¡. My§{H$ Bg‘| H$m{‘©H$m| ‘| H$moB© ‘V^oX Zm hmo Am¡a EH$- aho h¢ Am¡a ~‹S>o ßboQ>’$m‘© na H$m‘ H$aZo go Xmo ¶m Xmo go A{YH$ BH$mB¶m| H$m EH$ gmW Xÿgao H$m gh¶moJ H$aVo hþE AnZr g§ñWm H$mo XmoZm| (H$m{‘©H$ Am¡a g§ñWm) Ho$ {hV gwa{jV g‘m‘obZ hmoVm h¡, Bggo EH$ ~‹S>r BH$mB© H$m {Za§Va àJ{V Ho$ ‘mJ© na àeñV H$aZo H$m ah|Jo. H$m{‘©H$m| H$mo ¶h {dœmg ^r {XbmZm JR>Z hmoVm h¡. ¶h EH$ ‘O~yV Am¡a ~‹S>m à¶mg H$aZm Mm{hE. g‘ñV H$m{‘©H$m| Ho$ ‘Z hmoJm {H$ AmZo dmbo g‘¶ ‘| ñWmZm§VaU J«mhH$ AmYma ~ZmVm h¡. ‘| EH$Vm H$m ^md hmo Am¡a ~¢H$ Ho$ {hV ‘| àemg{ZH$ Amdí¶H$VmAm| Ho$ AZwgma hr {H$E OmE§Jo. {db¶/g‘m‘obZ ‘| H$m{‘©H$m| H$m EH$sH$aU EH$OwQ> hmoH$a H$m¶© H$aZo hoVw CÝho| g‘{n©V ^r AnZo Amn ‘| EH$ ~‹S>r MwZm¡Vr h¡ Am¡a ahZm hmoJm. gm‘mÝ¶V: H$m{‘©H$ {ZåZm§{H$V {~ÝXþAm| H$mo Bg na {deof Ü¶mZ XoZo H$s Amdí¶H$Vm H$m{‘©H$m| H$mo ‘mZ{gH$ Vm¡a na ZB© BH$mB© boH$a ge§{H$V ahVo h¢ - * d[að>Vm gyMr h¡. {db¶/g‘m‘obZ Ho$ nümV AmZo dmbr H$mo AnZm g‘PZm hmoJm. à~§YZ H$mo ^r * H$m{‘©H$ gw{dYm * Am¡Úmo{JH$ gå~ÝY g‘ñV VH$ZrH$s Ed§ d¡Ym{ZH$ à{H«$¶mAm| H$m H$m{‘©H$m| H$mo ¶h {dœmg {XbmZm hmoJm {H$ AV…g‘ñV H$m{‘©H$m| H$s à~§YZ go Anojm ^r H$m¶© ¶moOZm ~ZmH$a g‘¶~Õ {ZñVmaU EH$ ~‹S>r Am¡a ‘O~yV g§ñWm ‘| H$m{‘©H$ {hV hmoVr h¡ {H$ Cnamoº$ {~ÝXþAm| na ZE à~§YZ H$aZm hmoJm {Ogo VrZ MaUm| ‘| ~m§Q>m Om Am¡a ~ohVa T>§J go gwa{jV ah|Jo. Ûmam gH$mamË‘H$ H$ma©dmB© H$s OmE VWm

10 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 H$m{‘©H$m| ‘| BZ {df¶m| H$mo boH$a {H$gr àH$ma The H$m ‘V^oX Z CËnÞ hmo. ZE à~§YZ Ûmam Omo ^r {ZU©¶ {b¶m Om¶oJm ¶m Omo ^r Zr{V Rebirth AnZm¶r Om¶oJr Cg‘| nmaX{e©Vm hmo. Darkness slowly crept into my ZB© BH$mB© ‘| J«mhH$m|/H$m{‘©H$m| H$s g‘ñ¶m Ho$ eyes...where am I iant tree {ZXmZ hoVw {J«dm§g [aS´o>gb gob Ho$ A§VJ©V trunks were all around me. I ran Q>mob ’«$s Z§~a H$s gw{dYm hmoZr Mm{hE. Bg onths ew past unnoticed. amidst them aimlessly. Thousands Z§~a H$mo àË¶oH$ emIm/H$m¶m©b¶ ‘| {S>ñßbo Mazing at the lonely road of crickets screeched in rage. I was {H$¶m OmZm Mm{hE. {S>{OQ>b VH$ZrH$s H$mo from my balcony seemed endless. unable to see or hear. Stumbling ~‹T>mdm {X¶m OmZm Mm{hE Vm{H$ J«mhH$m| H$s Dry leaves had piled up on streets upon thick roots, I collapsed onto and gusty winds scattered them the ground. Was I the destined one {eH$m¶V/g‘ñ¶m H$m Ý¶yZV‘ g‘¶/^maVr¶ to be punished for man’s injustice ~¢qH$J g§{hVm Ed§ ‘mZH$ ~moS>© Ûmam {ZYm©[aV everywhere. Fallen pink owers adorned footpaths and lie to nature for centuries Creepers ‘mZH$ g‘¶ ‘| {ZñVmaU gw{Z{üV {H$¶m untouched for days until they were slowly snaked up towards me along Om gHo$. BgHo$ {bE J«mhH$m| H$mo ~¢H$ Ûmam dried up in the scorching heat of the ground and tangled around my g§Mm{bV {dÎmr¶ gmjaVm {e{dam| Ho$ ‘mÜ¶‘ summer. The neighbourhood was arms and feet. I was trapped go ^r OmJê$H$ {H$¶m OmZm Mm{hE Am¡a deserted.The glorious cities and Forgive me One last chance g‘¶-g‘¶ na A{^¶mZ MbmH$a J«mhH$m| void bungalows were now historical No. H$mo ~¢H$ ‘| em{‘b {H$¶o J¶o ZB© VH$ZrH$ go monuments of a golden era that had I awoke in shock. I was still alive The AdJV H$am¶m OmZm Mm{hE. passed by.Mankind was destroyed blanket of darkness slowly engulfed in the bio-war. Man himself turned the sky. A faint sob was wafting ~¢H$m| H$m {db¶/g‘m‘obZ H$aZo go ~¢H$m| out to be his greatest enemy. There on the evening breeze. Rubbing Ho$ H$O© XoZo H$s j‘Vm ~‹T>oJr Am¡a CZH$m were times when he feared his own off small pearls of sweat from my VwbZ-nÌ ^r ‘O~yV hmoJm. Bg ’¡$gbo Ho$ kith and kin and wandered like a forehead I stood up to see eagerly. n[aUm‘ñdê$n Xoe Ho$ ~‹S>o gmd©O{ZH$ ~¢H$ animal in the struggle for existence. A young boy was walking down A§Vam©ï´>r¶ ñVa na à{V¶mo{JVm H$aZo ‘| gj‘ Being one among the unfortunate the road. Was I still dreaming The hmo OmE§Jo. Xoe H$s ~¢qH$J àUmbr ^maV H$mo survivors,I am thrown into the dark joy of seeing a human over days dungeons of solitude. d¡{œH$ ñVa na EH$ ‘O~yV AW©ì¶dñWm was inexplicable. I ran out of the ~ZZo ‘| ¶moJXmZ Xo gHo$Jr. Bg à{H«$¶m H$m The transition was gradual. Skeletal house to stop him.Placing my palms around his tear drenched cheeks ‘H$gX Xoe ‘| d¡{œH$ ñVa na ‘O~yV ~¢H$mo| houses were now abode to pigeons and squirrels happily chasing each I knelt down in front of him.I took H$m {Z‘m©U H$aZm h¡. other jumping between roofs. Proud his hands in mine and placed them BZ g^r nhbwAm| Am¡a ~mVm| H$mo Ü¶mZ go trees spread out branches blooming close to my heart. His ooded eyes XoIm Om¶ Vmo h‘ nm¶|Jo {H$ ~¢H$m| H$m {db¶/ colourful owers. Roads were sparkled with hope.We hugged each g‘m‘obZ EH$ ~‹S>m Am¡a ‘O~yV ’¡$gbm h¡ playgrounds for stray dogs. Was the other at once. With the ecstasy of Omo {H$ ~¢H$m| H$mo EH$ ‘O~yV pñW{V àXmZ forest devouring the city Chirping regaining a long-lost life, I placed sparrows and resonant coucal calls my arms around his shoulders and H$aoJm. AV… h‘ ¶h H$h gH$Vo h¢ {H$ made misty morning awakenings we walked forward together along dV©‘mZ n[adoe H$mo XoIVo hþE ~¢H$ ‘| Mb melodious.Nature has put an end to the moonlit path.In this rebirth, ahm {db¶/g‘m‘obZ Xoe H$s AW©ì¶dñWm man’s dictatorship over the world. perceiving the lesson taught by Ho$ gmW hr gmW Cg ~¢H$ H$mo ^r ‘O~yV Warm sunshine caressed me. I nature, we moved ahead as shown pñW{V ‘| bo OmZo ‘| H$maJa hmoJm. lay my head down on the balcony by the twinkling stars. rails. What was the time I never knew. Whatever it was, it made anj s a en o a an amOrd lrdmñVd no difference. The rhythm of the ha ara et ra h jo.‘.à.H$m.; dmamUgr cooing pigeons felt like a lullaby. a ga re

r a th ea i g i t the ri a a e a thi C t re is defined by the ideas, 1st of April 2020, I would often a merger Was it a takeover customs and social behaviour of a r a ager eat i t the The lockdown gave me the afternoon particular group of people. Culture i that ha the hra a time to ponder and as I do with is defined by the refinement of our logo in a see-through sticker and everything I do not understand values and its manifestation as service er completely, I first turned to see the t r stake o ers. Will I lose my identity Will being dictionary meaning of the word – Each of the three banks surely usurped by a larger bank be beneficial M M T bring the best of cultures from Will my career take a backseat in And dear What I read was reassuring their i g ather t i ith t this new banner Will there be an beyond words. doubt that the founders of the three unexpected remote location transfer entities imbibed in their respective Here is what came up as the definition If I write the number of questions that organizations a strong culture that in the Merriam-Webster dictionary. went past my mind, it would come echoed with the people they served. in the way of what I want to convey “Amalgamation refers to a blending All the 3 banks have nearly 100 years to my fellow colleagues from all the of cultures, rather than one group of existence with a kaleidoscopic three banks. eliminating another (acculturation) milestones and landmarks being or one group mixing itself into created every year. I can speak for The th t r e i t a a another (assimilation).” hra a here the e e e e ere r i g har t get the So, as it is so lucidly defined, I would serve identify with us as an emotion. new signage in place for the bank, like to think of the three banks coming Our customers understand us as well, and Corona struck Well, many together as a coming together of perhaps better than we understand reading this would be wondering, if a cultures, that would blend into each them. Similar must be the case with signage change was going to change other to create a lasting impression the Union Bank and Corporation everything Did Corona pandemic on every single stakeholder we would a The ta eh er re ate t the come in the way of the inevitable serve. Unknowingly, here I have bank by the strong values that each Well, the answer is NO. The 3 banks introduced two more words - C t re re re e t Thi i a tre gth that the i get a a ga ate i t e r an take o er. amalgamated entity must strive to

12 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 preserve the relationship that ha country. We are at the threshold of a the financial strength will help our been forged across generations must revolution in banking in our country economy emerge stronger. As an be maintained locally by all the three where this amalgamation brings us to economy, our strength lies in the banks, while the best practices that a critical mass with the resources and i ter a e a that e i t are efficient must be universalized experiences to bring the best of the bankers, we have the advantage to in the amalgamated entity. It is like globe to our customers in India. help both the demand side and also owers of different colours and the supply side of the economy. For Customer being the biggest fragrances coming together to create the demand side, our retail customers stakeholder of our organisation, it is a beautiful bouquet. The customer who seek credit to realize their dreams e tre e i rta t that their i tere t enjoys the depth of colour of the red of a car, a home, a good education be given utmost importance. It’s an rose, the fragrance of jasmine and a the i e the i trie era of customer delight rather than the absolute geometry of a tulip. All both big and small seek our help to merely customer satisfaction. Having of them together creating a delight expand their products and services said so, I think this amalgamation will in the person receiving the bouquet. to provide the best to their customers. only have positive impact on each of That i h i agi e the As bankers we are in such a unique cultures of our three banks to come the three banks’ customers position as I would summarize together to serve our stakeholders. They will be associated with a larger below - This brings me to the next aspect Bank, having a widespread network in ink o a for driving the demand that I think is to be the mantra of this all regions of India and better capital side of the economy and t G o a amalgamation - N C C base. Their access to a larger number to support the supply side – our G . of branches and ATM network and industries and SME’s to be aspire to Next eneration banking technology be the best in global standards. Thi i the ite hat a which will be cost effective for all the Union Bank of India with the said – Think lobal and Act Local. customers. They will have wide range combined power of a pan-India While this amalgamation brings us to of products and credit facilities which presence with strong local recall be the 5th largest bank in India with will be the best of class. So-called of each of the former banks, with a combined 9500 branches and over Mass-banking and Class-banking can the combined financials might to 75,000 employees, it would appear be provided under the same banner. support our industries, it is time our that e t tart thi i g ia i the a te t gr i g arge e th ia i at the highe t t he global. I beg to differ – we must rather economy and regardless of the India find its place in the world order think local and act like a global bank. pandemic situation, that may not as an economic power. We must act like a global multinational change. This country has always with processes and services at par been destined for great things and a ita atra with global banks but think of how the coming together of the banks Kodambakkam, Chennai to apply it to the local needs of our as combined forces to represent hra

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tatement about Ownership and Other Particulars concerning 'Union Dhara' Form IV (See Rule-8) 1. Place of Publication: i a ia i a hava i ha hava Marg ari a i t M bai 2. Periodicity of Publication: arter 3. Editor, Publisher and Printer’s name, nationality and address: R R ia i a ia i a hava i ha hava Marg ari a i t M bai 4. Name and addresses of Individuals who own the newspaper: i a ia i a hava i ha hava Marg ari a i t M bai I, DR. SULABHA KORE, hereby declare that the particulars given above are true to the best of my knowledge and belief

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that the merging entities will be keen Cultural t ai tai their t re e people may overtly oppose to accept Integration & the new culture of the organization or even become opinion leaders to Amalgamation ensure that people don’t accept. a a te t a rea er right r the begi i g a a e it Top leadership will now have to step the bigger i a presence felt throughout the process in to define the new vision, mission ia et begi b er ta i g of amalgamation. It may so happen g a a h thi g i r i organization culture, simply to put it’s that in the heat of harmonization of the e he e thi g e the way things are done around here. products, processes and systems this the leadership of all merging entities re e t e e i r ri g vital aspect may take a back seat, but working in corporate office & field my short tenure at Central Office then this may prove costly at a later t gether t bri g the the a e referring to the term ecosystem while date. They could begin with conducting page. At the same time, develop describing the organization culture. a re ear h r i a communication plan with time be ieve it t e r a et banking parlance to determine lines which should be owned by top va e te be ie that g ver culture of merging organizations, leadership for reaching out to all the how their people act or even react their tre gth ea e e Th gh employees. Communicate frequently, on a daily basis. Organization culture it’s a favorite byline of a section of with utmost honesty & transparency b i g variet e i evolves with time to stay relevant & columnists (so called pundits) that thus is never static. With change in if you have seen one PSB, you have Ensure buy in’s. Survey your people te h g b i e e vir e t seeem all, it only goes to show their frequently, preferably with short age profile & skill sets of employees, a er ta i g h the e specific questions. Surveys can be t t rget t er their organizations have survived & grown as simple as a one question a day so aspirations too, haven’t we as a Bank ver a h re ear The tea that have a et a er at the changed a lot over the years. People should actively collaborate to look for end of a week. Report findings fast particularly in Banks like to associate best practices in all companies, peers i r h the a age e t ha t re ith the i e ig age g & adapt them in the new avatar. addressed the concerns expressed by corporate colours, brand ambassador, Mi e a e thi g e t people in the surveys. This will ensure product name, office etiquette, etc. opportunity to identify & imbibe buy in & wider acceptability to the b t i it h arger tha e behavi r e va e t ra action plan of leadership. that be a e it give the a e e e e e t i e i the e We should try to overcome the us identity & belongingness. organization. Let’s try not to make a & them mentality instead we need i g t Merger hash out of old ideas of respective to create a culture of We mentality. The expected synergies will not come Amalgamation, you must have often companies to please everyone instead ab t ith t ergie i heard or read in reports that Most ee ethi g e re h ab t a r M have ai e be a e which the employees will instantly To conclude instead of pushing of poor integration of cultures of identify. Relying solely on old value differing cultures to combine, the entities. So when it’s that very te t re be a e the are leaders know better that it may take important, the ONE THIN that should there r ear t gether i i gi a some time for people to step out of foremost occupy the minds of top counterproductive. You are simply comfort zones, adopt new culture & leadership involved in the process of i g ethi g be a e have practices. M & A process is cultural integration not thought of something better to get the t re right t of people of the companies. Easier do. With the idea of new organization the other stuff will take care of itself said than done, we need to set up culture firmly in place, we can now - Tony Hseiss Culture Integration Teams which ve t the e t eve h have ea er r a the It’s time to spread the word how the entities. It’s suggested that cultural e thi g a e ab t e ebrate t r. jit arat e integration teams should be in place get wider acceptability. It’s common R.O., Nasik

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 21 Amalgamation of Banks malgamation is a process where erger Nationaliation during the every 10 shares (Rs10 each) held. one or more entities are subsumed erio ro The period Similarly, SBM and SBT shareholders into another entity, giving birth to a is called pre-nationalization period got 22 shares of SBI for every 10 new institution. There is a ‘share- because in 1969 the government shares. swap’ process where shareholders of nationalized 14 private banks. Post the merger, the SBI was in the various entities being subsumed are he period from 1-11: The process to rationalize its branch allotted certain number of shares in period was called post-nationalization network by relocating some of the the new entity. period. It saw six private banks being branches to maximize reach. This, The Banking Companies (Acquisition nationalized in 190. In this period, 13 according to SBI helped the bank and Transfer of Undertakings) mergers took place mostly between optimize its operations and improve Acts of 1970 and 190 provide public and private sector banks. profitability. that the Central overnment, in The post liberalization period, which onsolidation of ans (21-21) consultation with the Reserve Bank stretches from 1991-2015, saw This phase saw five associates of SBI of India (RBI), may make a scheme, major economic reforms initiated and Bharatiya Mahila Bank geng inter alia, for the amalgamation by overnment of India. Many new merged in SBI. This resulted in SBI of any nationalised bank with any policies were framed. reater FDI and being one amongst the 50 largest other nationalised bank. arious foreign investment was allowed which banks in the world. committees, including Narasimhan saw resurgence in Indian Banking. As Union Cabinet decided to merge all Committee (199) constituted by many as 22 mergers took place - some the remaining five associate banks of the RBI, Leeladhar Committee (200) to save weaker banks and some for State Bank roup with State Bank of chaired by RBI Deputy overnor, and the sake of synergic business growth. Nayak Committee (2014) constituted India in 2017. ank er ers The by the RBI, have recommended Five associates and the Bharatiya merger of Oriental Bank of Commerce consolidation of public sector banks Mahila Bank became the part of with lobal Trust Bank in 2004 saved (PSBs) given the underlying benefits/ State Bank of India (SBI) beginning the latter after its net worth had synergies. April 1, 2017. After the merger, the wiped off and also handed OBC a total customer base of SBI increased istor o er ers in n ian ankin million depositors and a decent to 37 crore with a branch network of market in South India. Mergers of Mergers of banks began in India around 24,000 and around 60,000 Punjab National Bank (PNB) with the in the 1960s in order to bail out ATMs across the country. the weaker banks and protect the then eroded New Bank of India (NBI) customer interests. After that, in in 1993-94 and that of Benaras State The largest ever merger in the public post liberalization period, the quest Bank Ltd. with Bank of Baroda in 2002 sector banking space in India has to create an Indian bank that would also proved to be life saving for the taken place on Wednesday April 1, be in the league of global giants had weaker banks. 2020 when six Public Sector Banks were merged into four large banks been continuing since 1990. Moving an ergers onsolidation 28- in a bid to make them globally on the path of creating one of the SBI first merged State Bank of competitive. Customers, including largest global banks, the government Saurashtra with itself in 200. Two depositors of the merging banks, will had approved the merger of five years later in 2010, State Bank of now be treated as customers of the associate banks with SBI in February Indore was merged with it. The board banks in which they have merged. 2017. Later in March, the Cabinet of SBI earlier approved the merger approved merger of Bharatiya Mahila plan under which SBB shareholders Following discussions between Bank also. got 2 shares of SBI (Re.1 each) for the Indian Banks’ Association and

22 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 employees’ representatives on he details of the bans formed aer 6 Bank of India 6th various demands raised by employees mega merger is as under: largest organisations, the government has n ar est ank Oriental Bank of Indian Bank 7th requested the amalgamating banks 7 Commerce and United Bank merger largest to form joint committees of the into Punjab National Bank has Central Bank of th Executive Directors of the banks created a bank with 17.95 lakh crore India largest concerned to consider and make business and 11,437 branches. appropriate recommendations to the 9 Indian Overseas 9th 4th argest an : The merger of management and/or Bank’s Board Bank largest Syndicte Bank with Canara Bank has on matters arising from or related created the fourth largest public 10 UCO Bank 10th to the proposed amalgamation. The sector bank with 15.20 lakh crore largest government has repeatedly assured business and a branch network of 11 Bank of 11th that not a single employee will be 10,324. Maharashtra largest retrenched. th argest an : Merger of Andhra 12 Punjab & Sind 12th Following the consolidation, there are Bank and Corporation Bank with Bank largest now seven large public sector banks Union Bank of India has created The biggest overhaul in public sector (PSBs) and five smaller ones. There Indias fifth largest public sector bank banks has left India with only 12 banks were as many as 27 PSBs in 2017. The with 14.59 lakh crore business and total number of public sector banks in 9,609 branches. now instead of 1 before the Merger. the country have come down from 1 th argest an: The merger of ankin usiness in arket to 12 effective April 1, 2020. Allahabad Bank with Indian Bank or er ahs Share ar est to o rore State-owned banks have been reeling has created the seventh largest Smallest) Rupees under a bad loan crisis for years now. public sector bank with .0 lakh State Bank of 52.1 22.5 According to the government, the crore business having strong branch size of gross non-performing assets of networks in the south, north and east India of the country. state-owned banks stood at 7.9 lakh PNB + OBC + 17.9 7.7 crore, as of March 31, 2019. Although The details of the banks that will United Bank the government has not projected remain independent are as under HDFC Bank 17.5 7.6 the present merger as a measure to Indian Overseas Bank, UCO Bank, Bank of 16.1 7 tackle bad loans, bank mergers in the Bank Of Maharastra, Punjab and Sind Baroda past have been carried out simply to Bank, Bank Of India, Central Bank Of Canara + 15.2 6.6 bail out struggling banks. India. Syndicate The Banks’ merger dated April 1, 2020 After entire merger exercises, the Bank has resulted in the creation of seven next-generation PSBs of India can Union + 14.6 6.3 now be ranked according to their large PSBs with scale and national Andhra + reach, with each amalgamated entity business size, as follows Corporation having business of over lakh crore Bank and it has helped to create banks with No. ank Na e Rank scale comparable to global banks and by sie ICICI Bank 12.7 5.5 capable of competing effectively in 1 State Bank of Largest Axis Bank 10.6 4.6 India and globally. India Bank of India 9.0 3.9 Punjab National 2nd In addition, consolidation would also 2 Indian + .1 3.5 Bank largest provide impetus to merged entities Allahabad by increasing their ability to support 3 Bank of Baroda 3rd Bank larger ticket-size lending and have largest SourceTOI Aug,2019 competitive operations by virtue of 4 Canara Bank 4th It is but the desire for growth that largest greater financial capacity. acts as the fuel not only for an Last year, Dena Bank and ijaya Bank 5 Union Bank of 5th entrepreneur but also for every were merged with Bank of Baroda. India largest professional or corporation. This deep

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 23 desire for growth in terms of customer performance milestones and it leads to poor culture not ideal for base, balance sheet and profit has led monitoring would become easier the organization or the economy. the organizations engaging in mergers for the government. and acquisitions to move ahead and n Risk o loss of customer base: onwards in synergy. n Cost a in Multiple posts of Banking policies sometime change, CMD, ED, M and onal Managers along with technological plaorms The Indian Banks too did not stay will be abolished, resulting in and that may not go down well with aloof from this wave of mergers and substantial financial savings and customer base, especially with long acquisitions (M&A). Initially banks cost of banking operation. term and elderly customers. were merged to save non-performing n Discontent mong employees: banks or non efficient banks but as n Diversication of ctivities: Despite new positions being created, time evolved, the system too evolved. Mergers also help in the a considerable number of positions In the recent times mergers and diversification of the products. are abolished with the merger, acquisitions have also been made The improvement in capital base resulting in a number of people on the grounds of business growth, enables the banks to take up new becoming jobless. profitability and organizational and diversified activities such as restructure. financing equity underwriting Mergers are important for the consolidation and expansion purposes insurance products, issuing asset- anta es o er er that is why in today’s scenario many based security providing new n ompetetive: The consolidation private sector banks are genuinely delivery channels, etc. of PSBs helps in strengthening its interested in mergers and acquisition. presence globally, nationally and Disadvantages of the erger Merger creates variety of problems regionally. n e ision akin The banks that which can cause great damage n apital and overnance: The are geng merged are expected to if the process of merging is not governments intention is not see a slowdown in decision making executed properly. Bank mergers and acquisitions are complex procedures just to give capital but also give at the top level as senior officials with the possibility of extraordinary good governance. Hence, post- of such banks would put all the consolidation, boards will be given payoffs. Hence, it is important that decisions on the back-burner and it the banks and government handle the exibility to introduce the will lead to a drop in credit delivery Chief eneral Manager level as the nitty gries of this pivotal in the system. per business needs. They will also transformation with care. recruit Chief Risk Officer. n eographical Synergy: During the To enter the global financial market process of merger, the geographical and to survive in the high-risk field n Eciency: It has the potential to reduce operational costs due to synergy between the merged banks of competition with foreign banking the presence of shared overlapping is somewhat missing. giants, Indian banking industry badly needs consolidation. Indian banks are networks. n Slowdown in Economy: The move facing tough competition from their n echnological Synergy: All merged is a good one but the timings international counterparts, as the banks in a particular bucket share are not just apt. There is already foreign banks with huge capital base common Core Banking Solutions a slowdown in the economy are able to offer loans to borrowers at (CBS) plaorm synergizing them and private consumption and attractive rates that make the Indian technologically. investments are on a declining banks vulnerable to economic shock trend. and consequent instability. These n Self-Suciency: Larger banks have issues need to be addressed through a better ability to raise resources n eak anks A complex merger strengthening the capital base of such from the market rather than relying with a weaker and under-capitalized banks, which is possible only through on State exchequer. PSB would stall the bank’s recovery mergers and acquisitions. n The loan tracking efforts as the weaknesses of one Re o er If people, work culture and vision are mechanism in PSU banks is being bank may get transferred and the blended together nicely, merging will merged entity may become weak. improved for the benefit of definitely have synergic effect and customers. n hange of ulture: Banks are create a win-win situation. n onitorin With the number of merged only on papers. Their PSBs coming down after the process people and culture are difficult to Rahul grawal of merger - capital allocation, change. It is a recipe for disaster as Textile Market Branch, Surat

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¶y{Z¶Z Ymam, OZdar-‘mM© 2020 25 ASK anks are t e r o e ono i s ste The e i eve e t a tr e e Enabling it tr g a i g te The rre t eve e t i it e t the a t that a have a e a ea i g Excellence r e i the tr gr th r e Along with the nationalization of but laying the foundation stone for r a ha ta e a i eeri g a the bigger re ibi it a Bigger & Stronger economy and initiatives in the transformation ia eve e t a e tr te t make a highly aspirational 5 trillion r e ri g th e r gh eather the a hi h ha bee i harge e the a have t which laid the strong foundation very efficiently & effectively in the tart re ari g r the e t big ea t t be e a bigger a Thi ups & downs of challenging times. a hieve thi i e t e ee i g a e journey of transformation received The ba have a a r a e the of the transformation process. The a tremendous fillip during the last 3 expectations and stood by the test objectives of amalgamation are to ear he i i a et whether it is for Employment Creation, a. Increase lending appetite for the Bank with an aspiration to become the 3rd largest Public Sector Social Security, Implementation of b erve a ita e are he e ra tr t re Bank in domestic business. The Development, Demonetization, Clean, r ve Ri Ma age e t major initiatives (like erticalization reen & Healthy Economy, etc. Capabilities of resources, Centralization of rea i g et a it tre te d. Attain economies of scale in Credit Processes, Specialization of re it gr th ri g e rea i g augmenting business growth Monitoring & Recovery processes, policy rates, deteriorating quality ith the ha gi g t r the Digitization, etc.) were aimed at & quantum of capital requirement, e the ba i g e t r ha creation of world class structures et are the e ha e ge bei g a te the trateg t eet the to meet the changing times which subsequently aligned with the ovt.’s a e b the a The e tr expectations of every stakeholder. Re r The bigge t ha ge new generation of private banks, Our an's Perspective : i a t e t ri g thi r e ha differentiated banks (Payment Banks In the ever-growing competitive been the cultural shift in according & Small Finance Banks) and increased environment, we as financial ba i ba i g ervi e t t er collaboration with fintech companies, institutions have to find out new ways ba e the ri i e t er ba a i ra e a ie & means not only to survive but also to e tri it have led to massive diversification r er ee i g the a e ha ge ith i here t ri The te h gi a With the notification by the Ministry with time. It’s a fact that Banking will of Finance, our Bank has become innovations and greater connect with re ai a e b t the a i g non-bank financial services have Bigger, Bolder & Stronger now with it in the fast changing scenario (in the amalgamation of culturally rich br ght e ha e ge hi h ee the era ever gr i g t er stronger risk appetite and larger asset and financially strong Andhra Bank & insatiable preferences & demands) Corporation Bank. Much more to do size. The asset size of Indian banks is will definitely take a different shape. low in comparison to International with You in focus and Prosperity for a The ee r ba g ba If we continue to do the same thing, All amalgamated into ood People scale size has been felt for a long time we will continue to get the same to Bank with having more than 300 in the past in the post globalization result. We cannot expect a different years of experience is now firmly era b t it ha e at a re t b i g the a e thi g moving towards to become Best opportune time to harness and fulfill here the ha ge it e i ha gi g People to Bank With with the Strong & a i ger ta t a ri g ia vi i a i g it a tri i e t ea er hi at the T he maor the a t e a e e have it e e dollar economy in the next five years. challenges in the amalgamated entity the a e ha ge i ever here are the integration of technology malgamation Obectives: of life out-beating all the records. plaorms and managing R T ver e a the e ha e ge e it r t ha ge te h gi a t ra iss es. r a ha bee a the ver e t ha ta e a ha ge r e ha ge et hi h pioneer in the Technology initiatives initiatives mainly aimed to reform the inuence the human behavior upto a like computerization, CBS Migration, Public Sector Banks like strengthening great e te t e a t e e t Digital products and digitalization Banks’ Board, Insolvency & Bankruptcy the same result even if we continue to r e e et ith the tr g e a ita i Re r do the same thing without adopting i ra tr t re i a e a the & Amalgamation. These are nothing t ha ge r e e b a ver tr g T tea

26 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 very smooth technology integration and will continue to be there which of the Bank, productivity of each i e e te i the a ahea The ea h e e erie i g a the i ite ha t be i r ve hi h i integration of highly rich cultures and time. The life cycle of any living being possible only through continuous skill e ee e tri a r a h the T passes through different phases of life eve e t Management will definitely be helpful ith t ha ge ever e t no e e is the condition of being in addressing the contemporary & e h hee i there i ea h e aware of something. It is information t re ha e ge r e b the e three trait a er ta i g ab t a b e t People entricity : The ri ar viz. Atude, Skill & Knowledge. In or action which is to be undertaken. objective of every initiative of our the ab e e a e the e e One should know every in & out of a i t b i the ete ie a t r the hee a a t the action to be taken. What is the of employees for efficient & prompt ve ahea There re a the e begi i g i t a e eav r ei g delivery of products & services which three trait h be i a ba a e e geab e ab t the b i the will benefit every stakeholder. In the form (homogenous blend of atude, be t a t gr the it ervi e i tr i e ba r t i e skill & knowledge). These represent a t er a a have be t e ee a a ver vita r e t Why (purpose, goal), How (process) r t te h g a a bie e a re the b i e ha e ge & What about our duties and b t i e t have e ge a r the b i the are the a e responsibilities as well as about any about our products & services we the a ith the tr g et of our action in fulfilling our ambition a t gr r b i e b motivated & dedicated employees a a hievi g the g a e ge ea t e eve e t (invaluable human capital, an tude i e a t r that i a e a the eve e t the intangible asset) Bank can achieve iver a a e ge t be organization. It also empowers us in any of its aspirational goals within the a ab e ver i g ever ib e r vi i g e e e t t er ervi e set timeframe. As we deal in public i a va tage t i a e the a e re that e a here t the e a bei g a t ia their factors which can destroy the benefits ai te a r e re i wealth, every role in the bank requires of every possible advantage. Atudes the processes. Knowledge about the leadership quality having highly have t be a a e i the ight rea r e t a e a the e e t h professional approach therefore life situation to which they are related. we finance is also equally important ever i ite ha t ta e harge a It is our atude which differentiates hi h t be e re at ever i a the r e a ea er at their us to look at a glass full (half water + stage. One must have fire in the belly respective level. It is incumbent upon half air), half full or half empty. Here, to learn and earn the aspiration of ea h e t ea b a e a e atude represents why (purpose) e i e r e i a areer Further, to transform this ood Bank of the action being undertaken. It is i t the e t a ever i ite r ia t ab t the r e Thus, with this wheel of Atude, ha t tra r hi e her e t the action to be taken, accordingly Skill & Knowledge one can spearhead be the be t i e iveri g the e t i e a e i e ab t the rther towards achieving one’s aspiration. a ervi e the ra i ha gi g course of action. Why are we doing at ra ee the ve e t e ari e ee t ear t a a t hat e are i g i give arit depends on the size of the wheel. If r e ve a e iver the be t a er of our action and accordingly we can we increase the size of the wheel (our the demand of the time. t is not t e e re t h e a ther a ter ate atude, skill & knowledge), we can strongest of the species that survives, option available to achieve the set take quicker & faster decision in our or the most intelligent that survives. g a t h ther a i g day to day life. We are also required It is the one which has adapted things & gives us clear direction. If you t e re thi hee ithi r the most with the hange. a i do not know your goal, attainment customers to whom we are financing ra i tra r i g it e i ever a thi g i ea ever thi g hi e i g e i ige e The area of business and functions as r a hievi g ever thi g a ea should know the WHY (Purpose), per the changing needs. The creation thi g HOW & WHAT of their activities and should possess the required size of new verticals and new roles will is the ability to perform an action require up-skilling and development ki of this wheel. Through educational with determined results often within & training activities, a person can of functional expertise at large scale. a given amount of time, energy or ransformation heel: acquire new knowledge, develop new both. Skill can be of two categories skills or form a new atude. One of the greatest inventions of eneral and Specific. As Bankers we human civilization is the wheel ee t h t e iver the e a a er have t a a high that tra r e the i e h a products & services to customers. proactive role in discharging our beings and brought civilization to a There re it i i be t manifold responsibilities & duties. It is unique and great height. The wheel to acquire broad range of skills to i be t ea h e t ear re re e t the ig ha ge hee contribute for a better tomorrow. continuously to upgrade knowledge & is a symbol of growth & development These skills are technical skills, soft i eve e h have ri it a ith t hi h i e i t skills (Communication, Inter-personal, to ask to increase the size of our ASK. ib e t tr e that ever bit Etiquettes, etc.), social skills, life IRR IRR : An organisation’s gr th bri g ha ge i it ha ge i i a ther b re ate i T er r a e i ire t re ate the a at re t a a a there improve the efficiency & profitability t the er r a e it h a

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 27 re r e the r it t be known as inclusive, responsive & responsible Bankers, significant tor o i ve t e t i bei g a e b the a to develop core skills & capabilities such as leadership, management & in e finance of the employee. Capacity b i i g i arge bei g erta e b r r b t trai i g te ver tore endeavor is to increase the size of this wheel ASK in order to create ia i a eve i g tr here M bai area e the big a ea er hi i e i e a a art construction field is having its own e e t tra er tarte e i g e i a i g The i ve t e t cement at higher cost intentionally. i e ee eve e t t ar i it eve e t i e increase ASK wheel, will definitely e there ive three b i e e This made it difficult for people to result into very high productivity in India named Seth Poddar, Khan buy cement for their construction & efficiency (IRRInternal Rate of Bahadur, Sitaramaiah. The first purpose. Mr. Seth Poddar was very Return) which can be measured in one, Seth Poddar had a business in rrie ab t hi t er a terms of Inclusive, Responsive & Mumbai called Mumbai Sands the shared the situation with Mr. Khan Responsible (IRR) approach adopted aha r h ai that he ha e by each Unionite in every action. second one, Khan Bahadur ran a business named Karnataka Bricks rie itara aiah h e e e t ay Forward : ver i ite h in Andhra region & is very good a ig the er a vi i ith a is from Karnataka and the third one, vision to become the people of first itara aiah ra a b i e a e person, he can help him to find a choice anywhere & everywhere Andhra Cements is from Andhra solution. Mr. Seth Poddar went to through a process of continuous Pradesh. These three businessmen Mr itara aiah a t a the i r ve e t r a i i the right were running their firms smoothly sufferings that Mumbai people hand and moving with a firm step i their area r a ear are a i g the e a ith the in the right direction to achieve the he Mr itara aiah Mr eth he i g the e e ar the i set goals to become the Best Bank Poddar started selling cement to his to Bank With. With the continuous constructing their homes at cheaper t er at hea er rate journey of our Bank’s transformation rates and are earning profits at r e it i i be t ea h e i a e One fine day when all the three e t b i r a a it i e e ere ta i g ab t t the te rar b i e Once there occurred oods in their businesses, Mr. Seth Poddar ha e ge b t a ha e ge the Karnataka region which damaged a e ith a i ea havi g a t re i the ever gr i g era t the a re erve i that (olatility, Uncertainty, Complexity single entity that trades all the three region which made people find it & Ambiguity). Mbmo H$X‘ go H$X‘ {‘bm r t e e t a a bri Ho$, Xÿa {H$Zmao ‘V ~¡R>mo continue to keep difficult to build their buildings. Then at cheaper rates in entire country. asking for ASK. the businessman Mr. Khan Bahadur thi a e e a a e t At this juncture, we have a unique a e r ar t ve the i e a the three r t i e t rt it t reate a r a e e a ear he a tra er h ther t ere ha ith ba i g te r r t er to find the best quality sand for his the concept and started the entity e ee art er a r customers. One fine day, he met Mr. EKTHA Construction Materials. ta eh er a give b r Seth Poddar in one Business Market worthy MD & CEO Shri RajKiran Rai tha a g t h a e ir hi h ever i ite ha ta e a i e a the r b e a e in no time with its reach in all parts h e hearte a are rea b e e regar i g a i e Mr the tr a a the t er transform this ood Bank to Work Khan Bahadur found Mr. Seth Poddar are happy for having good quality With into 'est an to or ith'. a responsible person and requested r t at hea er rate at a i g e Yes Winners don’t do different things, him to provide good quality sand for t re the three b i e e they do things differently and we are hi t er at hea er rate that were happy seeing the satisfied born as Winners & continue to be people can fulfill their dreams. Mr. t er a the are havi g g i er eth a e te hi r a a profits. This proved that unity always If you don’t ASK, you don’t ET Karnataka region is free from sand give g re t issue because Mr. Khan Bahadur tarte tra i g a a g ith K. Naini adhuri rishiesh ishra bri b i e ith the he Mr Hubli Dharwar Br., Hubli R i ig ri Seth Poddar at cheaper rates. hra

ver rea a ve herei it begi securing a M.B.C.M. degree. He Back in the early 20th century, the with people in different parts of started his practice as a doctor in the Swadeshi movement inspired local the r their e erie e coastal town of Machilipatnam, but businessmen and political figures to a the gr their r e he left his lucrative practice to join found banks of and for the Indian through life The first few chapters the freedom fighting movement. community. To build a financial seem independent narratives and Around the same, about 1000 km institution with Indian stakeholders often make you wonder how these diagonally south from the west coast, catering to the needs of the Indian different stories ended up being a nationals involved in activities was the humble town of Udipi known part of one novel. The beauty of the which would not only facilitate the then and now for its Masala Dosa, content or the master stroke of the independence of India but also ensure wherein Haji Abdulla Haji Khasim t r te er i i h he i tert i e survival of its economy thereafter. Saheb Bahadur was born. Haji (12- these seemingly disjointed narratives, i a ia i i a itera ere 1935) was a Deccani Muslim and eave the t gether i t e ie e also unarguably critical aspects which possibly of Turkish origin whose and lo and behold a beautiful story is needed attention even back then, ancestors had migrated from the spun to life. b t hat a re i rta t a t Deccan to South Canara. His father, This is the story of manifestation of have a country of our own and then Haji Kasim Haji Budan Saheb, was a vision of 3 men in three different parts resolve such issues. Hence in the rich landlord. Abdullah was highly of pre-independence India into reality the period between 1906 and 1911, regar e a a ea i g er ha t a which has stood the test of time, so to thousands of Banks were established speak, a century to be precise and is landholder. He was the first in Udipi in India. However, at least 94 banks in there to live on as a OIN CONCERN. to own a car. He was said to be the India failed between 1913 and 191 first one to introduce coffee as the Once upon a time there lived 3 men due to economic crisis during World breakfast drink. This fashion started in 3 different times, in 3 different WarI. Only a handful of those banks by Abdullah has taken Udipi (a brand parts of India - one in Machilipatnam, hi h ere e tab i he the have name now) far as hoteliers to the e i i i a e i the er t hi e survived till date. This is the story of nation and beyond. Bombay. 3 such inherently strong banks which And here’s introducing the 3rd i e e e t have rvive the In the late 19th century, in the humble visionary of our story - Seth test of time, built strong roots, have coastal town of Machilipatnam, then nutured a diverse range of customers and even now known for its Kalamkari Seetharamji Kisondayal Podar about er it a a have print, Bhogaraju Pattabhi Sitaramayya whom much less is known. Excepting merged into one entity. (24-11-10 – 17-12-1959) was born. for the fact that he was the founder He was an Indian independence of Podar roup of Industries (involved Coming back to the visionaries in our activist and political leader in the in the manufacture and marketing of story, all three of them had significant state of Andhra Pradesh. Born in textiles) and also of an organization amount of social inuence in their undugolanu village, Krishna district post World War - I (1914-191) which local arena. They too envisioned (now part of West odavari district) in stands tall today as one of the largest seng up a Swadeshi Bank catering Andhra Pradesh, Pattabhi graduated public sector banks and is celebrating to the Swadeshi needs. So keeping from the prestigious Madras Christian it e te ar ear i re e t a ver this sentiment in mind, being in the College, fulfilled his ambition to less information is available about social position and having access become a medical practitioner by this great founder. to requisite resources, these 3 men

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 29 distinctly and independently ai India. He walked tall as Founder Unfortunately, Feb. 1921 marked foundation to 3 different Swadeshi President of the Bank from 1906 to the sudden demise of the founding Banks in their respective geographic 1929, with short breaks during his visionary Late Seth Shri Sitaram areas of operation. Haj pilgrimage. Abdullah brought to Kisondayal Podar. B. P. Sitaramayya established Andhra the bank not only his prestige and Thereafter, in the year 1921 itself, Bank in Machilipatnam on November resources but also the participation it was decided that the Head office 2, 1923. Raja Yarlagadda Sivarama of fellow Muslims, rich traders of the of the Bank be shifted to the new ra a a the i ivi a h time, as shareholders of the bank. premises at Apollo Street (present In 190, community-wise, Muslims committed the financial resources for Mumbai Samachar Marg). Thus the were the largest shareholders - 251 starting the institution. The registered formal opening of the new premises in number representing an amount office of the bank was subsequently took place at 4 PM on Thursday, of Rs.57,609. The other leading shifted to Andhra Bank Building, 21.07.1921 by the Father of the Nation shareholders were Saraswaths, 50 Sultan Bazar, Hyderabad. The head Mahatma andhi in the presence of (Rs.33,273) owd Saraswaths, 376 office of Andhra Bank, Pattabhi Ms. Sarojini Naidu and a large number (Rs.33,003) Shivali, 299 (Rs.16,704) Bhavan, is named after him. In the of merchants and other invitees and Catholics, 66 (Rs.6,172) and second phase of nationalisation of he said on the occasion, "We should Protestants, 33 (Rs.1,309). Thus, commercial banks commenced in have the ability to carry on a big bank, at its very inception, the Bank had April 190, the bank became a wholly to manage efficiently crore of rupees acquired a cosmopolitan character. overnment-owned. To become in the course of our national activities. Corporation Bank was nationalized in a significant player, providing full The Bank was nationalized on 19th the second phase of nationalization uly, 1969. The vision of Union Bank range of banking services through in April 190. Emerge as a Model of India is To become the bank of first innovative customer centric products for Inclusive rowth and Innovative h i e i r h e area b b i i g and to maximize stake holders’ value Banking Services is the vision of beneficial and lasting relationships is the vision statement of Andhra Corporation Bank. Prosperity for All ith t er thr gh a r e Bank. Where India Banks is its tagline. is its tagline. of continuous improvement and its On similar lines back in the small And finally, a great visionary - Seth tagline is ood People to Bank with. town of Udipi, Corporation Bank Seetharamji Kisondayal Podar was On 30.0.2019, the present day FM was founded on March 12, 1906 in inspired to start the Union Bank of India, Mrs.Nirmala Seetharaman Udupi, with Rs. 5000 capital, by Haji of India Ltd. in Bombay at the end announced the merger of Andhra Abdulla Haji Khasim Saheb Bahadur of the 1st World War (1914-191). Bank, Corporation Bank and Union (12-1935) as founding President, He invested money from his own Bank of India wherein the former two and guided by the principles of re r e a ta te ea i g will be the merging banks and the the Swadeshi movement of Bal professionals like Solicitors and latter will be the anchor bank. The angadhar Tilak. The primary object Chartered Accountants to prepare merger shall be effective from 1st in forming the ‘Corporation’ is not only the first Memorandum, its Articles of to cultivate habits of thrift among all Association, etc., to register the Bank April, 2020. classes of people, without distinction and lay its strong foundation. Shri If we follow the 100 year timeline, of caste or creed, but also habit of Podar had carefully selected well- each of the constituent banks has co-operation among all classes. All known personalities of the time, who, independently been recognized as a possible guarantee is offered by the at the turn of the twentieth century pioneer in distinct aspects of banking. rules for the safety of the funds and held a prominent place in Mumbais To name a few recent accolades, their good management - this is an auent society. These personalities Andhra Bank was recognized for its excerpt from the first official letter, became the Banks Founder Directors, best banking technology, Corporation dated February 19, 1906, written by on 11th Nov., 1919. The Bank started Bank for its mobile banking application Haji Abdullah under his signature sent its business transaction on 3rd and SME excellence and Union Bank to the public, mainly of Udipi. It is March, 1920. The Banks first Head of India for its Best Financial inclusion significant to note that the first office Office started in a hired building on 7, initiatives. The end result is a merged of the Bank was started in a portion of Murzban Road, Mumbai. 1st Branch bank which is inherently strong in its Abdullah’s palatial mansion in Udipi. of the bank - averi Bazar Branch was MSME business, Financial inclusion It is headquartered in Mangalore, opened on 01.06.1920. and banking technology. With this

30 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 correct mix of ingredients, the amalgamated entity stands tall as the FOURTH largest public sector bank of India in R terms of no. of branches and FIFTH largest in terms of business and the amalgamated Union Bank of India, sure has the potential to further climb up the ladder and most The KARATE KID in making!! importantly cater to the needs of its customer base thereby compliment to the stabilization and growth of economy. When banks have such a huge responsibility to shoulder, its branches better be strong and well nourished not only to bear the weight of expectations but also to yield fruits. This is the very purpose of merging of 3 inherently strong and geographically and strategically important banks. Its like passing on the cauldron of the Olympic ame as a symbol of continuity of its remarkable performance while hoping for an even brighter future. Today we stand strong as an institution of about 75000+ experienced bankers in 9500 branches spread across the aster , son of Mrs. Pragati Veerwal, nation spearheaded by the most experienced professionals MSpecial Assistant of our Nimbahera Br. Under of the banking industry. The vision and mission of each of R.O., Udaipur, is really the Karate Kid in making. ust the constituent former banks to its core the amalgamated a student of grade 6th, Daivik has participated in the entity w.e.f from 1st April, 2020 has begun its sophomore National and the International competitions of karate. journey as one big entity and has been rolling out its He has won Gold and Silver in kata and kumite in innovative loan products which are largely best of the Chhatisgarh Gold in International championship at 3 banks. Although this amalgamation comes at a time Mandsour Silver in Mumbai, Chittorgarh & Udaipur when the worldwide Pandemic of COID 19 has made tourneys. He has also participated in the recently the market situation quite grim, our robust organization is concluded International championship in Udaipur. He is quickly adopting the guidelines and circulars issued by RBI the 1st dan black belt holder in KA karate. b r i g t r t hi h i he i ha h i g the Honing his skills in this martial art under the able coach, affected business entities and help them to sail through Sensei Ashfak Khan, he aspires to represent India in the the tough times. world championship of karate in apan, for which he With the focussed workforce of this esteemed organization, has to qualify and win a gold in Asian championship in ith it e t r g ri hi t r i i a ith a near future. His role model is Sensei Daisuke Ueda, the intent to further building upon the legacy by tapping into famous apanese instructor of the rank 4th Dan. region wise potential and acknowledging the shortcomings On the path from beginner to master, he wishes to to improvise, we can indeed become the Bank of first unlock the more subtle and dangerous techniques choice in our chosen areas by building beneficial and hidden in the katas movements. According to him, lasting relationships with customers through a process of Shotokan karate is considered a traditional and continuous improvement. influential form of karateits first called DOO. It is usually Andhra Bank, Corporation Bank and Union Bank of India divided into three parts kihon (basics), kata (form of have independently completed 96 years, 114 years and patterns) and kumite (sparring). Kumite is the practical 100 years respectively as they stand together on the application of kihon and kata to real opponent. Major threshold of amalgamation. Here’s to hoping yet another organisations of karate are KA, ITKF, ISKF, KS, SKA, century of progress for OUR AMALAMATED organization KWF, etc. Though very determined to overpower the in serving the customers, because at the end of the day, opponent on the karate mat, this little champ also loves economy comprises of these customers, nation building is exploring new things along with singing and dancing catering to the needs of the customer and because, in the too. He enjoys his school days participating in debate, end, CUSTOMER INDEED IS THE KIN. sports and cultural programs in school as well. Union Dhara salutes his aspiration and ne a Nair is es i a t e est R.O., Ernakulam

Denition : The bi i g e arate and (40 of 190). Section 9 provides that Central overnment may after organisations to form a large consultation with Reserve Bank of India make a scheme for amalgamation of organisation as a group or an banks. organisation or group formed in this Latest scheme of amalgamation of public sector banks a In exercise of power conferred by Section 9 of Banking companies (Acquisition ypes of malgamation : and Transfer of undertakings) Act 1970 (5 of 1970) and (40 of 190), The 1. Horizontal amalgamation 2. ertical Ministry of Finance (Department of Financial Services) vide notification amalgamation dt.04.03.2020 notified the scheme of amalgamation of following banks w.e.f. Horizontal Amalgamation a situation 01.04.2020 in which a company buys another 1. Amalgamation of Oriental Bank of Commerce and United Bank of India into company that has the same activities. Punjab National Bank. ertical Amalgamation a situation in 2. Amalgamation of Andhra Bank and Corporation Bank into Union Bankof which a company that supplies it with India. goods or that buys goods from it in order to control all the process of 3. Amalgamation of Syndicate Bank into Canara Bank. production. 4. Amalgamation of Allahabad Bank into Indian Bank. Committees recommended amalga- The position of PSU banks after amalgamation on the business size asof tion of the banks various committees March, 2019, after merger of public sector banks the position will be as under including Narasimhan Committee (199) constituted by the RBI, Sr. No.1 Name of Banks Business Size Position Leeladhar Committee (200) chaired (Rupees) by RBi Deupty overnor, and Nayak Committee (2014) constituted by RBI, State Bank of India 52.65 lac crore t have recommended consolidation of 2 Punjab National Bank 17.94 lac crore 2nd public sector banks. 3 Bank of Baroda 16.13 lac crore 3rd Legal provision of merger/ 4 Canara Bank 15.20 lac crore 4th amalgamation of companies 5 Union Bank of India 14.59 lac crore 5th Section 230 and 232 of companies Act 2013 (notified date of section 6 Bank of India 9.03 lac crore 6th 07.12.2016 & effect date 15.12.2016), 7 Indian Bank .0 lac crore 7th in case of overnment Company in Central bank of India 4.6 lac crore th Section 232 the word Tribunal the word Central overnment shall be Indian Overseas Bank 3.75 lac crore th substituted by notification dated 10 Uco Bank 3.17 lac crore 10th 13.06.2017. Bank of Maharasthra 2.34 lac crore th egal provisions of malgamation of 12 Punjab & Sindh Bank 1.71 lac crore 12th Public Sector ans: eneral Effects of esting/Amalgamation Section 9 of Banking companies (Acquisition and Transfer of Upon the commencement of amalgamation scheme, the undertaking of the undertakings) Act 1970 (5 of 1970) transferor Banks shall vest or be deemed to vest or be taken over by the

32 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 transferee banks without requiring any act , deed , consent or instrument for The transferee bank should come tra er the a e forward with various policies including standard transfer policy dvantage of malgamation: igger is always beer after considering the policies of all Amalgamation helps to reduce the cost of operation the transferor banks. Employees Amalgamation helps to improve the professional standard transfer should be need based with the principle of minimal disruption Amalgamation provides better efficiency ratio for business operations as to employee and customers. It well as banking operations which is beneficial for the economy. should be ensured that there Multiple post as well as branches get abolished, resulting in financial saving. should be no discrimination against employees as well as customers of Amalgamation improves risk management. the amalgamated entity. All Amalgamation helps the geographically concentrated regionally present transfers, promotion and appraisals banks to expand their coverage. should be carried out in a fair and Amalgamation saves the weak banks which fail in meeting expectations. transparent manner and equal career growth opportunities and Amalgamation helps to reduce the NPA rewarding the performance should Amalgamation provides higher lending capacity be in place. Amalgamation provides technology investment possible The salary structure should not be adversely affected due to Amalgamation provides capital raising potential. amalgamation and the Amalgamation reduces the consortium financing practice. harmonization of staff benefits should be formulated keeping in Amalgamation provides strengthening banks presence globally, nationally mind the best practice of all and regionally. amalgamated entities. Amalgamation helps the overnment in monitoring of the banks uide book should be provided to er r a e the employees to equip them to Amalgamation will benefit all employees in terms of bright prospects like work in the changed environment wider opportunities for career progression, overseas posting etc. with the changed products, process Amalgamation helps the overnment to implement policies through banks and policies and training module/ in rural and vulnerable areas. e-learning plaorm should be formulated in this regard. Amalgamation minimizes the neck to neck completion in selling ofthe banking products and malpractice in sectioning the loans. Uniform digital plaorm including the common lending automation Amalgamation helps the overnment to infuse money in PSU banks to bust r e i g te hi h the e incorporated the harmonised Disadvantages of malgamation: product should be put in place for the convenience of the employees Healthy competition may be eliminated as well as customer. Business combination could lead to monopoly in the market Through Webinar /Seminar/Call The transferor bank loses the goodwill and identity gained over the years. Centre/SMS, E-mails, etc. make the Clash between the management and employees unions could be raised. employee as well as the customers understand that nothing going to There may be differences among the employees of the transferor bank and be adversely affected due to transferee bank with regard to work culture. amalgamation and it is interest and Differences could be raised with regard to HR Policies, HR benefits, knowledge benefit of the employees, management, and growth opportunities and use of digital plaorm. customers and Nation. Suggestions for solution of ey concerns : Through survey transferee bank should invite suggestions as well as constructive feedback from the employees time and again for a better future anne Khan and performance of the organisation. R.O., Agra

here i a a i g Marriage are a e i heave either positively or negatively. The way of outlook matters TMarriage is defined as a legal union between two for the aim to be reached or to remain in pages of souls but some stereotype mindset individuals believe notification. Numbers speak the above assumptions more marriage is a combo of strong and weak entities. assertively. It is the combination of strong characters to transform big into bigger and compete for the biggest. In the same line, amalgamation is also thought as dominance of stronger over weaker entities. Recently in The mega event that took place on 1st April, 2020 is unique India, the largest merger in the public sector bank has in its stature and has no such precedence in the past of been effective since 01.04.2020. The event resulted in amalgamating so many banks at one shot. Since the amalgamation of 10 banks into 4 and the final dashboard precedence is absent and any new creation is always counts 12 PSBs instead of 27 back in 2017. Accordingly, dependent on time variable. There may be and will be Andhra Bank and Corporation bank merged into Union ebbs and ows like the most significant scenario is the Bank of India Oriental Bank of Commerce and United outbreak of COID during the initiation of the process but Bank of India merged into Punjab National Bank Syndicate that cannot be designated as failure of the project at all. Bank into Canara Bank and Allahabad Bank into Indian The above figure ashes the strength to compete globally. Bank. Earlier State Bank of India was merged in 2017 and Bank of

Now the question is whether amalgamation is the Baroda, Dena Bank and ijaya Bank were merged into reection of dominance or procedure for acquisition or to single entity in 2019 but both were in different years unlike the present stature of amalgamation process. deprive the small and boost the big To me, the answer is directly a big No. According to the overnment of India the total process is aimed at creating global sized banks. It will be a precursor to make the amalgamated banks globally competitive.

The process of amalgamation in chemistry is forms an amalgam which is an alloy of mercury with another metal and the concept of formation of amalgam is through metallic bonding with the electrostatic attractive force of the conduction electrons working to bind all positively charged metal ions together. So the underlying base is metallic bonding - the utmost important criteria.

In line with the same trajectory the amalgamations of banks have been made effective and plans have been materialized into action. It is to bring in the blocks which will add to build a strong house and strong base for the economy. Every activity in this world can be looked through

34 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 reduced and better NPA and risk management will be visualised. It will create a firm trust among the customers and stake holders. Efficiency ratio for Banking operations will accelerate and lead to the growth of the economy. eographical concentration will transform to geographical expansion. Short and long term liquidity will be managed in a better way and with a large capital base, the burden on central government to recapitalize again and again will So amalgamated entities will create a global financial come down substantially. brand through excellence in services and products and bring innovation to be the best in class which will The bonding, adjustment, adaptability, experiences, strengthen the balance sheets. sharing, integration of mindset qualifies to a happy marriage journey and on the similar note the recent Amalgamation is a broader term but differentiating the amalgamation of the PSBs is the marriage of culture, term into pieces actually implies integration of balance employees, products, etc. to reproduce something more sheets, branch and ATM networks, technology plaorm, than the simple mathematical individual addition of the customers and the human assets i.e. the employees, the strengths. It is a win-win situation from every perspective cultural synergy and many more. The bonding defines the and it is just strong handholding in times of adversity by success of the term and its strength. creating a strong balance sheet. So let the journey of In addition amalgamation would also provide impetus to marriage of the amalgamated entities ourish in the global the new entities by increasing their ability to support arena with a ray for others to follow. larger ticket size lending and have competitive operations Synergy is better than my way or your way. It’s our way." by virtue of greater financial capacity. Moreover, all of - Stephen R Covey them have business mix of over ` lakh crores, a scale comparable to global banks and capable of competing effectively. Capital infusion by oI has added smoothness o G os to the process. The cost of banking operation will be R.O., Bhopal

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Omo h‘mar g§ñWm hmo g‘{n©V H$aZo H$m h¡, h‘ g~H$mo AnZo AnZm EH$ AbJ {Zð>mdmZ J«mhH$ AmYma gdmªJrU {dH$mg ‘| ghm¶H$ {gÕ hmoJm. gw{dYm joÌ go ~mha {ZH$b H$a H$m¶© H$aZm aIVm h¡, Omo Cg ~¢H$ H$s godmAm| go BgHo$ {bE Amdí¶H$ h¡ {H$ J«mhr ~¢H$ H$m hmoJm V^r h‘ Hw$N> Z Hw$N> ¶moJXmZ AnZo nyU©V¶m g§Vwï> hmoVm h¡, ~¢H$ H$s godmAm| Ho$ ha H$‘©Mmar XmVm H$s Vah ì¶dhma H$a|. h‘| ‘mV¥ g§JR>Z H$mo Xo gH|$Jo. Am¡a Bgr Vah h‘ gmW g§H$ëndmZ ê$n go Ow‹S>m hmoVm h¡ VWm Iwbo öX¶ go AnZo AmZo dmbo gm{W¶m| H$m ^r Bg ZB© ewéAmV Ho$ {hñgoXma ~Z gH|$Jo. {H$gr ^r n[apñW{V ‘| ~¢H$ H$m gmW Zht ñdmJV H$aZm Mm{hE, CÝh| ha g§^d ‘XX XoZo N>moS>Vm. ¶h J«mhH$ VWm ~¢H$ H$m g§~§Y H$B© H$m, CÝh| AnZËd VWm AmË‘r¶Vm Ho$ gmW dfm] Ho$ {dœmg VWm J«mhH$ godm Ho$ CƒV‘ ñd¶§ go Omo‹S>Zo H$m à¶mg H$aZm Mm{hE'. ZraOm AemoH$ H$moï>r Am¶m‘ H$mo àmá H$aZo H$m n[aUm‘ hmoVm h¡, g§ñWm ‘| H$^r ^r d¡‘Zñ¶, Xþ^m©dZm, Ûof, jo.H$m., O~bnwa

HR INTEGRATION IN SUCCESSFUL BANK AMALGAMATION

oday, the highly competitive problem for customer service and The corporate office loses much of Tglobal economy has made Merger smooth transactions. its role and logically, the staff there become redundant. Redeployment and Amalgamation, a common However the real key challenge in PSU of redundant employees and a fresh phenomenon for big and small Banks Banks merger and amalgamation is scheme of voluntary retirement throughout India. Amalgamation HR integration, because harmonising become imperative. However, post deals are an effective growth strategy Human Resource issues is the key amalgamation the picture will be for PSBs that help in multiplying aspect in amalgamation process. clear in a few months. Bank is taking capabilities, sharing proficiency and HRM is a complex issue. A host all possible steps to address the issues enhancing market share. Creation of questions related to transfers, described above. of big banks enables enhancing the promotions, placement, staff benefits capacity of credit growth with a strong and disciplinary proceedings keep Another area of anxiety is the impact national presence and global reach. coming up among the staff of the on the existing policies governing the amalgamated entities. The Finance transfer of officers. Under the extant We have experienced in the past that Minister has claimed that there will not agreements, after a predetermined when asymmetrical entities come be staff retrenchment post-merger. term in a different state, an officer together, there is bound to be some But few experiences from the past in can opt for transfer to his/her state challenges. IT and other technological the merger process of Associate Banks of domicile and remain in that state integrations rest mainly on software with that of SBI and BOB with Dena till his/her promotion or till a certain and machine driven platforms. So & Vijaya Bank has reasons to think period whichever is early. Now that after some initial hiccups, the exercise that there could be some closing or amalgamation has taken shape, the of upgrading tech and software rationalization of Branches. position of such repatriation will be solutions can have the experience of clearer. More than the likely staff cut down, some seamless integration. Every bank what worries the staff is the almost Promotion process in PSBs, takes uses a specific technological platform certain dislocation. It is learnt place periodically as per agreements for its core banking solutions, which that the representatives of the with the recognised trade unions. is again customised according to its amalgamated banks have indicated Post amalgamation, the agreements needs. However, even so, integration in the meetings of the functional of amalgamated entities lose their is easier said than done because it is a committees that officers up to Scale validity and fresh agreements need to lengthy process and merging different IV (middle level) will not be disturbed. be entered into with the unions. New technological platforms poses a That sometimes seems impractical. agreements do not happen overnight.

40 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 As a result, the promotion process discipline regulations applicable to Government has assured that no jobs may get derailed for quite some time them. When different bank specific will be lost, the new entity will not be causing serious heartburn among a structures have to be harmonised, able to trim its workforce. There will large number of aspirants. But as the the follow-up action on pending cases not be any retrenchment or voluntary amalgamation process is over, we gets derailed. With regular recurrence retirement scheme, as observed in the have to wait and watch whether the of frauds where staff accountability meetings held by the already formed new harmonised policies drawn, are is fixed, quick action is warranted. 23 committees covering every aspect being implemented in true sprit or A derailed disciplinary mechanism of the merger, such as IT, HR, and not across all the three amalgamated can have a long-term impact on all product offerings, to ensure success entities. three banks and their staff who are of the exercise. innocent. In this regard, the anchor Selection and placement as Branch In the matter of staff benefits, the best bank Union Bank of India, has started Managers or key position holders available benefits from the three banks an Employee Relations Portal where get postponed/ delayed until have been passed on to employees. all such data mining is to be done in the integration of HR systems is The harmonised policies on staff a comprehensive way to do away with completed. Identifying the strengths welfare and benefits have already any such out put. and weaknesses of officers of been issued bringing cheer among amalgamated banks for considering There is also palpable anxiety among the staff. Staff of all the three banks managerial assignments can get the staff of amalgamated banks can refer the different staff welfare bogged down unless the top regarding ill-treatment by Anchor measures and staff benefits circulated executives of all the three banks are Bank. In addressing these crucial through various staff circulars dated able to evolve a transparent process issues, the main stakeholders, namely 27th March, 2020. The gist of the staff of selection. Aspiring youngsters who the employees need to be taken into benefits are already in circulation too. are left behind could get demotivated. confidence. Union Bank of India has In addition to that, Union Bank of India This will have a long-term impact on its own staff grievance redressal portal has its own Shared Service Centre the decision making at the ground called HR Aap ke Dwar, where an called HR Suvidha for centralised level with direct impact on customers. aggrieved employee can lodge his/her processing and sanctioning of many In this area the harmonised policies grievance on any matter and can get it of the staff welfare/ benefit modules. are already in circulation which will disposed in a timely manner from the Many of these are regular perquisites definitely work as a solace to the authority concerned. The employees on declaration basis and other TA/ TE/ aspiring staff. Moreover as per the of all the three banks can now take LFC, etc. upon uploading of relevant EASE agenda all PSBs are supposed benefit from the system. and requisite documents. The services to implement job specific roles for being rendered are within defined TAT. Moreover, amalgamation may see its staff under job family concept. the closure of some branches, as the e C a en e o na in Union Bank of India has its defined job branches under the anchor bank will Organiational ultures: family concept with 07 different job see overlap. Thousands of employees HR helps to figure out if the families covering almost all types of will be left with the decision to either organizational cultures of the banks jobs specified within banking ambit. move to the location of the new partnering together are compatible This will go a long way in addressing branch or to disassociate themselves enough to be meshed as one. the issues arising out of proper and from the new emerging bank, because When different corporate cultures specific job assignment to the staff of the impending reorganisation of integrate, it is the responsibility of concerned of all three amalgamated the workforce. The staff of erstwhile human resources to enable a smooth entities. Andhra Bank and Corporation Bank transition by assisting the employees Disciplinary and appeal rules of Public have given their option of being a to comprehend and embrace a new Sector Banks have a bank-specific part of the amalgamated bank i.e. organizational culture. However, this structure which operate within Union Bank of India agreeing to its may turn into a daunting task as many the framework of a standardised service rules and regulations. A very M&As fail awfully owing to cultural compendium of conduct and few have opted out to be so. Since the disparity, clash in leadership, need of

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 41 management commitment, absence combined for enhancing productivity 7. Elucidating how the amalgamated of common objectives, or weak or the management may decide to mega structure will affect each change management, which may get rid of redundant positions. This employe turn into a matter of grave concern. procedure of introducing change 8. Upholding efficiency by identifying Human resource is responsible for in work culture of all the entities analyzing the cultural amalgamation and implementing the change, so leaders from all three banks of the merging entities by taking that the employees can work jointly 9. Enhancing innovation by placing the demographics of the partnering without any conflict, takes a long the right employee at the right organizations into consideration, time and the HR managers play a key position which covers multiple factors such as: role here. They work closely with the 10. Complying with labour laws 1. Cultural differences among the management to come up with new entities policies and communicate the same 11. Avoiding transgression of personal to the employees so that each person data of all the employees 2. How the different entities view one understands his/her new duties and another? responsibilities in the organization. 12. Keeping the communication 3. Management trend of the amalg- channel open through constant Facing the challenge of oosting the amating banks communication with the orale of nious Employees : employees and conveying their 4. Selectivity in hiring process During the process of amalgamation, concerns to the management. 5. Benefits/ perquisites enjoyed by some employees may be reluctant to 13. Conducting orientation the employees adapt to the new work culture thus, programs on welfare schemes, 6. Preparedness among employees creating a serious culture clash. It is compensations, benefits and bank to embrace new corporate culture a common human tendency to resist change and since amalgamation policies 7. Rate of employee turnover brings in an element of apprehensions Last but not the least, throughout 8. Level of estrangement experienced and change for the employees of all the process of amalgamation, the by employees three banks, Human Resources in all HR should take effectual measures 9. Growth rate of the amalgamating the banks should act as a comforting to assure that issues arising out of banks factor and take measures for sorting cultural differences will not disrupt out the transition process for In case, the HR notices any the deal. The HR of any organization, employees by: cultural differences during or post by extending their intervention, can amalgamation, such problems should 1. Brushing away the fears and facilitate a successful amalgamation. be tackled without delay. If HR senses doubts of employees so as to Since Human Resource entails any feeling of disdain between the retain productivity employees of an organization and employees of the amalgamated 2. Boosting the confidence of deals with significant issues pertaining entities, the issue should be addressed employees to employees, involvement of HR upfront. Thus, it is imperative for 3. Offering adequate training professionals is indispensable for human resources to have a firm to managers so that they can successful mergers and acquisitions. understanding of the work culture of acclimatize themselves to the Thus, during an amalgamation deal, the organization wherein they work, nature of change and new an HR not only plays the role of a along with the work culture of the organizational culture catalyst but also that of a friend, other organization. philosopher and guide to enable 4. Ensuring job security he hallenge of hanging Roles and employees of amalgamated entities to orporate Structure: 5. Explaining new roles to each work collectively and constructively. employee The moment some different entities amalgamate, they are likely to undergo 6. Expounding the hierarchy certain structural changes. There may structure of the organization post Subrat Kumar Dhal be cases where different teams are amalgamation R Rai r

¶hm± àmapå^H$ AmH$bZ ^bo g‘m‘obZ : hr {dÎmr¶ ‘mZH$m| na {H$¶m O~ {db¶/g‘m‘obZ Ho$ O[a¶o EH$ g§JR>Z OmE na ‘mZd g§gmYZ Ho$ nj Ho$ ñdm{‘Ëd ‘| Xÿgam g§JR>Z Am OmVm h¡ H$mo ^r nyar J§^raVm XoZm Amdí¶H$ h¡. b¶ Am¡a g‘m‘obZ H$m ‘mZd Vmo nhbo g§JR>Z H$s {Oå‘oXm[a¶m± ~hþV ~‹T> g§gmYZ nj EH$ àH$ma go AË¶§V hr g§JR>Zm| H$s nhMmZ d {ZînmXZ H$mo g§JR>Z OmVr h¢. Bg g‘m‘obZ Ho$ XoI-aoI Ho$ {bE g§doXZerb{d Am¡a ‘hÎdnyU© nj h¡. Am‘Vm¡a H$s g§ñH¥${V go AbJ H$aHo$ Zht XoIm Om erf© ñVa H$s EH$ Q>r‘ hmoZr Mm{hE. Q>r‘ d {deofH$a BgH$m ZoV¥Ëd g§^mbZo dmbo na g‘m‘obZ d {db¶Z ‘| H$mZyZr, {dÎmr¶ gH$Vm My§{H$ g§JR>Z bmoJm| go {‘bH$a ~Zm ì¶{º$Ëd H$mo {db¶ d g‘m‘obZ Ho$ n¥ð>^y{‘ Ed§ n[aMmbZmË‘H$ nhbwAm| na AË¶{YH$ hmoVm h¡, g§JR>ZmË‘H$ g§ñH¥${V ^r bmoJm| Ho$ H$s nyar g‘P hmoZr Amdí¶H$ h¡. Q>r‘ Ho$ Ü¶mZ {X¶m OmVm h¡ na§Vw {H$gr ^r {db¶Z Ûmam hr {Z{‘©V hmoVr h¡. hm±, Bg g§ñH¥${V Ho$ ZoVm H$mo g^r nhby XoIZo hm|Jo. na BgHo$ H$s g’$bVm AWdm Ag’$bVm ‘| ‘mZd {Z‘m©U ‘| ZoV¥Ëd H$s ^y{‘H$m Ah‘ hmoVr h¡. A{V[aº$ Q>r‘ ‘| Eogo gXñ¶ hmoZo Mm{hE Omo g§gmYZ nj H$m ‘hÎdnyU© ¶moJXmZ hmoVm AV… {Og g§JR>Z H$mo {db¶ Ho$ {bE MwZm g‘m‘obZ ‘| ‘mZd g§gmYZ nj H$s ^y{‘H$m h¡. {db¶Z Ed§ g‘m‘obZ ‘| ‘mZd g§gmYZ J¶m h¡ CgH$s g§ñH¥${V H$mo g‘PZm Oê$ar h¡. H$mo ~Iy~r g‘P Am¡a g§^mb gHo$. Bg àH$ma g§~§Yr ‘wÔo H$B© ñVam| na CR>m H$aVo h¢, Bg Q>r‘ H$mo g‘m‘obZ H$s nyar ê$naoIm V¡¶ma O¡go g§JR>ZmË‘H$ g§ñH¥${V Ho$ ‘ob-{‘bmn, àË¶oH$ g§JR>Z H$s EH$ {d{eï> g§ñH¥${V hmoVr h¡ Am¡a Bg {bhmO go Xmo g§JR>Zm| H$s g§ñH¥${V H$aZr hmoJr Am¡a Bg‘| {ZåZ{bpIV ~mVm| H$m Ow‹S>md d EH$sH$aU hoVw R>mog ¶moOZmAm| H$m g‘mdoe H$aZm hmoJm : gåàofU, {db¶Z/g‘m‘obZ H$s XoI-aoI Ho$ A§Va H$mo g‘PZm Amdí¶H$ hmo OmVm h¡. hoVw Hw$eb Q>r‘ {Z‘m©U Am{X. bú¶ g§JR>Z H$mo ‘mZd g§gmYZ bmJVm| H$m · {db¶/g‘m‘obZ Cnam§V g§JR>Z H$m g‘J« T>m§Mm d {dOZ V¡¶ma H$aZm. ¶{X BZ ‘wÔm| H$m {dñVma H$a| Vmo BZH$s EH$ nydm©Zw‘mZ hmoZm Mm{hE. ¶{X ¶h bmJV H$B© gmar naV| IwbVr h¢ - O¡go à~§YH$s¶ ~hþV D$§Mr h¡ Vmo BgH$s dhZr¶Vm H$m nhby · ZdrZ aUZr{V¶m± {OZ na Ü¶mZ Ho$pÝÐV Xm{¶Ëdm| H$m g‘oH$Z H$a CÝh| g§^mbZo ^r {dMmaUr¶ hmoJm. ‘mZd g§gmYZ ‘wÔm| ‘| {H$¶m OmZm h¡. hoVw H$m{‘©H$m| H$m M¶Z, {OZ g§JR>Zm| H$m ñWm{ZH$Vm Ho$ ‘wÔo hmo gH$Vo h¢, {deofH$a · ZoV¥Ëd g‘oV ‘mZd g§gmYZ H$m Z¶m ‘§Ì g‘m‘obZ hmo ahm h¡ CZ‘| go àË¶oH$ Ho$ ‘mZd O~ bmoJm| H$mo H$m¶© Ho$ {bE Xÿgar OJh na d g§JR>Z H$m {‘eZ. g§gmYZ àWmAm| Ed§ Zr{V¶m| H$m AmH$bZ OmZm n‹S>o. ‘mZd g§gmYZ Ho$ Bg ZE V§Ì H$mo Xmo ‘moMm] H$aZm Vm{H$ CZHo$ ~rM H$moB© Q>H$amd Z aho Amdí¶H$ N>mZ~rZ : na EH$ gmW H$m¶© H$aZm n‹S>Vm h¡ - EH$ Am¡a gpå‘{bV g^r g§JR>Zm| Ho$ ~rM EH$ Vmo Z¶r ì¶dñWm ‘| AnZo nm±d O‘mZm gm‘m{gH$ g§ñH¥${V H$m {Z‘m©U H$aZm Am{X. ¶hm± Ame¶ "S>çy {S>brOoÝg' go h¡, Bg N>mZ~rZ Ho$ Xm¶ao ‘| ~hþV gr ~mV| AmE§Jr, VWm Xÿgam n[adV©Z ñdrH$maZo hoVw bmoJm| H$mo V¡¶ma H$aZm. {d{^Þ ñVam| na H$m¶©aV {db¶Z AWdm g‘m‘obZ H$s nyar à{H«$¶m àË¶oH$ g§JR>Z Ho$ H$m{‘©H$ H$s Om§M-n‹S>Vmb H$m{‘©H$m| Ho$ ‘Z ‘| {db¶/g‘m‘obZ H$mo Mma MaUm| ‘| gånÞ hmoVr h¡. BZ g^r MaUm| H$aZm Vmo ¶hm± em¶X ‘w‘{H$Z Zht hmoJm na Ho$ gmW ‘mZd g§gmYZ Ho$ nhby {d{eï> ê$n boH$a A§Xoem ~Zm ahVm, Hw$N> H$m{‘©H$ BgHo$ erf© à~§YZ Ho$ gXñ¶m| H$m {nN>bm go Ow‹S>o hmo gH$Vo h¢ : Mmho d| {H$gr ^r ñVa ¶m nX na hm| Bg [aH$m°S>© Š¶m ahm h¡? BZ‘| go {H$gr H$s na Ag§Vmof Om{ha H$aVo hr h¢. ¶h Oê$ar {db¶Z hoVw g§JR>Zm| Ho$ M¶Z go nyd© : Amnam{YH$ n¥ð>^y{‘ Vmo Zht h¡, CÝh| boH$a Zht {H$ AnZm Ag§Vmof Om{ha H$aZo Ho$ nyd© EH$ g§JR>Z Omo {db¶Z ¶m g‘m‘obZ hoVw H$moB© H$mZyZr {ddmX Vmo Zht h¡, ‘mZd CÝhm|Zo Bg {ZU©¶ Ho$ g§^m{dV n[aUm‘m| na gj‘ h¡, {db¶Z Ho$ CÔoí¶ go dh nhbo g§gmYZ Ho$ ZµO[a¶o go Š¶m {d{Z¶m‘H$ H$s {dMma-{dûcofU {H$¶m hr hmo. µÁ¶mXmVa ¶h g§JR>Zm| H$s Vbme H$aVm h¡. H$B© ~ma Bg g^r AnojmE± nyar H$s Om gH$Vr h¢, BZ g~ Ag§Vmof Ame§H$mAm| na hr AmYm[aV hmoVm Vbme ‘| ~mhar e{º$¶m± ^r em{‘b hmoVr h¢. na {dMma H$aZm dm§{N>V hmoJm. h¡. {db¶ AWdm g‘m‘obZ hmoZo na Bg dJ©

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 43 H$mo g~go ~‹S>r qMVm AnZr Om°~ gwajm H$mo boH$a hmoVr h¡. Ame§H$mE± {db¶/g‘m‘obZ Ho$ nümV ZE n[adoe ‘| IwX H$mo T>mbZo ¶m Bggo Vmb‘ob ~¡R>mZo, ZE à~§YZ Ho$ ad¡¶o, ñWmZmÝVaU, ZE ~m°g Ho$ AYrZ H$m¶© H$aZo, doVZ d gw{dYmAm| ‘| H$Q>m¡Vr Am{X H$mo boH$a ^r hmo gH$Vr h¡. ¶hm± ‘mZd g§gmYZ {d^mJ R N NG at H$mo hr A‘y‘Z g§JR>Z H$m àdº$m ~ZZm hmoJm Am¡a Eogr g^r e§H$mAm| H$m {ZdmaU H$aZm hmoVm h¡. o g‘m‘obZ Cnam§V : g‘m‘obZ H$s à{H«$¶m nyar hmoZo ‘| ¶y§ Vmo H$m’$s R N dº$ bJVm h¡; AZoH$ H$mZyZr Am¡nMm[aH$VmE± e ri eni an a outbreak of the irus pandemic in the nyU© H$aZo Ho$ nümV Amdí¶H$ hmoZo na I just couldn t resist my e citement crucial month of March , g§~pÝYV {d{Z¶m‘H$ H$m AZw‘moXZ ^r àmá hen I heard the Bank s decision to completely locking all of us do n from hold oint Summit of the three Bank our habitual routine on the personal {H$¶m OmVm h¡. BgH$s VwbZm ‘| g‘m‘obZ Heads christened as Tri eni Sangam and official front, and amidst the go Ow‹S>o gm‘m{OH$ d gm§ñH¥${VH$ ‘wÔm| H$m in the Ananthapuri The ity of Lord resultant uncertainties and anxieties, g‘mYmZ hmoZo ‘| A{YH$ g‘¶ bJVm h¡. Anantha Thiru ananthapuram on the goal stands passionately the th ec., . I then lost no accomplished, more than just smooth, {db¶/g‘m‘obZ Ho$ nümV CËnmXH$Vm H$m time to fold my hands together by all means, counts and stretch of ñVa ~Zm aho, Q>r‘ ^mdZm H$mo ~‹T>mdm {‘bo isualising the nique eity of SR any test. The merged nion Bank VWm ZdmJ§VwH$ bmoJ g§JR>Z Ho$ gmW erK« PA MA ABHA in my heart for a today stands tall as the country s th moment and thanking the Lord, as I largest public sector bank imbued VmXmËå¶ ñWm{nV H$a gHo$, ¶h XoIZm ‘mZd kne for sure, it is His race, the ith the best of three spirit deep in g§gmYZ {d^mJ H$m Xm{¶Ëd hmoJm. Tri eni Sangam gets kick started from its fabric. this holy spot. Later the moment the ree a ana a a e e {db¶ g‘m‘obZ Ho$ g‘¶ ‘mZd g§gmYZ three Bank hiefs unanimously {d^mJ H$mo gm‘[aH$ ^y{‘H$m {Z^mZo Ho$ olunteered to take a darshan of the I am absolutely not capable enough to {bE AmJo AmZm hmoVm h¡. erf© à~§YZ Lord and to in oke His blessings, as e plain on the Lord s i ya Prabha. prelude to commencing their t o ither not I am competent to narrate H$mo Mm{hE {H$ ‘mZd g§gmYZ Ho$ g§~§Y days strategy meet, laying the merger on the Spiritual Speciality of the eity ‘| AnZr AnojmE± ewê$ ‘| hr ñnï> H$a X| roadmap, my jubilance as boundless. or on the Architectural niqueness of VWm Amdí¶H$ ‘mJ©Xe©Z ^r àXmZ H$a|. This collective act of the Bank Heads the temple structure or on the for seeking the Lord s darshan mysteries associated ith the Temple. ¶{X g§JR>Z H$mo bJVm h¡ {H$ ‘m¡OyXm ‘mZd cleared all the clouds of apprehensions et, being a humble de otee, I ish to g§gmYZ Q>r‘ {db¶/g‘m‘obZ H$mo g§^mbZo and uncertainties from my mind, on unambiguously say, The Padmana hoVw gj‘ Zht h¡ Vmo ~mha go {deofk ~wbmE the challenging merger process, bhas amy Temple is a unique scheduled to unfold from then on. standout in the annals of Indian Om gH$Vo h¢. Born in this holy to n, I gre up Temple legends in ery many ays. amï´>r¶ Ed§ A§Vam©ï´>r¶ ñVa na hþB© {db¶ hearing so much of legends on the ri in o t e e e Lord and e periencing plenty of Am¡a g‘m‘obZm| H$s OmZH$mar h‘| AŠga ine plicable i ine eelings myself While the origin of the temple is {‘bVr ahVr h¡. ~¢H$m| Ho$ {db¶ g‘m‘obZ every time I am blessed with His believed to be lost in antiquity, Sree Ho$ AZoH$ CXmhaU gm‘Zo AmVo h¢ VWm AmJo darshan . Hence, I seldom had any Padmanabhaswamy temple finds doubt on the accomplishment of the mention in various Hindu Epics, ^r AmE§Jo. BZ‘| ‘mZd g§gmYZ H$s ^y{‘H$m cherished mission. Puranas and ancient te ts including H$m AÜ¶¶Z AË¶§V é{MH$a, dm§N>Zr¶ d Sangam Tamil literature. ne common e ission o is e grI ^am hmoJm. belief is that hiranji Parshuram Three months later, e just itnessed consecrated the idol of Sree the magical impact of the Lord s Padmanabha in apara uga. et blessings. We e perienced oursel es another ersion of the idol AOrV Hw$‘ma ^maVr the magnetic power of the Deity. consecration is connected with the jo.H$m., ~‹S>m¡Xm espite the unsolicited global legendary sage Vil amangalathu

44 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 S amiyar. Where basis the Sreemad reason, abhishekam in TRIV I Padmnabhadasa. No other are like Bhaga atham, Lord Balarama, brother SA AM AT TH H L T SR pants, trousers, half pants, bermudas of Lord Krishna, an incarnation of Lord PA MA ABHA SWAM liquid is not or anything of stitched in nature is Vishnu bathed in the Padmatheertham, allo ed on the deity and restricted allo ed for men. Whereas of late the holy pond adjoining the temple, decorations of the deity only with the temple administration has liberalised gaining ground on the belief that the flowers, jewels and silk fabrics. the dress code for omen allo ing construction of the temple began To ha e darshan, one has to see the them ha e darshan earing chooridar . during the early days of ali uga, Lord through three doors Padmanabhas amy temple is one of about years ago. Thirumugham, Thiru udal and the most celebrated temples in India. e e tr t re Thrippadam. While the Lord s face The Temple is reno ned for its beauty and grandeur, orld o er. The temple Padmanabhas amy temple is termed and a Si alinga underneath his hand as one of the i ya esams Holy are seen through the first door, is unimaginably ealthy. It has gained Abode of Lord Vishnu one of the Brahma sing on a lotus emanating a lot of media popularity in the recent powerful trinities of the universe) in from the Lord s na el is isible through times after some of the secret vaults Vaishnavism. Built with the fascinating the second door, hence the Lord is of the temple ere opened only to blend of erala and ra idian styles of named Padmanabha and his re eal the immense ealth the temple architecture featuring high alls and Thrippadam is isible through the holds in its possession for centuries the 6th century gopura, the Sree third door. The i ine Aura of the and how efficiently these treasures Padmanabhas amy Temple sports a deity being so powerful and magnetic, had been kept, maintained and magnificent look drawing the attention the devotees experience radiation of guarded by the Royal amily for ages and a e of millions of people. Its positive energy in abundance in their To sum up, the amalgamation journey fabulous corridor ith 6 and one body during and after the darshan. of the three banks kick started from quarter sculptured granite stone Ro a a i s te ar eit the holy spot of Ananthapuri has pillars ith elaborate car ings are come to its logical success in respect The temple belongs to the Royal of the first level integration, thanks to symbolic of various narrations in the amily of Tra ancore. It is administered epics and puranas. Major renovations, the brilliant execution by the bank by a Trust headed by the Maharaja of teams coupled ith the Lord s i ine that e see today, had been done by Tra ancore, Moolam Thirunal Rama Marthanda Varma, one of the most Blessings. The merged entity the Varma. Padmanabhas amy is the ne nion Bank imbued ith the noted Tra ancore kings, ho Tutelary eity of this Royal amily introduced the festivals Murajapam best in three spirit stands emerged in under hose atchful guidance all the front line as an industry leader. (chanting of prayers) and Bhadra the temple rituals are obser ed eepam. The journey has to continue. The upholding the spiritual significance ourney ith the call to double in si e The Principal eity / Main Shrine and and religious sanctity. And the i ya arshan in the three years ahead from the priceless treasures of this richest current trillion requires strong In the sanctum sanctorum, the Lord temple in the orld, are kept fully resolve, amazing confidence, untiring secured and intact under the Royal reclines in the Anantha Shayana efforts, and for certain, the Lords amily s constant igilant eyes, eternal yogic sleep posture on the blessings in abundance. Let us march prudent go ernance and guardianship. serpent Adi Shesha with five hoods ahead ith the acquired strength facing in ards, signifying e e ress Co e keeping our eyes on the stars and feet contemplation. The 18 feet long The temple maintains a strict dress on the ground, but ne er e er Principal Idol of the Lord is made of code since ages, hich de otees compromising on our deep faith in the Saligram stones brought from follo religiously ith no gender Lord s i inity the banks of the andaki Ri er in difference. A Visitor mandatorily has epal and arranged in the shape of to wear a dothi with a smaller one tied the reclining Lord, and pasted, and tightly at the lower half (naval) of the co ered by an Ayur edic adhesi e body. The concept being each visiting reeka a mixture called Katu sarkara. For this devotee is preceded by the title Sree R. ., Thiru ananthapuram

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 45 Union elite - a niche banking (A branch within a branch) nnovation i the ha ar a r gre ive b i e Banks are also not untouched to all such challenges of the organisation. Plethora of advertisements that we come market. The challenge for the banks, specially the across every other day on various publicity plaorms and nationalised banks like ours, has been even more fierce & our own day to day personal experiences of the market, deep as we have to carry a business model which can fulfil reveal the innovations that the companies keep evolving our social as well as commercial objective equitably as constantly. Certainly, this is done by the companies to both the segments are equally important, imperative and make their products more attractive and unique in profit-oriented. comparison to other products of the competitors available Niche mareting :- India has been a rapidly growing in the market. The changes brought in by the companies, economy in the world. As per the estimates, the average although involve cost but provide them with the per capita monthly income of the citizens in India has been opportunity to enhance the visibility & reach of the `11254.00 as of FY 2019-20, up from `50.00 as of FY products to the consumers. The ultimate objectives of 2016-17. A chart depicted hereunder shows the historical such innovations obviously may be to have sync with the data by World Bank which shows that the per capita DP changing consumer preferences & behaviours, to have of India has been rising steadily over the years. better market share, enhanced customer loyalty & brand value. While on the other hand, for the consumers, the The above data is sufficient to imply that income levels novelty in the products provides them more better options and the purchasing powers of the citizens have been on in terms of usage, tastes, etc. the rise. With better choices in hand, backed by better income levels & purchasing powers, the people in the anks are also business organisations which provide country today seemingly tend to have a more luxurious various banking products to the customers. The products life. People seem to have become more conscious about are marketed by the banks through its human sales force the quality and are found to have willingness to pay extra across the brick & mortar branches. Besides, access to even to ensure quality in all walks of their day to day life. many such products are also extended by the banks The market place today has also been structured in a way through various non-human digital plaorms like internet, wherein products & services although available to mobile & cards - physical as well as virtual. Like any other everyone but presents a formulation of niche marketing. progressive business entity operating in the competitive For them, it is the market that has to respond as per their market, banks also keep innovating constantly its products needs and not the other way round. The markets with stiff & services. competition also have no option but to acknowledge and Innovation Union an of India-True to its over 100 honour the spirit of Customer being the King. years’ culture & legacy of being ever vibrant, modern & hy class in bans:-The commercial banks in the country customer centric bank, our esteemed organisation, Union have the onus of catering to all the sections of the society, Bank of India, has been a highly acclaimed, admired and including people from different strata, low, medium, applauded bank in the banking industry. The Bank has higher of the society. Within the commercial banks, the been felicitated many times at various plaorms at home nationalised banks which shoulder nearly 70% of the & abroad for constantly innovating in various fields of nation’s economy, have the added responsibility of wider banking including its HR policies, training programs, & deeper social banking for the upliftment of poor, weaker, Financial inclusion initiatives and social causes like Talking marginalised and financially excluded sections of the ATMs for visually impaired. Now, upon amalgamation society. In such a situation, for a nationalised bank which is with two similar vibrant & innovative banks viz. Corporation also a commercial bank, their business models have to be Bank and Andhra Bank, the Bank stands further framed in such a way that on one hand, they are able to consolidated and more empowered. The products have been designed keeping in mind the vast & heterogeneous spectrum of the society. The aim includes easier & wider reach among the customers for their financial & economic growth. hallenges of the marets the bans :- In an era of constant and rapid innovations in the technological plaorms, the customers today have been ooded with features which have been making their everyday life easier, smarter and full of fun & thrills. The customers today feel even more empowered. The market today being the buyers’ market, gets driven by the ever changing preferences and choices of the customers.

46 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 fulfil their social objectives by serving to the lower strata q The eligibility criteria for such set up may be fixed with of the society at negligible or no cost while on the other sufficiently higher balances in Savings and Current hand, they are able to generate sufficient profits available accounts depending upon the area of operation. for its own sustenance & growth as well as for various Further, in the areas with majority of people having other stakeholders like its employees, share holders, sufficiently higher income levels, the criteria may be government, etc. fixed accordingly and the space can be namedas 'Union Super-elite' to fulfil the objective of a separate Since the services to entire spectrum of people, from poor set up. to rich, farmer to industrialist have to be provided through the same set of infrastructure, physical and non-physical, q The set up to have specially trained and groomed staff ensuring quality of service at same level to all is a challenge having high level of skill sets. beyond human capabilities. Resultantly, faced with q Staff members of other branches may have the oppor- ‘unsatisfactory level’ of service, a sentiment gets inthe tunity to get posting in such branches upon fulfilling elite class of customers. For they look and deserve a the required high level of skill sets. personalised qualitative service i.e. niche banking with their commercial bank. Unable to find the same, they q To start with, all ELBs of the Bank may be provided being in their right as empowered consumers, feel the with the set up. need to switch over to other spaces available in the market. q Needless to mention that ambience of such set ups to Being commercially very important, such a segment of have matching class of landscapes, music systems, people have to be provided with the space they desire and water fountains, etc. the quality they look for. Union elite- It is in this background, it is envisaged that a different structure be created for such a segment of the customers wherein they can avail the desired quality of services. Though the structure envisaged cannot be created in its exclusivity by nationalised banks due to various social & legal hurdles. Besides various logistics & security aspects also have to be looked into, it is therefore suggested that the structure, christened as 'Union elite' may be created separately but within the existing branch set up of the Bank and for which certain operational aspects may be laid down as under- onclusion:- The class divide does not mean or intend to q The access to the niche space be made available mean people-divide. Trains do offer classes like AC 1st, Ac through a special access card having biometric as well 2nd, etc. There are special premium trains also. Aeroplanes as certain financial details of the customer. have classes - First, Business and economy. It is the right of q Every customer entering such area be extended a time consumer to seek the true value of his worth. We are a bound & a very personalised service. state of mixed economy with the active participation of public as well as private sector. We, the nationalised banks, q The access points as well as the branches may have too can have that space which can symbolise niche artificial intelligence enabled SaaS (Software asa ba i g service) utilities whereby the clients may be provided with the services pro-actively. Innovation creates USPs (Unique selling preposition) and the USPs are the driving engines of marketing. Each one of q Tools emboldened through business intelligence and us prefers to have something which carries some sort of data mining on their accounts turnovers, balances, USP. It is the uniqueness in each one of us that keeps us business models, etc. may be used to provide the alive, meaningful and demanded. The day we stop customers a set of suitable financial assistance as well innovating or adding any value to ourselves, we may start as financial discipline. feeling discarded or dejected. q Products like pre-approved loans/limits, factoring, bill Innovation is the journey to reach the best. No doubt, best discounting, Cash management services, tax payments, is a dream of everyone - person or product but as has been etc. as per their turnovers, financials, trade debtors, said very aptly, etc. can be offered. Be the Best... But if you can’t... q Stock assessments/debtors list, etc. may be directly Be different than the rest . fetched through their e-way bill and ST billing system. q Minimum amount of loan limit eg. 1.00 cr may be fixed Sandeep upta to ensure the class of the customers. ULP, Meerut

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er ie n ian ankin The biggest ever merger in the public 6. Benares State Bank Ltd. merged in n str M er ba i g i e t r ba i g here i ia ha Bank of Baroda on 21.06. ia rigi ate ri g the a t e a e taken place on Wednesday April 1, 7. ICICI & its Retail finance of the 1th century when efforts were 2020 when six Public Sector Banks subsidiaries merged in ICICI Bank a e t e tab i h the e era a ere erge i t r arge ba Ltd. wef. anuary, 2002 ia a a i ta i i a bi t a e the g ba and 1790 respectively. Later some competitive. As per the mega . South ujarat Local Area Bank re ba i e a e ga a consolidation plan, Oriental Bank Ltd. merged in Bank of Baroda on ba a the a Ma ra of Commerce and United Bank 25.06.2004 ere e tab i he er the harter of India have merged into Punjab of British East India Company. These 9. lobal Trust Bank merged in National Bank (PNB) Syndicate Bank Oriental Bank of Commerce on three ba ere erge i a into Canara Bank Andhra Bank and it r e the eria a ia 27.0.2004 Corporation Bank into Union Bank of ater be a e the tate a ia India and Allahabad Bank into Indian 10. United Western Bank (UWB) hi h i the arge t a the e t Bank. Last year, Dena Bank and ijaya merged in IDBI Bank on bank still in existence. The period a ere erge ith a 03.01.2006 bet ee a it e e the e tab i h e t ba h a Baroda. Prior to this, the government 11. anesh Bank of Kurundwad Ltd. Bank of India, Bank of Baroda, Canara had merged five associate banks of merged in Federal Bank Ltd. On Bank, Corporation Bank, Indian Bank, SBI and Bharatiya Mahila Bank with 25.01.2006 the State Bank of India. These were Central Bank of India, Union Bank of 12. The anesh Bank of Kurundwad State Bank of Patiala, State Bank of India, etc. merged in the Federal Bank Ltd i a er a ai r tate a 02.09.2006 The impact of globalization on Mysore, State Bank of Travancore and ia a i g ha a e a State Bank of Hyderabad effective 13. Bank of Punjab Limited merged in regulatory and structural changes. since April 2017. Centurion Bank of Punjab Ltd. On With the changing environment, 19.04.2007 many different strategies have been er ers n ian anks The a te b thi e t r t re ai following gives a clear picture of 14. Lord Krishna Bank Ltd. merged in efficient and to surge at the forefront mergers in Indian Banking Industry- Centurion Bank of Punjab Ltd. On in the global arena. One such strategy 29.0.2007 1. Bareilly Corporation Bank Ltd. in the course of consolidation is Merge i a ar a 15. Sangli Bank Ltd. merged in ICICI merger and acquisition. 07.06.199 Bank Ltd. On 31.10.2007 The Indian Banks did not stay aloof 2. Sikkim Bank merged in Union 16. Centurion Bank of Punjab Ltd. from this wave of mergers and merged in HDFC Bank Limited on acquisitions (M&A) too. Initially Bank of India on 25.05.1999 23.05.200 banks were merged to save non- 3. Times Bank Ltd. merged in HDFC performing banks or inefficient banks Bank Ltd. on 26.02.2000 17. The Bank of Rajasthan Ltd. merged but as time evolved, the system too in ICICI Bank Ltd. On 13.0.2010 evolved. In the recent times, mergers 4. AN rindlays Bank merged in 1. IN yshya Bank merged in Kotak and acquisitions have also been Standard Chartered Bank on Mahi ra a i a e gr b i e gr th 27.04.2000 profitability and organizational 5. Bank of Madura Limited merged in 19. Five SBI associate a M restructure. ICICI Bank Ltd. On 14.03.2001 erge i i

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 49 20. ijaya Bank and Dena Bank firm. Some studies found that upon After clearly understanding motives erge i a ar a i a e e t the ar et re ar behind and rationale for merger, the erger art er that their we can identify following benefits 21. Allahabad Bank merged in Indian of mergers to all the participants/ a i geography and activities and earning stream. Only these facets, focusing stakeholders- 22. Andhra Bank and Corporation a earning streams enhances long-term Larger Banks are capable of facing merged in Union Bank of India in performance. The identified factors global competitions. 2020. (5th largest bank) on mergers and acquisitions of Mergers will reduce the cost of 23. Syndicate Bank merged in Canara banks like globalization, liberalization banking operations. a i and information technology developments have contributed to Mergers will result in better NPA 24. Oriental Bank of Commerce and the need for a more competitive, reduction and Risk management. United Bank of India merged in resilient and robust financial system. Punjab National Bank 2020 Mergers will help in improving the Acquisitions often have a negative professional standards. (Source History of Banks). impact on employee behavior Decisions on High Lending requi- n ia as i e tor anks resulting in counterproductive rements can be taken promptly. No - The biggest overhaul in public practices, absenteeism, low morale, sector banks has left India with only and job dissatisfaction. It appears For the bank, retaining and ba i tea be re that an important factor affecting the enhancing its identity as a larger the current year Merger. According successful outcome of acquisitions bank becomes easier. After to the overnment, this decision of i t a age e t abi it t gai the merger, benefits of merger making large entities will make the employees trust. are e r a the bigge t is generation of a brand new Indian banks capable of meeting the The trend of consolidation in Indian t er ba e e eri g higher i g ee the e ba i g i tr ha ar bee b i e i rea e h i the a i a he i a iri g the i ite ai t re tr t ri g ar et hare rt it global scale. weak banks and harmonization of technology upgrade. Thus overall i anks nto e The mega banks and financial institutions. it proves to be beneficial to the merger has left untouched six oluntary mergers demonstrating Economy. ther ba t hi h t are market dynamics are very few and nationalized banks and the four it is found that the Indian financial Provides better efficiency ratio have regional focus. The untouched system requires very large banks to for business operations as well banks are Bank of India, Central absorb various risks emanating from as banking operations which is Bank of India, Indian Overseas Bank, operating in domestic and global beneficial for the economy. UCO Bank, Bank of Maharashtra environments. Due to mergers and acquisitions, and Punjab & Sind Bank which will The important factor in mergers and there is overall risk minimization continue to operate as separate acquisitions- hi h i a a g r the entities like before. business point of view. Market Leadership rowth and Need Of ergers nd cuisitions Diversification Synergy Risk Leads to increase in profitability n ankin n str n ia t Economies of Scale Economies of a he i rai i g the ta ar is observed in literature that most Scope Strategic Integration living which is absolutely crucial for the r e erger a a growing economy like India. acquisition is based on financial & Fruiul Result of ans’ erger:- accounting aspects like performance As per different studies conducted, Chances of survival of under- of banking institutions as value t the erger e i the a t er r i g ba i rea e he e creation, efficiency improvements have proved to be an overall success t er tr t re ai i ta t as explanations for synergies and r the ea er ba a th gh there which is vital for the Economy. The weaker bank gets merged into produced evidence that suggests are no concrete parameters to verify stronger one and gets the benefit mergers generate gains by improving this observation. Hence going by the of large scale operations. resource allocation rather than by track record, merger and acquisition reducing tax payments of increasing in Indian banking have been fruiul The objectives of financial inclusion the ar et er the bi e for the Indian Economy. a br a e i g the ge gra hi a

50 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 reach of banking can be achieved hareh er a a er e In view of recent mergers, the better with the merger of large departments. There are studies, exercise assumes significance as it has public sector banks and leveraging which reveal significant relationships taken place at a time when the entire on their expertise. between mergers and constituents country is under the grip of COID-19 b i e b t i g e ergi g With the large scale expertise outbreak. It has triggered number issues require more attention from available in every sphere of a t tai the the a irer ba a a age e t banking operation, the extent of spread of the deadly virus. Experts i r er t e i e e t inefficiency which is more in case are the i i that erger at thi merger. of small banks, will be minimized. point of time may not remain in a Employees’ Perception Branch very smooth and seamless transition. The merger will help the Size Customer Perception However, heads of the anchor banks ge gra hi a e trate Communication Change have exuded confidence and do not regionally present banks to expand Management Strategies Human find any problem as the process has their coverages. Resource Management g e a er the a ith ertai Larger size of the Bank will help modifications in implementation. C NC N a i g e t r i e the merged banks to offer more the a te t gr i g area i the In addition, consolidation would also products and services and help in developing economies like India. M&A provide impetus to merged entities i tegrate gr th the a i g i i e a e the t e by increasing their abilities to support sector. tool for growth. Indian economy has larger ticket-size lending and have A larger bank can manage its short it e e a t a e gr th i t competitive operations by virtue of term and long term liquidities liberalization era and banking is one greater financial capacities. better. There will not be any need of them. M&A in banking sector has Important ut to Remain under for overnight borrowings in call provided evidences that it is a useful at Merger are i rta t r money market and from RBI under tool for survival of weak banks by the consolidation and expansion Liquidity Adjustment Facility (LAF) merging them into larger banks. r e a that i h i t a and Marginal Standing Facility Some private banks used merger as scenario many private sector banks (MSF). a strategic tool for expanding their are ge i e i tere te i erger In the global market, the Indian horizons. There is huge potential in and acquisitions. They are also crucial banks will gain greater recognition r ra ar et ia hi h i t for economy as most of the times and higher rating. yet explored by the major banks. It they are successful in saving weak tre gthe their et r a r With a larger capital base and banks which have failed in meeting geographical boundaries, improves higher i i it the b r e the expectations. customer base and market share. central government to recapitalize Merger creates variety of problems the b i e t r ba agai a On March 4, 2020, the Finance hi h a a e great a age i again will come down substantially. Minister announced the final date of the r e erger ha t bee merger as April 1, 2020. According Multiple posts of CMD, ED, M and executed properly. to her, the exercise of consolidation onal Managers will be abolished, of 10 public sector banks (PSB) into ergi g i ee e it t be resulting in substantial financial r a r e a the erger executed in a manner which leads savings. would come into effect from April 1, to an environment of trust and Bank staff will be under a single 2020. The Union Cabinet had given a agree e t a g the e e b th bre a ith regar t their gazette go-ahead for the mergers. the organizations. If people, work cultures and visions are blended service conditions and wages t i the e ire r gr th that a t a together nicely, mergers will definitely instead of facing disparities. the e t r a e tre re e r have synergic effects and create a but also for every professional or er in ss es n er er win-win situation for all stake holders. malgamation: r th i a g i g corporation. This deep desire for process that reects various issues gr th i ter t er ba e pertaining to various dimensions of balance sheet and profit have led the business. Mergers in any industry are organizations engaging in mergers rere i ite r gr th b t it re and acquisitions to move ahead and kes ar a i affects the customers, employees, onwards in synergies. R.O., Agra

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t ri i a hi t ri a i the broader perspective. All the Banks ba brave ea h a ever ba i g i tr ia a three are b i e t r erta i g The e ee rea i e a a e t thi great ba a e i a amalgamation is necessitated, in order there i be t a er ta i g India, Andhra Bank and Corporation t have tr g a h there i amongst staff members of all the a erge i t e a no question of the employees feeling three ba e e r e i e e ee i a ia h downgraded or alienated. After all, creation of this good will and mutual ha t i ear ervi e i thi we are all working in the national understanding and co-operation and great organization, this is a proud i tere t i e t have a tr g ba i g r r the gr th i a e t r e he a ha e t r rther i g t ate ia re eri g e e e t t er become the country’s fifth largest establishment of Banks, Corporation ervi e t t er a the three b i e t r a ba i e tab i he i hra banks without any discrimination e ee h i e rage a i a i a ia a r e a t b t t ea t the in 1919. Hence Corporation Bank can whose emotions are taken care of r erit a e bei g ea h a be i ere a the e er ib i g a a h e ta e t i a re iate i every staff member. deliver more to the organization than vi e ver a a e ee h i ere ai ri g the r e r ervi e e r a g eat re t higher wages/facilities. In the same eve a b i g ith the g i ter i g i re a b e The manner a willing and satisfied worker t er the bra h a e r b e re re e t it e t can definitely do wonders to his job/ h treat the t er a the hi e re i b i the a i nation. three Banks on the same footing as that e i t i i a ia Amalgamation of banks is done regar t er ervi e a ere i e t a that Re with the sole intention of creating discrimination of any kind is to be stands for Revolution and Resolution tr g ba a he e e ee ete t t the ei g a i ite and blue stands for devotion and a the ba i be treate here r e i be r ia r r ia determination. Hence at this the same footing. Basically all the relations amongst the staff of all three revolutionary time when three great e ee have a e i e i e ba vi vi t er a the a erge i t e et a a e taking care of their family, their job/ three Banks. This includes, creating a a resolution that with commitment, areer a i g e ha e ge i the ee i g e e bei g a art a passion, devotion and determination, ba i g i tr et e e it i the giant organization, learning/teaching e ha a e r i a duty of each and every staff member e te h i e g i e i e et India a great organization and prove a the three ba t treat their T a ertai e te t there a be t the r that e are g e e eag e ith t t re e t resistance/dissatisfaction amongst t ba ith t i h a at re that he the e ee a t erger i a et e t the tag i e organization in which we are working ever e h rea i e that all our three Banks (alphabetically). merges with a bigger organization erger ha bee e ith a g The tag i e hra a i here and loses its identity (Although losing ter i tere t the e ia a a the tag i e identity appears to be superficial, ba i g e t r era it the great Corporation Bank is Prosperity for because when there is amalgamation ree hi her ha ai ha ge a a the tag i e i a erger a the be t i ie i the ta t i i e e e ia i e e t a he e r i g t re a he ha ge i i evitab e e h ith M ear rie it a ear the three ba are i ere a e t it a r t a hieve r g a that eve the tag i e are a e r hi e ra i g g i e i e r e ) the i the arger i tere t the iet ea h ther he have a a ga ate e ee a a tag i e The economy/nation. Post merger, this a three he g e e ba have vari a rehe i h i ea i be g a ai ith a ba here ia ba it i a ha ge i r t re vari At the cost of repetition, I would like r erit r a policies including promotion and to state that amalgamation/merger tra er i g i e i e a r ba i e ith higher g a ertai i g t a et h a t re e t e e e eena eno The amalgamation of the three reduce competition among public M (East) Br., ba h be e r a e t r ba a a e reig Mumbai (N)

bo ’y$bm| dmbo A‘bVmg H$m no‹S> BgHo$ ~rOm| H$s {Jar H$mo nmZr ‘| {KgH$a A‘bVmg Ho$ ’$b Ho$ JyXo ‘| Wmo‹S>r ‘mÌm ‘| g‹S>H$m| Ho$ {H$Zmao Am¡a ~JrMm| ‘| àm¶: Zm{^ Ho$ Amg-nmg bon bJmZo go noQ> XX© JÞm ¶m ^y{‘ Hy$î‘m§S> ¶m Am§dbo H$m ag XoIZonr H$mo {‘b OmVm h¢. Bg Iy~gyaV no‹S> H$mo Am¡a J¡g H$s VH$br’$ ‘| Amam‘ {‘bVm h¡. {‘bmH$a {XZ ‘| Xmo ~ma nrZo go nr{b¶m amoJ eham| ‘| g‹S>H$ Ho$ {H$Zmao AŠga gOmdQ> ObVr A‘bVmg H$s O‹S> H$m YwAm§ ~hVr ZmH$ ‘| bm^ hmoVm h¡. dmbo no‹S> Ho$ Vm¡a na bJm¶m OmVm h¡. bo{H$Z H$mo CÎmo{OV H$a Vwa§V amhV àXmZ H$aVm h¡. 15 J«m‘ A‘bVmg Ho$ ’$b Ho$ JyXo H$mo 100 gm¢X¶uH$aU Ho$ {bE bJmE OmZo dmbo Bg no‹S> BgHo$ ’$b Ho$ JyXo H$mo nmZr ‘| KmobH$a hëH$m {‘br nmZr ‘| C~mb| O~ nmZr 25 {‘.br. Ho$ g^r A§Jm| O¡go N>mb, ’$b Am¡a n{Îm¶m| eof ah OmE Vmo Cg‘| Jm¶ H$m Kr {‘bmH$a H$m BñVo‘mb àmMrZ H$mb go hr Am¡f{Y Ho$ JwZJwZm H$aHo$ Zm^r Ho$ Mmamo Amoa 10-15 {‘ZQ> VH$ ‘m{be H$a|. ¶h à¶moJ {Z¶{‘V {nbmZo go AÊS>H$mof (hmBS´>mogrb) Ho$ ~‹T>Zo ê$n ‘| {H$¶m OmVm ahm h¡. Or hm§, Bg no‹S> H$s naoemZr ‘| bm^ hmoVm h¡ H$aZo go E{g{S>Q>r ‘| ñWm¶r bm^ hmoVm h¡. H$mo amoJm| H$m hË¶mam ^r H$hm OmVm h¡. A‘bVmg Ho$ nÎmo Ho$ ag H$mo {nbmZo go Mohao A‘bVmg ‘Ywa, Vmgra ‘| erVb, ^mar, A‘bVmg Ho$ H$m‹T>o ‘| g|Ym Z‘H$ Am¡a Kr Ho$ bH$do H$s ~r‘mar R>rH$ hmo OmVr h¡. ñdm{Xï>, pñZ½Y, H$’$ ZmeH$, noQ> gm’$ H$aZo {‘bmH$a nrZo go ~dmgra ‘| IyZ H$m ~hZm dmbm hmoVm h¡. gmW hr ¶h Áda, Xmh, öX¶ ~§X hmoVm h¡ VWm amoJ R>rH$ hmo OmVm h¡. n¡am| H$s E{‹S>¶m| Ho$ ’$Q>Zo H$s {eH$m¶V ‘| amoJ, aº${nÎm, dmV ì¶m{Y, eyb, J¡g, à‘oh A‘bVmg Ho$ nÎmm| H$m noñQ> ~ZmH$a E{‹S>¶m| 40 J«m‘ A‘bVmg H$m JyXm 400 {‘brbrQ>a na bJmZo go bm^ hmoVm h¡. Ed§ ‘yÌ H$ï> ZmeH$ h¡. ¶h J{R>¶m amoJ, Jbo nmZr Ho$ gmW {‘Å>r Ho$ ~V©Z ‘| nH$m¶|, nmZr H$s VH$br’$, Am§Vm| Ho$ XX©, aº$ H$s J‘u H$m a§J bmb hmoZo na Cgo CVmaH$a N>mZ b| A‘bVmg Ho$ no‹S> Ho$ ’$b Am¡a N>mb Am¡a ZoÌ amoJm| ‘| Cn¶moJr hmoVm h¡. Am¡a Cg nmZr ‘| g|Ym Z‘H$ 6 J«m‘ Am¡a Jm¶ E§Q>rAm°ŠgrS|>Q> JwUm| go ^anya hmoVo h¢. Bg{bE H$m Kr 20 J«m‘ {‘bmH$a R>§S>m H$aHo$ nrZo go BgHo$ godZ go à{Vajm àUmbr H$mo ~‹T>mdm Cn¶moJ: 10 J«m‘ A‘bVmg Ho$ O‹S> H$s XoZo ‘| ‘XX {‘bVr h¡ N>mb boH$a Cgo 200 {‘brbrQ>a nmZr ‘| ~dmgra ‘| amhV {‘bVr h¡. S>mbH$a C~mb| Am¡a nH$mE§. nmZr EH$ Mm¡WmB© A‘bVmg Ho$ JyXo H$mo J‘© H$aHo$ CgH$s ¶{X {Z¶{‘V ê$n go A‘bVmg H$s 12 go ~Mo ahZo na N>mZ b|. Bgo 1-1 Må‘M H$s Jmo{b¶m§ ~Zm b|. 2-2 Jmobr amoOmZm gw~h- 24 J«m‘ n{Îm¶m| H$mo Kr ‘| VbH$a {XZ ‘| Xmo ~ma godZ {H$¶m OmVm h¡ Vmo ¶h J{R>¶m H$m ‘mÌm ‘| {XZ ‘| 3 ~ma godZ H$aZo go Jbo H$s em‘ nmZr Ho$ gmW boZo go ‘Yw‘oh ‘| ~hþV gyOZ, XX©, Q>m§{gb ‘| erK« Amam‘ {‘bVm h¡. CnMma H$a gH$Vm h¡. A‘bVmg Ho$ 10-15 Amam‘ {‘bVm h¡. nÎmm| H$mo J‘© H$aHo$ CZH$s nÅ>r ~m§YZo go BgHo$ nÎmm| H$mo {gaHo$ ‘| nrgH$a ~ZmE bon AñW‘m ‘| H$’$ H$mo {ZH$mbZo Am¡a H$ãO Xÿa J{R>¶m ‘| ’$m¶Xm hmoVm h¡. H$mo XmX, ImµO-IwObr, ’$mo‹S>o-’w§$gr na H$aZo Ho$ {bE A‘bVmg Ho$ ’$bm| H$m JyXm 2 J§OonZ H$s g‘ñ¶m H$mo Xÿa H$aZo Ho$ {bE bJmZo go amoJ Xÿa hmoVm h¡. ¶h à¶moJ H$‘ go J«m‘ nmZr ‘| KmobH$a JwZJwZm godZ H$aZm ~H$ar Ho$ XÿY Am¡a A‘bVmg H$s n{Îm¶m| H$s H$‘ 3 hâVo VH$ Adí¶ H$aZm Mm{hE. Mm{hE. amI H$mo {‘bmH$a AnZo {ga ‘| bJmE§. ¶h ~wIma hmoZo na BgHo$ JyXo H$mo 3 J«m‘ H$s ‘mÌm 5-10 J«m‘ A‘bVmg H$s {Jar H$mo nmZr ‘| {ga Ho$ ~mb, ^m¢h|, Am¡a Xm‹T>r Ho$ ~mbm| Ho$ ‘| gw~h-em‘ {Z¶{‘V 5 {XZ boZo go bm^ KmobH$a Cg‘| {VJwZm ~yam S>mbH$a Jm‹T>r {bE ~hþV hr Cn¶moJr Am¡a à^mdr hmoVm h¡. {‘bVm h¡. gmW hr ~wIma Ho$ H$maU hmoZo MmeZr ~ZmH$a MQ>mZo go gyIr Im§gr {‘Q>Vr A‘bVmg go ZwH$gmZ : dmbo ~XZ XX© ‘| ^r amhV {‘bVr h¡. h¡. 10 J«m‘ A‘bVmg Ho$ ’y$b VWm 20 J«m‘ A‘bVmg H$m A{YH$ ‘mÌm ‘| godZ H$aZo go BgHo$ 50 J«m‘ JyXo H$mo 150 {‘brbrQ>a nmZr JwbH§$X H$mo {‘bmH$a ImZo go grZo ‘| O‘m ‘Vbr, M¸$a Am{X H$s naoemZr hmo gH$Vr h¡. hþAm H$’$ {ZH$b OmVm h¡ Am¡a Im§gr ‘| ~hþV ‘| amoO {^JmoH$a amV H$mo gmoZo go nhbo nrgH$a ¶{X Amn {H$gr {deof àH$ma H$s XdmAm| H$m MrZr {‘bmH$a nrZo go bm^ hmoVm h¡ ¶m {’$a bm^ {‘bVm h¡. godZ H$a aho h¢, Vmo A‘bVmg H$m Cn¶moJ Jwbm~ Ho$ gyIo ’y$b, gm¢’$ Am¡a A‘bVmg A‘bVmg Ho$ ’$b H$s {Jar H$mo Y{Z¶m Ho$ H$aZo go nhbo AnZo ñdmñÏ¶ gbmhH$ma go H$s {Jar ~am~a ‘mÌm ‘| boH$a nrg b|, 1 gmW nrg b|, Bg‘| Wmo‹S>m H$ËWm {‘bmH$a gbmh b|. H$n nmZr ‘| 2 Må‘M MyU© KmobH$a em‘ H$mo MygZo go ‘w§h Ho$ N>mbo R>rH$ hmo OmVo h¢. J^m©dñWm Ho$ Xm¡amZ A‘bVmg H$m Cn¶moJ aI X| Am¡a am{Ì ‘| gmoZo go nyd© N>mZH$a nrZo A‘bVmg Ho$ ’$b H$s ‘‚mm, {nßnbr H$s H$aZo go ~MZm Mm{hE, ¶h J^©nmV H$m H$maU go AJbr gw~h H$ãO ‘| amhV {‘boJr. O‹S>, harVH$s, Hw$Q>H$s Ed§ ‘moWm H$mo ~am~a ~Z gH$Vm h¡. A‘bVmg Ho$ ~rOm| H$mo nmZr ‘| {KgH$a ‘mÌm ‘| boH$a ~Zm¶m hþAm H$m‹T>m nrZo go {~ÀNy> Ho$ X§e dmbo ñWmZ na bJmZo go H$ï> nmMZV§Ì g§~§Yr {dH$ma R>rH$ hmoVo h¢, ^yI A{ZVm ^mo~o Xÿa hmoVm h¡. ~‹T>Vr h¡. ¶y{Z¶Z Ymam, H|$.H$m. ‘§w~B©

g {XZ OÝ‘ hþAm Cg {XZ Ka ‘| H$a aho Wo. ‘¢ dhm± MwnMmn [ahg©b XoIVm H$mo XoI àmogr{Z¶‘ a§J‘§M H$m à^md ^r {nVmOr Jm¡am§J H$s brbm H$a aho Am¡a [ahg©b Ho$ ~mX a¡Zm Or Ho$ nrN>o-nrN>o n‹S>Zo bJm. Wo.{O CZH$s AnZr ‘§Sbr Wr, {Ogo "Jm¡am§J Am¶© ZJa Mm¡amho VH$ OmVm. ‘oao Ka Ho$ ~Jb ‘| e§^y {‘Ìm (g§JrVH$ma) ‘§S>br' H$hH$a bmoJ nwH$maVo Wo. H$mobH$mVm Am¶© ZJa Mm¡amhm, Bgo Mm¡amhm Zht H$hZm H$m Ka Wm Omo {h{b¶Ýg J«wn MbmVo Wo. go O~ H$mZnwa AmE Vmo Xodmqgh nmH©$ ‘| Mm{hE, ¶h Vmo N>h amhm Wm. Ohm§ ha amh CÎmaàXoe ‘| BgH$s bmoH${à¶Vm AnZo Ma‘ am‘brbm, amgbrbm Ed§ XþJm© nyOm ‘| XoIo AmnH$mo ‘§{Ob na bo OmVr h¡. EH$ Jbr ^r na Wr. gmao bmoJ Zm¡H$ar N>mo‹S> nyU©H$m{bH$ JE ZmQ>H$ d OmÌm H$m à^md Yrao-Yrao ‘wP Wr, Omo ‘oao ‘H$mZ H$s Va’$ OmVr Wr. BZ hmo JE. CÝht bmoJm| ‘| ‘oam ^mB© n[a‘b, na n‹S>Zo bJm. am‘brbm Am¡a amgbrbm (Oo. N>h amhm| H$mo, ‘wPo bJVm h¡, A~ Am¶© ZJa Ho$. ‘§{Xa) XoIH$a ‘oao "am‘ brbm' {‘Ì, amO|Ð qgh Ho$ {ZX}eZ ‘| A{^Z¶ H$aVm Wm ‘§S>r hmCg Ho$ Zm‘ go nwH$mam OmZm Mm{hE. AmXe© Hw$‘ma Jwám Ho$ gmW CgHo$ ~hþV ~‹S>o Am¡a {h{b¶Ýg Ho$ gm§Jr{VH$ ZmQ>H$m| ‘| ^r go ‘H$mZ ‘| h‘ Vra-YZwf, ‘wHw$Q> ~ZmH$a Am¶© ZJa Ho$ Bg ‘§S>r hmCg ‘| ha amñVo ‘| "‘mCg Q>¡n', "doQ> A§Q>rb S>mCZ' Am¡a am{~Z Iobm H$aVo Wo. CZ {XZm| H$mZnwa Ho$ a§JH${‘©¶m| H$m O‘md‹S>m Xmg H$m "gImam‘ ~mB§S>a' ‘oao {Xbmo{X‘mJ na hmoVm Wm. àmo. gË¶‘y{V© Or g~Ho$ H|$Ð ‘| N>mZo bJo. ~§Jbm ZmQ>H$m| Ed§ OmÌm Ho$ à^md H$m Aga ahVo Wo. àm¶: H$mZnwa Ho$ g^r a§J Xbm| H$s Ka [aíVoXmam| Ho$ ~rM H$aVm Wm. BÝht {XZm| nwZ: E‘. Ho$. a¡Zm Or H$mZnwa ‘| amOZr{V H$m H|$Ð hmoVm Wm, ¶h Mm¡amhm. {h{b¶Ýg Ho$ gmW "n¡gm ’|$H$ V‘mem XoI' "gmoë¶yeZ EŠg' nhbm ‘§M ZmQ>H$ Wm, {Ogo h‘ O¡go ¶wdm hmo aho Xmo - VrZ a§JH$‘u BZ ~«o»V H$m ZmQ>H$ H$aZo Am JE. ‘¢ MwnMmn ‘ZmoO Hw$‘ma H$s "Jw‘Zm‘' {’$ë‘ H$s VO© na g~H$s ~mVm| H$mo gwZVo, g‘PVo ahVo Wo. Yrao [ahg©b XoIVm Wm. H$mZnwa H$s Jwbm~ ~mB© {‘Ìm| Zo Amng ‘| {‘bH$a {bIm Wm. V~ Yrao a§J g§ñH$ma Ho$ ~o‹S>o ‘O~yV hmo aho Wo. H$s ~oQ>r ‘Yw AJ«dmb ^r Bg‘| A{^Z¶ H$a VH$ pñH«$ßQ> Zm‘ H$s ^r H$moB© MrO hmoVr h¡, CÝht {XZm| ~§gr H$m¡b Or bIZD$ Xn©U Ho$ ahr Wr. ‘mby‘ Zht Wm. gmW "Ambm A’$ga' ZmQ>H$, Zm¡Q>§H$s e¡br Bgr g‘¶ "Xn©U' H$mZnwa Zo Zm¡Q>§H$s e¡br ‘| Xÿgao df© "àJ{V' g§ñWm ~ZmH$a "~r.E. ‘| H$a aho Wo. CgH$m EH$ ‘§MZ H$mZnwa ‘moVr "H$Wm Z§XZ H$s' ewê$ H$a {X¶m. Xn©U Ho$ gmW ‘mBZg ~moC' d "gZ 2050' H$m ‘§MZ lr Prb pñWV àojmJ¥h ‘| ^r hþAm. nhbr ~ma Ow‹S>o hmoZo Ho$ H$maU "EH$ Am¡a ÐmoUmMm¶©' ‘| Za|Ð Hw$‘ma {‘lm Or H$s XoIaoI ‘| {H$¶m, ‘wÐmamjg Or H$mo ‘§M na A{^Z¶ H$aVo EH$bì¶ H$s ^y{‘H$m {‘br. a{d e‘m© Am¡a Bgr ~rM am‘H¥$îU {‘eZ ‘| àYmZmMm¶©, XoIm. BgHo$ ~mX "Xn©U', bIZD$ H$s Amoa {Ìnwamar e‘m© Bgr g‘¶ "nmoñQ>a' H$aZo Am lr nmVram‘ ^Å> Ûmam {bpIV "Z§XHw$‘ma H$mo go C{‘©b Or Ho$ {ZX}eZ ‘| ~mXb gaH$ma JE Am¡a h‘ Bg‘| ^r em{‘b hmo JE. ’$m§gr' ‘| A{^Z¶ H$m ‘m¡H$m {‘bm. H¥$V "A~y hgZ' H$mo Zm¡Q>§H$s e¡br ‘| XoIm. "Xn©U', H$mZnwa µÁ¶mXmVa Cg g‘¶ Zm¡Q>§H$s ^maV|Xþ ZmQ>ç H|$Ð, bIZD$ Am¡a Xn©U, Bgr ~rM eha ‘| n§Om~r bmoJm| Zo ~¡gmI Ho$ e¡br ‘| ZmQ>H$ H$aVo Wo, {OgH$m à^md ‘Z H$mZnwa Ûmam Am¶mo{OV gKZ ZmQ>ç Adga na "hra am§Pm' ZmQ>H$ Xodm qgh nmH©$ na n‹S>m bo{H$Z CgHo$ {bE {d{YdV Jm¶H$s, H$m¶©embm, àmo. gË¶‘y{V© Ho$ {ZX}eZ ‘|, ‘| H$adm¶m. [a¶mO Mm{hE. amHo$e d‘m© Or H$m Jm¶Z lr E‘.Ho$. a¡Zm Or Ho$ {ZX}eZ ‘| Am¶mo{OV AX²^wV Wm. CZH$s ~wb§X AmdmO AmO ^r hþB©, {Og‘| nÙlr amO {~gm[a¶m, ~bamO ~§Jbm Q´>o{S>eZb ZmQ>H$, OmÌm, Zm¡Q>§H$s H$m H$mZm| ‘| Jy±OVr h¡. n§{S>V Ed§ Ho$. EZ. H$¸$‹S> Or go a§JH$‘© Ho$ Yrao-Yrao à^md n‹S>Zo bJm. AmYw{ZH$ ZmQ>H$ gyÌ {‘bo. nhbm qhXr ZmQ>H$ "EH$ H§$R> {df - "Mma ¶mam| H$m ¶ma', "ZQ>g‘«mQ>' O¡go 1978 ‘| O~ Zm¡H$ar Ho$ {gb{gbo ‘| nm¶r' lr E‘.Ho$. a¡Zm Ho$ {ZX}eZ ‘| ~mb ZmQ>H$ ^r ‘M]Q> M|~a hm°b ‘| XoIZo OmZo bJo. AmO‘J‹T> OmZm n‹S>m Am¡a AnZr a§J g§ñWm {ZHw§$O Ho$ Iwbo àm§JU ‘| hþAm. CgHo$ ~mX Bgr ~rM ~§gr H$m¡b Or Ho$ {ZX}eZ ‘| "àOm "g‘mZm§Va' ~ZmZr n‹S>r, V~ Cg g‘¶ XoIo VrZ {XZ VH$ ‘¢ ~wIma ‘| VnVm ahm Am¡a hr ahZo Xmo' ZmQ>H$ na bIZD$ aqdÐmb¶ JE {’$ë‘m| H$m ~hþV à^md Wm. "A§Hw$a', a§JH$‘© H$m ¶h ~wIma ‘oao nyao OrdZ Ho$ {bE Ho$ ‘§M na ‘§{MV H$aHo$ "Xn©U', bIZD$ "‘§WZ' O¡go Zm‘m| Zo h‘| g‘mZm§Va {’$ë‘m| go àma§^ hmo J¶m. A~ ewê$ hþB© a§JH$‘© H$s Ho$ gm{W¶m| go n[aM¶ hþAm. bIZD$ A~ Omo‹S>m Am¡a nhbr ~ma bJm {H$ A~ VH$ Omo ImoO. a¡Zm Or gw~h "Xn©U' Ho$ gmW {Jare AmZm OmZm ewê$ hmo J¶m. "Xn©U' Ho$ EH$ go ZmQ>H$ H$a aho Wo Cg‘| amOm, ‘hmamOm Am¡a H$Zm©S> Or H$s à{gÕ H¥${V "¶¶m{V' H$a aho EH$ àmogr{Z¶‘ ZmQ>H$, {Og‘| S>m°. A{Zb ~‹S>o bmoJm| H$s hr ~mV| H$s Om ahr Wr. h‘mao Wo, {Og‘| Xn©U Ho$ d[að> a§JH$‘u A{^Z¶ añVmoJr Am¡a g‘mMma dm{MH$m Ho$ ZmQ>H$m| ZmQ>H$m| ‘| Am‘ AmX‘r, h‘mam OZ Jm¶~ h¡.

58 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 Bg{bE "g‘mZm§Va' H$s nhbr àñVw{V a‘oe ‘Zmoemar[aH$ a§J‘§M H$a aho Wo, {Og‘| {g’©$ ZmX©Z aobdo B§ñQ>rQ>çyQ> hm°b ‘| hmoZo bJr, ~Šjr H¥$V "am‘~mU' Wr {Og‘| Am‘ AmX‘r eara ~mobVm h¡. BgH$m à^md ¶h hþAm {H$ {OgH$m ‘mÌ Xmo énE {Q>H$Q> aIm OmVm Wm. H$m XX© Wm. ewê$ ‘| {OZ JwéAm| go grIm Wm bIZD$ Ho$ {‘Ì XmoñV ~Z JE Am¡a Vrgao B§Q>r‘oQ> {W¶oQ>a, AmëQ>Z}{Q>d {W¶oQ>a, a§J‘§M Am¡a ‘Zmo emar[aH$ a§J‘§M H$m à^md CZH$m grYm à^md h‘mao H$m‘ na ^r {XI EŠgno[a‘|Q>b {W¶oQ>a ‘| AnZo H$mo EŠgßbmoa h‘mao H$m‘ na n‹S>Zo bJm. ahm Wm. Bgr H$maU "EH$ Am¡a ÐmoUmMm¶©', H$aZo bJm. H$B© ZmQ>H$ {bIo, H$B© CnÝ¶mgm| "nmoñQ>a' O¡go ZmQ>H$m| H$m ‘§MZ {H$¶m J¶m. hmdS>© ’$mñQ> H$m ~mXb gaH$ma H¥$V ZmQ>H$ H$m ‘§MZ {H$¶m. gmW hr Cg g‘¶ H$hmZr bo{H$Z Xÿgar àñVw{V "Owbyg' Zo Hw$N> Z¶m "ñnmQ> {H$g' Vrgao a§J‘§M Am¡a ‘Zmo emar[aH$ H$m, a§J‘§M na à^md ^r Yrao Yrao hmoZo H$aZo H$s àoaUm Xr. AmO‘J‹T> O¡go gmYZ a§J‘§M H$m hr n[aUm‘ Wm. A~ ‘¢ nyU©V: bJm. lr Xod|Ð amO A§Hw$a, Vrgao a§J‘§M H$mo {dhrZ eha ‘| ~ma-~ma H$mZnwa Am¡a Vrgao a§J‘§M Am¡a ‘Zmo emar[aH$ a§J‘§M ‘| EŠgßbmoa H$a H$hmZr H$m a§J‘§M H$a aho Wo. dmamUgr go lr nra Jwbm‘ Ed§ {‘l ~§YwAm| hr AnZr àñVw{V¶m| H$mo H$‘ IM© ‘| H$aZo A~ Vrgam a§J‘§M Am¡a H$hmZr H$o a§J‘§M H$mo H$~ VH$ ~wbmVm? bJm. lr ~mXb gaH$ma ‘oao Jwé hmoVo Mbo JE. H$mobH$mVm Om OmH$a CZHo$ H$m‘m| H$mo H$mo {‘bmH$a EH$ Z¶m a§J H$‘© "OZVm H$m ~mXb gaH$ma Ho$ gmV {XZm| Ho$ Vrga| a§J‘§M XoIH$a EH$ ZB© a§J^mfm H$m OÝ‘ ‘oao A§Xa a§J‘§M' ‘oar àmW{‘H$Vm ~Z J¶m, Omo OZVm Zo h‘mar Am§Io Imobr Am¡a a§J‘§M H$ht ^r hmoZo bJm. Ûmam, OZVm Ho$ {bE, OZVm Ho$ ~rM hmoZo hmo gH$Vm h¡ Am¡a H$‘ IM© ‘| hmo gH$Vm h¡, bJm. AmO "g‘mZm§Va' AnZo 42 d| df© BZ {gÕmÝV H$mo OmZm. "Koam' ZmQ>H$ H$s Bbmhm~mX {dœ{dÚmb¶ Ho$ Ho$ÝÐr¶ gm§ñH¥${VH$ g{‘{V H$s àñVw{V Zo ‘wPo ‘| g‘mZm§Va, g‘mZm§Va g|Q>a ’$m°a AmQ>© E§S> "‘mo‘m' ZmQ>H$ H$s Anma g’$bVm Zo Z Bbmhm~mX ‘| à{V{ð>V H$a {X¶m Am¡a ¶y{Z¶Z H$ëMa Ho$ gmW AJ«ga hmo ahm h¡. ~mXb Ho$db ‘wPo ~§~B© O¡go eha ‘| nhMmZ {XbmB© ~¢H$ Am°’$ B§{S>¶m, AmO‘J‹T> go bIZD$ ZmQ>ç AH$mX‘r H$s Amoa Ohm§ Bg Vah Ho$ daZ nhbr ~ma àW‘ nwañH$ma Ed§ gd©loð> Am°{S>Q> gob ‘| ñWmZm§VaU Ho$ ~mX ^r ‘¢Zo H$m¶© H$aZo dmbm| H$mo à{ejU {X¶m OmEJm, A{^ZoVm H$m nwañH$ma lr E.Ho$. h§Jb Or Ho$ Bbmhm~mX H$mo AnZr H$‘© ñWbr MwZm Am¡a Hw$N> CZgo grIm OmEJm Am¡a Hw$N> CÝh| hmWm| {Xbdm¶m. "‘mo‘m' go hr amï´>r¶ ZmQ>ç å¶yMwAb Q´>mÝg’$a boH$a 4 OZdar 1984 {gIm¶m ^r OmEJm. g‘mamoh ‘| OmZo H$s ewéAmV hþB©. H$mo Bbmhm~mX ‘w»¶ emIm Am J¶m. eem§H$ ~hþJyUm CZ {XZm| {dO¶ gmoZr "g‘mZm§Va' A~ "g‘mZm§Va B§Q>r‘oQ> {W¶oQ>a' A{Zb a§OZ ^m¡{‘H$ Am¡a JmoQ>modaH$s H$s {ejm go ào[aV hmoH$a hmo MwH$m Wm. àñVw{V¶m± E[aZm ñQ>mBb ‘| godm{Zd¥Îm, à¶mJamO

N N N R R R C N

The th Trie ia ere e R T R R T a he at Amar Hind Mandal, Dadar (W), Mumbai. The Conference was attended by more than 400 retired members of all cadres of Union Bank residing in Mumbai, Navi Mumbai, Thane, Nagpur and Pune districts. Distinguished guests Shri. B. Samal, retired M, Union Bank and ex-CMD, Allahabad Bank Shri. S. M. Deshpande, President, All India Bank Retirees’ Federation and Shri. D. S. Tripathi, retired M, Union Bank and MD & CEO, Aadhar Housing Finance Limited graced the occasion. The Conference also acknowledged the contribution of Com. D. A. Masdekar, Chairman of the Association for establishing and building the movement of Bank Retirees in Union Bank. The Citation was presented to him by Shri B. Samal, Ex-CMD, Allahabad Bank

Ms. Aiswarya Radhakrishnan The Banker With

Elegant Strokes drawings. In simple terms, its a riends, scribbling is our birthright. es. I had an ardent interest in portrait or drawing of a person eryone, from a toddler to a drawing since childhood. Also that exaggerates the way they grandpa, tends to scribble e en on a Arts was one of my subjects in look, usually to create a humorous small piece of paper in our free time high school and higher secondary effect, or a political statement. or sometimes even while attending le el. Though it is not hereditary, Caricature took a road to its first phone calls. Though these scribbled but it surely has taken root successes in the closed aristocratic criss cross lines do not make any during my childhood. My eldest circles of France and Italy, where sense to us, creating a master piece brother, though a i il ngineer by such portraits were passed about out of these lines and then adorning profession, is also a talented artist. for mutual enjoyment. There ha e it with shades of colours is really the I love painting and it is my passion. been some efforts to produce masters job an artist or a painter. Its a gods gift but I could develop caricatures automatically or semi- Those who take special pain to it with the support of my family, recognise and de elope their inbuilt especially my father. automatically using computer or latent artistic talent, carve out a graphics techniques. This niche for themsel es. Indeed, lines q How does it restart now requires quite different skill sets and colours are spectacular in our es, I am very passionate about i.e. advanced knowledge of the speckled e istence. Let me introduce caricature and drawing since programs functionality to design you to one such colleague who is school days. But once again the a caricature as compared to the bitten by the art bug. es, she is academic career overpowered one created on paper manually. s. R R R N N. my hobby and it was left behind Ha ing joined our Bank in as to pursue a career in engineering. q How does the skill get transformed P.O., she is now Deputy Branch Head After schooling, there was a full on the can as? of Vadanappally Branch in o hikode stop for this hobby for years It depends upon the mood. region. A native of Thrissur, Kerala, together. But this old painting Sometimes when I see a picture Aiswarya is an Engineering graduate in bug once again came to the fore. or photograph, I feel like Electronics and Communication from Thanks to these lockdown days o ernment ngineering ollege, which instigated my old memories transforming it on to can as and Idukki. She likes to spend her aluable and I used these harder days what depicts on the canvas is my time with her family and her cute fruitfully to rediscover my painting ersion of that picture or photo. I pet. In this short dialogue with Mrs. hobby. do not limit myself to a particular Supriya adkarni, she portrays her theme or subject. journey with colours. q What is a caricature? q Generally do you visit painting A caricature is a rendered image showing the features of its subject exhibitions How do you feel q Is it your childhood hobby? Is in a simplified or exaggerated es, I do visit painting exhibitions. it hereditary How did you get way through sketching, pencil in ol ed in it? It gi es me more ideas and spurs strokes, or through other artistic my creativity.

60 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 q Have you received any awards I put my heart and soul to my paintings so that I can bring out I used to get pri es in school, the ma imum in me. It brings college and ni ersity le el competitions for painting and colours and life to my paintings. pencil drawing. Most of my pictures are very colourful. I use almost all a ailable q To what do you attribute your colours in my works. succss? q How do you preserve your work Definitely to my father who How much does it cost was always my strength and encouragement. I frame my paintings and preserve it. The cost of framing a work is a q Brief us about the different types little bit high. It varies according to of paintings. size of the paintings, design of the There are so many mediums for frame chosen, its quality, etc. painting such as water colour, q Give us your views on Modern acrylic, oil paint, etc. Mainly I do art ? work in acrylic painting and oil painting. Anything and e erything can be classified under modern art. There their city under Starry night. I was q What about your water-colour is no specific topic for that. fortunate and ery glad to be a painting attempts part of that program. q Who are your idols or inspiration Initially I used to do water colour q Any message for budding art painting. It is the easiest and My favorite artist is Shri Raja Ravi lo ers? simplest medium to handle. But Varma the genius in oil paintings. Follow your passion and keep it nowadays I am more inclined to q How do you dedicate your time for alive. Convert whatever comes oil painting and acrylic painting. It this hobby from your busy, hectic into your mind on to your can ass. gi es more life to my art. schedule? This is the only way to keep your q Do computer based paintings have I hardly get time for my passion. I inner self happy. a similar impact on the viewer as can do only 1 or 2 paintings in a q Tell us about your dancing. that of the traditional painting year by stealing some time from my routine. But during lockdown Dancing is another passion. I Graphical paintings may look ne er miss any chance to pro e similar to traditional painting for days, I could refresh my skill and do more paintings. my dancing skill. ur esteemed viewers. But the impact it creates Bank has gi en me arious on the viewer varies according to q Any particular unforgettable opportunities to prove my the perspective of each one. incidence associated with your skills. I m ery thankful to my q Are there any varieties based on art? organization for giving me such the material used? What type of As a tribute to the great artist, opportunities. I have participated material do you use? Vincent van Gogh, the artists in various competitions conducted in the Bank and won prizes too. es, there are various types of around the world made a small paper used for drawing like canvas, attempt to create the World nion ara is es er a t e handmade paper, graphite paper, Guinness Record. The program success in her future painting etc. Also, there are different sizes was named Starry night in my en ea ors of brushes. I generally use can as city.It was based on Vincent van for paintings. Goghs famous painting The Starry night. Artists around the q How do you bring liveliness in your ri a Na karni world had to create a painting of work i hara

(’$moQ>mo àñVw{V : CnmgZm {gag¡¶m, jo.H$m., ^monmb) erf©H$ X| / oin a a tion gm{W¶m|, rie ¶h Vñdra AmnH$mo H$ënZm H$s C‹S>mZ ^aZo ¶m AnZr oes this photograph fire your imagination or Š¶m^mdZmAm| H$mo A{^ì¶º$ H$aZo Ho$ {bE ào[aV H$a ahr spontaneously inspire to express your feelings h¡? Vmo {’$a B§VOma H¡$gm? ’$m¡aZ AnZo H$s-~moS>© na C§J{b¶m± Then what are you waiting for Start keying in and uniondharaunionbankofindia. MbmZm ewê$ H$a| Am¡a h‘| e-mail us your superb, classy caption, only in one or ¶m sulabhakoreunionbankofindia.com na Bg t i e re ate t thi h t gra h at i hara Vñdra go g§~§{YV {g’©$ EH$ ¶m Xmo n§{º$¶m| ‘| ~{‹T>¶m-gm erf©H$ {bIH$a B©-‘ob H$a|. Amn AnZr à{d{ï> 'g§nmXH$, ¶y{Z¶Z Ymam, unionbankofindia.com OR sulabhakoreunionbank ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m, H|$Ðr¶ H$m¶m©b¶, ¶y{Z¶Z ~¢H$ ^dZ, ofindia.com. You can also send your entries to ‘Editor, 239, {dYmZ ^dZ ‘mJ©, Zar‘Z nm°B§Q>, ‘w§~B©-400 021' Bg nVo Union Dhara, Union Bank of India, 239, idhan Bhavan na ^r ào{fV H$a gH$Vo h¢. AmnH$m ¶h à¶mg AmnH$mo nwañH$ma Marg, Nariman Point, Mumbai – 400 021’. Caption can {Xbm gH$Vm h¡. erf©H$ A§J«oOr ¶m {hÝXr ‘| ^oOm Om gH$Vm h¡. be sent in English or Hindi. Both the categories have XmoZm| hr lo{U¶m| Ho$ {bE AbJ-AbJ nwañH$ma aIo JE h¢. H¥$n¶m different prizes. Please note that this contest is open ZmoQ> H$a| {H$ ¶h à{V¶mo{JVm {g’©$ ~¢H$ Ho$ godmaV H$m{‘©H$m| Ho$ {bE only for the present staff members of the Bank. hr h¡. If your caption is chosen, then you will be awarded ¶{X AmnH$m erf©H$ h‘mao ñVa na MwZm OmVm h¡, V~ AmnH$mo nwañH$ma Ho$ gmW-gmW ¶y{Z¶Z Ymam ‘| àH$m{eV hmoZo H$m ‘m¡H$m ^r a prize and your caption will be published in ‘Union {‘boJm. Dhara’. OëXr H$a|, à{d{ï>¶m§ àmá H$aZo H$s A§{V‘ {V{W h¡, Hurry up, the last date to receive the entries is 20 AJñV, 2020. 20.0.2020. g§nmXH$ Editor

ank er er 3. Union Bank of India will 9. After mergers, bargaining strength erger i i the bi i g amalgamate with Andhra Bank of bank staff will become more two business entities to form a larger and Corporation Bank. and visible. one but with no explicit change in 4. Indian Bank will merge with 10. Bank staff may look forward to ownership. This is in contrast to an Allahabad Bank. better wages and service acquisition where one business entity hy merger is good enets for conditions in future. takes ownership control over another various staeholders: 11. The wide disparities between the staff of various banks in their by paying for the ownership privilege For ans: in cash, stock or other means. service conditions and monetary 1. Small banks can gear up to benefits will narrow down. In the case of state-owned banks that international standards with 12. It is also of the view that the are merged now, where the innovative products and services merger will lead to increased government is the majority with the accepted level of operational efficiency that will shareholder, there will be no change efficiency. in ownership but merely a help these banks lower their 2. PSBs, which are geographically costs, thus enabling them to restructuring of how these banks are concentrated, can expand their lower their lending rates organized. coverage beyond their outreach. For economy: ommiees in this regard: 3. A better and optimum size of the 1. Reduction in the cost of doing 1. Narasimham committee (1991 organization would help PSBs b i e and 199) suggested merger of offer more and more products 2. Technical inefficiency reduces. strong banks both in public sector and services and help in integrated 3. The size of each business entity and even with the developmental gr th the e t r financial institutions and NBFCs. after merger is expected to add 4. Consolidation also helps in strength to the Indian Banking 2. Khan committee in 1997 stressed improving the professional System in general and Public the need for harmonization of standards. Sector Banks in particular. roles of commercial banks and 5. This will also end the unhealthy 4. After merger, Indian Banks can the financial institutions. and intense competition going on manage their liquidity – short 3. erma committee pointed out even among public sector banks term as well as long term – that consolidation will lead to as of now. position comfortably. pooling of strengths and lead to 6. In the global market, the Indian 5. Synergy of operations and scale of overall reduction in cost of banks will gain greater recognition economy in the new entity will operations. and higher rating. result in savings and higher New mergers include: 7. The volume of inter-bank profits. 1. Punjab National Bank, Oriental transactions will come down, 6. Customers will have access to Bank of Commerce and United resulting in saving of considerable fewer banks offering them wider Bank of India will combine to form time in clearing and reconciliation range of products at a lower cost. the nation’s second-largest of accounts. 7. Mergers can diversify risk lender. . This will also reduce unnecessary management. 2. Canara Bank and Syndicate Bank interference by board members in . One of them is that large banks i erge day to day affairs of the banks. will be able to lend more money

¶y{Z¶Z Ymam, OZdar-‘mM© 2020 63 and help revive the i g increased efficiencies and with several pockets, notably in urban e more well capitalized banks. and metropolitan centers. For government: 10. It will also help that the 3. Mergers will result in immediate job losses on account of large 1. The burden on the central government can focus now on number of people taking RS on government to recapitalize the fewer banks than in the past. one side and slow down or public sector banks again and ritical opinion on merger stoppage of further recruitment again will come down The merging of healthy banks with the ther Thi i r e the substantially. weak banks may not really improve unemployment situation further 2. This will also help in meeting the health of the banking system as a and may create en X, en Y gap. more stringent norms under h e 4. Mergers will result in clash of BASEL III, especially capital In fact, many believe, by diluting the different organizational cultures. adequacy ratio. management of strong banks, forced Conicts will arise in the area of 3. From regulatory perspective, mergers may lead to a significant systems and processes too. monitoring and control of less deterioration in the overall health of 5. When a big bank books huge loss number of banks will be easier the banking system. or crumbles, there will be a big after mergers Last but not least, if the managers of jolt in the entire banking industry. 4. overnment also believes that efficient banks are punished for their t re er i i be e t increased credit growth is good performance by being asked to everywhere. essential in order to achieve its share the burden of weaker banks, onclusion : target of growing India into a many fear that there will be fewer The finance minister has quoted that 5-trillion economy in the next incentives for managers to manage the proposed big banks would be able few years. e to compete globally and improve 5. For over decades starting from This can further negatively affect the their operational efficiency once they 1992, the government as the long-term performance of state- lower their cost of lending and improve lending. But none of India’s biggest shareholder of over 25 owned banks. banks including the largest, SBI, banks had to provide capital for ore thrust is on RI figures in the list of the top 50 global the The RBI keeps monitoring large banks. So that may be a long way 6. To grow and lend more, the banks institutions whose potential failure away. often need a higher amount of can impact other institutions or banks While the announced consolidation capital to set aside also for loans and the financial sector, and which of PSU banks is a credit positive as it that could go bad. could have a contagion effect and enables the consolidated entities to 7. With the government not willing erode confidence in other banks. meaningfully improve scale of to lower its equity holdings and A case in point is the recent instance operations and help their competitive with a large slice of the capital of IL&FS roup, which defaulted on position. At the same time, there will being set aside to cover for bad repayments hing many lenders and not be any immediate improvement loans, the burden of infusing investors. in their credit metrics as all of them capital rests on the majority The creation of more large-sized have relatively weak solvency profiles. shareholder. banks will mean the RBI will have to ay ahead: . This means marking a large improve its supervisory and Merger is a good idea. However, this amount of money almost every monitoring processes to address should be carried out with right banks year during the last few years in increased risks. for the right reasons. Merger is also the Budget for capital infusion at oncerns associated with merger: tricky given the huge challenges banks face, including the bad loan many banks at a time when there 1. Problems to adjust top leadership is a huge demand for social sector. problem that has plunged many in institutions and the unions. public sector banks in an 9. By reducing the number of banks 2. Mergers will result in shifting/ unprecedented crisis to a manageable count, the closure of many ATMs, Branches government hopes that the and controlling offices, as it is not . Priyadarsini demands for such capital infusion prudent and economical to keep Pithapuram Colony Branch, will be lower progressively with so many banks concentrated in ishakhapatnam, E-Andhra

Our Bank received the prestigious IBA Award 2020 for the ‘Best IT Risk Management & Cyber Security Initiatives’ as Winner in the category of Large Banks. The award was received by Shri Raj Kiran Rai ., our MD & CEO during IBA’s 15th Annual Banking Technology Conference, Expo & Awards 2020 held on 06.02. 2020 in Mumbai. Our Bank also received the Best Digital Financial Inclusion Initiatives in the category of Large Banks. It was consecutively for the 5th time when we have been honoured with this pride.

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Bank received the Finnoviti Award for innovation in joÌr¶ g§¶§Ì g§gmYZ H|$Ð Ûmam Am¶mo{OV dm{f©H$ CÚmZ à{V¶mo{JVm Cyber Security for creating of ‘Cyber Defence Center’ – a 2019-20 Ho$ {bE ^wdZoœa H$mo àW‘ nwañH$ma àmá hþAm VWm convergence of state-of-the art technology on defence- in-depth security, during the Finnoviti Conference gmW hr bJmVma Mma dfm] go CÚmZ à{V¶mo{JVm ‘| àW‘ {dOoVm & Awards ceremony held on 10th February, 2020 at hmoZo hoVw nÙ MaU ‘o‘mo[a¶b aqZJ Q´>m°’$s go ^r H|$Ð H$mo gå‘m{ZV Mumbai. The award was received by Shri Anil Kuril, {H$¶m J¶m. CISO. ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 65 g‘mMma (H$o|ÐrH¥$V)

Our Bank celebrated the International Women’s Day with gaiety and fervour at a glittering function held in Mumbai. On this occasion, Shri Rajkiran Rai , our MD & CEO, extended warm welcome to the Chief uest, Ms. P.. Bharathi, MD & CEO, Corporation Bank. During the function, our Bank felicitated Women Achievers who excelled in their professions, namely Padmashri Dr. Indira Hinduja, the Renowned ynecologist & Infertility Specialist Ms. Swati Mayekar, Chartered Accountant & Social Worker Par Excellence and Ms. Neeraja, the Eminent Writer & Poetess. Our Bank also launched the bimonthly in-house magazine of the Bank ‘Union Agarsar’ – the special issue totally dedicated to women, in the presence of all the dignitaries.

Seen in the photograph are Shri Rajkiran Rai , MD & CEO, Union Bank of India Ms. P. . Bharathi, MD & CEO, Corporation Bank along with Padmashri Dr. Indira Hinduja, Renowned ynecologist & Infertility Specialist Ms. Swati Mayekar, Chartered Accountant & Social Worker Par Excellence and Ms. Neeraja, Eminent Writer & Poetess.

Shri Rajkiran Rai , our MD & CEO, anked by Shri Rajkiran Rai , our MD & CEO, launched the audio learning Shri opal Singh usain & Shri Manas Ranjan Biswal, initiative ‘Union Radio’ on 7th March 2020 in presence of the our Executive Directors at the press conference held Executive Directors and Corporate eneral Managers. ‘Union in Mumbai on the occasion of announcement of Radio’ will be made available on our bank’s E-learning portal -3 Financial Results for the uarter ended UNION PRANA & Mobile App in the form of Audio Bite of 3-5 31.12.2019. minutes at 6.30 PM (on all working days).

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71d| JUV§Ì {Xdg Ho$ Adga na ñQ>m.à.H|$. ^wdZoœa Ho$ àm§JU ‘| H|$Ð à‘wI lr {XdmH$a b|H$m Ûmam ÜdOmamohU {H$¶m J¶m. A§Vam©ï´>r¶ ‘{hbm {Xdg Ho$ Cnbú¶ ‘| jo.H$m., {gbrJw‹S>r Ûmam {X. 17.03.2020 H$mo Hw$b 16 ‘{hbm ñQ>m’$ gXñ¶m| (H$m°nm}aoeZ Ed§ Am§Y«m ~¢H$ Ho$ 3 ñQ>m’$ gXñ¶m| Ho$ gmW) hoVw Am¶mo{OV {deof EH$ {Xdgr¶ qhXr H$m¶©embm Ho$ Xm¡amZ CnpñWV, lr ö{fHo$e {‘lm, joÌ à‘wI; lr‘Vr g~rZm g§J‘m, Cn joÌ à‘wI Ho$ gmW ‘w»¶ A{V{W lr‘Vr arVm goZ Jwám, ‘w»¶, Zm°W© ~§Jmb H$mC§{gb ’$m°a {S>go~b, {gbrJw‹S>r Ed§ h[aV nhb A{^¶mZ Ho$ A§VJ©V ñQ>m.à.H|$., ^wdZoœa Ho$ VrZm| {d{eï> A{V{W lr‘Vr ‘ram ^Å>mMm¶©, àmMm¶©, Q>oŠZmo B§{S>¶m M¡Zb ‘| {MÌH$mar à{V¶mo{JVm Am¶mo{OV H$s JB©. EÁ¶yHo$eZ J«wn. ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 69 {X. 26.01.2020 H$mo jo.‘.à.H$m., am§Mr Ho$ àm§JU ‘| JUV§Ì {X. 25.02.2020 H$mo g§~bnwa joÌ Ho$ A§VJ©V [a¶m‘mb emIm {Xdg Ho$ Adga na Am¶mo{OV ÜdOmamohU g‘mamoh ‘| A§Mb Ûmam Am¶mo{OV {dÎmr¶ gmjaVm Ed§ F$U ‘obo H$s AÜ¶jVm H$aVo à‘wI, lr àdrU e‘m©; joÌ à‘wI, lr {dnZ qgh Ed§ am§Mr hþE lr àdrU e‘m©, A§Mb à‘wI, am§Mr; gmW ‘| h¢ lr gwem§V Hw$‘ma pñWV H$m¶m©b¶ Ed§ emImAm| Ho$ ñQ>m’$ gXñ¶ {‘lm, joÌ à‘wI, g§~bnwa; lr n§H$O Hw$‘ma, Cn joÌ à‘wI, g§~bnwa Ed§ lr C‘oe Hw$‘ma, emIm à‘wI, [a¶m‘mb emIm. g‘mMma (npíM‘)

Xoe Ho$ 71d| JUVÝÌ {Xdg Ho$ Adga na {XZm§H$ 26.01.2020 {X. 10.02.2020 H$mo joÌ ‘hmà~§YH$ H$m¶m©b¶, Ah‘Xm~mX H$mo jo.H$m., ~‹S>m¡Xm Ho$ n[aga ‘| JUVÝÌ {Xdg g‘mamoh H$m ‘| "gwS> bmB’$ ’$mC§S>oeZ S>o' ‘Zm¶m J¶m. Bg Adga na Ho$H$ Am¶moOZ {H$¶m J¶m. H$mQ>Vo hþE lr à‘moX Hw$‘ma gmoZr, joÌ ‘hmà~§YH$, Ah‘Xm~mX.

{dX^© arOZ H$m Ì¡dm{f©H$ gå‘obZ {X. 14.03.2020 H$mo ZmJnwa ‘| Am¶mo{OV {H$¶m J¶m. Bg H$m¶©H«$‘ ‘| godm{Zd¥Îm Cƒ Ý¶m¶mb¶ Ho$ Ý¶m¶‘yVu lr ~r. Or. H$mobgo nm{Q>b à‘wI Zm{gH$ joÌmYrZ ehmXm emIm, {Obm Z§Xþa~ma Ho$ ZyVZrH¥$V A{V{W VWm Amb B§{S>¶m ¶y{Z¶Z ~¢H$ Eg.gr/Eg.Q>r EåßbmBO emIm n[aga H$m CX²KmQ>Z {X. 13.02.2020 H$mo nyÁ¶ gmZo dob’o$¶a Egmo{gEeZ Ho$ AÜ¶j lr S>r. ~r O¡gdma, ‘hmg{Md JwéOr àgmaH$ ‘ÊS>b, ehmXm Ho$ g‘Ýd¶H$, lr ‘H$a§X ^mB© lr ~¥O^yfU VWm joÌr¶ H$m¶m©b¶, ZmJnwa Ho$ ghm¶H$ nm{Q>b Or Ho$ ew^ hmWm| gånÞ hþAm. Bg Adga na lr g§O¶ ‘hmà~§YH$ lr A‘aZmW {‘lm Ho$ gmW gmW lr {‘qbX OmYd, {d^mJr¶ g{Md, gmVnw‹S>m {ejH$ àgmaU ‘ÊS>b, Ywbo; dmg{ZH$, Mo¶a‘¡Z [agoßeZ H$‘rQ>r, ¶y{Z¶Z ~¢H$ Eg.gr/Eg.Q>r lr {H$emoa h‹S>no, VmbwH$m H¥${f A{YH$mar, ehmXm; lr A{^OrV EåßbmBO. ¶y{Z¶Z; ZmJnwa Eggr/EgQ>r dob’o$¶a Egmo{gEeZ XmXm nm{Q>b, g^mn{V, H¥${f {Obm n[afX, Z§Xþa~ma; S>m° A{OV Ho$ {dX^© arOZ Ho$ AÜ¶j lr Or.E‘ dmZIo‹S>o VWm ‘hmg{Md ‘amR>o, joÌ à‘wI, Zm{gH$; lr lrYa amD$V, emIm à~§YH$, lr amOoe ‘olm‘ CnpñWV Wo. ehmXm emIm Ed§ emIm Ho$ g^r ñQ>m’$ gXñ¶ CnpñWV Wo.

70 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 jo.H$m., Zm{gH$ Ho$ A§VJ©V ObJm§d {Obo Ho$ ’¡$Onwa ‘| "¶y{Z¶Z Zm{gH$ joÌmYrZ {eanwa emIm, {Obm Ywbo Ho$ ZyVZrH¥$V emIm g‘¥{Õ H|$Ð' H$m CX²KmQ>Z lr ‘mZg a§OZ {~ñdmb, H$m¶©nmbH$ n[aga H$m CX²KmQ>Z {X. 13.02.2020 H$mo lr Vwfma {OaÝXo, {ZXoeH$, H|$Ðr¶ H$m¶m©b¶ Ûmam {X. 03.02.2020 H$mo {H$¶m AÜ¶j, Ywbo {Obm n[afX, lr A‘mob ~mJwb, ‘w»¶m{YH$mar, ZJanm{bH$m, {eanwa Ho$ H$aH$‘bm| go gånÞ hþAm. Bg J¶m. Bg g‘mamoh ‘| lr XrnH$ H$m§~bo, A§Mb à‘wI, nwUo; Adga na S>m°. A{OV ‘amR>o, joÌ à‘wI, Zm{gH$; lr Amerf S>m°. A{OV ‘amR>o, joÌ à‘wI, Zm{gH$; lr O¶am‘ Q>moH$ao, emIm Hw$‘ma, emIm à~§YH$, {eanwa emIm Ed§ g^r ñQ>m’$ gXñ¶ à~§YH$, ’¡$Onwa Ed§ ñQ>m’$ gXñ¶ CnpñWV Wo. CnpñWV Wo.

{X. 08.03.2020 H$mo A§Vam©ï´>r¶ ‘{hbm {Xdg Ho$ Adga na {X. 26.01.2020 H$mo 71d| JUV§Ì {Xdg Ho$ Adga na ¶y{Z¶Z ~¢H$ ñnmoQ²g© Ed§ H$ëMab Agmo{eEeZ, ZmJnwa Ûmam jo.H$m., gyaV Ho$ àm§JU ‘| lr àm§Ob ~mOno¶r, joÌ à‘wI, gyaV {nH${ZH$ H$m Am¶moOZ gmdZoa pñWV µ’$Z ßbmZoQ> dm°Q>a nmH©$ ‘| Ûmam ÜdO ’$ham¶m J¶m. Bg Adga na jo.H$m., gyaV Ed§ gyaV {H$¶m J¶m. Bg H$m¶©H«$‘ ‘| joÌ à‘wI, lr gw‘oa qgh gamo¶m d eha H$s emImAm| Ho$ ñQ>m’$ gXñ¶ CnpñWV Wo. lr‘Vr gamo¶m CnpñWV aho. Bg Adga na ì¶m»¶mZ, {d{^Þ à{V¶mo{JVmAm| H$m Am¶moOZ Ed§ nwañH$ma {dVaU {H$¶m J¶m.

gVH©$Vm gámh ‘| gVH©$Vm Ho$ à{V Am‘ OZVm H$mo OmJê$H$ H$aZo Ho$ CÔoí¶ go jo.H$m., nwUo Ûmam gmBŠbmoWm°Z H$m Am¶moOZ {H$¶m J¶m, {Og‘| joÌ Ho$ A§VJ©V AmZodmbo g^r H$‘©Mmar joÌr¶ H$m¶m©b¶ na EH${ÌV hþE Am¡a 20 {H$‘r Ho$ nyd©{ZYm©[aV {X. 12.02.2020 H$mo jo.H$m., ~‹S>m¡Xm H$s gmo{OÌm emIm Ûmam ‘mJ© na gmB{H$qbJ H$s J¶r. àË¶oH$ gmB{H$b na gVH©$Vm, {dÎmr¶ gmjaVm gámh, 2020 Ho$ A§VJ©V "ghH$mar XÿY ‘§S>br' ñdÀN>Vm Am{X go g§~§{YV ñbmoJZ Ho$ ßboH$mS>© Wo. gmBŠbmoWm°Z ‘| OmJê$H$Vm H$m¶©H«$‘ H$m Am¶moOZ {H$¶m J¶m. Bg Xm¡amZ H$m "âb¡J Am°’$' joÌ ‘hmà~ÝYH$, lr S>r. ~r. H$m§~bo, ghm¶H$ J«mhH$m| H$mo ~¢H$ Ûmam àXÎm {d{dY gw{dYmAm| H$s OmZH$mar XoVo ‘hmà~ÝYH$, lr {dO¶ S>m|Jadma, joÌ à‘wI, lr Amo. nr. ~bmoXr hþE lr am‘ ‘moao, J«m‘rU {dH$mg A{YH$mar, gmo{OÌm emIm. Zo {H$¶m. ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 71 à{V df© H$s ^m§{V Bg df© ^r dS>moXam eha ‘| {X. 06.01.2020 jo.H$m., ZmJnwa Zo à{Vdf© H$s Vah Bg df© ^r ~¢H$ Ho$ {g{db H$mo A§Vam©ï´>r¶ dS>moXam ‘¡amWm°Z H$m Am¶moOZ {H$¶m J¶m, {Og‘| bmBÝg emIm n[aga ‘| 71 dm§ JUVÝÌ {Xdg hfm}„mg Ho$ Q>r‘ ¶y{Z¶Z ~¢H$ Zo H$m’$s Omoe Ed§ CËgmh Ho$ gmW ^mJ {b¶m. gmW ‘Zm¶m. Bg Adga na ÜdOmamohU, lr gw‘oa qgh gamo¶m, joÌ à‘wI Zo {H$¶m VWm lr H$‘bmH$a, Cn joÌ à‘wI; lr A‘aZmW {‘lm, ghm¶H$ ‘hmà~§YH$; Ho$ lr ZraO qgh, ghm¶H$ ‘hmà~§YH$, {g{db bmBÝg emIm; lr amOoe ¶mXd, ghm¶H$ ‘hmà~§YH$, Y§Vmobr emIm; lr Y‘]Ð amOmoar¶, ghm¶H$ ‘hmà~§YH$, Jm§Yr~mJ emIm CnpñWV Wo.

¶y{Z¶Z ~¢H$ ñnmoQ²g© Ed§ H$ëMab Agmo{eEeZ, ZmJnwa Ûmam {X. 15 OZdar 2020 H$mo joÌr¶ H$m¶m©b¶ Ho$ gå‘obZ H$j ‘| hëXr Hw$‘Hw$‘ H$m¶©H«$‘ H$m Am¶moOZ {H$¶m J¶m. H$m¶©H«$‘ ‘| ñQ>m’$ ‘{hbm gXñ¶m| Ho$ gmW hr ñQ>m’$ Ho$ n[adma H$s ‘{hbmAm| {X. 09.03.2020 H$mo jo.H$m., ZmJnwa Ho$ n[aga ‘| hmobr {‘bZ Zo ~‹T>-M‹T>H$a {hñgm {b¶m. g‘mamoh H$m¶©H«$‘ H$m Am¶moOZ {H$¶m J¶m, {Og‘| à‘wI ê$n go joÌ à‘wI lr gw‘oa qgh gamo¶m d lr‘Vr gamo¶m CnpñWV aht. joÌr¶ H$m¶m©b¶ Ho$ g^r ñQ>m’$ Zo hmobr g‘mamoh H$m AmZ§X {b¶m.

{X. 04.01.2020 H$mo {dembm - X JmS}>Z aoñQ>moaoÝQ> ‘| "eVmãXr df© å¶y{OH$b ZmBQ>' Ed§ am{Ì^moO H$m Am¶moOZ {H$¶m J¶m. Bg Adga na ‘§M na CnpñWV h¢, lr àm§Ob ~mOno¶r, joÌ à‘wI, gyaV; lr gwZrb qgh ZoJr, Cn joÌ à‘wI; lr Hw$ÝXZ {gÝhm, {X. 09.03.2020 H$mo hmobr Ho$ Adga na jo.H$m., gyaV ‘| gab à‘wI VWm ‘§M H$m g§MmbZ H$aVo hþE lr AZwamJ {Vdmar, "hmobr {‘bZ g‘mamoh' H$m Am¶moOZ {H$¶m J¶m. Bg Adga na à~§YH$, godm emIm, gyaV. Bg Adga na jo.H$m. gyaV Ho$ A§VJ©V lr àm§Ob ~mOno¶r, joÌ à‘wI, gyaV Ed§ joÌr¶ H$m¶m©b¶ Ho$ AmZo dmbr emImAm| Ho$ ñQ>m’$ gXñ¶ gn[adma CnpñWV Wo. ñQ>m’$ gXñ¶ CnpñWV Wo. 72 ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 {X. 11.02.2020 H$mo jo.H$m., gyaV ‘| ‘oOa àdrU Hw$‘ma e‘m©, A§Mbr¶ gwajm A{YH$mar Ed§ lr A{^foH$ amO, joÌr¶ gwajm A{YH$mar Ûmam gwajm g§~§Yr OmZH$mar àXmZ H$s J¶r Am¡a gwajm g§~pÝYV ‘m°H$ {S´>b ^r {H$¶m J¶m. Bg Adga na lr àm§Ob ~mOno¶r, joÌ à‘wI, gyaV Ed§ jo.H$m. Ho$ ñQ>m’$ gXñ¶ CnpñWV Wo.

g‘mMma (X{jU)

USK, Palakkad and new premises of our Coyalamannam Branch in Kozhikode region was inaugurated by Shri Lal Singh, FM, Chennai in presence of Shri D. Maheswaraiah, Regional Head, Kozhikode on 10.03.2020.

{X. 13/01/2020 H$mo jo.H$m., ‘Xþa¡ ‘| X{jU ^maV H$m 26 OZdar 2020 H$mo jo.H$m., ‘Xþa¡ Ho$ g^r ñQ>m’$ gXñ¶m| Zo bmoH${à¶ nd© nm|Jb ‘Zm¶m J¶m. joÌ à‘wI, lr{Zdmg d§Jbm Or {‘bH$a JUVÝÌ {Xdg ‘Zm¶m. Ho$ gmW ñQ>m’$ gXñ¶ nm|Jb Ë¶mohma ‘ZmVo hþE. ¶y{Z¶Z Ymam, OZdar-‘mM© 2020 73 hoëW {Q>ßg ñdmX Am¡a gohV H$m IOmZm - bmo{~¶m

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