June 2019 Contents Àh$Mez {V{W : 14 Ajñv, 2019 · N[Añí¶ 3-4 · Vms>Mo~M A§Ymar Ì¶Mk« N[A¶Moozm 44-45 ‘Hmà~§YH$ (‘M

¶y{Z¶Z Ymam UNION DHARA AZwH«$‘{UH$m Aà¡b-OyZ, 2019 April-June 2019 Contents àH$meZ {V{W : 14 AJñV, 2019 · n[aÑí¶ 3-4 · VmS>mo~m A§Ymar ì¶mK« n[a¶moOZm 44-45 ‘hmà~§YH$ (‘m. g§.) ~«Ooída e‘m© · g§nmXH$s¶ 5 · Business Process 46-49 General Manager (HR) · gm{hË¶ OJV go... 6-7 Transformation Brajeshwar Sharma · H$mì¶Ymam 8-9 · Medical Insurance for 50-51 retired employees-REMAS g§nmXH$ · In the midst of chaos... 10-11 · S>m°. gwb^m H$moao · H$åß¶yQ>arH¥$V dmVmdaU ‘| 12-14 E‘EgE‘B© Ho$ {bE àmß¶ Q´>oS/> 52-53 Editor gyMZm àm¡Úmo{JH$s CÚ‘ YmoImYµS>r Omo{I‘ à~§YZ Dr. Sulabha Kore · g§aMZmË‘H$ n[adV©Z 15 · U Mobile- 54-55 g§nmXH$s¶ gbmhH$ma (Verticalization) one Customer, one App A{dZme Hw$‘ma qgh · Holistic Security approach 16-18 · Face in UBI Crowd 56-57 Ho$. nr. AmMm¶© for digital transformation · {’$ZoH$b 10 58 {ZVoe a§OZ · Query Corner - A 19 · MD & CEO/ED Club 59 Zdb {H$emoa Xr{jV · HR Transformation 20-21 · Credit rating 60-61 Editorial Advisors A Changed Perspective Avinash Kumar Singh · Training Analytics Unit 62-63 · Trasformation-a Barefoot 22-23 K. P. Acharya (TAU) Banker to a digital one Nitesh Ranjan · {eIa H$s Amoa... 64 · Cyber Security 24-25 Naval Kishor Dixit · gm¶moZmam/ew^‘ñVw/ 65 Round the Clock à{V¶mo{JVm H«$.150 Printed and published by Dr. Sulabha Kore · Union Samriddhi Kendra 26-27 · on behalf of Union Bank of India and National Common 66-67 · Enhanced Access and 28-30 printed at JAYANT PRINTERY LLP Mobility Card (NCMC) service Excellence (EASE) 352-54, Murlidhar Temple Compound, · Transformation of Retail 68 Near Thakurdwar Post Office, · What's New 31 Banking in India J.S.S. Road, Mumbai-400002. · Digital Transformation 32-34 · UniOne Diary 69 and published at Union Bank Bhavan, through ICT in Rural India 239, Vidhan Bhavan Marg, · Union Bhavishya 70-71 · Online Complaints 35 Nariman Point, Mumbai-400021. · g‘mMma Xe©Z 72-81 · Weakest link to human 36-37 Editor - Dr. Sulabha Kore fire wall · h‘| Jd© h¢/~YmB© 82 E-mail : [email protected] · PO Induction 38-39 · ~mbà{V^m/MaH$ H$m H$moZm 83 Our Address : Union Dhara, · Customer Acquisition Group · godm{Zd¥Îm OrdZ go... 84-85 11th Floor, Union Bank Bhavan, 40 239, Vidhan Bhavan Marg, · gmB~a gwajm g§ñH¥${V 41 · hoëW {Q>ßg/ì¶§OZ 86 Nariman Point, Mumbai - 400 021. · H$mS>© ³bmoqZJ 42-43 · AmnH$s nmVr 87 E-mail : [email protected] ‘wÔo Am¡a gmdYm{Z¶m§ · Back Cover 88 Mob. No. 9820468919 Bg n{ÌH$m ‘| ì¶³V {dMmam| go à~§YZ H$m gh‘V hmoZm A{Zdm¶© Zht h¡. Tel.: 22896595 / 22896545 / 22896590 Designed and Printed at JAYANT PRINTERY L.L.P., Mumbai-400002. n[aÑí¶ PERSPECTIVE

{à¶ {‘Ìm|, Dear Friends, "AJa Amn n[adV©Z CÝ‘wI Zht h¢, Vmo AmnH$m A§V hmo 'When you're finished changing, you're fin- OmVm h¡.' ished' - ~|Om{‘Z ’«¢$H${bZ -Benjamin Franklin ‘wPo ¶h OmZH$a àgÞVm hþB© {H$ "¶y{Z¶Z Ymam' H$m I am delighted to learn that Union Dhara is ZdrZV‘ A§H$ "H$m¶m§VaU {deofm§H$' Ho$ ê$n ‘| àH$m{eV coming out with a special edition on Transfor- hmo ahm h¡. mation. h‘ AmO EH$ {S>{OQ>br ê$n go OwµS>r hþB© Xþ{Z¶m ‘| ah aho We are living in a digitally connected world h¢, Ohm§ ~hþV VoOr go ~Xbmd hmo aho h¢. ¶hm± à{V{XZ which is changing fast. New business models ZE-ZE ì¶mdgm{¶H$ ‘m°S>b C^aH$a gm‘Zo Am aho h¢ Am¡a are emerging every day and disrupting the ex- ‘m¡OyXm ì¶dgm¶ H$mo ~m{YV H$a aho h¢. AnZo ApñVËd H$mo ~ZmE aIZo Am¡a g‘¥{Õ H$mo ~aH$ama aIZo Ho$ {bE {H$gr isting business. Any business model/process ^r ì¶dgm¶ ‘m°S>b/à{H«$¶m H$mo {Za§Va ZB© àm¡Úmo{JH$s should go for constant innovation and meta- Am¡a à{H«$¶mAm| H$mo AnZmVo hþE ZdmoÝ‘of Am¡a H$m¶m§VaU morphosis by adopting new technology and Ho$ gmW AmJo ~‹T>Zm hmoJm. processes to survive and prosper. h‘mam ~¢H$ {nN>bo Hw$N> dfm] ‘| à{H«$¶mAm| Ed§ àUm{b¶m| Our Bank has gone through various structural, strategic and digital transformations over the ‘| g§emoYZ Ho$ {bE {d{^Þ g§aMZmË‘H$, aUZr{VH$ Am¡a past few years to bring changes in the pro- {S>{OQ>b n[adV©Zm| go JwOam h¡. n[adV©Z Ho$ Bg EH$ cesses and systems. While adopting to change {hñgo H$mo AnZmVo hþE, ZE àdV©Zm| H$mo àmoËgm{hV H$aZo is one part of transformation, sustaining the momentum by making consistent effort to Ho$ gmW g§doJ (momentum) H$mo ~ZmE aIZm hr, Bg reinforce the new initiatives, makes the- dif à{VñnYm©Ë‘H$ ‘mhm¡b ‘| h‘| ^r‹S> go AbJ aIVm h¡. ference in this competitive environment.All g^r ¶y{Z¶ZmB©Q²g Zo BZ ~Xbmdm|/n[adV©Zm| H$mo AnZmH$a unionites have made our previous transfor-

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 3 ¶y{Z¶Z Ymam, OZdar-‘mM© 2019 l 3 Am¡a AmË‘gmV H$a h‘mar {nN>br n[adV©Z à{H«$¶mAm| mation processes a success, by accepting and H$mo g’$b ~Zm¶m h¡. adopting the changes. H$mamo~ma à{H«$¶m àdV©Z ~¢H$ Ho$ {bE g’$bVm H$s Hw§$Or Business Process Transformation is the key to h¡ Am¡a ¶h J{VerbVm ~¢qH$J n[aÑí¶ H$mo XjVm Am¡a success for the bank and it leads to efficiency and sustainability towards the dynamic bank- pñWaVm H$s Amoa boH$a OmVr h¡. hmb hr ‘| h‘mao ~¢H$ ing scenario. The major transformation initia- Zo AmpñV¶m| H$s JwUdÎmm Am¡a ñWm¶r ì¶mnma g§d¥{Õ ‘| tives taken by our bank in the recent past have gwYma Ho$ gmW à‘wI joÌm| ‘| à{H«$¶m XjVm bmZo go been related to bringing process efficiency in g§~§{YV ‘w»¶ n[adV©Zerb nhb ewê$ H$s h¡. H|$ÐrH$aU, key areas to improve asset quality and sus- d{Q©>H$bmB©OoeZ Am¡a {S>{OQ>brH$aU h‘mao ~¢H$ Ho$ tainable improved business growth. Central- ization, Verticalization and Digitization have ‘hËdnyU© n[adV©Z h¢ Am¡a h‘mao {dOZ 2020 H$mo àmá been the key transformations in our bank and H$aZo Ho$ à‘wI {gÕm§V h¢. a major tenet to achieve our Vision 2020. H¥${f g{hV F$U Ho$ g^r joÌm| ‘| H|$Ðr¶H¥$V àg§ñH$aU Creation of Centralized Processing Cells in all Ho$ÝÐm| (¶y{Z¶Z g‘¥{Õ H|$Ð ImobZo) Ho$ {Z‘m©U go AmpñV areas of credit including Agriculture (opening of Union Samriddhi kendras) embarks upon JwUdÎmm Ho$ à¶moOZ H$mo Z¶r ewéAmV {‘boJr. ZE J«mhH$ the major concern of asset quality. Formation A{YJ«hU H$s Amdí¶H$Vm H$mo nyam H$aZo Ho$ {bE J«mhH$ of Customer Acquisition Group as a separate A{YJ«hU g‘yh Ho$ ê$n ‘| EH$ AbJ {d^mJ H$m JR>Z vertical has been done mainly to cater to new {H$¶m J¶m h¡, Omo dV©‘mZ à{VñnYu dmVmdaU ‘| g‘¶ H$s customer acquisition which forms the need of the hour in the present competitive envi- ‘m§J H$mo nyam H$aVm h¡. g^r joÌm| ‘| {S>{OQ>b ~ZZm d¡{œH$ ronment. Going Digital in all areas is the key Am^mgr Xþ{Z¶m ‘| Or{dV ahZo H$s Hw§$Or h¡, AV… BZ joÌm| for survival in the global virtual world, hence ‘| ZE {dñVmam| H$mo Imobm J¶m Am¡a {’$ZoH$b 10 g§ñH$aU opening new vistas in this areas and migration to Finacle 10 version to leverage technology ‘| ‘mBJ«oeZ {H$¶m J¶m Vm{H$ ~ohVa VWm CÞV godm àXmZ for better and advanced service as well as en- H$aZo Ho$ {bE àm¡Úmo{JH$s H$m bm^ CR>m¶m OmE. gmW hr hance the performance by strengthening the ì¶mnma {dûcofU H$mo ‘O~yV H$aHo$ H$m¶©{ZînmXZ H$mo CÞV business analytics are some of the major initi- H$aZo hoVw ^r BZ joÌm| ‘| ‘hÎdnyU© nhb {H$E JE h¢. atives in these areas. ¶o g^r ~Xbmd à{H«$¶mE± V^r g’$b hmo gH$Vr h¢, ¶{X All these changed processes can be success- h‘mao H$‘©Mm[a¶m| Ho$ nmg Ëd[aV ñdrH$m¶© j‘Vm Am¡a ful only if we have quicker adaptability and smooth delivery from the employees. Con- gwJ‘ gwnwX©Jr hmo. dV©‘mZ n[aÑí¶ Am¡a ì¶dYmZm| H$mo sidering present scenario and disruptions, we XoIVo hþE, h‘ ~¢H$ Ho$ joÌ ‘| ~hþV go ~Xbmdm| H$s can expect a lot of changes in the bank’s landscape and every employee should be ready Anojm H$a gH$Vo h¢ Am¡a àË¶oH$ H$‘©Mmar H$mo n[adV©Zm| for adopting and adapting to the changes and H$mo AnZmZo Am¡a Bg ‘hmZ g§ñWm H$mo A{YH$ go A{YH$ taking forward this great institution to greater D$§MmB¶m| VH$ bo OmZo Ho$ {bE VËna ahZm Mm{hE. heights.

hm{X©H$ ew^H$m‘ZmAm| Ho$ gmW! With best wishes,

amO{H$aU a¡ Or. Rajkiran Rai G.

4 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 g§nmXH$s¶ EDITORIAL gm{W¶mo, Friends, n[adV©Z H$m ‘Vb~ h¡ ZdrZ {dMmam| Ho$ gmW EH$ ~‹S>m ~Xbmd Omo Transformation implies a major change with innovative Ñ{ï>H$moU Am¡a A§VÑ©{ï> H$mo nyar Vah go ~Xb XoVm h¡. ¶h ‘Vm|/{dœmg ideas which totally changes the outlook and insight. It also modifies beliefs so that actions become natural, H$mo ^r ~XbVm h¡, Vm{H$ H$m¶© H$aZo Ho$ VarµHo$ ghO hmo OmE§ Am¡a thereby achieving the desired results. In an organisation- dm§{N>V n[aUm‘ àmá H$a gH|$. g§JR>ZmË‘H$ g§X^© ‘|, ¶h JhZ Am¡a al context it is a process of profound and radical change Am‘yb n[adV©Z H$s EH$ à{H«$¶m h¡ Omo g§JR>Z H$mo EH$ ZB© {Xem XoVr that orients an Organisation in a new direction and takes h¡ Am¡a BgH$s à^mderbVm EH$ AbJ ñVa H$s hmo OmVr h¡. it to an entirely different level of effectiveness. ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m ‘|, n[adV©Z Ho$ VrZ nhby h¢. VrZ AbJ- In Union Bank of India, Transformation works on three AbJ nhbwAm| ‘| go nhbm h¡ bmoJ, {Og‘| em{‘b h¢- Om°~ ’¡${‘br, different aspects. Out of these three aspects, the first brS>a{en S>odbn‘|Q>, nrE‘Eg, ¶y{Z¶Z gw{dYm, AmaB©E‘EEg aspect is People which includes Job Family, Leadership Am{X, Xÿgam nhby h¡ à{H«$¶m {Og‘| em{‘b h¢- grEOr, H|$ÐrH$aU, Development, PMS, Union Suvidha, REMAS, etc., the d{Q©>H$bmB©OoeZ, {deofkVm (AZwldU) Am{X, Am¡a Vrgam nhby h¡ Second one is the Process which includes CAG, Central- isation, Verticalisation, Specialisation (Monitoring) etc àm¡Úmo{JH$s Omo AmO H$s VH$ZrH$s AmYm[aV Xþ{Z¶m ‘| g~go ‘hËdnyU© and the third aspect, which is the most important one h¡ Am¡a Bg‘| em{‘b h¢- {’$ZoH$b10, S>rEAmaQ>r, grE‘AmaS>r nmoQ>©b in today's techno-savvy world is the Technology which in- BË¶m{X. h‘mao amoµOmZm Ho$ H$m‘-H$mO ‘| BZ VrZm| nhbwAm| H$mo Ü¶mZ cludes FIN10, DART, CMRD Portal etc. Taking into consid- ‘| aIVo hþE VWm BZH$m Cn¶moJ H$aHo$ ~¢H$ g’$bVmnyd©H$ AmJo ~‹T> eration and applying these three aspects in our day- to- ahm h¡. day working, Bank is moving ahead with vibrant success. n[adV©Z AmOrdZ Cnm¶ Zht ~pëH$ {Za§Va à{H«$¶m h¡ Omo H$X‘-Xa- Transformation is not a one time measure but it is a con- H$X‘ ewê$ hmoVr h¡. BgH$s VwbZm Cg gw§Xa {VVbr go H$s Om gH$Vr h¡ tinuous process which starts step by step. It can be com- Omo bmdm© Am¡a {’$a ß¶ynm Ho$ ~mX A§S>o go EH$ gw§Xa {VVbr ‘| n[ad{V©V pared with the metamorphosis of egg into a beautiful hmo OmVr h¡. àË¶oH$ MaU Ho$ AbJ bú¶ Am¡a AbJ n[aUm‘ hmoVo butterfly through the stage of larva and pupa. Each stage h¢, bo{H$Z EH$ ~mV V¶ h¡ {H$ h‘ {VVbr H$mo dmng A§S>o, bmdm© has a different goal and different results, but one thing is sure that we cannot change the Butterfly into egg, larva ¶m ß¶ynm ‘| Zht ~Xb gH$Vo. ~Xbmd An[adV©Zr¶ h¡. ¶y{Z¶Z Ymam or pupa again. The change is irreversible. This Transfor- H$m ¶h n[adV©Z {deofm§H$ {Z{üV ê$n go nmR>H$m| H$mo ZE {dMma Am¡a mation issue of Union Dhara will definitely give readers OmZH$mar XoJm. new ideas and inputs. Bg A§H$ H$s g§H$ënZm XoZo Ho$ {bE ‘¢ AnZo g§nmXH$s¶ ~moS>© H$s I am thankful to my Editorial Board for giving the idea of ewH«$JwOma hÿ±. lr H$ë¶mU Hw$‘ma, ‘hmà~§YH$, ~rnrQ>r Am¡a CZH$s Q>r‘ this issue. My special thanks to Mr. Kalyan Kumar, GM, H$m Bg ZE nhby ‘| ‘oar ‘XX H$aZo Am¡a BZnwQ> XoZo Ho$ {bE {deof BPT and his team for helping me out in this new aspect YÝ¶dmX. n‹T>Zo H$m AmZ§X b|. and sharing inputs. Happy Reading!

AmnH$s, Yours truly,

S>m°. gwb^m H$moao Dr. Sulabha Kore

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 5 gm{hË¶ OJV go

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8 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 ^maV H$m {O~«mëQ>a Hw$N> nÞmo ‘| X~m-X~m gm Hw$N> nËWamo ‘| J‹T>m-J‹T>m gm Hw$N> Ajam| na O‘m-O‘m gm JmonMmb nd©V na ~Zm-~Zm gm& B{Vhmg H$s ¶h B~mXV h¡ Hw$N> H$hVr h¡, Hw$N> gwZmVr h¡ amOmAm| Ho$ ‘Z ‘| ~gVr Wr Hw$N> H$mo{ee Wr BgH$mo nmZo H$s Zm‘ AZmoIm Zm‘ {Zambm A^oX XþJ© ½dm{b¶a h‘mam& Xmo ^mJ h¢ BgHo$ nyao ‘ohZV .... g~go ~‹S>r FRAUD EH$ ‘hb h¡ JwOar H$m N>moQ>r C‘« ‘| Ka Ny>Q>m EH$ ‘§{Xa h¡ ‘mZ ‘hb H$m Vmo‘a d§e H$m emgH$ ‘mZ In the world of fraud, AmR> gXr ‘| ~ZVm H$‘ Hw$N> ~ZZo H$mo eha Ny>Q>m ~ZmVm h¡ BgH$mo ‘hmZ There are people who are C§Mr MmoQ>r VrZ gm¡ {’$Q> H$s {~V JE {XZ g§Kfm] ‘| VrZ {H$bmo‘rQ>a ‘| h¡ ’¡$bm still abroad. ‘Ü¶ H$mbrZ H$m Ord§V Z‘yZm dmo ~MnZ A~ ‘wPgo Š¶m| ê$R>m h¡ B{Vhmg H$m gwZham nÞm They have a brain which AZoH$ amOmAm| H$m emgZ Wm Am±Im| ‘| Amem Am¡a {Xb ‘| S>a Wm H$ht nmb H$ht à{Vhma work like rocket. H$hr ‘wJb H$ht Vmo‘a {’$a ^r {hå‘V ~‹S>r Am¡a ha amOd§e H$s Mmh Wr ¶h But to catch every rocket ^maV H$m Wm X{jUr XadmOm hm¡gbm ~wb§X Wm A^oX Wm BgH$m ha EH$ H$moZm there is a docket. Amam‘ emh Zm‘ H$m Wm EH$ amOm Hw$N> H$aZo H$s bbH$ Wr Wr {OgH$s ¶h amOYmZr hþB© Wr {OgHo$ {bE ~{bXmZ A sweet heart still resides Wr dmo EH$ Pm±gr H$s amZr CVZm Zm {‘bm Vmo Am±Im| ‘| N>bH$ Wr gm±g ~hÿ H$m ‘§{Xa Bg‘| in some and H$hVo h¢ BgH$mo ghó~mhþ {’$a ^r H$aZm Wm à¶mg Am¡a h¡ EH$ Vobr H$m ‘§{Xa that is the reason the hþAm h¡ H$m‘ {Og na ~marH$s go {g’©$ ‘ohZV H$s Wr Amg nhbm gwaOgoZ Wm amOm life of them become {OgHo$ Zm‘ na h¡ gyaO Hw§$S> ZÝhs¨ gr OmZ AHo$bo g§J«hmb¶ ^r h¡ pñWV cumbersome. {Og‘o aIr h¡ Xþb©^ H¥${V¶m§ AnZm| go Xÿa YHo$bo dmñVwH$bm ^r {Og‘| MrZ H$s I wish such stars still shine S´>¡JZ H$m ^r ‘wI {XIVm h¡ AZOmZ ~ñVr ‘| ~VbmVm h¡ [aíVm XmoZm| H$m O¡Z VrWªH$amo H$s ^r ‘y{V© to earth hþAm Wm H$m‘ {Og na ~marH$s go nVdma g§^mbr H$ñVr ‘| ~bwAm nËWa go {Z{‘©V so that the world becomes I‹S>r M‹S>mB© ^r h¡ {Og‘| ‘mZm ‘ohZV {OVZm ’$b Zm Wm ha amOm H$s MmhV CgH$mo free from rust Bgr{bE H$hVo ^maV H$m {O~«mëQ>a BgH$mo ‘ohZV go ~‹S>m {dH$ën Zm Wm&&

YraO AJ«dmb ^aV n[ahma Divya Mehta jo.H$m. ½dm{b¶a jo.H$m. CX¶nwa R.O. Delhi (South) ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 9 "In the midst of chaos, there lies opportunity" Sun-Tzu, The Art of War n today's business world, corpora- are vying to grab a larger share of the ta-HR Aapke Dwar, are first of their Itions have become more complex banking value chain. These new busi- kind initiatives that have led to uni- and more unpredictable. In fact, it is ness models have blurred the lines formity in processing and set bench- considered "healthy" if it experiences between business and technology. marks for speedy resolution of issues. change and transformation. Compa- As market segments are increasingly In the near future, Bank’s ability to nies need to be susceptible and ready defined through the technology used, manifest opportunities out of the to acknowledge the challenges that today technology is synonymous with disruptive environment based on IT change presents them with and try business. enabled business transformation and to overcome these for the benefit of We have reached a point where any external partnerships to create cus- the company as a whole. Due to the discussion on the future of banking in tomer value will determine its suc- ever-changing business and social en- the country, is an overview of all that cess. vironment, the companies must keep has ‘changed’ in the industry. Differ- themselves up-to-date, whether it is Picture this: Few years down the ent banks have reacted in different through using the latest form of tech- line, when you’re riding or taking the ways to these changes, which have nology or through the latest manage- shuttle / train / metro to work, while decided their fate. ment fad. you’re catching up on the latest head- Change is never easy but it is also in- lines using the free internet from the In the context of Indian banking, mas- evitable. One of the strongest attrib- Wi-Fi enabled environment, you get sive shifts have shaken the industry utes of our Bank has been that we are a congratulatory audio message from and the economy, be it the revised not afraid of embracing change. Un- your virtual assistant, that your salary norms for capital requirement or digi- ion Bank of India was among the first is credited and also that gold prices tal disruption, tempered with the IBC, few to make the transition from man- have gone down. The message auto and other banking reforms. India’s fi- ual ledgers to Advanced Ledger Post- destructs in a few moments after nancial regulators have helped build ing Machines (ALPM) to Core bank- you’ve read it. You get off your ride one of the world’s strongest banking Solution (CBS). We have adapted and walk the rest of the way to your ing and financial systems that has ourselves to the new working order, office. On the way you enter a café sailed past international crises. The with every new chapter in the coun- to pick up your morning brew. The government has stepped in with the try’s banking history. café’s cloud reads your phone signa- bankruptcy law and the Bank Boards ture and asks to repeat your order Faced with our current challenges, we Bureau, which will further strength- from yesterday, while offering you have brought in centralization in cred- en the system. More competition is their day specials. You pick an extra it under-writing by adopting a hub being injected by allowing different cookie, as today you can indulge. Af- and spoke model. We have under- classes of banks and financial service ter a great day at work, you decide taken verticalization through creating providers. The traditional approach to to take a stroll at the nearby shop- and empowering separate functional growth through efficiency, acquisition ping lane. A dress / suit at one of the units such as those for capturing new and new product offerings will likely showrooms catch your eye, (while business and dealing with stressed as- be short lived. your retina movements are captured sets. We have taken pro-active steps With several new players entering the by ultra-fast cameras and fed into a to build a leadership pipeline, to fill in banking scene, the sector is set to wit- big data server, which conveys to the the gaps created by mass retirements. ness unprecedented developments shop manager that you are a high po- We have introduced functional spe- in the times to come. The Financial tential customer). While you’re still cialization by introducing job families Inclusion agenda has led to sever- trying to decide if you want to check to reap the fruits of efficiencies from al types of banking models – small out the outfit, the shop attendant specialized skills. Our centralized bill banks, payment banks, and new non- comes out to invite you in. You go in, processing centre - HR Suvidha, and bank players in the Fintech space who employee grievances redressal por-

10 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 they show you not just that but simi- a great opportunity waiting to be the ability to understand and process lar styles of clothing. You want to see tapped! outcomes. For a banker, it would if you can get the same thing cheaper Today we don’t provide doorstep translate into acting or responding online. You take a picture and find it services but, fingertip services. We promptly to the requirement of the online. Turns out you can. already have Lakshmi, the country’s customer sitting in front of you, offer- The moral of the story here is that first banking robot that turned 2 last ing them a solution and seizing the nothing seems impossible, if you can month. We have also seen the coun- opportunity of new business. think it, you can certainly do it. try’s first talking ATM designed by a If we are able to do this, think on our But why has it become so crucial for visually impaired person. feet and seize the moment, Bank as a businesses to pull out a rabbit from However, this revolution brings with whole shall adapt, it shall survive this their hats to survive? Because that’s it, its own cons i.e. Cyber risk. Cyber ICE age, this Invariably Changing Envi- what we as customers want. Recent risk, while not at all new, has rock- ronment. technological advances have made us eted up the list of leading issues for However mere agility is not enough, extremely impatient. Sub-conscious- banks – be it for the regulators, or for speed without direction is chaos. We ly, we all apply the free pizza promise the Board. Nobody wants to be on need to define clearly where we see to everything, if my bank can’t offer the wrong side of the headline. One ourselves in the next few years, 2020, me the means to pay my EMI remote- reason this continues to loom large is next decade, turn of the century. ly, whenever and wherever from, that the nature of the threat is con- then they should pay it for me! stantly evolving and not just from a Once everyone understands what is at stake one hundred percent, they Let’s take a few facts: technology perspective. For example, today a bank may be threatened start speaking the same language and In our country alone, 65% of the pop- not just by groups that are looking to then the sky is the limit! ulation is in the age group of 25-35 steal money, but by actors that may Transformation, in an organizational years, which is the ‘move on’ gener- simply want to be disruptive. Bank- context, is a process of profound radi- ation; if you fail to hook them today, ing industry in India is rapidly evolv- cal change, focussing an organization in they’ll move on to the next bank to- ing facilitated by mobile and inter- a new direction and taking it to a new morrow, if not sooner. net penetration in the country and level of effectiveness. Transformation 165 million or 21% of the world’s un- technological innovations disrupting implies a basic change of character and the established processes. In the last banked population is in India, which little or no resemblance to the past couple of years, technologies such could make the 8th largest country in configuration or structure. In response as Digital Wallets, EMV Chip-based the world; to the evolving forces of customer ex- Cards, and two factor authentication pectations, regulatory requirements, India is slated to surpass US to be- via SMS-based One Time Password technology, demo-graphics, new com- come the largest mobile phone mar- (OTP) have become mainstream in In- petitors and shifting economics, much ket this year, with 730.7 million smart dia. These innovations were designed phones. to make payment transactions con- of the landscape will change signifi- We have seen how the government venient and more secure; at the same cantly. Banks need to choose what relies on the vast network of its pub- time they have brought with them posture to adopt against this change – lic banks (that have made inroads the massive challenge of safeguard- whether to be a shaper of the future, a into the rural terrain) for implementing people’s data and their money. fast follower, or to manage defensively, putting off change. For as Drucker said, ing any and every new development Survival of the fittest has come to the best way to predict your future is scheme. In spite of that, there are mean survival of the quickest, and to create it. only 18 ATMs and 13.4 branches per most agile. Agility, in a physical sense 1 lac people in our country. is the ability to move quickly and easi- All these statistics put together offer ly. When applied to the mind, it means Brajeshwar Sharma HRM, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 11 H$åß¶yQ>arH¥$V dmVmdaU ‘| gyMZm àm¡Úmo{JH$s Ed§ gyMZm gwajm Zr{V H$s Amdí¶H$Vm MwHo$ h¢. Eogo A{Yg§»¶H$ J«mhH$m| VH$ nhþ§MZo Ho$ {bE ~¢H$m| Ûmam g¡Q>obmBQ> ~¢qH$J, EQ>rE‘ Ed§ ‘mo~mBb dmhZ ~¢qH$J, {H$¶moñH$ ~¢qH$J Am{X ZB©-ZB© nÕ{V¶m± AnZmB© Om ahr h¢. g‘¶ Ho$ gmW B§Q>aZoQ> ~¢qH$J H$m àMbZ H$m’$s VoOr go ~‹T> ahm h¡. aH$‘ H$m A§VaU H$aZm hmo, ¶y{Q>{bQ>r {~bm| H$m ^wJVmZ hmo ¶m {’$a ¶mÌm Ho$ {Q>H$Q> IarXZm hmo, ~¢H$ Ho$ J«mhH$ ~µS>r VoO J{V go B§Q>aZoQ> H$m ê$I H$a aho h¢. npãbH$ goŠQ>a ~¢H$mo Zo "H$moa-~¢qH$J gmoë¶yeZ' H$m R>mog B§VOm‘ {H$¶m h¡ Omo ~‹S>o n¡‘mZo na B§Q>aZoQ> ~¢qH$J H$mo àmoËgm{hV H$a ahm h¡. O kmZ Am¡a gyMZmAm| H$m godmAm| H$s JwUdÎmm ‘| gwYma Ho$ gmW J«mhH$m| AmO‘mZm h¡. Am{W©H$ CXmarH$aU Ho$ boZ-XoZ bmJV ‘| ^r H$‘r bm¶r h¡ VWm Am°ZbmBZ ~¢qH$J AnZmZo H$m MbZ Omoa (Liberalization) d d¡œrH$aU {d{^Þ gwnwX©Jr ‘mÜ¶‘m| go ñdñW J«mhH$- nH$‹S> ahm h¡. bo{H$Z B§Q>aZoQ> gw{dYm H$m (Globalization) Ho$ dV©‘mZ ¶wJ ‘| godm àXmZ H$aZm g§^d ~Zm¶m h¡. BñVo‘mb H$aZo dmbo J«mhH$ gwajm go Ow‹S>o Q>oŠZmobm°Or Zo g§nyU© OJV H$mo d¡{œH$ ê$n Xo ‘wÔm| H$mo boH$a H$m’$s qM{VV ZµOa Am aho h¢. gyMZm àm¡Úmo{JH$s H$m AmJ‘Z {X¶m h¡. dV©‘mZ g‘¶ ‘| ~¢qH$J H$m ñdê$n J«mhH$m| Ho$ {bE Am°ZbmBZ ~¢qH$J ‘| qMVm nyar Vah ~Xb MwH$m h¡. ~¢qH$J joÌ ‘| gyMZm àm¡Úmo{JH$s Ho$ AmJ‘Z Zo ~¢qH$J OJV H$s g~go ~‹S>r dOh gwajm go Ow‹S>m nhby àm¡Úmo{JH$s Ho$ ~‹T>Vo à¶moJ Ho$ H$maU Am aho ‘| EH$ H«$m§{VH$mar n[adV©Z H$m CX²Kmof {H$¶m h¡. ~¢H$am| Ed§ AmB©Q>r OmZH$mam| H$m ‘mZZm n[adV©Zm| Am¡a J«mhH$m| H$s ~‹T>Vr AnojmAm| h¡. Ho$ÝÐrH¥$V ~¢qH$J gmoë¶yeZ EH$ Eogm h¡ {H$ n¶m©á {gŠ¶mo[aQ>r {gñQ>‘ Ho$ Zht Zo ZB©-ZB© g§^mdZmAm| H$mo OÝ‘ {X¶m h¡. ßboQ>’$m°‘© h¡ {OgZo ~¢qH$J joÌ ‘| H«$m§{V bm hmoZo VWm J«mhH$m| Ho$ ~rM g‘w{MV OmZH$mar ~¢H$ A~ EQ>rE‘ (ñdMm{bV Q>oba ‘erZ), Xr h¡. Xoe Ho$ Am{W©H$ {dH$mg ‘| ^maVr¶ Am¡a OmJê$H$Vm Ho$ A^md Ho$ H$maU B§Q>aZoQ> Q>obr-~¢qH$J, B§Q>aZoQ> ~¢qH$J, ‘mo~mBb ~¢qH$J ~¢qH$J CÚmoJ H$s ^y{‘H$m AË¶ÝV ‘hËdnyU© Agwajm ~Zr ahVr h¡ VWm h¡qH$J O¡gr KQ>ZmE§ hmoVr h¢. Am{X O¡gr gw{dYmE§ XoH$a godm Ho$ d¡H$pënH$ ahr h¡. ‘mÜ¶‘ AnZm aho h¢. gmPm ZoQ>dH©$, godmAm| EH$ O‘mZm Wm O~ "{~«H$ EÊS> ‘moQ>m©a' gyMZm gwajm H$s AmCQ>gmo{gªJ, B©-H$m°‘g©, Ho$ÝÐrH¥$V ~¢qH$J AWm©V² ~¢H$ H$s emIm ‘| AmE J«mhH$m| gyMZm gwajm H$m AW© h¡ gyMZm H$mo gwa{jV àg§ñH$aU, Ìw{Q>amoYr àUm{b¶m§ (hmS>©do¶a go ê$~ê$ hmoH$a hr ~¢qH$J H$m¶© gånÞ {H$¶m aIZm Ed§ gyMZm àUm{b¶m| H$mo AZ{YH¥$V Am¡a gm°âQ>do¶a), S>r-‘¡Q> gw{dYm, Am§H$‹S>m| OmVm Wm. bo{H$Z A~ ‘mo~mBb ~¢qH$J Ho$ nhþ§M go ~MmZm VWm CZHo$ Xþê$n¶moJ, H$m ^§S>maU, grAmaE‘ (J«mhH$ g§~§Y ‘mÜ¶‘ go J«mhH$ AnZo ImVo ‘| H$ht go àH$Q>rH$aU, {dKQ>Z, g§emoYZ, AdbmoH$Z, à~§YZ), h[aV AmB©Q>r, Am^mgrH$aU ‘m§J Ed§ H$^r ^r boZXoZ H$a gH$Vo h¢. ‘mo~mB©b {ZarjU, [aH$m{Sª>J AWdm CZH$mo Zï> hmoZo go na JUZm (Am°Z {S>‘m§S> H§$ß¶yqQ>J), Cƒ ~¢qH$J Ho$ H$maU ^maVr¶ ~¢qH$J H$m g‘yMm gwa{jV aIZm. gyMZm H$s gwajm H$m ‘w»¶ ñVar¶ H$m°b g|Q>a godmE§, Cƒ JwUdÎmm Ho$ n[aÑí¶ n[ad{V©V hmo J¶m h¡ Š¶m|{H$ {dÎmr¶ CÔoí¶ gyMZm H$s JmonZr¶Vm, AI§S>Vm Ed§ nmoQ>©b, do~gmBQ>, ‘mo~mBb ì¶dgm¶ Am{X. g‘mdoeZ Ho$ ‘mÜ¶‘ go ~hþg§»¶H$ Am~mXr Am§H$‹S>m| (Mmho BboŠQ´>m°{ZH$, qàQ> ¶m AÝ¶ A{YH$m§e ~¢H$, ghr AWm] ‘| "H$^r ^r H$ht H$mo H«$‘e: ~¢H$-J«mhH$ Ho$ ê$n ‘| em{‘b {H$gr ^r ê$n ‘| hm|) H$s CnbãYVm H$mo ^r ~¢qH$J godm' àXmZ H$aZo Ho$ {bE AnZo H$aZo Ho$ à¶mg VoO hmo JE h¢. {dÎmr¶ gwa{jV aIZo Ho$ g§~§Y ‘| h¡. g^r H$m¶m©b¶m| ‘| "H$moa ~¢qH$J gmoë¶yeZ' n[agodm go d§{MV bmoJm| H$mo ‘yb^yV {dÎmr¶ gyMZm gwajm Zr{V H$m CÔoí¶ ~¢H$ ‘| gyMZm (gr~rEg) àUmbr bmJy H$a MwHo$ h¢. BgZo godm àXmZ H$aZo Ho$ {bE ~¢H$m| Ûmam ~¢qH$J AmpñV¶m| Am¡a JwUdÎmm aIaImd H$s gwajm Z Ho$db J{V ‘| ~µT>moÎmar H$s h¡ ~pëH$ àXÎm à{V{Z{Y/’¡$grbrQ>oQ>a ^r {Z¶wº$ {H$E Om go g§~§{YV {d{^Þ OmopI‘m| H$m à~§Y VWm

12 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 g‘mYmZ H$aZo Ho$ {bE EH$ ‘mZH$ gwajm {gZ ~m‹T> (SYN Flood), "‘Ü¶ ‘| AmX‘r' gyMZm H$mo {H$gr ^r àH$ma Ho$ IVam| go T>m§Mm àXmZ H$aZm h¡. h‘bm (Man-in-Middle Attack), gmoeb ~MmZo Ho$ {bE {ZåZ{bpIV VrZ H$X‘ gyMZm VH$ZrH$ H$s ^y{‘H$m B§Or{Z¶[a¨J h‘bm (Social Engineering ‘hËdnyU© h¢ :- Attack), grEgAmaE’$ h‘bm (CSRF gyMZm àm¡Úmo{JH$s Zo ZE-ZE {dVaU M¡Zbm| 1. àemg{ZH$ 2. Vm{H©$H$ Am¡a 3. ^m¡{VH$ attack), H«$m°g gmBQ> pñH«$pßQ>§J (Cross {Z¶§ÌU H$mo ImobH$a [aQ>ob ~¢qH$J H$mo ZB© D$Om© site Scripting), (Hijack of user session àXmZ H$s h¡, {Og‘| à‘wI h¢ "Am°Q>mo‘oQ>oS> via XSS, B©-‘ob ’$mo{OªJ (Email forging), BZ àemg{ZH$ {Z¶§ÌUm| Ho$ A§VJ©V Q>oba ‘erZ' {OgHo$ O[aE 75 à{VeV go ñdMm{bV h‘bo Am{X. "H$m°nm}aoQ> {gŠ¶y[aQ>r nm°{bgr' (CORPORATE A{YH$ ZH$Xr boZXoZ hmo ahm h¡. BboŠQ´>m°{ZH$ SECURITY POLICY), "nmgdS>© nm°{bgr' ’$ÊS> Q´>m§g’$a Ûmam IwXam H«$¶ ^r {H$¶m Om gmBQ> na H¡$ßMm (CAPTCHA) H$m A^md ({Z¶‘) (PASSWORD POLICY), AZwem- ahm h¡, Omo J«mhH$m| Ho$ {bE ì¶mdhm[aH$ H§$ß¶yQ>a gwajm Ho$ joÌ ‘| {µ’$qeJ EH$ gZmË‘H$ Zr{V, ~mha go H$m¶© H$admZo àVrV hmo ahm h¡. Bgr àH$ma S>o{~Q> H$mS>©, Amnam{YH$ YmoImY‹S>r H$s à{H«$¶m h¡ {OgHo$ BË¶m{X go g§~§{YV {Z¶‘ ~ZmE OmVo h¢, H«o${S>Q> H$mS>©, ’$moZ ~¢qH$J B©-{~OZog, B©- Ûmam ZH$br nhMmZ Ûmam Cn¶moJH$Vm© H$m {OZH$m AZwnmbZ gyMZm-gwajm H$s Ñ{ï> go H$m°‘g© Am{X ~¢H$m| H$mo A§Vam©ï´>r¶ ñVa na Zm‘, nmgdS>©, H«o${S>Q> H$mS>© H$m {ddaU, AË¶mdí¶H$ h¡. H$‘ IM© ‘| boZXoZ H$aZo ‘| g‘W© ~ZmVm h¡. Am{X H$s Mmoar H$m à¶mg {H$¶m OmVm h¡. gyMZm-gwajm H$m EH$ ‘hËdnyU© bú¶ h¡ - B§Q>aZoQ> ~¢qH$J Zo Bgo ZB© {Xem àXmZ H$s h¡. h‘bmda Adm§N>Zr¶ Ed§ Xþ^m©dZmnyU© VarH$m| gyMZm Ho$ ‘hËd H$mo g‘PZm VWm CgH$s "pñdâQ>' (SWIFT) Ûmam {dœ â H$s godmE§ H$m à¶moJ H$aHo$ g§doXZerb ’$mBbm|, H«o${S>Q> gwajm Ho$ Cn¶moJ Ed§ VarH$m| H$mo ghr EH$ gmW {‘bH$a A§Vam©ï´>r¶ {dÎmr¶ ‘wÔm| H$mS>© {ddaUm| H$s Mmoar H$a gH$Vm h¡. Bg VarHo$ go AnZmZm. g^r gyMZmE§ g‘mZ Zht H$mo gwbPmH$a bm^àXVm H$m ‘mJ© àeñV Vah Ho$ h‘bo ‘| EH$ AnamYr ~‹S>r ‘mÌm ‘| hmoVr, AV: g^r Ho$ ~Mmd Ho$ Cnm¶ ^r H$aVr h¢. H$hZm Z hmoJm {H$ AmO H$Vma qnJ Q´>¡{’$H$ (ping traffic) ôOVo h¢ {Og‘| g‘mZ Zht hmo gH$Vo. Bg hoVw gyMZm H$mo (Queue) ~¢qH$J Zo pŠbH$ (Click) ~¢qH$J òmoV AmB©nr ESó>g ZH$br hmoVo h¢. AË¶{YH$ dJuH¥$V {H$¶m OmVm h¡ VWm VXZwgma ~Mmd H$m ê$n YmaU H$a {b¶m h¡ {Oggo J«mhH$m| ‘mÌm ‘| qnJ Q´>¡{’$H$ hmoZo Ho$ H$maU ZoQ>dH©$ Ho$ Ho$ Cnm¶ AnZmE OmVo h¢. AbJ-AbJ H$m ‘yë¶dmZ g‘¶ ~M ahm h¡. H$m¶© ‘| ~mYm CËnÞ hmo OmVr h¡. EpÝH«$ßeZ g§JR>Z Ho$ {bE gyMZmAm| H$s àmW{‘H$Vm ~¢H$m| ‘| gmB~a gyMZm g§~§Yr IVao H$m A^md hmoZo Ho$ H$maU ‘hËdnyU© gyMZmAm| ^r AbJ-AbJ hmoVr h¡. g§JR>Z Ho$ AmYma H$s Mmoar g§^d hmo OmVr h¡. AJa ~«mCOa na gyMZmAm| H$m dJuH$aU {H$¶m OmVm h¡, gmB~a ñnog EH$ {dœì¶mnr H§$ß¶yQ>a ZoQ>dH©$ ‘| save password Ho$ {dH$ën H$m à¶moJ O¡go : (B§Q>aZoQ>) h¡ Omo H§$ß¶yQ>a Ed§ g§Mma g§~§Yr {H$¶m OmVm h¡, Vmo nmgdS>© H$m nVm {H$¶m CnH$aUm| H$mo Omo‹S>Vm h¡. B§Q>aZoQ> ñd^mdV: (H$) ì¶mnm[aH$ g§ñWmZ ‘| : npãbH$, Om gH$Vm h¡. B©‘ob Ho$ Hw$N> Am‘ IVao h¢ : àmBdoQ>, JmonZr¶, g§doXZerb, gr{‘V. H$‘ gwa{jV hmoZo Ho$ H$maU gX¡d Kwgn¡R> Ho$ An‘mZOZH$ B©-‘ob, Ombr B©‘ob Am¡a ñn¡‘. IVam| go à^m{dV ahVm h¡. O~ B§Q>aZoQ> go 70% B©‘ob g§Xoe ñn¡‘ hmoVo h¢. "JmonZr¶ (I) gaH$mar g§ñWmZ ‘| : AdJuH¥$V, Ow‹S>m hþAm H$moB© H§$ß¶yQ>a dm¶ag Ho$ g§nH©$ ‘| gyMZmAm|' H$s gwajm Z Ho$db ì¶mdgm{¶H$ g§doXZerb, A{V JmonZr¶, {ZfoYmË‘H$, AmVm h¡ Vmo ZoQ>dH©$ Ho$ AÝ¶ H§$ß¶yQ>a ^r Bggo Amdí¶H$Vm h¡, A{nVw H$B© ‘m‘bm| ‘| ¶h gr{‘V. Ow‹S>o hmoZo Ho$ H$maU à^m{dV hmo OmVo h¢. Z¡{VH$ Ed§ H$mZyZr Amdí¶H$Vm ^r h¡. ì¶{º$ nhþ§M na {Z¶§ÌU (Access Control) ¶h gmB~a IVao H$B© àH$ma Ho$ hmoVo h¢, {OZ‘| go {deof Ho$ g§X^© ‘|, gyMZm H$s gwajm OrdZ gw{Z{üV H$aVm h¡ {H$ gwa{jV H$s JB© gyMZm Hw$N> Bg àH$ma h¢ :- Ho$ JmonZr¶ nhbwAm| na ‘hËdnyU© à^md Eogo ì¶{º$ VH$ hr gr{‘V hmo Omo CgHo$ {bE S>mbVr h¡. hmb Ho$ dfm] ‘| gyMZm H$s gwajm A{YH¥$V h¡. {µ’$qeJ (Phishing), pñZ’$a (Sniffer), H$m joÌ H$m’$s {dñV¥V VWm à^mdr ê$n go nmgdS>© H$s Mmoar (Password Cracking), AmOH$b H$åß¶yQ>am| ‘| H$m¶© H$aZo hoVw ¶yOa {dH${gV hþAm h¡. AmB©nr ñnyq’$J (IP Spoofing), BZnwQ> Zm‘ Am¡a "nmgdS>©' H$m MbZ hr gdm©{YH$ d¡brS>oeZ ‘mÝ¶H$aU h‘bm (Input {nN>bo ~rg dfm] go "gyMZm-gwajm' Ho$ h¡ naÝVw ¶h ^r A~ CVZm gwa{jV Zht ahm. Validation Attack), EgŠ¶yEb B§OoŠeZ ‘yb^yV {gÕm§Vm| ‘| "JmonZr¶Vm, AI§S>Vm AV: A~ ZE CnmE à¶moJ ‘| bmE Om aho h‘bm (SQL Injection Attack), godm Am¡a CnbãYVm' H$mo ‘hËdnyU© ‘mZm OmVm h¢. ~m¶mo‘¡{Q´>Šg Ûmam O¡go {H$ A§Jw{b¶m| H$s amoH$Zo dmbo h‘bo (Denial of Service ahm h¡. N>mn, Am§Im| Ho$ ñH¡$Z BË¶m{X Ûmam ì¶{º$ Attack), ñ‘’©$ h‘bm (Smurf Attack), H$s nhMmZ d CgH$s à‘m{UH$Vm Am§H$s Om

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 13 gH$Vr h¡. gyMZm H$s gwajm H$s Ñ{ï> go EH$ Hw$eb OmopI‘ à~§YZ H$s Amdí¶H$Vm h¢. J«mhH$m| H$s ê$PmZ gyMZm àm¡Úmo{JH$s H$s ì¶{º$ H$s nhMmZ Ed§ à‘m{UH$Vm {gÕ hmoZo ~mOmam| Ho$ {d{Z¶‘Z, H$mamo~ma Ho$ {bE Va’$ CËgmhdY©H$ T>§J go ~‹T>r h¡. B©‘ob, Ho$ CnamÝV ^r ¶h {ZYm©[aV H$aZm AË¶ÝV {d{^Þ ~¢H$m| Ho$ ~rM ‘| H$‹S>r à{VñnYm©, E{Zdo¶a ~¢qH$J, B§Q>aZoQ> ~¢qH$J, Q>obr ~¢qH$J Amdí¶H$ h¡ {H$ H$m¡Z gr gyMZm H$s nhþ§M d¡œrH$aU, {dÎmr¶ joÌ ‘| O‘m, A{J«‘m| d BË¶m{X AmO ~¢qH$J H$s àmW{‘H$Vm h¢. {H$g ñVa na CnbãY H$amZo hoVw ì¶{º$ H$mo AÝ¶ ~¢qH$J godmAm| ‘| hþB© d¥{Õ VWm CÞV Ho$ÝÐr¶H¥$V ~¢qH$J àUmbr, EQ>rE‘, H$m°b àm{YH¥$V {H$¶m OmE. gyMZm àm¡Úmo{JH$s Ho$ ~‹T>Vo à¶moJ Ho$ {‘bo- g|Q>a, AmaQ>rOrEg, EgE’$E‘Eg, ‘mo~mBb {H«$ßQ>moJ«m’$s (Cryptography) Owbo à^md go AmYw{ZH$ H§$ß¶yQ>arH¥$V ~¢qH$J ~¢qH$J, S>o{~Q>/H«o${S>Q> H$mS>©, BË¶m{X VH$ZrH$ gyMZm-gwajm ‘| {H«$ßQ>moJ«m’$s VH$ZrH$ H$m H$mamo~ma ‘| OmopI‘ à~§YZ Ho$ {dH$mg ‘| O{ZV CËnmX, godmE§ AmO J«mhH$m| H$s ‘m§Jo h¢. BñVo‘mb {H$¶m OmVm h¡ {Oggo CnbãY VoOr AmB© h¡. nhbo ~¢H$m| Ho$ H$mamo~ma Ho$ gyMZm H$mo Eogo àmê$n ‘| ~Xb {X¶m OmVm h¡ Xm¡amZ ‘w»¶V: gmI Ho$ g§X^© ‘| hr OmopI‘ àm¡Úmo{JH$s à~§YZ H$m joÌ Eogm h¡ {H$ Bg‘| {H$ dh A{YH¥$V Cn¶moJH$Vm© Ho$ A{V[aº$ CR>mZr n‹S>Vr Wr. bo{H$Z A~ {Zdoe ~¢qH$J, àma§^ ‘| Vmo O{Q>bVmE§ AmVr h¢ na O~ h‘ {H$gr Ho$ Ûmam à¶moJ ‘| Zht bmB© Om gHo$. ¶y{Zdg©b ~¢qH$J Am{X Ho$ AmJ‘Z go ~¢qH$J Bg H$m¶© ‘| Aä¶ñV hmoVo Mbo OmVo h¢ Vmo Bg à{H«$¶m H$mo "BpÝH«$ßeZ' H$hVo h¢. Bg H$mamo~ma ‘| OmopI‘ H$s n[a{Y ’¡$b MwH$r h¡. K§Q>m| bJZo dmbm g‘¶ {‘ZQ>m| ‘| g§nm{XV hmo "BpÝH«$ßQ>oS>' gyMZm H$mo Ho$db Cgr ì¶{º$ H$åß¶yQ>arH¥$V ~¢qH$J dmVmdaU ‘| Vrd« J{V OmVm h¡. Ûmam Cn¶moJ ‘| bm¶m Om gH$Vm h¡ {OgHo$ go {dH$mg hmoZo Ho$ MbVo ~¢H$m| ‘| H$B© ZE {ZîH$f© nmg {H«$ßQ>moJ«m’$s H$s Hw§$Or CnbãY h¡. OmopI‘m| H$m gm‘Zm H$aZm n‹S>Vm h¡. gyMZm gmB~a gwajm aUZr{V àm¡Úmo{JH$s H$s CÞ{V Ho$ gmW hr AmOH$b gyMZm-gwajm AmO H$s Oê$aV h¡. {H$gr ~¢qH$J H$mamo~ma ‘| YmoImY‹S>r d OmbgmOr ^r àUmbr H$s gwajm V^r ‘O~yV hmoJr O~ Bg àH$ma h‘ AZw‘mZ bJm gH$Vo h¢ {H$ Ho$ ZE-ZE VarHo$ {dH${gV hmo aho h¢ Omo CgH$s gyMZm-gwajm nw»Vm Am¡a ‘O~yV AnZr gyMZmAm| H$mo gwa{jV aIZm h‘mao gmI OmopI‘ Ho$ A{V[aº$ ~mµOma OmopI‘ hmo. Bg g§~§Y ‘| {Za§Va Om§M, à{ejU, {bE {H$VZm ‘hËdnyU© h¡, {deofH$a V~ O~ d n[aMmbZ OmopI‘ Ho$ Hw$eb à~§YZ H$s ¶h gyMZmE§ YZ go g§~§{YV hmoVr h¢. ~¢H$m| {ZarjU Am¡a g‘¶-g‘¶ na CgH$s ‘aå‘V Amdí¶H$Vm H$s Amoa Bemam H$a aho h¢. ‘| gyMZm gwajm Ho$ ‘hËd H$mo g‘PVo hþE Oê$ar h¡. gyMZm-gwajm H$s Amdí¶H$Vm go ^maVr¶ [aOd© ~¢H$ Zo {dñV¥V {Xem©{ZX}e Omar ~¢qH$J H$mamo~ma ‘| OmopI‘ dh g§^m{dV B§H$ma Zht {H$¶m Om gH$Vm, bo{H$Z ¶h {H$E h¢ {Oggo ~¢H$m| Ed§ ImVoXmam| H$mo hmoZo pñW{V h¡, O~ AmpñV¶m| H$s dgybr Z hmoZo EH$ {Za§Va à{H«$¶m h¡. BgHo$ {bE g‘¶ dmbr {H$gr ^r g§^m{dV hm{Z go ~Mm¶m Om Ho$ H$maU bm^àXVm na à{VHy$b Aga n‹S>Vm -g‘¶ na AmH$bZ, Om§M Ed§ g‘rjm {H$E gHo$. BgHo$ A{V[aº$ ^maV gaH$ma Zo AmB©Q>r h¡ VWm ~mOma, ‘yë¶, n[aMmbZ, Am§V[aH$, OmZo H$s Amdí¶H$Vm hmoVr h¡ Vm{H$ gyMZm AmpñV Xo¶Vm, ‘yë¶, ‘mZd g§gmYZ, A{Y{Z¶‘, 2000 VWm AmB©Q>r (g§emoYZ) H$mo AZm{YH¥$V Kwgn¡R>/nhþ§M/g§emoYZ/ {dYo¶H$, 2008 nm[aV H$a Bg àH$ma Ho$ àm¡Úmo{JH$s d AÝ¶ g§^m{dV OmopI‘m| Ho$ {dKQ>Z/ì¶dYmZ go ~Mm¶m Om gHo$. AnamYm| H$mo X§S>Zr¶ AnamYm| H$s loUr ‘| MbVo ~¢qH$J H$mamo~ma ‘| à{VHy$b Aga aI {X¶m h¡. n‹S>Vm h¡, {Oggo {dÎm YmaH$m| Ho$ à{V H$^r Z g‘má hmoZo dmbr Bg à{H«$¶m H$mo g{H«$¶ Ed§ CÔoí¶naH$ ~ZmE OmZo Ho$ {bE AmB©Q>r (IT) ~¢H$m| H$mo Z Ho$db AnZo J«mhH$m| à{V~ÕVm H$s ny{V© Zht hmo nmVr. ¶h Amdí¶H$ h¡ {H$ g‘¶-g‘¶ na BgHo$ H$mo H$‘ ‘yë¶ na gwÑ‹T> Am¡a ^amogo‘§X ~¢qH$J H$mamo~ma ‘| 3 àH$ma Ho$ OmopI‘ h¢ :- godmE§ àXmZ H$aZo ‘| ‘XX H$aVr h¡ ~pëH$ {bE à{ejU H$m¶©H«$‘ MbmE OmE§ {OZ‘| 1. gmI OmopI‘ : CYmaH$Vm© Ûmam MyH$. gyMZmAm| H$mo à^mdr VarHo$ go g¥{OV H$aZo gyMZm-gwajm H$mo ‘O~yV Ed§ A^oÚ ~ZmE Am¡a CZHo$ à~ÝYZ H$m ^r H$m¶© H$aVr h¡. 2. ~mOma OmopI‘ : ~mOma ‘| n[adV©Z bmZo aIZo g§~§Yr OmZH$mar g§~§{YV ì¶{º$¶m| H$mo J«mhH$m| Am¡a boZXoZm| go g§~§{YV ~‹S>r ‘mÌm ‘| dmbo H$maH$m| Ho$ H$maU à{VHy$b n[adV©Z. Xr OmE. AV: Am°Z Xr Om°~ Q´>oqZJ (On the S>oQ>m A~ ~¢H$m| Ho$ nmg CnbãY h¢, {OZH$m 3. n[aMmbZmË‘H$ OmopI‘ : ‘mZdr¶ d Job Training) Šbmg ê$‘ Q´>oqZJ (Class g‘w{MV {dûcofU Ho$ ‘mÜ¶‘ go bm^nyd©H$ àm¡Úmo{JH$s MyH$ VWm àUm{b¶m| d H$m¶©{d{Y¶m| Room Training) go Á¶mXm H$maJa {gÕ Cn¶moJ, H$mamo~ma Zr{V H$mo AZwHy$b ~ZmZo, Ho$ AZwnmbZ ‘| MyH$. hmo gH$Vm h¡. {d{dYrH¥$V Am§V[aH$ Am¡a ~mø E‘AmB©Eg (MIS) AnojmAm| H$mo nyam H$aZo VWm gwÑ‹T> Cƒ àm¡Úmo{JH$s à~§YZ OmopI‘ à~§YZ àUmbr ~ZmZo Ho$ CÔoí¶ Ho$ {dH$mgmoÝ‘wIr ~¢qH$J, àm¡Úmo{JH$s ~¢qH$J, Eg. Ho$. ‘hmnmÌm gmW {H$¶m Om gH$Vm h¡. VH$ZrH$s ~¢qH$J AmO g‘¶ H$s ñWmB© ‘m§J E’$OrE‘, {Xëbr

14 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 g§aMZmË‘H$ n[adV©Z (verticalization)

{Z¶Z ~¢H$ AnZm eVmãXr df© ‘Zm H$m¶© H$m {ZînmXZ H$aZo Ho$ {bE {d^mJ H$s ~¢H$ Xoe Ho$ nm§M AJ«Ur ~¢H$m| ‘| {JZm OmZo ¶yahm h¢. 4300 go A{YH$ emImE§ ñWmnZm H$s OmE Am¡a Cº$ {d{eï> H$m¶© Ho$ bJm h¡. Am¡a bJ^J 40,000 H$‘©Mmar Bg g§ñWm {ZînmXZ Ho$ {bE VWm CgHo$ n[aUm‘m| H$mo {dJV Xmo dfm] ‘| h‘mao ~¢H$ Zo d{Q>©H$bm¶OoeZ H$s Mhþ§‘wIr àJ{V ‘| ^mJrXma h¢. ~¢qH$J àmá H$aZo Ho$ {bE dh {d^mJ Ed§ {d^mJ AWm©V g§aMZmË‘H$ n[adV©Z {H$E h¢. {OgHo$ H$m¶©H$bmnm| ‘| BVZr {d{dYVm Am¶r hþB© à‘wI H$mo hr {Oå‘oXma ‘mZm OmE. A§VJ©V H|$Ðr¶ F$U àmogoqgJ na {deof Ü¶mZ h¡ {H$ AmO bJ^J àË¶oH$ joÌ ‘| ~¢qH$J {X¶m J¶m h¡ Vm{H$ F$U ñdrH¥$V H$aVo g‘¶ godmAm| H$m ¶moJXmZ h¡. h‘mao ~¢H$ ‘| H$m°nm}aoQ> JdZ]g Ho$ {gÕm§V Ho$ AZwê$n {d{^Þ d{Q©>H$ëg H$s ñWmnZm {H$gr ^r àñVmd H$s JwUdÎmm H$m {deof dV©‘mZ n[aàoú¶ ‘| em¶X hr Eogr H$moB© H$s JB© h¡. O¡go F$U {d^mJ Ho$ à~§YZ Ho$ Ü¶mZ aIm Om¶o. BgHo$ H$maU Zm Ho$db ì¶mnm[aH$/Am{W©H$ J{V{d{Y hmo {Og‘| ~¢H$ Z¶o ñdrH¥$V {H$E Om aho F$Um| H$s JwUdÎmm H$s ^mJrXmar Zht hmo. Xoe H$m {nN>bo 72 {bE grnr Ed§ E‘EgE‘B©, {‘S> H$m°nm}aoQ>, AmaE~rS>r, bmO© H$m°nm}aoQ>, IwXam ì¶mnma ‘| gwYma Am¶m h¡ ~pëH$ Q>rEQ>r (TAT) H$m dfm] ‘| Omo ^r {dH$mg hþAm h¡ Cg‘| ^r nmbZ hmoZo Ho$ H$maU J«mhH$ godm ‘| ^r gwYma d{Q©>H$ëg AbJ-AbJ ‘hmà~§YH$m| Ho$ ~¢qH$J joÌ Am¡a {deof ê$n go gmd©O{ZH$ hþAm h¡. BZ à¶mgm| ‘| gab (SARAL) H$m ZoV¥Ëd ‘| H$m¶©aV h¢. Bgr àH$ma VH$ZrH$s joÌ Ho$ amï´>r¶H¥$V ~¢H$m| H$m Ah‘ ¶moJXmZ h¡. gwÑ‹T>rH$aU, ¶y{Z¶Z g‘¥{Õ H|$Ð H$m {Z‘m©U H$m¶©H$bmnm| Ho$ {bE S>rAmB©Q>r Ed§ {S>{OQ>b 1990 Ho$ XeH$ VH$ ~¢qH$J H$m Ho$db Ed§ A{YH$m§e F$U àñVmdm| H$mo EbEEg ‘| ~¢qH$J {d^mJ H$m¶©aV h¢. E’$nrAmB©Ama, gm‘m{OH$ joÌ Ho$ CËWmZ ‘| hr ¶moJXmZ Wm. ñdrH¥$V H$aZm Am{X gpå‘{bV h¢. Á¶m|-Á¶m| Xoe H$s àmW{‘H$VmE± ~XbVr ahr {dXoer {d{Z‘¶ {d^mJ, Q´>oOar {d^mJ, Bg àH$ma Ho$ n[adV©Zm| Ho$ H$maU Zm Ho$db Am¡a {dH$mgmoÝ‘wI àJ{V H$s Amoa Xoe ~‹T>Vm ghm¶H$ godmE§/ ~rnrQ>r, H$m{‘©H$ {d^mJ, JwUdÎmm ‘| gwYma hþAm h¡ ~pëH$ H$‘©Mm[a¶m| J¶m, ~¢qH$J joÌ H$s àmW{‘H$VmE§ ^r ~XbZo {dÎmr¶ g‘mdoeZ, AZwnmbZ {d^mJ, F$Um| H$mo g~go A{YH$ bm^ ¶h hþAm h¢ {H$ bJr, ~¢H$m| Ho$ H$mamo~ma ‘| AË¶{YH$ d¥{Õ hþB© H$m AZwldU, dgybr {d^mJ, boIm narjm, CZH$s Amoa go JbVr H$s g§^mdZm ~hþV H$‘ {deof Vm¡a na AmYma^yV (Infrastructure) OmopI‘ à~§YZ, gVH©$Vm {d^mJ, gm‘mÝ¶ hmo JB© h¡. joÌ H$mo YZ H$s Amdí¶H$Vm hmoZo bJr ~¢qH$J H$m¶©H$bmn {d^mJ, g§gmYZ à~§YZ {OgH$s Amny{V© ~¢qH$J joÌ Zo hr H$s. Ed§ g§nH©$ ~¢qH$J {d^mJ, H|$Ðr¶ H$m¶m©b¶ ‘| AV… ¶h ñnï> h¡ {H$ Bg àH$ma Ho$ à¶mgm| VH$ZrH$ Ho$ {dH$mg Ho$ gmW-gmW ~¢qH$J H$m¶©aV h¢. Omo {H$ AbJ AbJ H$m¶©nmbH$ go Zm Ho$db g§ñWm Ho$ H$mamo~ma ‘| d¥{Õ joÌ H$m àgma ^r ~‹T>Zo bJm. ~¢H$ à~§YZ {ZXoeH$m| VWm à~§Y {ZXoeH$ Ed§ ‘w»¶ hþB© h¡, bm^àXVm ‘| ^r d¥{Õ hþB© h¡ ~pëH$ Ho$ Xm{¶Ëd, H$V©ì¶ ‘| AË¶{YH$ d¥{Õ hmo H$m¶©H$mar A{YH$mar H$mo [anmoQ>© H$aVo h¢. H$‘©Mm[a¶m| H$mo ^r ^¶ Ed§ VZmd ‘wº$ JB© Am¡a VËH$mbrZ à~§YZ ì¶dñWm BVZo dmVmdaU ‘| CÎm‘ H$m¶© H$aZo H$m ‘mhm¡b BgHo$ A{V[aº$ 11 A§Mbm| ‘| A§Mb à‘wI A{YH$ H$m¶©^ma H$mo g§^mbZo ‘| S>J‘JmZo {‘bm h¡. h‘| {dœmg h¡ {H$ Bg àH$ma nXñW h¢ Omo {H$ H|$Ðr¶ H$m¶m©b¶ Ho$ à{V{Z{Y bJr, V~ à~§YZ H$mo gwÑ‹T> Ed§ CgH$s Ho$ à¶mg à~§YZ Ûmam AmJo ^r, O~ O~ {ZU©¶ boZo H$s j‘Vm H$mo gwJ‘ H$aZo Ho$ Ho$ ê$n ‘| A§Mb Ho$ g§MmbZ H$m H$m¶© H$aVo Amdí¶H$Vm hmoJr, {H$E OmVo ah|Jo. {bE d{Q©>H$bm¶OoeZ Ho$ {gÕm§Vm| H$mo g‘ñV h¢. Bg d{Q>©H$bm¶OoeZ (verticalisation) ~¢H$m| Zo AnZr Amdí¶H$VmE± Ed§ j‘Vm Ho$ Ho$ n[aUm‘ ñdê$n ~¢H$ Ho$ H$mamo~ma ‘| H$B© JwZm d¥{Õ hþB© h¡ Am¡a ~¢qH$J bm^ àXVm ^r AZwgma bmJy {H$¶m. d{Q©>H$bm¶OoeZ H$m g§O¶ e‘m© AW© gm‘mÝ¶ ^mfm ‘| ¶h h¡ {H$ EH$ {d{eï> ~‹T>r h¡ Bg à{H«$¶m Ho$ H$maU AmO h‘mam g§gmYZ à~§YZ, Ho$.H$m. ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 15

HR rspective Tra nged Pe nsformation – A cha

he Indian banking industry has Union Bhavishya – The flagship Pro- E-Learning Tbeen in turmoil in the past dec- gram Human capital will be the key differ- ade. It has witnessed everything from To enable capability building and suc- entiator, once technological disrup- drastic changes in banking regulations cession planning, a unique leadership tions have settled across an industry. to digital disruption, to name a few, development program (Union Bhav- It is therefore imperative to invest in all of which have challenged the very the continuous development of your survival of commercial banks. The ishya) was initiated through which people. E-Learning policy has been composition of workforce also has 1300 plus employees have been put in place to achieve this and has been changed with more and more groomed to become leaders of the fu- mandated role-based modules to be professionally qualified employees ture. During FY 2017-18, 1026 officers completed each year by all employ- like CAs, MBAs, B-TECHs joining the from Senior Management were cov- ees. Separate weightage for comple- Bank. To cope up with this situation, ered under the Business Leadership & tion of e-learning modules is being transformation in HR is inevitable. Front Line Leadership Program of Un- given in the annual appraisals. For ion Bhavishya; while 300 officers in 10 Earlier, HR only meant hiring and fir- FY 2018-19, 2 marks were allotted, batches were covered in FY 2018-19, ing, managing pay and allowances which has been increased to 5 marks including an all women batch of high and maintaining industrial relations. for FY 2019-20. Going forward, these potential leaders. The third wave of In the case of PSBs too, the HR func- modules could be mandated for this initiative is currently underway, tion was restricted to transfers and promotions as well. The e-learning postings, inquiries, etc. However, HR covering officers in middle manage- modules can be accessed on the cell has slowly but steadily transformed ment. phone and the modules can be com- into a function that understands the Specialization through Job Families pleted anywhere, anytime. corporate needs and takes proactive steps to formulate people strategies Bank has introduced the Job Family HR Suvidha to deliver on those needs. This has scheme to strengthen the founda- A central processing centre, HR Su- rightfully earned it the nomenclature tions of workplace specialization and vidha was introduced to process the of a strategic business partner. enhance productivity. Employees employee related benefits. It has be- Union Bank is no exception to this have been given the opportunity to come a kind of trendsetter among the upheaval. The average age of employ- work in their areas of interest based PSBs. This has considerably reduced ees in the Bank has come down to 38 on their qualifications, aptitude and the workload of Zonal / Regional level years from 47 about a decade ago. As experience, so that they can contrib- HR personnel and has freed them to this demography is very different from ute better for the organization in the attend more important staff related its predecessors, meeting the expec- chosen area. matters. It has also reduced the TAT for sanctioning of the benefits drasti- tations and aspirations of this young Bank has introduced 7 broad job fam- and energetic workforce through flex- cally. ilies to have a pool of employees in ible policies, is a basic priority. Today, important job functions with sound Induction Training for POs we focus on people centric manage- domain knowledge. Specialization ment practices, involving grooming One of the important areas of con- through the job family framework and development of the individual cern was inadequacy of On-boarding and the Bank, in recent times, has seeks to enhance the overall efficien- and Induction Training provided to taken many pro-employee, employee cy and output of the organization, newly recruited officers. To address specific initiatives. Conscious efforts through focussed training / learning this concern, a 52-week induction have been made to create a percepti- and building expertise. All officers training for newly recruited POs has ble change in workplace environment from scale I to IV shall be mapped to been introduced having a good mix to make it a rewarding experience. job families in the Bank, the process of classroom and on-the-job training, Some of the major initiatives taken by for which has already been initiated yielding long term sustainable bene- the Bank are given below: last year. fits both to the organization and the

20 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 officer concerned. This will provide a With this intent in mind, HR shall Accordingly, a separate module for strong base to the POs right from the continue o t innovate and regularly processing resignations is being de- beginning. update to compare with the best in- veloped in Union Parivar. We propose dustry standards. Moving forward, HR Analytics: to introduce a counselling facility for following are few of the initiatives employees who resign. A counsellor The HR-Analytics Unit was formed to that shall take shape in the near fu- help create a capability in the form ture. may be able to resolve issues faced by of a robust performance assessment the employee, with tactful interven- Automated Performance Man- system and resultant deployment of tion, thereby preventing a good work- age-ment System the right employee at the right place. er from leaving the Bank. Performance Analysis based on PMS Performance Management is one of This module shall also help to capture scores of officers over the last three the most crucial activities in an organ- years is deciphered and action like ization, more so in financial institu- feedback from exit interviews to ena- training, deployment and counseling tions like a bank. PMS measures the ble changes and improvement in poli- was taken up to shore up productivi- effectiveness of the corporate - strat cies and processes. egy to not merely communicate the ty. These findings have also led to fo- Employee Engagement cus on grooming average performers corporate goal to all stakeholders, as and re-define performance KRAs for also to equip them to realize the col- In the banking industry, though digi- non-budgetary roles. lective vision. tal disruption has caused an upheav- An analysis was done to find out the PMS can be an effective tool in the al, in time, all players have leveled the reason why certain employees have hands of the Management for driving playing field in terms of technology, remained in the same scale and / or performance culture in the Bank. It is making it a zero sum game. It is only not opted for promotion. The -out thus imperative to be able to measure the Human Capital that shall be the come of such information led to employee performance objectively, differentiator in deciding the survival so that course correction measures change in promotion / transfer pol- and success of any bank. icies. Considering that present day can be taken on time, training needs banking is heavily tilted towards spe- can be analyzed and deployment de- It is thus imperative to invest in our cialization, Analytics Unit has critical- cisions can be based on the caliber human capital which will provide the ly examined the profile of each- em and potential of employees. cutting edge over competitors, in- at ployee and segregated them job-role Concrete steps are being taken to au- tracting and retaining the best talent wise. The inventory of employees is tomate performance scores so that in the industry. now readily available for different monthly/quarterly performance of an job roles, where specialization is nec- individual and a team can be seen in This calls for shifts in the traditional essary. The credit verticals and Risk real time and suitable feedback and administrative mindset and evolu- Management vertical have already course correction measures can be tion into a strategic role of HR which benefited because of this analysis. undertaken. We are also contemplat- should be understood and imbibed by ing having this application on the cell The Road ahead all stakeholders who are key influenc- phone, so that one can upload / view ers of the employment experience. We strive to be an organization that his/her score / comments on the go. aims at keeping up-to-date with the To conclude, as the saying goes, ‘Roll- Retention of Talent through Counsel- latest in the field of HR, in terms of ing stone gathers no moss’, HR is on ling how best to serve the Bank as well the roll and shall continue to roll out as cater to the aspirations of our em- A study into attrition in the Bank has new initiatives to give the best- em shown that a large number of employees. In keeping with this intent, ployee experience ever and I have ployees who resign, do so in the first 5 a ‘vision’ has been codified for the no doubt that in the near future our HR department, which shall be the years of employment. As an organiza- institution will be one of the best to foundation for all our initiatives and tion, we are looking into the reasons work with!! endeavors: thereof, to take appropriate steps and mitigate the same by making suita- ‘Be a trend-setter in providing the ble changes to make the organization best employment experience, to be- conducive to the employment situa- come the Bank of 1st choice’ D Chiranjeevi tion. HR Dept., CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 21 Transformation – a Barefoot Banker to a Digital one

igital Banking (DB) simply speaking adoption of Data analytics, artificial integration to the process of banking Dis ONLINE BANKING, it’s a shift intelligence, Robo advisory services activities and services for both-(a) from traditional banking. Most of the and so on in its passage to Digital Operational efficiency for Banks and people have shifted themselves from Banking…. Thus the journey of Banks (b) value addition for customers. Let moving to branches for their banking in India like many other advanced us analyze the customer interest in activities like Deposits, Withdrawals, economies is more technology driven the field of airlines, Railways, telecom Loans, remittances, MFs, Insurance… - failure of which may lead to losing sector, purchases of consumer items, etc to Online and Mobile platforms. business and losing market share. dealing in other assets & valuables. The common psychology of customer Ideally speaking, Banks looking ahead All the industries have a digital is to have convenience - be it banking, of a digital transformation - of Banks transformation and accordingly the insurance or any other services. The in general and Banking in particular banking sector needs to transform taste and preference of customer - need to prioritise four basic issues- in order to build a strong audience, changes faster than the technology, market share, margin, information increase its traffic and drive sales. hence the transformation in DB comes services and customer churning- Thus, DB is an unstoppable journey as a sine qua non in our day to day each one is as important as oxygen is towards a single objective i.e. access busy schedule. While online banking for human life. In the present era of and usage of information technology is a concept of operationalisation economic administration, application in banking. The other basic objectives of banking from a distant place; of Digital technology is the sole key for are for developing customer centric acquisition and retention models, digitization refers to shifting digitally Social benefits like bringing people to developing distribution channel, almost all programmes and activities mainstream banking, secured identity improving brand publicity, securing under operation - both by the bank proof, transfer of DBT /Govt subsidy transactions and ensuring data and its customers. etc. security…etc. all the above will lead The shifting focus of banks into Digital transformation in Banking the digitally advanced banks to technology goes way back to is a process for Banks to provide increase productivity, profitability and introduction of MICR data in 1980s anytime anywhere banking in its internal operational convenience. and thereafter introduction of ALPMs, a far more secured way. It’s an When business efficiency gets a boost, NEFT, PBA & TBA concept and, at appreciation process of customer reduction and control of various present, the core banking solution; needs, aspirations and requirement- costs can take place. It will also lead customers’ keen interest in Palm for meeting transactions, insurance, to increase formulation of policy, banking instead of Branch Banking wealth management, credit, pension… preparation of Budget (e.g. allocation through Tabs, mobile phones….etc. etc. it’s a process to provide customer of Rs.3073 Cr by Budget 2018-19 & Banks virtually have started working the choice of channels, reducing the target of establishing 5 lakh Wi-Fi as a technology service provider transaction cost and facility for hassle hotspot for 5 million Rural people), day in and day out; striving hard for free use. In other words, it is a digital Public infrastructure and Market

22 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 Innovation as the marketing platform 24*7 availability, instant banking & experiences and expectations. Thus of a bank can access several online saving of time, online utility Bill & Banks to be in competition and customers and can chat for services Tax payments, accessing information, loom large, need to collaborate- and generate customer loyalty while application & availability of credit, collaborations with FINTECHs and, providing end to end solution to the MF, Pension, Insurance & other above all, collaboration of humans tech - savy customers. products etc. Similarly, there needs to with machines for a personalized be capacity building of its employees How to make this digital experience. The Fintechs can provide to address various challenges like transformation journey effective and contribute to speed, agility and reduction of cost, segmentation is a question before us. This digital capacity to establish a satisfactory of customers, targeting specific transformation process brings a user experience; while Banks have customers and aiming at developing customer closer to the bank. Adoption distribution outlets, capital, trust products for target customers based of online banking practices becomes of people and have regulatory on data analysis, developing a sound easier with the advancement of compliance. Thus camaraderie of database for retention & acquisition technology. Here the banks - Both both in transformation journey will of customers. More important is also private and public sector ones - face be a success. connectivity to more than 50000 challenges and competition from villages to enter Digital era. Digitization, being conversion of the non - banking companies now a Bank’s data into a digital format, days especially Tech-fins. Technology Secondly, digitization is the only road provides all inclusive benefits to disruptions have taken place in the to transformation, energizing and customers. Hence it is an indispen- clean India. Curbing black money, area of Block-chain, Data Analytics; sable proposition for banks to converting Indian economy from AI & ML. Acceleration of above will overlook it. The issue is to create a fully cash based to Cashless, reduction of facilitate Tech-fins to overtake Banks digital customer interface followed human errors, managing & monitoring in future as these are technologically by its backend modernization. Banks of large volume of transactions, advanced and have financial net will be known more for their core adoption of various Risk management worth. Thus, to stay in the era of strengths to address various customer processes provide a lot of awareness competition, Banks need to process segments. The ultimate aim is cost for a win-win position to both - Bank and modernize both front and back saving, i.e. reducing operating cost and Customers. Hence, Banks should end operations. This apart, Banks and increasing operating efficiency unhesitantly spend on improving need to take following steps for the and thereby boosting return on the way towards a customer centric effective digital transformation. equity (ROE). Conclusively speaking, transformation from a product centric it’s a critical challenge for Banks to In any digital system, there are one. In this industry, customer is the three constituents - User, Product king; he is the onlooker and evaluator, engage themselves with customers- & Provider. Digital products may be owner and anticipator of changes. be it on - boarding, product setup or developed; service provider may Customers will pursue Banks to focus developing marketing strategy and make it hassle free. But ultimately, on their browsing history and demand customer centric business models. the user satisfaction and utility is the the products and services they will be This digital transformation need to prime one to drive a real and effective requiring anytime anywhere and as result customer relationship to a transformation. Therefore, Banks such banks will be evolving needful Digital Financial Relationship (DFR) should give to prime importance business models for them. which banks should scientifically users - their digital and cyber literacy, improve. Banks are supposed to increase adaptability and experience…etc. their Reach, Scale & Scope of The customers are to be explained Digital approaches which is possible the experience and advantages of through AI. AI has the potentialities P. C. Panigrahi their “Access from Home banking”, to convert present customer FID, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 23 Cyber Security – Round the Clock What is Cyber Security? • Cyber attacks are becoming increas- risk occurring and the worst possible yber security consists of technol- ingly sophisticated impact if the risk materialises. Cogies, processes and controls de- Cyber attacks continue to grow in so- People: signed to protect systems, networks, phistication, with attackers using an Every employee needs to be aware of programs, devices and data from cy- ever-expanding variety of tactics, in- their role in preventing and reducing ber attacks. Effective cyber security cluding social engineering, malware cyber threats and staff dedicated to reduces the risk of cyber attacks and and ransomware (used for Petya, cyber security need to be up to date protects against the unauthorised ex- WannaCry and NotPetya). with the latest cyber risks and solu- ploitation of systems, networks and • Cyber attacks are lucrative tions, as well as qualifications, to -mit technologies. Usually, cyber attackers seek some igate and respond to cyber attacks While in comparison to several other type of benefit and will invest in var- effectively. sectors, banks are definitely seen to ious techniques, tools and technolo- Processes: be more proactive in investing and gy to achieve their motives. Financial improving security practice.The broad Processes are crucial in communicat- gain is a common motivation, but reasons for moving from traditional ing the organisation’s cyber secu- they may also be driven by political, security to Cyber Security are as un- rity stance. Documented processes ethical, intellectual or social incen- der: should also clearly define roles and tives. 1. Proliferation of attack vectors and responsibilities and specify the proce- • Cyber security is a critical, board-lev- enhanced attack surface. dure to follow when, for example, re- el issue porting a suspicious email. The cyber 2. Proliferation of digital and shifting New regulations and reporting re- landscape is one of constant change, customer preference. quirements make cyber security risk so processes need to be regularly re- 3. Sophistication of threat actors and oversight a challenge. The board will viewed to account for the latest cyber enhanced targeting of banks. continue to seek assurances from threats and responses. 4. Banking increasingly operating as a management that their cyber risk Technology: strategies will reduce the risk of at- ‘boundary-less’ ecosystem. While organisational measures are a tacks and limit financial and opera- Why is cyber security important? big part of cyber security, technical tional impacts. The cost of cyber crime is at an all- controls are just as essential. From A strong cyber security stance is a key time high and incidents can easily access controls to installing antivirus take months to be discovered-often defence against cyber-related failures software, technology can be deployed by a third party. For instance, APTs and errors and malicious cyber at- to mitigate cyber risks. tacks, so having the right cyber secu- (advanced persistent threats) use Why we need? continuous hacking techniques to rity measures in place to protect your A recent cyber security report indi- gain access to a computer system and organisation is vital. cates that 31% of enterprises have can remain inside for months before The three pillars of data security experienced cyber-attacks on oper- the intrusion is observed. Robust cyber security involves im- ational technology infrastructure. • The costs of data breaches are soar- plementing controls based on three This also denotes that vulnerabilities ing pillars: people, processes and tech- are rising in number and broadening Emerging privacy laws can mean sig- nology. This three-pronged approach severities too. The result to reduce nificant fines for organisations. The helps organisations protect them- these intrusions leads enterprises to high-profile EU GDPR (General Data selves from both organised and op- invest in a Cyber Security Operations Protection Regulation)has a maxi- portunistic attacks, as well as com- Centre (CSOC). The main objective of mum fine of €20 million (about £17 mon internal threats, such as a user a CSOC is to detect monitor, analyze million) or 4% of annual global turn- falling for a phishing scam or mistak- and react to security incidents with over, whichever is greater. Such pen- enly sending an email to an unintend- the integration of futuristic tools, cut- alties are usually on top of damages ed recipient. ting-edge technologies and a robust and other legal action. There are also Effective cyber security uses risk man- security strategy. non-financial costs to be considered, agement to ensure these controls Ensuring the confidentiality, integrity such as organisational sustainability are deployed cost-effectively-in other and availability of the modern infor- and reputational damage. words, based on the likelihood of the mation technology enterprise is a big

8824 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 job. It incorporates many tasks, from and responding to cyber risks/threats, robust systems engineering and con- facilitate continuity and recovery figuration management to effective • To assess threat intelligence and cybersecurity policy and comprehen- proactively identify/visualize impact sive workforce training. of threats on the bank Our 24x7 CSOC team • To know who did what, when, how A CSOC is a team primarily composed and preservation of evidence of security analysts organized to de- • Integration of various log types and tect, analyze, respond to, report on, logging options into SIEM, ticketing/ and prevent cybersecurity incidents. workflow/case management, un- It has robust capabilities to assist stru-ctured data/big data, reporting/ • Forensics to identify the origin of with today’s cyber risk challenges, dashboard, use cases/rule design. threats, mitigation thereof, initiation our On-Premise Security Operations • Making alerts on preventive inci- of logical measures to prevent recur- Center is a reliable solution for con- dents, advisory tactics and tools, con- rence, which should be acceptable to tinuously monitoring our network in stantly increasing use of advanced respective organization. house. Our team having adequate malware such as in the WannaCry at- • Managing the solutions used for skill sets of security operation to re- tack shows that not all incidents can real time monitoring and other tools solve and detect threats and vulnera- be predicted ahead of time. bilities 24x7. help to open the ticket and appropri- • Bank has deployed a multi-layered ate closure of the same. What CSOC does round o clock? defense in depth architecture which • Integrate local log retention sup- • Incident Response: Monitor incom- covers Perimeter Security, Network ported by log analysis tool for offline ing events for early detection of po- Security, Endpoint Security, Applica- monitoring and reporting tential security incidents. tion Security, Data & Access Security, Governance, Risk & Compliance, Se- • Security Incident and Event Man- • Issue advisories to the organizations curity Monitoring and Management agement: Aggregates security events / banks who owned SOC on relevant of Security Operations. from various sources through SIEM threats and vulnerabilities supported and threat feeds The CSOC team conducts Incident with mitigation against identified risk Management, Forensic Investigation, exposure • 24*7*365 operations: Skilled CSOC Compliance auditing and security Conclusion: team with experienced professionals analysis and review. It provides dif- for round the clock operations. ferent dashboard and screens for dif- Banking Industry faces a troubling • Protecting critical business and ferent roles, provide online secured threat landscape like never before. customer data/information, demon- portal (web-based dashboard) for Now a days we hear about new mas- strate compliance with internal guide- viewing real-time incidents / events, sive data breach almost weekly. Banks lines, country regulations and laws alerts, status of actions taken etc. It is are having a tough time keeping up • To Provide real-time/near-real time responsible for the following tasks. with the multi fold threats / attacks information on and insight into the • 24X7 log monitoring of various hitting their security environments security posture of the bank types of operating systems, network, daily.Identifying threats as soon as • Effectively and Efficiently manage security devices & solutions using log possible is key in today’s threat land- security operations by preparing for analysis tools. scape. As shown above, threats often • Log correlation for in go undetected and can result in se- depth monitoring and re- rious fines or a damaged brand and medial actions on daily ba- shareholder reputation. A 24×7 cyber sis. security monitoring helps to protect • Rapid response to inci- Bank’s asset from any internal and ex- dents/ alerts raised by se- ternal threats. Be safe & secure bank- curity devices and/or mon- ing! itoring systems. • Evaluation of incidents K.M. Reddy and implementation/rec- CISO, CO ommendation of edialrem M.Arputharaj measures. CISO, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 8825 Union Samriddhi Kendra Bringing Farmers to Prosperity

verything can wait but Agriculture Indian economy has witnessed a Rising credit needs backed by Ecannot ! as rightly said by the remarkable growth during the last immense opportunities created and visionary Pandit Jawaharlal Nehru decade and is expected to grow at growing customer expectations in perfectly describes the importance of much faster rate in ensuing years. this fast changing era in banking/ Agriculture. India is Pre-dominantly Rural and Semi Urban areas play a finance sector, has necessitated the an agricultural based economy. vital role in overall development of transformation in credit delivery India is having lots of opportunities economy. Increase in investment structure at Rural and Semi Urban and challenges for the Agriculture by the Govt. and Public Private branches. The transformation business. We are having the largest Partnership (PPP) in infrastructure process aims at (i) creating an resources in terms of varied climatic and technology development in rural optimum system for centralized zones, soil types and manpower for and semi urban areas helps in overall credit processing to improve quality best utilizing them. Almost all types growth of this area. To boost the with improved TAT; (ii) improved of climates in the world are witnessed production and consumption in Rural compliances; (iii) developing a digital in India alone. India is having large Economy, in the recent budget, the ecosystem for transaction of banking acres of land but with fragmentation Govt. has made substantial allocation products and services to provide near resulting in small and marginalized for Rural Infrastructure besides door step services through extensive land holdings. Deployment of the announcing increased MSP(Minimum use of business correspondent and ground water has already been Support Price) for farm produce, (iv) enhanced customer experience. reached to its optimum. Dependency which provides a fillip to GDP growth Above all, highly competitive business on changing seasonal behaviors is among the other challenges faced by of the nation, This has created a environment has posed challenges to Indian Agriculture. Lack of sufficient huge opportunity for deployment the Bank in terms of Profit margins as post harvest infrastructure and of funds and credit growth in Rural well as shifting customers preferences efficient marketing system is also a and Semi Urban Areas for sectors have forced the Banks to realign serious issue. There is great scope in like Agriculture, Agri Allied activities operations to suit the changing infrastructure development, mecha- such as Dairy, Poultry, Fisheries, Agro needs in terms of sales orientation nization, automation and digitization processing industries, Micro and of employees, digitalization and of Indian Agriculture and hence Small Enterprises, Affordable/Rural use of technology products for there is great scope to 'Financing- Housing, Education for Students and improving productivity, efficiency and Agriculture'. weaker section, etc. profitability.

26 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 Our Bank is providing various ● To accelerate the credit flows to ● Well defined roles and customized financial products to the RAM (Retail, Agri and MSME) sectors responsibilities at various levels farming community of the nation through focused sales and marketing have made the process clear and which includes both asset and liability in Rural & Semi-Urban areas. transparent and thus eliminated the products like Savings schemes, ● To enhance customer service delays in taking credit decisions. Investments options, Insurance through improved Turnaround Time ● Specialized hub acting as a schemes, Production Credit, (TAT). dedicated processing unit can better Investment Credit, Consumption utilize the resources including Credits, Home Loans, Vehicle Loans, ● Better credit appraisal and specialized human resource for the Educational Loans etc. Timely and developing expertise required for adequate credit supply is of utmost examining and processing of rural specific purpose of loan processing importance to the farming business credit including Agri, Retail, MSME with enhanced quality thereby to reap the prosperity in real sense. and other loan products. safe guarding the interest of entire In this endeavor to promote flow ● To reduce NPAs through efficient ecosystem. of credit to masses in Rural & Semi monitoring system. FEED BACK FROM THE CUSTOMERS: Urban locations, our Bank has ● To create a Central Processing ● Customers are finding the USK implemented new unique innovative Centre with fully digitized workflow model really as a center of enhanced operating model for RUSU (Rural and for uniform and seamless credit service experience due to reduced Semi Urban) branches by introducing administration, so that branches TATs. Hub and Spoke Model, where “Hub” will have ample time for business is a Centralized Processing Cell and ● Various credit needs of the Farmer generation by freeing them from “Spoke” is mapped RUSU Branch. credit processing and enabling them community can be catered under one The centralized processing Cell with dedicated sales team. roof. (Hub) is named as 'Union Samriddhi ● Farmer customers can even apply Kendra'(USK). This model is the ● To provide better customer for non Agril financial facilities at the thought process of our worthy MD experience with near door-step spoke branches. and CEO and is a first of its kind in services with adoption of new age Banking industry. Our bank has digital channels such as m-PoS ● Digitalization has given a modern- established 38 USKs pan India till and AePS through Union Digi-Cash ized approach to entire process. date. 556 Rural and Semi Urban Points and Business Correspondent. We are sure that of all such initiatives branches are mapped to these USKs Business correspondent will also act by our Bank are committed to catering to large number of customers as a source of generation of leads to perfectly address the needs of the particularly farming community with various loan schemes. Agricultural sector to cope up with latest innovative digitized products FEED BACK FROM THE BRANCHES: the changing era and ultimately to and services. Business Correspon- ● Spoke branches connected with the bring “Samriddhi- the prosperity” to dents are also mapped to these Hub are experiencing the change as farmers’ life as we have taken in true USKs and they along with Rural stimulus to the credit process. spirit the mantra- “Everything can Development Officers (RDOs) of our wait but Agriculture cannot” ! Bank are point of contact for farmers ● The digitilization has supported and rural deprived. branches a lot in completing pre- sanction formalities in time and THE OBJECTIVES OF HUB and SPOKE accurately, thus lowering the chances MODEL ARE AS UNDER: Meena Khanna of human errors. RABD, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 27 Enhanced Access and Service Excellence NTRODUCTION: INCEPTION OF Top Executives of Public Sector Banks ernment of India to drive towards IEASE Public Sector Banks (PSBs) are in “PSB Manthan” in November 2017 CLEAN & SMART banking. The EASE the backbone of the Indian Economy. to launch reforms in every possible contained of 6 themes and 30 Action PSBs and PSB-sponsored Regional domain of PSBs so that it will arrest Points, which all the PSBs need to im- Rural Banks (RRBs) constitute 78 per- the likely situations, which has been plement in a time bound manner. plaguing the PSBs as a whole for a cent of the bank network of Sched- The six themes are meant to initiate long time. uled Commercial Banks (SCBs). They a number of reforms in PSBs, which also play an important role in fuelling EASE: 2018-19 will lead to CLEAN (Clean credit, investment needed for the country’s economic development, with a share of over around 70 percent of SCBs’ deposits and 66 percent of outstanding credit. PSBs and RRBs play a critical role in priority sector lending and account for 74 percent of outstanding credit to Small and Marginal Farmers, 65 percent of outstanding Leveraging data, Ensuring account- The recommendations were further credit to Micro and Small Enterprises ability, Actions against defaulters, refined and finally the Government and 95 percent of education loans. NPA recovery) & SMART (Speedy, of India introduced EASE in April Multi-channel reach, Accessible & However, over the last decade, PSBs 2018. The EASE is being implemented affordable, Responsive, Technologi- witnessed a surge of Non-performing as a part of the 4R’s strategy (Recog- cally enhanced) banking for the PSBs. Assets in their portfolio, which deep- nition, Resolution and recovery, -Re ly impacted their profitability and ef- capitalisation and Reforms) of - Gov The clean banking culture introduced ficiency. The Gross Non-Performing Asset Ration, which was Just 2.2% peaked to level of 5% in FY 15, which further increased to 14.5% at the end of March-2018. While PSBs have continued to pursue reforms over the years, a greater thrust was required to address the challenges emanating from exces- sive stress in advances in the last few years and to make PSBs more responsive to evolving customer needs. The inception of PSB Reforms Agen- da–Enhanced Access and Service Ex- cellence (EASE) was based on the recommendations made by a group of

28 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 in the PSBs have led to strengthening their lending policies by adopting a appraisal processes, resulting in 25 an aim to stand tall among PSBs on number of measures suggested un- percent reduction in turnaround time EASE agenda. The new initiatives under the EASE. The establishment of for retail loans in H1FY19. In MSME dertaken by the Bank across themes Stress Asset Management Vertical lending, PSBs are adopting digital under EASE are as follows: (SAMV) to monitor stressed/ NPA platforms with 1.12 lakh in-principle accounts having outstanding equal EASE REFORMS INDEX: sanctions through psbloansin59min- or more than Rs.50 crore was a step utes.com and 11 percent of the bills The EASE Reforms Index was con- in the focused monitoring and reso- discounted through TReDS platform ceptualised to provide the Board of lutions of high value accounts. PSBs in Q3FY19. banks with a comprehensive, inde- are also driving action on wilful de- pendent and benchmarked meas- WHERE DOES UNION BANK OF INDIA faulters and fraud cases. They have urement of performance of PSBs. STANDS: taken up time-bound checking of all The Index provides an objective NPA cases above Rs.50 crore from Union bank of India has been a pio- and comparative evaluation show- the angle of wilful default and fraud, neer in initiating strategic steps, in ing where each PSB stands vis-à-vis coupled with action to expedite re- line with the changing dimensions benchmarks and peers on the Re- covery and deter such acts. of banking and have been putting forms Agenda. Through periodic up- At the same time smart banking re- in place the required infrastructure dates and by providing bank-specific forms led to customer EASE by im- under Project Utkarsh, long provising the exiting set of services before the EASE was intro- offered by PSBs by enabling “Banking duced, where the Bank ini- from the comfort of home”, while en- tiated steps to centralize its hancing set of services under Mobile credit processes and estab- Banking, internet banking and call lished a number of e-lobbies centres. The reforms have also led to for the comfort of customers, last-mile access to banking services, while bringing efficiency in ensuring financial inclusion and di- the overall process. rect benefit transfers leveraging JAM Taking further cues from (Jan-dhan, Aadhar & Mobile trinity. EASE, the Bank has initiated a Leveraging of technology by PSBs has number of new measures un- led to an improvement in the loan der each of the themes, with

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 29 scorecards and inter-bank compari- for personal segment and MSME to outcome; sons, all PSBs are enabled to keep loans and time taken for disposal of 2. Increased weightage for metrics track of their progress on key reform complaints. with business impact; priorities across time. The goal is to AREAS OF FURTHER IMPROVEMENT: continue driving change by spurring 3. Overall number of metrics re- healthy competition among PSBs 1. Recovery performance - Target duced; achievement of overall cash recov- and also by encouraging them to 4. Linking of senior management ery target from NPA, repayment as learn from each other. evaluation to EASE index results; per schedule in OTS cases; Accordingly the first ranking on the 5. Quarterly index results; EASE Index was announced in Janu- 2. Call centre / mobile and internet In addition to the Action points, ary 2019 based on the performance banking channels - number of ser- which were present in EASE (FY of every PSBs under 6 themes upto vices offered and adoption by cus- 2018-19), a number of additional December 2018. Due to the consist- tomers; features have also been introduced: ent efforts of all the Unionities, -Un 3. Financial inclusion and digitali-za- ion Bank of India received first rank- tion - Overdraft in accounts, KCC uti- • Strengthening market and liquidity ing in theme “PSBs as Udaymitras lization, Aadhaar and mobile num- risk management processes; for MSMEs”. However our overall ber seeding of accounts, MUDRA • Mobilizing capital and building in- rank was Ninth out of 21 participat- loan disbursal; vestor relations; ing banks. 4. Lending process - Straight through • Integration of EASE in senior man- AREAS WHERE UNION BANK OF IN- processing for retail loans, Adher- agement evaluation (Upto DGM); DIA DID WELL: ence to risk based pricing, appoint- • Implementation of objective post- ment of ASMs for post-sanction fol- 1. HR practices-Roll out of job fam- ing process; ilies and fulfillment of positions, IT- low-up, proactive checking for fraud; • Managing specialization/ diversi-fi- based performance management 5. Senior citizens and differently cation needs of senior employees system, fellowship programs for sen- abled customers - Ramp access in ior management; branches and ATMs, door-step bank- As future capital infusions by Gov- 2. Pro-active reach out to borrowing service. ernment of India, depends upon the ers-Dedicated personnel for re- EASE for FY 20: performance of PSBs on EASE, every tail and MSME loan marketing in unit of Bank needs to be geared During FY 2018-19 all the banks fo- branches, deployment of intermedi- up so that the ranking of the Bank cused on creating / improving infra- aries to source retail loans; should improve on continuous basis. structure to steer the processes of Credit appraisal standard along with 3. MSME lending process - Micro-in- EASE under the 6 themes. Now to TAT, Recovery, Monitoring, serving surance schemes, MSME lending to measure the out-come of these in- senior citizens, grievance redressal underserved, comprehensive LMS frastructure set-up, EASE for FY 20 will continue to be focused area and for MSMEs; has been introduced, which will have therefore continuous improvement a higher weighage of the theme “Re- 4. Digital channels - increase in avail- is needed in these areas. ability of languages on mobile and sponsible Banking”. internet banking channels; SALIENT FEATURE OF EASE FOR FY 5. Timeliness in customer services 20: Sumit Srivastav - Improvement in Turnaround time 1. Shift in focus from setup / process EID, CO

30 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 H«o${S>Q> H$mS>© ({g¾oMa H$mS>© Ho$ Abmdm): What's New H«$. am{e à{V 100/- én¶o Ho$ IM© na [adm°S>© nm°B§Q> 1 10000/- VH$ 1 [adm°S>© nm°B§Q> 2 10001/- go 1.5 [adm°S>© nm°B§Q> (~moZg 0.5 [adm°S>© nm°B§Q> 30000/- VH$ Ho$db 10001/- go 30000/- én¶o IM© H$s J¶r am{e na bmJy) ¶y{Z¶Z [admS>²©O 3 30001 go 2 [adm°S>© nm°B§Q> (~moZg 1 [adm°S>© nm°B§Q> Ho$db A{YH$ 30001/- én¶o go A{YH$ IM© H$s J¶r am{e na bmJy) {g¾oMa H«o${S>Q> H$mS>© : g^r ¶y{Z¶Z ~¢H$ {g¾oMa H«o${S>Q> H$mS>© YmaH$m| H$mo àË¶oH$ 100 én¶o Ho$ IM© na 4 [adm°S>© nm°B§Q> àmá hmoVm h¡. ¶y{Z¶Z [adm°S>© (Union Rewardz) En: O Ho$ g‘¶ ‘| ha ì¶{º$ S>o{~Q> H$mS>© Am¡a H«o${S>Q> H$mS>© Oê$a aIVm E§S´>m°¶S> ’$moZ Cn¶moJH$Vm© JyJb ßbo ñQ>moa go ¶y{Z¶Z [adm°S>© (Union h¡. AmO ha ì¶{º$ H$s Oê$aV h¡ S>o{~Q> H$mS>© Am¡a H«o${S>Q> H$mS>©, Rewardz) En S>mCZbmoS> H$a gH$Vo h¢. En S>mCZbmoS> H$aZo Ho$ ~mX AmnH$mo Am SIGN IN/SIGN UP SIGN UP {Ogo AZXoIm H$aZm ‘wpíH$b h¡. J«mhH$m| H$mo ~¢H$, S>o{~Q> H$mS>© Am¡a H«o${S>Q> H$aZo Ho$ {bE ñH«$sZ na AmEJm. H$aZo Ho$ {bE AmnH$mo AnZm 16 A§H$ H$m S>o{~Q> H$mS>©/H«o${S>Q> H$mS>© XO© H$aZm h¡ H$mS>© Ho$ gmW [adm°S>© nm°B§Q> XoVo h¢. ¶{X Amn [adm°S>© nm°B§Q> H$mo {ZYm©[aV g‘¶ Am¡a {’$a A{V[aº$ OmZH$mar Ho$ AZwgma AmnH$mo AnZm ¶yOa AmB©S>r Am¡a na [aS>r‘ Zht H$a nmVo h¢ Vmo AmnH$mo ZwH$gmZ hmo gH$Vm h¡. nmgdS>© ~ZmZm h¡. n§OrH$aU H$aZo Ho$ nümV SIGN IN ‘| ¶yOa AmB©S>r Am¡a ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m AnZo J«mhH$m| H$mo gd©loð> godm àXmZ H$aZo ‘| h‘oem nmgdS>© Ho$ Ûmam bm°{JZ {H$¶m Om gH$Vm h¡. Bg En Ho$ ‘mÜ¶‘ go Amn AJ«Ur ahm h¡. ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Ûmam AnZo S>o{~Q> H$mS>© Am¡a H«o${S>Q> AnZo ¶y{Z¶Z [adm°S>© nm°B§Q> XoI gH$Vo h¢ Am¡a CÝh| [aS>r‘ H$a ‘mo~mBb/ H$mS>© YmaH$m| Ho$ {bE ¶y{Z¶Z [adm°S>© ¶moOZm ewê$ {H$¶m J¶m h¡. Bg ¶moOZm S>rQ>rEM [aMmO©, {’$ë‘ {Q>H$Q>, IarXXmar Am{X H$a gH$Vo h¡. ¶{X Amn Ho$ VhV nrAmoEg (nm°B§Q> Am°’$ gob) ¶m B©-H$m°‘g© AmCQ>boQ²g na {H$E JE H$moB© Eogm àm°S>ŠQ> XoI aho h¡ {OgHo$ {bE AmnHo$ nmg n¶m©á [adm°S>© nm°B§Q> g^r boZXoZ na J«mhH$m| H$mo [adm°S>© nm°B§Q> àmá hmoVo h¡. BZ [admS>© nm°B§Q> Ho$ CnbãY Zht h¡ Vmo Amn AnZo nmg CnbãY [adm°S>© nm°B§Q> [aS>r‘ H$aZo Ho$ Ûmam {’$ë‘, ~g Ed§ E¶a {Q>H$Q>, ‘mo~mBb [aMmO©, S>rQ>rEM [aMmO© Am{X ~mX eof am{e H$m ^wJVmZ H$a gH$Vo h¡. H$s IarX {H$¶m Om gH$Vm h¡. ¶y{Z¶Z ~¢H$ Ho$ J«mhH$ Am°ZbmBZ [adm°S>© ¶{X AmnZo n§OrH$aU H$a aIm h¡ Am¡a Amn AnZm ¶yOa AmB©S>r Am¡a H¡$Q>bm°J go {d{^Þ CËnmX IarXZo Ho$ {bE AnZo [adm°S>© nm°B§Q> H$m Cn¶moJ nmgdS>© ^yb JE h¡ Vmo Amn ¶yOa AmB©S>r Am¡a nmgdS>© Ho$ gm‘Zo {XImE JE H$a gH$Vo h¢. CnbãY CËnmX Ho$ {bE https://www.unionrewardz. FORGET {dH$ën H$m Cn¶moJ H$a| Am¡a Cgo [agoQ> H$a|. com XoI|. ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Ho$ S>o{~Q>/H«o${S>Q> H$mS>© YmaH$ https://www. ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Ho$ àË¶oH$ S>o{~Q> H$mS>© Am¡a H«o${S>Q> H$mS>© YmaH$ H$mo unionrewardz.com na ¶y{Z¶Z [adm°S>© nm°B§Q> go AnZo ng§X Ho$ {gZo‘m ¶y{Z¶Z [adm°S>© bm°¶ëQ>r àmoJ«m‘ Ho$ gXñ¶ Ho$ ê$n ‘| ñdMm{bV ê$n go nyd©- hm°b ‘| AnZr ng§X H$s {’$ë‘ h¡. {Q>H$Q> H$s ~wqH$J ^r H$a gH$Vo h¡. Zm‘m§{H$V {H$¶m OmVm h¡. O~ ^r H$moB© J«mhH$ ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Ho$ ~wqH$J H$§’$‘© hmoVo hr J«mhH$ H$mo B©-‘ob àmá hmoJm. {’$ë‘ H$s ~wqH$J Ho$ S>o{~Q> H$mS>© Am¡a H«o${S>Q> H$mS>© go IarXXmar H$aVm h¡, Vmo [adm°S>© nm°B§Q> CZHo$ {bE ¶y{Z¶Z [adm°S>© nm°B§Q> H$mo emo Q>mB‘ go H$‘ go H$‘ Mma K§Q>o nhbo [aS>r‘ {H$¶m OmZm Mm{hE. ImVo ‘| A{O©V hmoVo h¡. BZ [admS>© nm°B§Q> H$mo [aS>r‘ H$aZo Ho$ {bE https:// www.unionrewardz.com na n§OrH$aU H$aZm Amdí¶H$ h¡. n§OrH$aU ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Ho$ H«o${S>Q> H$mS>© YmaH$ https://www. H$aZo Ho$ nümV ¶yOa AmB©S>r Am¡a nmgdS>© Ho$ Ûmam bm°{JZ {H$¶m Om gH$Vm unionrewardz.com na ¶y{Z¶Z [adm°S>© nm°B§Q> go AnZo H«o${S>Q> H$mS>© {~b h¡. AmnHo$ Ûmam A{O©V ¶y{Z¶Z [adm°S>© nm°B§Q> H$mo [aS>r‘ H$aZo Ho$ {bE Ý¶yZV‘ H$m ^wJVmZ ^r H$a gH$Vo h¡. H«o${S>Q> H$mS>© {~b H$m ^wJVmZ H$aZo Ho$ {bE 250 [adm°S>© nm°B§Q> Amdí¶H$ h¡ Am¡a ¶y{Z¶Z [adm°S>© nm°B§Q> AO©Z Ho$ 36 ‘mh g~go nhbo J«mhH$ H$mo AnZm 16 A§H$ H$m ¶y{Z¶Z ~¢H$ H«o${S>Q> H$mS>© Z§~a XO© H$aZm hmoJm Am¡a CgHo$ gmW am{e {OgH$m ^wJVmZ H$aZm h¡, {Og‘| ‘| ^rVa [aS>r‘ {H$E OmZo Mm{hE, [aS>r‘ Zht {H$E JE nm°B§Q> 36 ‘mh AWm©V [adm°S>© nm°B§Q> H$s g§»¶m ^r àX{e©V hmoJr. H$mS>© YmaH$ H$mo boZXoZ Ho$ {ddaU 3 df© H$s g‘mpßV na g‘má (lapse) hmo OmE§Jo. {H$gr ^r àH$ma H$s AÝ¶ H$mo gË¶m{nV H$aZm h¡ Am¡a nw{ï> H$aZm hmoJm. àË¶oH$ [adm°S>© nm°B§Q> H$m ‘yë¶ OmZH$mar hoVw Q>mob ’«$s Z§~a 18001088000 na g§nH©$ H$a|. 0.25 én¶o h¡ AWm©V 1000 [adm°S>© nm°B§Q> H$m ‘yë¶ h¡ 250/- én¶o. S>o{~Q> H$mS>©: ^wJVmZ H$aZo Ho$ nümV EH$ Am°ZbmBZ boZXoZ agrX CËnÞ hmoJr Am¡a 1. g^r ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Ho$ S>o{~Q> H$mS>© YmaH$m| H$mo àË¶oH$ 100 EgE‘Eg VWm B©-‘ob Ho$ ‘mÜ¶‘ go J«mhH$ H$mo ^oOr OmEJr. én¶o Ho$ IM© na 1 [adm°S>© nm°B§Q> àmá hmoVm h¡. 2. H$mS>© YmaH$m| H$mo S>o{~Q> H$mS>© g{H«$¶ H$aZo Am¡a EH$ ‘mh ‘| H$‘ go H$‘ gwYra àgmX VrZ boZXoZ H$aZo na 100 ~moZg [adm°S>© nm°B§Q> {‘bVo h¢. amO^mfm {d^mJ, ‘w§~B©

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 1931

controls, in combination with an understanding of their organisational needs, are generating better results WEAKEST LINK TO than those organisations that fail to incorporate balanced programs. Measuring security is considered when discussing technical controls. H Just like technical controls, organisa- uman Firewall is essentially a suited to taking care of (some) securi- tional controls like security culture, Hcommitment of involvement of ty decisions. Mainly, this paradigm is must be measured in order to under- employees to follow best practices driven as a counter-discourse to the stand and manage change. Organisa- to prevent as well as report any data human-as-the-weakest-link concept, tional sociology researchers have for breaches or suspicious activity. The providing an opposing view to those decades observed that a one-size-fits- more employees you have commit- results in different actions. all approach is ineffective. ted to being a part of the firewall, The human mind is more complex the stronger it gets. The importance Despite numerous attempts to de- than these two paradigms suggests. of this added human layer of protec- throne email over the past few years, Humans can be both weak links and tion in cyber security domain lies in it continues to be the de facto for firewalls - context, social setting, the fact that many breaches are due business communications. It’s fast, training, time and many other factors to employee error. convenient, simple to use, cost effec- are at play. Building and improving a tive and auditable. Email certainly Therefore, it is felt that the vigilant security culture requires more than isn’t going anywhere in a hurry. The human can see potential hazards just awareness training programmes. FBI’s latest figures report global busi- software misses and can prevent er- Programmes must engage employees ness email compromise (BEC) loss- rors from being made. Hence for a and their colleagues in dialogue, curi- es have hit US$12.5 billion in 2018. robust cyber defence, in addition to osity and responsibility. Programmes Along with ransomware, banking technology, a rigorous new approach must start and end with the employ- trojans, phishing, social engineering, to workforce cyber preparedness is ee, based on the risk profile of the or- information stealing malware, spam - urgently needed. This comprehensive ganisation, the employee’s position, the list of email borne threats seems new approach is called Building Hu- the employee’s access to information to grow every year. man Firewalls. We should not forget and security culture score. that even the best technology is only These are compounded by the risk of A long-held belief in security exists as good and reliable as the people in accidental disclosure of sensitive in- that views humans as the weakest the organization. formation via email. One of the most link. The trend has been backed by common types of distinct incidents The human is the weakest link par- social engineers demonstrating how is emails sent to the wrong person. adigm and is an easy excuse to use easy it is to trick people into certain This gets to the heart of the challenge when security incidents are growing behaviours (i.e., giving away informa- for Cyber security teams. Email is the in terms of both numbers and impact, tion or providing access), along with number one threat vector precisely each year. This approach is positive a quickly evolving sense of security because it allows malicious third par- when it leads to increased invest- awareness in industry. This sentiment ties to directly target what has long ments in security controls (both tech- has created an impression that large been regarded as the organisation’s nical and organizational) and when investments must be made in order weakest link: its employees. it supports policies with technology to increase employee awareness of Employee behaviour is hugely impor- and technology with knowledge. The security threats. The hope, it seems, tant in the fight against email threats. approach is negative if used as an is that awareness training will lead to Most cyber security investments in excuse for poor results or when it is changes in behaviour, which will result recent years, however, have been di- based on a poor understanding of the in a reduction in security incidents in- rected at securing networks and com- human mind. The human-as-a-fire- volving human interaction-positive or puters. As a result, vendors are much wall paradigm is based on the idea negative. that humans have the ability to recog- better at patching and preventing vul- nise and handle new patterns better Results shows that organisations nerabilities and IT systems are more than computers, and thus are better that use organisational and technical secure.

36 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 With the help of innovative technolo- 2. Continuously building gies, assessment and awareness such awareness and knowledge as Phishing/Vishing/Smishing simula- about Cyber Security amongst tion, Table Top exercise, organisations it’s employees. can get better at spotting spoofed 3. Continuously measuring and and malicious emails. Combined with monitoring the level of under- a renewed focus on more progressive standing/awareness/knowl- approaches to staff training, you can edge developed amongst it’s begin to fight back. employees towards Cyber Se- Organisation Responsibility for build- curity. 4. Effective use of Human Firewall ing a strong and sustainable Human 4. Has an engaged, aware, well-edu- tools and services will address the key Firewall cated workforce. vulnerabilities of most existing- net The objective of CISO Office isto works easily and continuously with- 5. Has a clear policy that prioritize the make a Cyber safe bank & implement out costly upgrades of technology. protection of networks and data and the cyber resilience framework by which foster compliance with security 5. It’s an important layer in the for- implementing the best cyber security standards. tress defence against cyber-attacks or architecture and practices in the in- insidious invaders of any type. dustry. Vision : An agile, effective and 6. Is agile and responsive and knows 6. Working together, Human Firewalls cost efficient approach to cyber secu- that in an era lacking bulletproof IT can identify threats as well as prevent security, cyber breaches are not so rity aligned with current threats and data breaches or mitigate damage. vulnerabilities and adaptable to the much prevented as managed and mit- igated. 7. When fully engaged, this creates a formidable human firewall capa- 7. And is obtaining critical ble of spotting and preventing even intelligence by sharing infor- the most sophisticated cyber-crime mation externally, with trust- attempts and offers a significant step ed partners and government towards mitigating the human error agencies. behind 95% of the cyber breaches oc- 8. Creating 360 degree curring today. awareness. Conclusion: Bank’s mission Benefits of Building Human Firewall It is our Bank’s endeavour to bring a It’s a common misconception that to combat Cyber Security: significant Transformation in Cyber cyber security is all about technology 1. It cultivates a culture of cyber Security posture of our Bank by cre- (hardware and software). Technology awareness where employees recog- ating Cyber Security Culture amongst is obviously a massive part of cyber nise and avoid risky situations and our staff members through continuous cyber security awareness and security, but alone it is not enough take action as instinctively as reaching training to the staff members. This will to protect you from modern cyber for a seatbelt when they start a car. threats. Three pillars of Cyber Secu- also help in building a strong Human 2. When employees, as a part of hu- Firewall of the dedicated work force rity domain is people, process and man firewall, are properly prepared in our Bank to successfully combat technology. to participate in their organisation’s the evolving Cyber security threats. Human Firewall cyber security program, they will Always remember- “C-A-S-H”- Com- pliance, Adoptability, Security and Establishing the Cyber Security Hu- be strongly motivated to safeguard Habit. Make Security as a habit. man Firewall Bank’s systems and information, rec- ognising that they play an important CYBER SECURITY IS EVERY ONE’S RE- An organisation is having a strong role in keeping data and systems safe SPONSIBILITY. Human Firewall if it has the following and secure. characteristics in it’s workforce: 3. An obvious advantage of the Hu- 1. Making it’s employees (workforce) man Firewall is its leveraging of the care about Cyber Security. organization staff. Milind Alkari CISO, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 37 Sales Oriented Financial Service Organization PO Induction with plethora of technological chang- of transactions in branches, types of es and ever increasing responsibili- customers, banker and customer re- ties. It is of paramount importance lationship, types of deposit accounts, that the aspirations of these two sep- KYC AML guidelines, customer ser- arate entities should be aligned as vices and BCSBI, modes of payment one so that the new joinee can visu- and collections, all these topics are oing back in the past and remem- alize the career development in tan- discussed in detail. Taking one step dem with organization development. ahead, since banking is now becom- bering the period of joining Union G At this juncture, the PO induction ing global, PO induction focuses on Bank of India as PO, I vividly remem- policy of our bank has grown leaps introduction of Forex, remittance and ber that on the very next day of my and bounds. If we look at the earlier NRI banking also. The risk associated reporting, I was posted to a branch. induction policy and its implementa- with various transactions and various The basis of banking was taught to tion, although it was aimed at making kinds of risk bank and banker faces me by my seniors and handlying cus- the PO job-ready, the process was not is also elaborated to PO. A very sen- tomers was taught to me by none clearly drafted. Earlier also it was a sitive issue like preventive vigilance other than my customers .After a combination of on the job and class- is also discussed with PO at the early couple of weeks, I was nominated room training but now the process stages of his career. Not forgetting the for Induction phase I training which , is well defined with each and every importance of core banking, IT basis for me was actually the next phase of day having its own time table and working and handling of CBS, digital training as the first phase was already curriculum. During the 52 week long banking, impact of social media and done while working in branch. From induction training, almost all aspects responsible handing of social media, that day till now, my batch mates and of banking are touched upon and PO all these things are discussed during I can clearly see the paradigm shift in is made familiar with them. To under- the initial 3 weeks of training. the approach and motive of PO induc- stand the precision of induction pro- Now imagine a scenario, where a tion. Starting from scratch, PO induc- cess, let’s have an insight of 52 weeks newly recruited PO, who is entirely tion training is now developed as a of a newly joined PO. robust mechanism through focusing unknown to all these things is posted on crafting a banker in real sense who The induction of PO comprises of at branch counter and the very first can not only market bank’s product 7 weeks of institutional training 45 customer starts asking him about de- but can also present him/her self as weeks of 'On-the-job' training in phas- posit products or just wants to remit a capable representative of organiza- es. The 7 week institutional training some amount via NEFT /RTGS. That tion. comprise of 3 weeks training immedi- newly joined PO will look here and ately on joining the Bank and 4 weeks there for help and this will not do any In simplest language, induction pro- after completion of 20 weeks of on- good for his own confidence.Also, the cess starts with communicating to the the-job training. During the initial pe- person standing at the other side of officer about joining details, welcom- riod of 3 weeks institutional training, the counter may think that the bank is ing them in organization and equip- a PO will have theoretical knowledge not taking due care of their customer ping them with initial nitty gritty of of HR practices, vision and mission and the image of bank may get a hit. banking. But all this is not as simple of bank, branch and Organization- Instead of untrained PO, if a trained as it looks. A person joining the organ- al set up, roles and responsibilities PO is sitting at the counter, he / she ization stands at a transition phase of of PO and various staff matters like may not be able to solve all the que- life. The stage becomes much more employee benefits, career growth, ries of customers, but at least up to important if the person is starting and performance management sys- certain extent the customer can be his career. A new joinee has his own tem.Within this session, there will handled very well. The PO will feel ambitions, career goals, aspirations, be some sessions on interpersonal good. It is always very exciting and values and belief system. At the same and communication skills also. After pleasing to be at the counter and to time organization also works with HR session, PO is exposed to gen- be able to help your customer. And if own set of rule regulations, vision eral banking sessions. During these a new PO is able to do so, it will make mission and work culture. Banking as sessions, basis of banking is taught him feel proud of himself. The custom- an industry is very dynamic in nature .Categorization of branches, types er will be benefited, the confidence of

38 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 PO will increase and above all, PO will trained in this area also. The point to and on the job training is augmented feel that bank has taken care of him be noticed is the manner in which this when mixed with interpersonal train- and has provided good training. If the training is carried out. The intention is ing. Emphasis is given on motivating first experience is good, that is going to create an environment where pro- POs for self development by enrolling to stay with the employee for his en- fessionalism is cultivated right from themselves in professional courses tire career. It will motivate him/her for the beginning. Business etiquette, as well as entrepreneurship courses. further learning and enhancement of greeting and meeting customer, ways On successful completion of courses, skills, acquiring new information and to create good first impression is also fee is reimbursed as per bank’s extant an instant connection with organiza- taught. With all this, our organization norms and recruits can earn as much tion will be established. passes on a clear message to POs as 5 marks in their appraisal. The con- Keeping this in mind the next stage of that we are now a rapidly changing tinuous learning doesn’t stops here. PO induction is designed -20 weeks of organization and just like any other On completion of 52 weeks training, on the job training. No doubt noth- private entity; we are also imbibing employee can opt for any area of in- ing can beat practical knowledge. the culture of sales and marketing. In terest and can pursue specific goal/ this cut throat competitive market, it The theory learned during the initial project over a period of next 6 months is very important to create a distinct 3 weeks is put into practice at this alongside their regular assignment. A image. A customer centric profession- stage. The institutional learning helps productive and innovative contribu- al approach definitely helps in value in better understanding of CBS and tion is recognized with a certificate creation. execution of duties in a time bound with 5 marks added to appraisal for manner. During this phase of train- In the final stage of 52 week long in- taking initiative. ing, POs learn a lot. Handling of cash, duction training, next 25 weeks is The Induction process is thus a holis- currency chest operations, ATM han- again on the job training .Exposure dling, reconciliation and control, all to various branches, verticals helps tic approach toward development of these duties are performed by them. in understanding the categorization candidates. After going through such The focus is on personal banking busi- of branches and their functioning. a well crafted induction training mod- ness and customer service. During this period they are posted ule, recruits can perform to optimum level in their field assignment. Not In the second phase of class room in SARAL, Forex branches, MSME fo- only preparing for the job, the pro- based training, the focus shifts from cused branches, rural branches and cess gives ample opportunity for self personal banking to credit portfolio. canvassing of third party products .In Fundamentals of credit with hands on a nut shell, during this training, a well development. If a habit of learning is experience on LAS module, documen- groomed banker is created who can successfully implanted, the candidate tation and processing of retail term now be posted at any department or will be self motivated for rest of his ca- loans, agriculture loans, government any branch. reer to take new assignments. Taking into consideration the demanding job sponsored schemes ,due diligence For gauging the development of can- of bankers, such a training program is of loan proposals, financial analysis didate, a feed back programme is also need of the hour. Our organization is of proposals, assessment of working incorporated within Induction train- capital, MSME products and schemes ing module. Faculty from Staff College investing heavily in human resource. and processing of the same in LAS, IRB is assigned as mentor for the Proba- It is up to the candidates to ensure Rating , fund and non fund based pro- tionary Officers, so as to enable them that the training program is utilized posals, all these topics are discussed to seek work-related assistance if re- by them fully. If done so, it will be fruit- in length. It is indeed an endeavor to quired. Personal Bi monthly meeting ful for their own career development ensure that POs are theoretically well presided by Zonal heads ensure the and job satisfaction .Organization as a versed with day to day routine as well progress. After each phase, an online whole will be benefited due to capa- as credit handling. Not only this, em- assessment test is conducted by Staff ble workforce and above all we would phasis is given on marketing of third College, marks of which is added in be in a better position to serve our party products also. Now banks are the appraisal of the first year. customers. developed as a single window to all sort of financial services. Hence expo- One important aspect of induction sure to third party product is the de- training is giving due attention on self mand of changing banking scenario development also. The technical skills Sunil Prakash Pal and keeping a pace with it, POs are learned during class room training NRO, Bengaluru

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 39 CUSTOMER ACQUISITION GROUP Journey to become 'Good to a Great Modern Bank'

ustomer preferences have been velopment, partnerships and channel ously new customers by clicking new Cchanging with expectations of activation. opportunities and avenues, leading to higher productivity and profitability. delivery of products and services at a The main objective of the Vertical Single Point of Sale. Shift in customers’ is sourcing of business and sales by Under vision 2020 Bank is striving choice from solely transaction based changing business models through hard to get into the Top 3 National- relationships to advice driven banking new channels and deepening of rela- ized Banks in domestic business and with expectations of very little prod- tionship with the customers. It focus- achieve a return on assets (ROA) of uct delivery time. Moreover, the new es on the retail products of the Assets 1 percent. To fulfill these goals, Bank Business Models introduced by New side (Home Loans, Mortgage Loans, needs not only to maintain the pres- Generation Banks as also some lead- Vehicle loans, Personal Loans, and Ed- ent momentum but also concentrate ing Public Sector Banks have triggered ucation loans etc.), Liability products on combating with the steep compe- sufficient signals, that going forward (Institutional Savings Accounts, - Cor tition. In this way, responsibilities of it is not possible to continue with the porate Current Accounts and Salary the sales team have become more traditional approach in marketing the accounts, Mass marketing of Savings crucial. Accounts, Trusts, Associations and So- products. As on date more than 85% Keeping this in view, Bank included cieties accounts and Govt. A/cs), Third business is due to branch walk-ins ‘Verticalisation of Sourcing’ as one Party Products (Mutual Fund, Life only. of the key areas for the process and Insurance, Non-Life Insurance) and cultural shifts in the bank within the There is a need for complete shift in Digital products( Debit Cards, Credit overall Vision 2020 objectives and the approach to marketing of bank Cards, Aadhar Pay, Mobile Banking, evolvement of CAG products. Marketing activities need to and POS etc.). in the transfor- have a wider perspective and broader mation journey to become “Good to The Vertical aims at driving efficien- geographical coverage with method- a Great Modern Bank”. cy of Marketing Officers across the ical planning. In this backdrop Bank Organization by standardizing their created a separate vertical “Custom- roles and responsibilities with a pri- er Acquisition Group” with the ob- mary objective of acquiring continu- BS Narayanmurty jective - sourcing of new business de- CAG, CO

40 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 gmB~a gwajm g§ñH¥${V

B~a gwajm g§ñH¥${V (grEggr) H$s AdYmaUm gmB~a {H$gr g§JR>Z H$mo gmB~a gwg§ñH¥$V g§JR>Z ~ZmZo Ho$ {bE CÝh| H$B© gmgwajm Ho$ ~mao ‘| bmoJm| Ho$ kmZ, ‘mÝ¶VmAm|, YmaUmAm|, Vah H$s J{V{d{Y¶m§ ì¶mnH$ ñVa na H$aZr Mm{hE O¡go {H$ : Ñ{ï>H$moUm|, {dMma, ‘mZX§S> Am¡a ‘yë¶ H$mo g§X{^©V H$aVr h¡ Ed§ do ● {’$qeJ B©‘ob/ {dqeJ/ pñ‘qeJ {gå¶wboeZ EŠggm©BµO. H¡$go BÝh| gyMZm àm¡Úmo{JH$s Ho$ O[a¶o Xÿgam| Ho$ gmW g§ì¶dhma ‘| ● à{V{XZ gmB~a gwajm na H$‘©Mm[a¶m| Ho$ ‘mo~mBb g§Xoe, B©‘ob, à¶moJ H$aVo h¢, Bggo OwµS>r hþB© h¡. ^oOZm. ● gmB~a gwajm Ho$ g‘mMma H$mo ^oOZm. ● AmE {XZ {‘bZo gmB~a gwajm g§ñH¥${V, gmB~a gwajm OmJê$H$Vm Am¡a gyMZm gwajm H$mo dmbo AmbQ²g© H$‘©Mm[a¶m| H$mo ~VmZm. ● gmB~a gwajm g§~pÝYV H$‘©Mm[a¶m| Ho$ {dMmam|, AnZo H$m‘, AmXVm|, AmMaU H$m EH$ A{^Þ {Xem{ZX}em| Ho$ nmoñQ>a H$m¶m©b¶m| ‘| bJdmZm. ● g§JR>Zm| H$m gmB~a A§J ~ZmZo Am¡a CÝh| AnZo X¡{ZH$ H$m¶m] ‘| Omo‹S>Zo go g§~pÝYV h¡. gwajm g§~pÝYV {H$Vm~| Ed§ AÝ¶ AÜ¶¶Z gm‘J«r H$‘©Mm[a¶m| ‘| {dV[aV H$admZm. H$‘©Mm[a¶m| H$mo gmB~a gwajm H$m à{ejU XoZm. g§JR>Zm| ‘| A{YH$m§e S>mQ>m C„§KZ, ‘mZd Ûmam {H$E JE H$m¶m] H$m ● àýmoÎmar Ed§ OmZH$mar H$s à{VñnYm© H$admZm. gmW hr gmW Omo n[aUm‘ h¡ O~{H$ gmB~a gwajm nm°{bgr g^r g§JR>Zm| ‘| Am‘Vm¡a H$‘©Mmar BÝh| AÀN>o VarHo$ go AnZo OrdZ ‘o CVmaVo h¢, Omo gmB~a na ~ZmB© hþB© h¡, H$‘©Mmar H$mo CÝh| {Z¶‘m| Ho$ ~Om¶ {Xem{ZX}e Ho$ gwajm Ho$ à{V AÀN>m H$m¶© H$aVo h¢ CÝh| nwañH¥$V Am¡a gå‘m{ZV ê$n ‘| Cn¶moJ H$aZm Mm{hE. Bgr àH$ma JbV VarH$m| go EH$sH¥$V H$aZm Mm{hE, àepñV nÌ XoZm Mm{h¶o, {Oggo AÝ¶ bmoJmo| H$mo àoaUm Am¡a Cn¶moJ {H$E OmZo na àmoÚmo{JH$s g§JR>Zm| H$s gwajm Zht H$a {‘bo. ● H$‘©Mm[a¶m| H$s gmbmZm ‘yë¶m§H$Z ‘| gmB~a gwajm Ho$ à{V gH$Vr. gmB~a gwajm g§ñH¥${V H$mo ~‹T>mdm XoZo go ‘mZ{gH$Vm ‘| {H$E JE H$m¶m} H$mo Omo‹S>Zm BË¶m{X. ~Xbmd hmoJm. gwajm OmJê$H$Vm ‘| Am¡a OmopI‘m| H$mo g‘PZo ‘| EH$ g§ñH¥${V V^r ’$b-’y$b gH$Vr h¡ O~{H$ Cgo bJmVma nmofU ~‹T>moVar XoIr JB© h¡. H$‘©Mm[a¶m| go ‘O~yaZ gwajm ì¶dhma H$aZo {‘bo, Š¶m|{H$ EH$ g§ñH¥${V V^r AnZm ApñVËd ~Zm H$a aI H$o ~Om¶ g§JR>Zm| ‘| nma§n[aH$ g§ñH¥${V H$m {dH$mg hmoVm h¡. {H$gr gH$Vr h¡ O~ dh à^mdr Vm¡a na bmoJm| Ûmam ñdrH$ma {H$E OmE. Ho$ O~aZ {Xem{ZX}e Ho$ ~J¡a hr H$‘©Mmar AnZo ha H$m¶© ‘| gmB~a gwajm H$mo Ü¶mZ aIVo hþE hr H$aVm h¡. EH$ ‘O~yV gmB~a gwajm g§ñH¥${V H$m {Z‘m©U H$aHo$ Am¡a Cgo g§JR>Z H$s ‘w»¶ g§ñH¥${V Ho$ gmW Omo‹S>H$a hr EH$ gmB~a gwa{jV g§JR>Z AJa gmB~a gwajm EH$ g§ñH¥${V Ho$ ê$n ‘| {dH${gV hmoJr Vmo H$m {Z‘m©U g§^d h¡. H$‘©Mmar AnZo X¡{ZH$ H$m¶m] Ho$ ha nhby ‘| gwajm H$m Ü¶mZ aI|Jo Am¡a CZgo H$‘ go H$‘ ^yb hmoZo H$s g§^mdZm ahoJr, {Oggo {H$ H$m¶m©b¶ ‘| gmB~aKmV Ed§ Cgo amoH$Zo Ho$ Hw$N> Cnm¶ g§JR>Z gmB~a gwa{jV g§JR>Z ~ZmZo H$s Amoa AJ«ga hm|Jo. g§JR>Zm| Ho$ ^rVa grEggr H$m¶©H«$‘m| H$s g‘P Am¡a CËWmZ XmoZm| H$mo ~‹T>mdm XoZo ‘| ghm¶Vm Ho$ {bE, g§JR>ZmË‘H$ {dkmZ, ‘Zmo{dkmZ, H$mZyZ Am¡a gmB~a gwajm g{hV H$B© {df¶m| Ho$ g‘P H$s Adí¶H$Vm hmoVr h¡. EH$ ‘O~yV gmB~a gwajm g§ñH¥${V H$m {Z‘m©U H$aZm EH$ ‘wíV J{V{d{Y Zht h¡, O~{H$ AJa gmB~a gwajm g§ñH¥${V H$mo g§JR>Z H$s g§ñH¥${V ‘| g‘m{hV H$aZm h¡ Vmo ¶o bJmVma MbZo dmbr Am¡a H«$‘dV {dH${gV hmoZo dmbr à{H«$¶m h¡. {Og‘| {H$ g§JR>Z Ho$ Cƒ à~§YZ Ho$ ^r ^mJrXmar hmoZm AË¶§V Amdí¶H$ h¡, Š¶m|{H$ AJa Cƒ à~§YZ Bg g§ñH¥${V H$mo AnZo OrdZ ‘| Am¡a à{V{XZ Ho$ H$m¶m] ‘| CVma|Jo V^r AÝ¶ H$‘©Mmar CZH$m AZwgaU H$aVo h¢ Am¡a AnZr A{‘V Zmam¶U ‘mWwa AmXVm| H$mo ~Xb|Jo. grAmB©EgAmo, Ho$.H$m.

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 41 H$mS>© ŠbmoqZJ - ‘wÔo Am¡a gmdYm{Z¶m§

(POS) ‘| H$aVo h¢. Bg CnH$aU ‘| H$mS>© OmVr h¡. "{nZ' H$s Mmoar Ho$ {bE EH$ Am¡a "ñdmBn' H$aZo go H$mS>© H$s gmar gyMZmE°§ VarHo$ H$m à¶moJ ^r {H$¶m OmVm h¡ {Og‘| aVr¶ [aµOd© ~¢H$ Ho$ Am§H$‹S>o Ho$ Cg‘| "ñQ>moa' hmo OmVr h¡ {Ogo {H$gr ZH$br E.Q>r.E‘. Ho$ "H$s-~moS>©' na EH$ ZH$br AZwgma ‘B© 2018 go ‘B© 2019 Ho$ "ŠbmoZ' H$mS>© na {bIH$a CgH$m Xþén¶moJ "H$s-~moS>©' bJm {X¶m OmVm h¡ Omo {nZ H$s ^m~rM H«o${S>Q> H$mS>© Ed§ S>o{~Q> H$mS>© go {H$E H$a {b¶m OmVm h¡. gyMZm XO© H$a CÝh| ŠbmoqZJ H$aZo dmbo OmZo dmbo g§ì¶dhmam| (Transactions) Ho$ Bg àH$ma H$s H$mS>© ŠbmoqZJ ‘| gm‘mÝ¶V: ì¶{º$ H$mo ào{fV H$a XoVm h¡. Am§H$‹S>m| go ghOVm go H$mS>m] H$s bmoH${à¶Vm ¶h nm¶m J¶m h¡ {H$ H$mS>© ŠbmoZ H$aZo dmbo MoVmdZr, g§Ho$V Ed§ gmdYm{Z¶m§ H$m AZw‘mZ bJm¶m Om gH$Vm h¡. bmoJ A{YH$Va goëg‘¡Z, hmoQ>b Ho$ doQ>a, O¡gm {H$ h‘Zo XoIm, H$mS>© H$s ŠbmoqZJ noQ´>mob n§n na H$m¶© H$aZo dmbo H$‘©Mmar {d{^Þ àH$ma go H$s Om gH$Vr h¡. H$mS>©- BË¶m{X H$m gh¶moJ boVo h¢. ¶{X Amn AnZo Cn^moº$m AnZr gVH©$Vm go ŠbmoqZJ Ho$ IVao H$mS>© H$mo {H$gr AÝ¶ Ho$ hmWm| ‘| gm¢n aho h¢ H$mo H$‘ H$a gH$Vm h¡. H$mS>©-Cn^moº$m H$mo Vmo gmdYmZ ah| {H$ H$ht dh ì¶{º$ AmnHo$ ŠbmoqZJ go g§~§{YV Hw$N> MoVmdZr g§Ho$Vm| go H$mS>© H$s ŠbmoqZJ Vmo Zht H$a ahm h¡. gmdYmZ ahZm Mm{hE. BZ g§Ho$Vmo ‘| go Hw$N> ¶hm± na ¶h Ü¶mZ XoZo H$s ~mV h¡ {H$ H$mS>© {ZåZ àH$ma Ho$ hmo gH$Vo h¢ :- BZ H$mS>m] Ho$ ~‹T>Vo à¶moJ go Ohm± EH$ Amoa H$s ŠbmoqZJ hmoZo Ho$ {bE ¶h Amdí¶H$ H$mS>©YmaH$m| H$mo AZoH$ àH$ma H$s ZB© ~¢qH$J (i) E.Q>r.E‘. na ì¶dhma H$aZo go nhbo Zht h¡ {H$ ¶h V^r hmo, O~ Amn AnZo Š¶m Amn Ü¶mZ XoVo h¢ {H$ E.Q>r.E‘. XoIZo gw{dYmE°§ àmá hþB© h¢ dht Xÿgar Amoa H$B© H$mS>© H$mo {H$gr Am¡a ì¶{º$ Ho$ hmWm| ‘| Xo ~ma CÝh| ZE àH$ma Ho$ IVam| H$m ^r gm‘Zm ‘| gm‘mÝ¶ bJ ahm h¡ Am¡a Cg‘| Hw$N> aho hmo ~pëH$ H$mS>© H$s ŠbmoqZJ IwX AmnHo$ Agm‘mÝ¶ n[adV©Z Zht h¢. H$aZm n‹S>Vm h¡. ‘w»¶ ê$n go H$mS>© go g§~§{YV hmWm| go ^r hmo gH$Vr h¡ Am¡a dh ^r {~Zm YmoImY‹S>r Xmo àH$ma go hmoVr h¡, àW‘, Imo AmnH$s OmZH$mar Ho$ ! O~ Amn EQ>rE‘ go (ii) Š¶m E.Q>r.E‘. ‘| H$ht Iwbo Vma, Q>on ¶m JE AWdm Mmoar {H$E H$mS>m] Ûmam Am¡a {ÛVr¶ n¡go {ZH$mbZo OmVo h¢ Vmo gm‘mÝ¶V¶m Amn Jm|X BË¶m{X Vmo Zht {XImB© Xo aho h¢? ZH$br ¶m ŠbmoZ {H$E JE H$mS>m] Ûmam. AnZm H$mS>© IwX "ñdmBn' H$aVo h¢. naÝVw, (iii) Š¶m H$mS>© arS>a gm‘mÝ¶ {XI ahm h¡? ¶hm± na ¶h g‘PZm Amdí¶H$ h¡ {H$ AmpIa H$^r-H$^r ¶h ^r g§^d hmo gH$Vm h¡ {H$ H$ht Cg‘| Cna go Hw$N> Am¡a Vmo Zht bJm H$mS>© ŠbmoqZJ AWdm pñH$q‘J hmoVr Š¶m h¡? Cg E.Q>r.E‘. ‘erZ ‘| Agbr H$mS>© arS>a hþAm àVrV hmo ahm h¡? Ho$ D$na ZH$br "H$mS>© arS>a' bJm hmo Omo ^maVr¶ [aµOd© ~¢H$ H$s n[a^mfm Ho$ AZwgma (iv) E.Q>r.E‘. na {nZ S>mbVo g‘¶ Š¶m AmnHo$ H$mS>© H$s ŠbmoqZJ H$a ahm hmo. H$mS>© ŠbmoqZJ go S>o{~Q> AWdm H«o${S>Q> H$mS>© ñH«$sZ na **** (ñQ>ma) {XIm¶r Xo aho H$s Mwå~H$s¶ nÅ>r na XO© gyMZmAm| H$s H$mS>© ŠbmoqZJ Ho$ g§X^© ‘| Bg g§^mdZm go h¢. AZ{YH¥$V Ed§ Ad¡Y ê$n go H$s OmZo dmbr ^r B§H$ma Zht {H$¶m Om gH$Vm h¡ {H$ AmnHo$ (v) H$mS>© go IarXmar H$aVo g‘¶ H¡${e¶a ZH$b Ûmam àmßV H$s JB© gyMZmAm| go ŠbmoZ H$mS>© H$s ŠbmoqZJ AmnH$mo H$mS>© {‘bZo Ho$ AWdm AÝ¶ H$‘©Mmar AmnH$m H$mS>© boH$a ¶m ZH$br H$mS>© ~ZmH$a {d{^Þ àH$ma H$s nhbo hr H$a br JB© hmo. ¶{X AmnZo H$mS>© Aën g‘¶ Ho$ {bE AmnHo$ gm‘Zo go hQ> Vmo YmoImY‹S>r H$s OmVr h¡. Ho$ {bE AmdoXZ {H$¶m h¡ Vmo ¶h Adí¶ Zht J¶m h¡? ¶{X Amn gmoM aho h¢ {H$ H$mS>© H$s "ŠbmoqZJ' gw{Z{üV H$a| {H$ H$mS>© AmnH$mo gwa{jV ê$n AWdm ZH$b H$aZm AË¶ÝV H${R>Z ¶m go ~§X {b’$m’o$ ‘| àmá hmo. ¶{X H$mS>© AmnH$mo (vi) Š¶m XþH$mZ H$m H¡${e¶a ¶m H$‘©Mmar VH$ZrH$s H$m¶© h¡, Vmo Amn JbV h¢. H$mS>© Iwbo {b’$m’o$ ‘| àmá hmo ¶m AmnH$mo {H$gr AmnH$m H$mS>© EH$ go A{YH$ ~ma 'ñdmBn' na {bIr gyMZmAm| H$s Mmoar H$aZo ‘| ‘mÌ àH$ma H$m ^r g§Xoh hmo Vmo Cgo ñdrH$ma Z H$a| Vmo Zht H$a ahm h¡? Hw$N> goH|$S> hr bJVo h¢ Am¡a ¶h H$m¶© EH$ Am¡a g§~§{YV ~¢H$ H$mo Vwa§V CgH$s gyMZm X|. (vii) H$ht Amn hmoQ>b ‘| ¶m {H$gr XþH$mZ na AË¶§V N>moQ>o go CnH$aU Ho$ ‘mÜ¶‘ go {H$¶m E.Q>r.E‘. H$mS>© H$s ŠbmoqZJ Ho$ gmW-gmW AnZm H$mS>© {~b Ho$ ^wJVmZ Ho$ {bE {H$gr Om gH$Vm h¡, {Og‘| go Ho$db Agbr H$mS>© H$B© ~ma ŠbmoqZJ H$aZo dmbo bmoJ E.Q>r.E‘. H$mo bo OmZo Ho$ {bE Vmo Zht Xo aho h¢? H$mo EH$ ~ma JwOaZm hmoVm h¡. R>rH$ Cgr ‘| EH$ H¡$‘ao H$m à¶moJ ^r H$aVo h¢ {Oggo (viii) H$ht Amn noQ´>mob ^aZo Ho$ ~mX H$ma ‘| àH$ma O¡go {H$ h‘ {H$gr EQ>rE‘ ¶m nm°g H$mS>© à¶moJH$Vm© Ho$ {nZ H$s Mmoar g§^d hmo ~¡R>o-~¡R>o H$mS>© XoH$a noQ´>mob H$m ^wJVmZ Vmo

42 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 Zht H$a aho h¢? {OQ>a (Jitter) VH$ZrH$ A{V[aº$ gyMZmAm| Ûmam H$mS>©YmaH$ H$s (ix) Š¶m Amn AnZo H$mS>© Ho$ ñQ>oQ>‘|Q> H$mo {OQ>a VH$ZrH$ H$m à¶moJ CZ E.Q>r.E‘. ‘| nhMmZ (Multi Factor Authentication) Ü¶mZ go XoIH$a CgH$s Om±M H$aVo h¢? {H$¶m Om gH$Vm h¡ Ohm± na "‘moQ>a' go MbZo Bg VH$ZrH$ ‘| ŠbmoZ {H$E JE H$mS>© ¶{X AmnH$mo bJVm h¡ {H$ Cº$ ‘| go Hw$N> dmbo H$mS>© arS>a bJo hmoVo h¢ AWdm {OZ Ho$ Xþén¶moJ H$mo amoH$Zo Ho$ {bE Ed§ ghr gmdYm{Zµ¶m± Amn Zhr aIVo h¢ Vmo VwaÝV E.Q>r.E‘. ‘| H$mS>© ‘erZ Ûmam A§Xa ItM H$mS>© Cn^moº$m H$s nhMmZ Ho$ {bE "{nZ' AnZo H$mS>© Ho$ ñQ>oQ>‘|Q> Am¡a ImVo H$s Om§M {b¶m OmVm h¡. {OQ>a VH$ZrH$ E.Q>r.E‘. Ho$ A{V[aº$ AÝ¶ gyMZmE°§ ^r Cn^moº$m H$a| Am¡a g§Xoh hmoZo na Amdí¶H$Vm AZwgma H$mS>© H$mo A§Xa ê$H$-ê$H$ H$a ItMVm h¡ go ‘m§Jr OmVr h¡ Omo ŠbmoZ H$aZo dmbo Ho$ "{nZ' n[ad{V©V H$a b| ¶m H$mS>© Ûmam AmJo Am¡a gyMZmE°§ n‹T>Vm h¡ {OgHo$ H$maU ¶{X nmg CnbãY Zht hmoVr. CXmhaU Ho$ {bE ì¶dhma amoH$ XoZo Ho$ {bE g§~§{YV ~¢H$ H$mo H$moB© ~mhar H$mS>© ŠbmoqZJ CnH$aU bJm ^r Cn^moº$m Ho$ ‘mo~mBb na AmZo dmbm Amo. gy{MV H$a|. hmo Vmo dh R>rH$ àH$ma go gyMZmE°§ J«hU Zht Q>r.nr. nmgdS>© (One Time Password) ¶m H$a nmVm. EQ>rE‘ H$mS>© na ~Zo {J«S> na {~Zm H«$‘ ‘| ŠbmoZ H$mS>© Ho$ Xþén¶moJ ¶h VH$ZrH$ CZ E.Q>r.E‘. ‘| à^mdr Zht {bIr g§»¶mAm| ‘| go {H$gr EH$ H$m nyN>Zm. H$mS>© H$s Mmoar AWdm ŠbmoqZJ Ho$ Cnam§V hmo gH$Vr Ohm± na H$mS>© Cn^moº$m Ûmam H$mS>© ¶{X H$mS>© ŠbmoZ {H$¶m J¶m hmo Vmo ^r BZ CgHo$ Ûmam A{YH$Va ‘m‘bmo ‘| dñVwAm| ¶m arS>a ‘| S>mbH$a {ZH$mb {b¶m OmVm h¡ gyMZmAm| Ho$ A^md ‘| CgH$m Xþê$n¶moJ godmAm| H$s IarXmar H$a br OmVr h¡ {OgH$m AWm©V ñdmBn {H$¶m OmVm h¡. EQ>rE‘ na g§^d Zht hmo gHo$Jm. {~b H$mS>© Cn^moº$m Ho$ nmg nhþ§MVm h¡. ¶{X ^wJVmZ àUmbr H$s gwajm H$mS>© H$s ŠbmoqZJ Ho$ gmW- gmW {nZ H$s gr.nr.Ho$. (CPK) VH$ZrH$ Mmoar ^r hmo OmVr h¡ Vmo H$B© ~ma ŠbmoZ H$mS>© grnrHo$ (Card Protection Kit) VH$ZrH$ go ^maV ‘o§ dV©‘mZ g‘¶ ‘| E.Q>r.E‘. Am¡a go E.Q>r.E‘. Ûmam YZam{e ^r {ZH$mb br bJmVma àgm[aV g§Ho$Vm| Ûmam {H$gr ~mhar nm°g (POS) na {H$E OmZo dmbo ì¶dhmam| OmVr h¡. ŠbmoqZJ CnH$aU H$mo H$mS>© H$s gyMZmAm| H$mo (Transactions) H$m S>mQ>m ({nZ H$mo n‹T>Zo go amoH$m Om gH$Vm h¡. N>moS>µH$a) {~Zm Hy$Q²~Õ (Encript) {H$E Am±H$S>m| Ho$ AZwgma ŠbmoZ H$mS>© ’«$m°S> Ho$ àdm{hV hmoVm h¡ {OgHo$ H$maU Bg S>mQ>m 60% ‘m‘bo B§Q>aZoQ>, Q>obr’$moZ ¶m S>mH$ Eg.S>r.Ho$. (SDK) VH$ZrH$ H$s Mmoar Am¡a CgH$m Xþén¶moJ gå^d h¡. Ûmam IarXmar Ho$ hmoVo h¢, {Ogo gr.EZ.nr. EgS>rHo$ (Surface Detection Kit) VH$ZrH$ ^maVr¶ [aµOd© ~¢H$ Zo hmb hr ‘| Bg ~mao (Cardholder-Not-Present) ’«$m°S> ^r H$hm Ûmam E.Q>r.E‘. Ho$ H$mS>© arS>a Ho$ D$na bJmE ‘| {Xem {ZX}e Omar {H$¶o h¢, {OZ‘| g^r OmVm h¡. JE {H$gr CnH$aU H$s nhMmZ H$s Om gH$Vr ~¢H$m| H$mo ¶y.Ho$.nr.Q>r. (Unique Key Per ŠbmoqZJ amoH$Wm‘ Ho$ Cnm¶ h¡ Am¡a Amdí¶H$VmZwgma E.Q>r.E‘. H$mS>© Terminal), S>r.¶y.Ho$.nr.Q>r. (Derived H$mS>© ŠbmoqZJ amoH$Zo Ho$ {bE VH$ZrH$s ê$n arS>a AWdm E.Q>r.E‘. ‘erZ H$mo ~§X H$a Unique Key Per Transaction) AWdm Q>r. ‘| ^r H$B© àH$ma Ho$ Cnm¶ {H$E OmVo h¢. Bg ŠbmoqZJ H$s g§^mdZm H$‘ H$s Om gH$Vr h¡. Eb.B©. (Terminal Line Encryption) H$s VH$ZrH$ go E.Q>r.E‘. Am¡a nm°g (POS) na g§X^© ‘| hmb ‘| "^maVr¶ amï´>r¶ ^wJVmZ B©.E‘.dr. {Mn H$mS>© (EMV Chip Card) {H$E OmZo dmbo ì¶dhmam| H$m S>mQ>m Hy$Q²~Õ {ZJ‘' Zo Hw$N> {Xem{ZX}e Omar {H$E h¢ Omo B©.E‘.dr. H$mS>© H$mo {Mn H$mS>© ¶m ñ‘mQ>© H$mS>© ‘w»¶ ê$n go {ZåZdV² h¢ :- H$aZo H$s ì¶dñWm EH$ {Z{üV g‘¶ gr‘m Ho$ Zm‘ go ^r OmZm OmVm h¡. BgH$m Zm‘ ‘| H$aZr h¡. (i) E.Q>r.E‘. H$mS>© arS>a ‘| "{OQ>a' (Jitter) ¶yamo no (EUROPAY), ‘mñQ>a (MASTER) Bg àH$ma h‘ XoIVo h¢ {H$ VH$ZrH$s ê$n go VH$ZrH$ H$m à¶moJ H$mS>© Ed§ drgm (VISA) Ho$ nhbo Aja H$mo H$mS>© H$s ŠbmoqZJ H$mo amoH$Zo Ho$ H$B© Cnm¶ (ii) H$mS>© ŠbmoqZJ H$s amoH$Wm‘ àUmbr- {‘bmH$a B©.E‘.dr. {Mn H$mS>© aIm J¶m Wm. Bg àH$ma Ho$ H$mS>© ‘| gyMZmE°§ {Mn ‘| CnbãY h¢ naÝVw {H$gr ^r EH$ VH$ZrH$ H$mS>© àmoQ>oŠeZ {H$Q> (CPK) H$m à¶moJ H$aZm go H$mS>© H$s ŠbmoqZJ H$mo nyU©V: amoH$ nmZm (iii) {nZ n¡S> H$s gwajm àUmbr bJmZm gwa{jV aIr OmVr h¢, {OgH$s ZH$b ¶m ŠbmoqZJ H$aZm AË¶§V H${R>Z hmoVm h¡. BZ AmgmZ H$m¶© Zht h¡. H$mS>© H$s ŠbmoqZJ (iv) E.Q>r.E‘. H$j ‘| A{V[aº$ H¡$‘ao bJmZm H$mS>m] H$s bmJV A{YH$ hmoVr h¡ Am¡a BZHo$ Am¡a CgHo$ Xþén¶moJ go ~MZo Ho$ {bE h‘mar (v) ha E.Q>r.E‘. na gwajm JmS>© H$s {Z¶wp³V {bE {deof H$mS>© arS>a H$s Amdí¶H$Vm hmoVr OmJê$H$Vm hr g~go H$maJa Cnm¶ h¡. H$aZm h¡. ^maV ‘| ^r H$B© ~¢H$m| Ûmam Bg àH$ma Ho$ (vi) J«mhH$m| H$mo OmJê$H$ H$aZm H$mS>© Omar {H$E Om aho h¢. Or. Ho$. gwYmH$a amd jo.H$m.{Xëbr(X{jU)

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 43

Business Process Transformation Initiatives A journey towards change

usiness Process Transformation and required skill sets. Though banks Owing to meeting all these challenges BInitiatives: A journey towards tried to fill the gaps by recruiting for banks have been taking various initia- change. all sectors but the employees required tives. Our bank tried to address these Our Father of the Nation Mahatma training, mentoring and handholding issues through various Business Pro- Gandhi said, “Be the Change you support to adapt to the organization- cess Transformation initiatives. The want to see in the World”. So if any al environment. This also affected the sustainability of any organization de- organization has to survive need to staff productivity. pends on three major factors which are key to affect the performance always follow the process of change. High level of competition and lack of of the bank. These include people, sales culture in PSBs: Banks were fac- Indian banking industry is experienc- process and technology. Hence any ing tough competition from private ing high level of disruption and change change in any of them requires bring- banks, small finance banks and other owing to evolution in technology and ing in sync the other two to make financial institutions. Also it was ob- increasing global reach. Increasing the change more effective. Change in served that the Public sector Banks competition, rising expectation of processes requires onboarding of em- lacked sales culture. Though market- customers and digital transforma- ployees to adopt the change and to ing officers were recruited but banks tion in the payment and settlement drive the change, suitable technology were not able to reap focused bene- systems posed various challenges for intervention is required. For instance public sector banks. However since fits from them. when bank moved to Core Banking past two to three years the banking Dramatic shifts in technology adop- Solutions for the first time, the en- industry as a whole is also facing the tion: Digital banking adoption ap- tire processes underwent change and following challenges which can be peared slow amongst banks, fierce then the employees were required to listed as under: competition in these areas were also be trained to move to and adopt the Deteriorating Asset Quality: Banks driving down price levels and encour- new technology platform. have been facing serious issues re- aging a surge in data usage which also Among the various initiatives to- lated to rising NPAs and overall Asset forced the banks to enter into the in- wards Business Process Transforma- quality. In 2017 the over-all Stressed ternet space. These digital entrants tion to revamp the processes our assets crossed more than 40 percent are deconstructing multiple parts of bank launched the Project Utkarsh which required immediate interven- the value chain currently dominated by partnering with Mckinsey& Co as tions for effective monitoring and- re by brick-and-mortar players. covery. our Knowledge partner which aimed Changing regulatory paradigms: Var- at devising branch models. Business Lack of Standardisation of Processes ious regulatory initiatives facilitating Transformation project scope includ- and Compliances: One of major rea- competition (e.g. new bank licenses, ed understanding the Bank’s position sons of the poor asset quality was as- on-tap license, etc) and building dig- on “As is Where is basis”, diagnosis of certained as lack of standardisation in ital infra (e.g. IndiaStack, Digilocker) Bank’s position and areas of improve- process. Statutory, regulatory compli- were also bringing a lot of disruptions ment, designing suitable strategies ances were deviated owing to lack of in the banking space. Also regulators and models based on the feedback uniformity all across the systems and norms becoming more stringent pos- from field under Bottom-Up ap- procedures. ing restrictions to limit bad loan- ex proach. Rising Skill Gaps & Lack of Succession posure also limited on corporate loan Scope of the business transformation Planning: With new recruitments in growth and banks had to focus on the project under Union Utkarsh has 5 place and increased level of super- Retail Agriculture and MSME sectors key areas and themes: annuation led to various challenges for higher level of sustainable busi- leading to lower level of experience ness. i. Business Process Re-engineering

46 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 ii. Alternate channel enablement Acquisition group for asset sales and ing included the following initiatives; marketing; iii. Revamping marketing and sales • Online customer grievance portal iv. Human resource development iii. Creation of DART for stressed as- with status tracking sets with a focus on ₹ 50+ crore NPA v. Business Analytics • Ramp access across eligible branch- accounts This was an effort to transform the es iv. Area Managers for Agri growth businesses processes and create busi- • Centralized Processing Centres for implemented in 21 high potential ness values. The entire project can better asset quality be distributed in three phases which districts in the region, which later were as under; merged with USK. Currently with the • System based triggers & alerts for formation of USKs the Development classification & identification ofac- Phase I Managers have been assigned for he tion required in stressed assets i. Union Xperience branches: Rede- inclusive development of the area. • Establishing outbound call centres signing the branch model to stream- II. Further refinement, scale up usage for recovery & collection line processes and increase sales (out- of business analytics and capability bound and service to sales); the main • Centralized Overdue Notice Dis- building of Business Intelligence Unit patch objective being to create a memora- team. ble life time experience for the cus- • Specialized team to strengthen tomers. Effective Catchment planning III. Scaling up Project Utkarsh in other monitoring of stressed assets. for all mapped branches were done regions and support to Business Pro- so as to promote the customer acqui- cess Transformation Vertical. Various initiatives introduced in this sition process. space included Three pillars of strat- Phase III egy as under; ii. Union Loan Point (ULP): Revamping I. Integrated model for rural and the ULP operating model to reduce I. Centralization of credit: All the cred- semi-urban branches – Union Samrid- it verticals were streamlined by for- Turn Around Time and boost acquisi- dhi Kendra were established. tion through branches and MOs; mation of creation of centralized pro- II. Build advanced analytics models in cessing cells at all levels as iii. SARAL: Revamping SARAL to the areas of Bank’s priorities such as a. Corporate Banking: Strengthening streamline MSME loan processing ATM Cash optimization, branch cash, and reduce TAT; Mid Corporate branches and its loan dormancy, EWS. underwriting and processing. The iv. Digital channels: Designing pro- III. Scaling up of Project Utkarsh to Mid Corporates will focus on sourc- grams to increase customer migration other regions to cover 35 regions. ing, processing and monitoring of Mid and availability; Corporate Accounts with limits over With the Branch Model in place the v. HR: Designing and implementing and above Rs.50.00 crore to Rs.150 bank which focused more on custom- Succession planning, PO job-rotation crores. Over and above the limits er acquisition, digitalization and de- programs, Manpower calculator, HR the Industrial Finance Branches were velopment of alternate channels bank shared service centre; strengthened under the Large Corpo- moved further to strengthen its asset rate Vertical. vi. Business analytics: Setting up the quality and increase in profitability. Business Analytics Team, designing b. MSME: Expanding SARAL scope to The bank also redefined its Vision and implementing the cross-sell mod- become processing hubs for all loans document as Vision 2020 which reads el through campaigns; above 50 Lakhs to 50 Crore. Many SA- as under; RALs and SARAL Lite at small centers Phase II “To be a next-generation digitally-en- were opened. I. Organization initiatives: Bank- car abled Universal Bank known for in- c. Retail: For increasing the scope of ried out a detailed diagnostic study clusive, responsive and responsible retail loans Union Loan Points be- on organization structure and operat- banking through customer centric came specialized processing cells only ing model and undertook the follow- business models and significant in- at zonal/ city levels. These focused on ing: vestment in employee development”. Mortgage and Housing Loans. i. Large Corporate verticalization with This Vision 2020 document is a road d. Agriculture: Agriculture sourcing pilot launch of the new operating map for the bank to attain 3rd largest and loan processing hubs in the form model in 5 IFBs Nationalised Bank position in domes- of Union Samriddhi Kendras were tic public sector space, having aRe- ii. Home and Mortgage Loan (HL-ML) opened for rural and semi-urban turn on Assets at 1%. cells piloted in 5 regions; Currently branches and in key districts. Many the team is merged with Customer The move towards responsive bank- branches were mapped with USKs

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 47 and ULPs for sourcing of leads. b. Competition of banks have contin- related to stressed assets, NPA and ued to strengthen “feet on street” dashboard for viewing the perfor- The main objective of centralised sales force to drive acquisition and mance and early warning signals. processing was to improve the cred- provide better customer experience it underwriting quality and bring h. A call centre manned with ~ 80 more focused approach towards Some of the major changes in this agents to focus on early default of various segments of customers. This space included formation of a Corpo- small size loans for tele calling needs would also bring in standardisation rate Vertical at C.O. with a CAG Head; has been set up. Reporting of marketing officers was in process and procedures, improve i. Centralized issuance of demand no- made directly to Regional CAG Head the documentation and compliance tices and follow up have been intro- and CAG, CO; and CAG team at Cen- standards. It also will bridge gaps for duced. required skilled manpower towards tral office to focus on pan-India tie- credit underwriting. ups which may be sourced at Corpo- IV. Formation of Union Samriddhi rate level. Kendra is a unique initiative of bank- It was also thought that once the pro- ing industry wherein even the rural III. Specialization in monitoring and cessing were brought through CPCs, and semi urban areas were brought recovery: The posing NPA prob- the branch and other channels may under Specialised processing aimed lem and increased stress in assets be utilised for creating more leads at enhancing ease of banking through to alarming levels more specialized and addressing the customer’s re- centralization, digitization &in- monitoring and recovery teams were quirements and improving marketing creased coverage. The key tenets of formed. The efforts taken in this di- and customer service levels.This was the model can be defined as aimed at creating room for an - em rection included a. Suvidha (Centralization): powered sales force for lead genera- a. Integrated credit monitoring and tion at spoke branches linked to the recovery processes in the organiza- i. Centralized, digitized and paperless Centralised processing cells. tion flow of proposals Hence it was observed that the CPCs b. Specialized Credit Monitoring Set ii. Outreach to customer’s doorstep enabled the following changes as un- up at Corporate Office through tablets where in the RDO will der: reach out the farmers and generate c. Formation of Credit monitoring loans using the tablet. • Use of digitized flows for lower Turn teams at various levels especially at Around Time and better customer ex- ROs and ZOs apart from Central Of- iii. Improved TAT: Loans were to be perience fice. sanctioned within ~3 days • Higher flow of loans from branches d. A specialized turnaround team at b. Sampark (Sales): due to comfort of product. the zonal level of ~50 skilled and driv- i. Increased coverage for customers • Independence in loan processing en officers with credit background (business correspondents and tie- and sanctioning leading better quality and right scale to act on higher size ups) of book and risk control. MSME loans ii. Enhanced avenues and alternate II. Verticalization of Sourcing: Forma- e. Use of analytics for early signals: channels for bank to generate cus- tion of Specialized Customer Acqui- The Business Intelligence Unit ana- tomer leads (partnerships and Busi- sition Group (CAG) for new business lysed the behavior characteristics of ness Correspondents) development through new channel credit customers and devised mod- c. Sahaj (Digital Migration) development, partnerships and chan- els for identification of early signal nel activation was another initiative. accounts enabling to take prompt re- i. Enhanced access to banking servic- The main objective behind the forma- covery action. es via an increase in number of ser- tion of CAG was to introduce Product f. Standardized processes and prioriti- vice touch points (digi-cash points, specialized marketing teams who will zation enabling monitoring as integral ATMs, business correspondent ken- have more focus and direction. All the part from the inception of loan dis- dras etc.) This was aimed at reaching marketing officers were mapped with bursement. out to more set of customers as well products and made part of a single as bring in ease of doing business for g. Use of technology tools: Various Vertical focusing more on acquisition rural customers. technology tools were adopted like of new customers. the Recovery App which is an app Inorder to make our employees aware a. Customer preferences and engage- focusing on various key features en- towards the change and transforma- ment models have changed from abling tracking of NPA borrowers. A tion several Town Hall Meetings were Branch walk-ins to sales and service credit monitoring portal was formed conducted keeping into mind the fol- at different channels. which gives all important information lowing objective;

48 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 • Creating sense of urgency for the focus on building all round skill sets; was developed for helping insourcing change: How we all have to adapt including classroom and on the job of MSME leads. to the changed initiatives owing to training in 4 phases III. For Customer Care and Service : changing paradigms. c. Mandatory e-learning – Officers to Introduction U Control which enabled • Showcasing the vision and strate- clear 5 E-learning modules pertain- the customer to manage their limits gies: Why and how can we achieve ing to his/her job role. Mandatory of various cards, Chabot for online our corporate vision in the Centenary E-learning is having 5 marks under chatting for their queries and M-Pass- Year Performance Management System. book wherein the passbook can be generated online were introduced. • Creating ownership at all levels: VII. System driven Performance Man- With the change in processes how we agement System with focus on profit- IV. Social Media Presence:Our bank need to create ownership at all levels. ability and efficiency in KRAs. entered into social media having a line Facebook page, Instagram Ac- HR Initiatives: As mentioned above In order to make our employees count, Twitter handle Linked-in and the people behind the project form aware towards the change and trans- You tube account. This adding more the backbone and key tenet for any formation several Town Hall Meetings visibility to the bank as well as helping transformation process. So in order were conducted keeping in mind the us to increase our reach. to increase the adaptability many HR following objective; friendly initiatives were taken since V. Improved Internet Banking and Un- • Creating sense of urgency for the the inception of Project Utkarsh. ion Bank Portal to add more security change: How we all have to adapt features and wide coverage. 1. Formation of a Shared Service to the changed initiatives owing to Center–Union Suvidha which is in- changing paradigms. Cyber Security Measures: Cyber se- volved in centralised processing of all curity has been the need of the hour • Showcasing the vision and strate- expenditure bills related to staff wel- and our bank formed a well-managed gies: Why and how can we achieve fare. Cyber security cell equipped with our corporate vision in the Centenary skilled persons who are experts in 2. Creation of an HR Support Portal Year this domain and carrying out continu- “HR AapkeSaath” wherein all infor- • Creating ownership at all levels: ous surveillance and monitoring of IT mation related to staff matters were With the change in processes how we transactions and other interventions. placed at one place. need to create ownership at all levels. Roll Out of Finacle 10- As a major 3. Creation of grievanceredressal Digital Banking and IT initiatives: For leap towards technology our bank im- portal for employees “HR AapkeD- all the changed interventions tech- proved its CBS platform from Finacle war” which will provide an online nology plays an important role hence 7 to Finacle 10 version from 13th May platform for the employees to place apart from various initiatives men- 2019. This aims at meeting the bank’s their grievances and seek support. tioned above several initiatives for commitment to provide latest tech- V. Creation of Job Families: Seven Job digital transformation were taken nology based services to its custom- Families for officers in Scale I-IV were which can be briefly defined in three ers. Bank conducted massive train- created. 4 based on business (sales major categories. ing program covering all employees; & marketing, credit & risk, treasury I. Digital enablement for Transac- up-gradation of servers and hard- &forex and Agri& financial inclusion) tion: In order to make a next genera- ware, extensive testing of software and 3 based on platform (IT, Digital tion digitally enabled bank, the bank to stabilise the roll out so as to have & CISO, HR & Vigilance and Central started the digital deepening across lesser inconvenience to its customer. Accounting, Economic Intelligence & various business lines. For easing of Thus this is a small effort to cover Analytics). This will encourage spe- transactional banking the new version some of the major initiatives taken cialized and focused empowerment of U Mobile App has been introduced. by our bank towards transformation and enrich performance of staff. A Union Combo Card with features of whereas with the changed processes VI. Training & Development: Several both Debit and Credit Card has been and technology bank has a long way flagships programs were introduced launched. to go and as we are celebrating our towards improvement of employees. II. For Business Acquisition: Tablet Centenary year we have to take sev- a. Union Bhavishya – 12 months learn- banking was leveraged and use of eral other efforts to make our bank ing journey for leadership develop- tablets for CASA acquisition, USK loan an empowered entity to achieve our ment and capacity building program processing were launched. For NPA Corporate Vision. to groom the leaders of the future recovery Recovery App and OTS Cal- culator was introduced. For encour- b. 52 weeks PO on-boarding program aging MSMEs A Union Mudra Portal Dr. Chetna Pandey – Job rotation across key roles with BPT, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 49 November. Since every year the premium amount changes and expenditure towards premium is born by the Medical Insurance for Retired retiree themselves it was a mandatory to collect their consent every year. Employees: Further there is option of domiciliary and non domiciliary policy with different premium rates. There is always From Manual to Online provision of shifting from domiciliary policy to non domiciliary policy. It s we moved from 9th Bipartite Set- Central Office. The consent forms re- was experienced not once but twice Atlement to 10th Bipartite, along ceived on mail were taken prints for that the collection of manual consent with all regular features, a new one further recording. forms and updation of the same in Ex- was introduced which happened to While capturing record in excel cel as also maintenance and upkeep of hard copies was a tedious process. be a major change for both existing sheets, it was observed that the same An online module was thus conceptu- and retiree staff members. This new consent form was sent on mail on alized, which could provide feature was introduction of Medical several different dates. Further, con- Insurance Scheme in lieu of existing sent form was followed by refusal 1. Ease of application from any place in house hospitalization scheme. This form by the same retiree. Also the at any time of the day as the online new feature extended the benefit to consent form received on mail was module was available on Union Bank’s Retired staff members too. While the received through post as well. This Corporate Website. basics of Medical insurance scheme resulted in lot of duplication of work were very much explained in the Bi- 2. Real time submission of applica- as well as confusion viz. what should partite/Joint Note and would have tion; consent or withdrawal. Bank consider for a retiree who has hardly affected the existing employ- 3. Provision for modification/correc- submitted both consent and refusal. ees as premium was to be paid by tion of personal information. All the documents thus received had Bank & all employees were by default to be stored properly. Also all the data 4. Immediate generation of acknowl- covered under Medical Insurance, thus collected had to be entered into edgement. the coverage extended to retired employees was an entirely new concept. to an excel sheet for proper record 5. Provision for modification in previ- The challenge, therefore, was inform- keeping. This was too time consuming ous application. ing the eligible retirees regarding the and also duplication of work. There 6. Updation of records on real time benefits of group Medical Insurance were also issues of document lost in basis. and collection of consent of inter- transit. There was no method of providing acknowledgement to the re- Based on the record generated from ested retirees within a short span of backend premium amount is deduct- two months. As the premium amount tired employees which added to the already existing panic. As if this was ed from the designated accounts as towards Medical Insurance was to be mentioned by the retirees. As the paid by the retiree, it was mandatory not enough, during the first renewal of the policy for retired employees, module can be accessed from any to collect the account number through place in the world geographical lim- which premium was to be deducted. there was option given to retirees to choose for policy with domiciliary itations namely retiree being out of A circular was issued informing about India during the renewal process was (say A) and without domiciliary (say the introduction of Medical Insurance no more a hindrance. Further imme- B) benefits. Again, it was observed Scheme and along with it the consent diate generation of acknowledge- that the consent form for policy A was letter was circulated ment provided the retirees with a lot followed by that of policy B and again of peace of mind. The online module Initial Hiccups: policy A. It was difficult to conclude as insured that none of the applications To ensure that no hardships are faced to which policy the retiree is willing to by the elderly in the process of sub- were lost in transit, as there were opt for. It was proved beyond doubt no hard copies involved. This online mission of consent forms, a dedicat- that this manual method will be detri- ed email id was opened wherein the module ensured that we contribute a mental to one and all. This led to the step towards paperless banking. consent forms were to be submitted inception of online portal. in scanned form. Not all PCs are at- Introduction of online module for tached with scanner, hence scanning Introduction of Online Portal for Re- consent in Union Parivar for Medi- consent forms was again a hurdle. tirees for Renewal of the Medical In- cal Insurance of retiring employees: There was thus also provision of sub- surance Policy: While medical insurance benefit is mission of hard copies by way of post The policy for retired employees is available to all existing employees or walk-in to the nearest branch/RO/ renewed every year with effect from by default as Bank pays the premium

50 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 towards medical insurance of all ex- sanctity of data is maintained at all Bank corporate website and Retirees’ isting employees, the employees re- levels as the module can be accessed portal the policy document was also tiring during the tenor of an existing only through PF numbers which are made to all the retired employees on policy have the option to continue unique in nature and can be accessed their given email ids. There were still or discontinue from medical insur- only in intranet. The same module few who are not comfortable with ac- ance. As the retiring employees are also provides for tax benefit certifi- cessing emails. However, it is evident required to pay the pro rata premium cate of existing employees who have that all use mobile phones nowadays. for the remaining period of the poli- opted for Super Top Up policy by pay- Keeping this in mind the mobile num- cy, it was mandatory to provide them ment of extra premium from their ber of all retirees was collected and with an option to continue or discon- end. updated in records. Apart from send- tinue. A new module was introduced Introduction of online portal for re- ing emails, a short SMS is also sent in a Union Parivar where an employee tirees to access claim status with time and again providing with the can provide his consent or withdrawal DMS: A claim document has a long links to Union Bank corporate web- through an online module. Provision journey from the date of submission site, a reminder about policy renewal, is made for auto debit of pro rata to the date of final claim settlement. new premium rates, last date of ap- premium amount from the salary ac- Document passes through sever- plication etc. In case of premium not count of the retiring employee in case al hands before the final amount is being deducted on account of mini- of consent. Employees who choose credited into designated account af- mum balance, one sms is given to the to withdraw from the policy are dis- ter submission of claim document. retiree stating that “account could continued and no premium amount Initially there was no method to track not be debited”. Updation of email is deducted from them. The consent the status of claim document. Look- ids and mobile numbers also ensure for withdrawal is to be given in the re- ing to the hardships faced by the re- that claim details are sent on email tiring month of the employee. In case tirees, an online portal was concep- and SMS to the retirees providing for no option is given it is presumed that tualized which could provide for the the full claim status namely lodgment employee wishes to discontinue from real time claim status and also help of claim, processing, payment. In case the policy. in tracking the documents. The por- of any deficiency in the claim, a defi- Introduction of online portal for pro- tal was made as easy and as simple ciency letter is generated and the de- viding medical insurance tax benefit as it can be so that the elderly do not ficiency letter is emailed to the retiree certificate on UBI net: The retirees face much hurdle into accessing this on given email ID. paying premium towards their Medi- portal. Presently the portal can be ac- Technology has played an impor- cal Insurance are very much eligible to cessed through computers, laptops or tant part in communicating the data claim tax benefit against the premium smart phones. This portal asks for the among the retirees in the most relia- paid. This would require a certificate employee number and password only ble and cheapest method. The use of from insurance company providing (Password is DOB by default). Availa- technology has also ensured that both with the exact premium amount and bility of DMS in this portal provided a existing and retired employees can other details namely policy tenure, lot of relief to the elderly as they were check about their claim status along policy number, date of premium paid constantly under the impression that with respective DMS at any point of and mode of premium paid. Again for the documents have been lost in tran- time within the comforts of their the ease of retirees online module sit. This portal is also available for the home. Online portals come with a fa- was conceptualized where the tax existing employees and has helped a cility of access much after the Banking benefit certificate of all the retirees lot to both existing and retired- em hours, even on Bank holidays. This re- was auto generated and uploaded at ployees in tracking their claim status. duced the dependency on branches/ backend. The portal is made availa- Use of technology for easy and effec- ROs. Online applications ensure sanc- ble on banks intranet and can be active communication: To ensure effec- tity of records even after several years cessed through any branch of Union tive and timely communication with as there is no probability of modifica- Bank. The portal asks for PF number retirees mentioning of email ID and tions in backdate. Though there were of the retiree and asks to follow few mobile number was made mandatory initial hiccups after the introduction steps. Upon clicking the given tab dig- on the consent and claim forms. Bank of online portals, gradually the ben- itally signed tax benefit certificate is makes use of the technology of email efit of online portals was realized by available to the retiree which can be to communicate with the retiree re- all users and the same has been very downloaded, printed or e-mailed as garding renewal of Medical Insurance well accepted now by all. per requirement of the retiree. There along with the last date of application, is no limit on the number of copies the modified terms and conditions, that can be printed. Apart from pro- the new premium amount, as also the viding easy access to tax benefit cer- policy document. Apart from upload- tificates this module also ensured the Shilpa Sarkar ing the policy document on Union HRM, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 51 E‘EgE‘B Ho$ {bE àmß¶ Q´>oS> {S>ñH$mD$§qQ>J {gñQ>‘ (Q>rAmaBS>rEg)

AmaBS>rEg (TReDS) EH$ {S>{OQ>b ßboQ>’$m°‘© h¡ Omo Q>rE‘EgE‘B© B©H$mB¶m| H$mo Zrbm‘r Ho$ ‘mÜ¶‘ go à{VñnYu Xa na CZHo$ àmß¶m| Ho$ ~Xbo {dÎmr¶Z àmá H$aZo ‘| ghm¶Vm H$aVm h¡. Bg ßboQ>’$m°‘© na {d{^Þ {dÎm àXmVm nrEg¶y/H$m°nm}aoQ> H«o$VmAm| Ûmam ñdrH¥$V ~rOH$m| (Accepted Bills) na ~mobr bJmVo h¢. Q>rAmaBS>rEg, E‘EgE‘B© BH$mB¶m| H$mo AnZr àm{á¶m| H$mo Am°ZbmBZ ßboQ>’$m°‘© na nmoñQ> H$aZo H$s AZw‘{V XoVm h¡ Ed§ Am°ZbmBZ ~mobr bJmZo H$s à{H«$¶m Ho$ AZwgma à{VñnYm© Xam| na {dÎmnmofU H$aVm h¡. Bggo CÝh| Z Ho$db {dÎmr¶Z àmá hmoZo H$m n¸$m AmœmgZ àmá hmoVm h¡ ~pëH$ H$m°nm}aoQ> g§ñWmAm| na ~H$m¶m am{e H$m g‘¶ go ^wJVmZ H$aZo hoVw A§Hw$e ^r bJm¶m Om gHo$Jm. RXIL Ho$ Q´>oS> ßb¡Q>µ’$m‘© na g§~pÝYV à{V^mJr : ^maV gaH$ma Zo g^r gmd©O{ZH$ joÌ Ho$ CnH«$‘m| H$mo E‘EgE‘B© Ho$ à{V^mJr ¶mo½¶Vm ZH$Xr MH«$ H$mo H$‘ H$aZo Ho$ {bE Q>rAmaBS>rEg ßboQ>’$m°‘© na n§OrH¥$V {dH«o$Vm E‘EgE‘B© EŠQ> 2006 Ho$ AZwgma E‘EgE‘B© H$admZm A{Zdm¶© H$a {X¶m h¡. ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m Zo ñd¶§ BH$mB¶m§ H$mo [agrdo~ëg EŠgM|O Am°’$ B§{S>¶m {b{‘Q>oS> (AmaEŠgAmB©Eb) H«o$Vm H$m°nm}aoQ> Ed§ Xÿgao H«o$Vm, gaH$mar {d^mJ, gmd©O{ZH$ Omo {H$ ^maVr¶ bKw CY¶moJ {dH$mg ~¢H$ ({gS>~r) Am¡a amï´>r¶ joÌ H$s BH$mB¶m§ Ed§ Xÿgar BH$mB¶m§ {OÝh| Ama~rAmB© eo¶a ~mOma (EZ Eg B©) H$s EH$ g§¶wº$ CÚ‘ h¡, Ho$ gmW Ama§^ ‘| go AZw‘{V {‘br hmo. Q>rAmaBS>rEg Ho$ ^mJrXma Ho$ ê$n ‘| n§OrH¥$V {H$¶m h¡. ’$mBZ|ga ~¢H$, J¡a ~¢qH$J {dÎmr¶ H§$nZr µ’¡$ŠQ>g©,{dÎmr¶ g§ñWmE§ Q>rAmaBS>rEg H$s ‘w»¶ {deofVm {ZåZ{bpIV h¡: Am¡a AÝ¶ g§ñWmE§ {OZH$mo Ama~rAmB© go AZw‘{V hmo. i) H«o$VmAm|, {dH«o$VmAm| Am¡a {dÎmXmVmAm| Ho$ {bE EH$sH¥$V ßboQ>’$m°‘© Q>rAmaBS>rEg (TReDS) Ho$ à{H«$¶m àdmh: ii) H$mJO a{hV 1. H«o$Vm H§$nZr E‘EgE‘B© {dH«o$Vm H$mo IarX AmXoe XoVr h¡. iii) AmgmZr go {Z{Y H$m Cn¶moJ 2. E‘EgE‘B© {dH«o$Vm EH$ ~rOH$ (invoice) Ho$ gmW ‘mb ^oOVm iv) Am°ZbmBZ boZXoZ h¡. ¶o {d{Z‘¶ H$m {~b ñdrH¥$V ¶m AñdrH¥$V, Hw$N> ^r hmo gH$Vm h¡. v) à{V¶moJr {S>ñH$mC§Q> Xa| vi) {Z~m©Y S>mQ>m âbmo vii) ‘mZH$sH¥$V nÕ{V¶m± df© 2008 ‘| S>m°. aKwam‘ amOZ H$s AÜ¶jVm ‘| Financial Sector Reforms na EH$ H${‘Q>r ~Zr Wr. Bg H${‘Q>r Zo AnZo [anmoQ>© Hundred small steps ‘| Electronic Bill Factoring Exchange H$s ñWmnZm H$m AZw‘moXZ {b¶m, Ohm§ ~‹S>r H§$n{Z¶m| Ho$ MSME {~b H$mo BboŠQ´>m°{ZH$ Ho$ Ûmam ñdrH$mam OmE VWm Zrbm‘r H$s OmE {Oggo à{VñnYm© Xam| na {dÎmnmofU hmo gHo$.

52 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 CÚ‘ YmoImY‹S>r OmopI‘ à~§YZ gmoë¶yeZ - B©Eµ’$AmaE‘Eg H$ J«mhH$m| H$mo {d{^Þ {S>brdar M¡Zbm| Ho$ ‘mÜ¶‘ go gwa{jV ~¢qH$J godmE± àXmZ H$aZo Ho$ {bE à¶mgaV h¡. dmñV{dH$ g‘¶/~¢ ZOXrH$ dmñV{dH$ g‘¶ ‘| ~¢H$ YmoImY‹S>r H$s nhMmZ Ed§ amoH$Wm‘ j‘VmAm| H$mo bmZo Ho$ {bE g^r {S>brdar M¡Zbm| Ho$ {bE CÚ‘ YmoImY‹S>r OmopI‘ à~§YZ gmoë¶yeZ H$mo H$m¶m©pÝdV H$aZo H$s à{H«$¶m ‘| h¡. 3. CgHo$ ~mX, ~rOH$ ¶m {d{Z‘¶ {~b Ho$ AmYma na E‘EgE‘B© {dH«o$Vm Q>rAmaBS>rEg (TReDS) na EH$ ’¡$ŠQ>[a¨J ¶y{ZQ> (Factoring CÚ‘ YmoImY‹S>r OmopI‘ à~§YZ gmoë¶yeZ H$m CÔoí¶ YmoImY‹S>r H$mo Unit) ~ZmVm h¡. VËnümV, H«o$Vm ^r Q>rAmaBS>rEg (TReDS) Ho$ amoH$Zm, YmoImY‹S>r H$m erK« nVm bJmZm, YmoImY‹S>r {ZdmaH$ Zr{V, gmBQ> na bm°J-BZ H$aHo$ ’¡$ŠQ>[a¨J ¶y{ZQ> H$mo ñdrH$ma H$aVm h¡. h‘ Bg Vah Ho$ ì¶dhma H$mo ~Xm©íV Zht H$a|Jo. YmoImY‹S>r H$s gOm 4. ghm¶H$ XñVmdoO, Omo gm‘mZm| H$s AmdmOmhr Ho$ gmú¶ hmoVo h¢, Adí¶ Xr OmEJr''- {H«$g ñdoH$a H$mo ^r E‘EgE‘B© {dH«o$Vm Ûmam Q>rAmaBS>rEg (TReDS) Ho$ gmBQ> YmoImY‹S>r OmopI‘ H$m Amd{YH$ ‘yë¶m§H$Z, YmoImY‹S>r MoVmdZr, na S>mbm Om gH$Vm h¡. ~rOH$ Ho$ AmYma na VWm {d{Z‘¶ {~b Ho$ Am§V[aH$ YmoImY‹S>r OmopI‘ à~§YZ Ed§ ’$m°a|{gH$ g‘W©Z h¡. AmYma na boZ XoZ H$aZo Ho$ {bE Q>rAmaBS>rEg (TReDS) Ho$ gmBQ> na AbJ-AbJ Modules ~ZmE JE h¢. B©Eµ’$AmaE‘Eg ~¢H$ Ho$ g^r CËnmXm| O¡go H$mS>©, B§Q>aZoQ> ~¢qH$J, ‘mo~mBb ~¢qH$J, Q´>oOar CËnmX, {dXoer {d{Z‘¶ CËnmX, H$m°nm}aoQ> 5. ¶o ’¡$ŠQ>[a¨J ¶y{ZQ²g {dÎmnmofU Ho$ {bE Q>rAmaBS>rEg (TReDS) ‘| F$U, [aQ>ob F$Um|, E‘EgE‘B© F$Um|, J¡a {Z{Y F$U gw{dYmE§, n§OrH¥$V ’$mBZ|ga Ho$ {bE CnbãY ahVo h¢. Q>rAmaBS>rEg (TReDS) pñdâQ> Am{X H$mo em{‘b H$aoJm. ¶h àUmbr dV©‘mZ boZXoZ Ed§ Ho$ gmBQ> na ’$mBZ|ga Ûmam g^r bmJV H$mo {‘bH$a CÕaU (All in ~¢H$ Ûmam n[a{Z¶mo{OV AÝ¶ àUm{b¶m| Ho$ gmW gmoë¶yeZ H$mo cost quote) CnbãY ahVm h¡. g‘pÝdV H$aoJm. 6. E‘EgE‘B© {dH«o$Vm {H$gr ^r n§OrH¥$V ’$mBZ|ga Ho$ {~S> H$mo Bg gmoë¶yeZ H$s {dñV¥V g§aMZm {ZåZ{bpIV h¡: ñdrH$ma H$a gH$Vm h¡ Am¡a ñdrH$ma H$aZo Ho$ ~mX ’$mBZ|ga H$mo Amdí¶H$ gyMZm àmá hmoVr h¡. 7. {~S> Ho$ ñdrH$ma H$a {bE OmZo Ho$ ~mX, ’¡$ŠQ>[a¨J ¶y{ZQ> {dÎmàXV Ho$ ê$n ‘| {MpÝhV hmo OmVr h¡ VWm ’$mBZ|ga Ho$ Ûmam ’§$S> {dH«o$Vm Ho$ ImVo ‘| Q>r + 2 AmYma na H«o${S>Q> hmo OmVr h¡. 8. {Z¶V {V{W H$mo H«o$Vm H§$nZr Ho$ Ûmam ’§$S>, ’$mBZ|ga H$mo ^oO {X¶m OmVm h¡. Q>rAmaBS>rEg (TReDS) {Z¶V g‘¶ na H«o$Vm H§$nZr Am¡a CgHo$ ~¢H$ H$mo ~H$m¶m Xo¶ H$s gyMZm ^oO XoVm h¡. 9. H«o$Vm H§$nZr Ho$ Ûmam {Z¶V g‘¶ na ^wJVmZ Zht H$aZo H$s AdñWm ‘| ¶h MyH$ (default) H$hbmVm h¡ VWm Amdí¶H$ H$m¶©dmhr ewê$ H$s Om gH$Vr h¡. Bg gmoë¶yeZ ‘| ~hþ{dY CËnmXm| Ed§ M¡Zbm| Ho$ {bE A§V{Z©{hV ¶y{Z¶Z ~¢H$ Am°’$ B§{S>¶m ‘| Q>rAmaBS>rEg (TReDS) H$s H|$ÐrH¥$V n[aÑí¶ hmoJm. B©Eµ’$AmaE‘Eg H$m ‘w»¶ nj {dÎmr¶ Ed§ gmW hr {ZJamZr H$s OmVr h¡ VWm BgHo$ {bE Mumbai Main Office J¡a {dÎmr¶ boZXoZm| H$m AZwldU Ed§ YmoImY‹S>r H$m nVm bJmZm h¡. (MMO) H$mo Zm{‘V {H$¶m J¶m h¡. Q>rAmaBS>rEg (TReDS) ßb¡Q>µ’$m‘© g^r gmd©O{ZH$ joÌ Ho$ ~¢H$m| ‘| Bg gmoë¶yeZ Ho$ H$m¶m©Ýd¶Z ‘| Ho$ D$na g§MmbZ Zm{‘V emIm Ho$ Ûmam hr {H$¶m OmVm h¡ VWm CP h‘mao ~¢H$ H$s ^y{‘H$m AJ«Ur h¡. ~¢H$, g^r M¡Zbm| ‘| Bg gmoë¶yeZ MSME {d^mJ Bg H$m¶© ‘| g‘Ýd¶ H$aVr h¡. H$mo H$m¶m©pÝdV H$aZo dmbm nhbm gmd©O{ZH$ ~¢H$ ~ZZo Ho$ {bE à{V~Õ h¡.

nwîH$a Hw$‘ma {gÝhm d¡^d S>mobo ñQ>m.à.Ho$. ^wdZoída AmaE‘S>rE’$Ama, Ho$.H$m. ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 53 UMobile – One Customer One App

ustomers are in a single app - While registra- Cincreasing- One Customer tion, the Cus- ly going mobile One App. Now, tomer ID used - and for good the customers is linked with reasons, the ma- using single the registered jor reason being app, i.e. new mobile number they have more UMobile app, and all the ac- control of their can enjoy mo- counts linked to money. Branch bile banking, that Customer banking is not mPassbook, ID are fetched available 24x7 Unified Pay- in real time i.e. and one cannot carry and operate a ment Interface (UPI). In new UMobile if as soon as a new account is opened laptop/desktop anytime, anywhere. we have kept the design and GUI sim- it will be visible in UMobile. ple, clean & pleasing to the eye. The Mobile banking enables a person to For fund transfer, the customer has to dashboard is designed in such a way do banking without any restriction of register the beneficiary. The benefi- so as to present all options to the user time and place. ciary can be registered and segregat- in a single glance, no need to drag or Bank’s old mobile banking app was ed on the following basis: slide. pretty basic having garish GUI. Anoth- 1. Beneficiary is having account with In new UMo- er downside of old app was that for Union Bank of India each different functionality customer bile, at the time has to download different app, for ex- of registration 2. Beneficiary is having account with ample if customer wants to do IMPS/ customer can other Bank NEFT then he has to download and select the ser- 3. E-cash remittance use UMobile app, if he wants to do vices he wishes UPI transaction then he has to down- to register for. At 4. Beneficiary having MMID (Mobile load and use Bank’s UPI app and for any time, he can Money Identifier) mobile passbook, the customer has to de-register for 5. Beneficiary having VPA (virtual Pay- download and use mPassbook app. A any of the servic- ment Address) customer has to download a bouquet es from the app If customer of various apps of our Bank to avail itself. Moreover, wishes to remit different services, this resulted in not if a customer has registered only one funds to a ben- only confusing the customers but also service then at any point of time he eficiary who is forcing them to remember multiple can register for other services. To clar- having account login and transaction PINs. Having ify, lets say a customer had registered with other multiple mobile apps had operational for mobile banking facility but he has Bank, then the issues and security issues, imagine if a opted not to enable UPI, then at any customer has customer lost his handset then he has time he can enable UPI within the the option to to block the services of various apps app, no need to contact Bank. This select the me- individually or if he wants to update facility is available vice versa as well. dium of trans- his mobile number then he has to The customer can register for UMo- fer among IMPS, NEFT and RTGS (only de-register and register again for all bile in three ways in case amount is Rs.2.00 lac). In case the apps used by him. 1. Using Debit Card NEFT/RTGS timings are over, only de- To overcome all these concerns, Bank 2. Using Internet Banking fault option of IMPS will be available. launched new UMobile app which is 3. Through Branch Token - tokens are If customer wishes to transfer funds a container app enabling customers generated by Digital banking Depart- to beneficiary registered using MMID, to benefit from all different services ment then the medium of funds transfer

54 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 will be IMPS and in case of VPA it will till now custom- abled with biometric feature, we are be UPI. er was able to also allowing our customer’s to login see the amount Now customers can schedule fund using biometric authentication. One only now with transfer and at any time before the other handy feature is “Favourite” scheduled date can cancel the same. this feature the option, custom- Schedules Transactions can have four customer can er can make the statuses - view the invoice internal screens thereby verify (not available 1. Scheduled Transactions - these are the details of the on dashboard) yet to be processed transaction be- as favourite and 2. Successful Transactions-Successful- fore approving instead of going ly processed on scheduled date the collect trans- through proper action. In addition to this, to make 3. Failed Transactions - unsuccessful flow to reach the UPI registration more secure ATM PIN due to some reason, customer needs desired screen, is now mandatory to enter along with to re-initiate transaction after check- they can take the One Time Password (OTP). ing his account shortcut of “Fa- “Service Request” option of the UMo- 4. Cancelled Transactions - customer vourite” option. bile is integrated with OCRM of the cancelled these transactions before Bank which helps in maintaining and Many perceive mobile banking as the scheduled date generating only single request for one an unsecure form of banking hence Customer can view his operating ac- service for the customer throughout one of the main consideration while counts under “Accounts” tab and gen- the system. Also customers can track developing new UMobile was its se- erate accounts statement as well; his their requests either through mobile curity aspect. First of all login data is loan account details and repayment or Bank’s portal. not stored in handset and every com- option is under “Loans” tab. Under munication between the mobile and New UMobile app also provide the “Investment tab”, customer gets the server happens in encrypted form. option to “Scan QR” and make the choice of services pertaining to fixed Dedicated session is created and payment and after migrating to UPI deposit, recurring deposit, PPF, SSA. maintained for every login. SIM bind- 2.0 the customers will get additional Customer under this option not only ing is mandatory and in case no SIM security in the form of signed QR as can view the account details but or change in SIM is found, UMobile issues related to tampering with QR also can choose to open FD/RD/PPF/ will be redundant. Another new fea- does not allow login and ask the cus- SSA and transfer funds to RD/PPF/ ture is “Tap n Pay”, this feature uses tomer to register again. In addition to SSA. If customer wants to close FD/ concept of Near Field Communication this, complete information of handset RD accounts using app, he can close (NFC). Using this option, the bene- such as IMEI number is maintained at only those which were opened using server end along with exact location UMobile app. Using “mPassbook” ficiary details will be automatically of the customer. tab, customer can view transactions fetched and displayed after coming in upto six months. contact with NFC tag of a merchant, New UMobile app of the Bank is one no need to manually enter the ben- of the best in the market available Bank has migrated to UPI2.0, allowing eficiary details. Customer just needs today but we are continually work- customers to link their overdraft ac- to verify the details and authorize the ing on improving it and adding more counts on UPI, pre-authorise i.e. man- transaction. date a transaction which can be debit- features. Some of the features which ed from customer’s account later. UPI Some other new features of new are in pipeline are Credit card bill pay- mandate is to be used in scenarios UMobile app is Google Map, now ment & credit card control, DEMAT where money is to be transferred lat- Bank’s branches and ATMs can easily account, applying for ASBA and Mu- er, however the commitment towards be located as these are placed over tual Funds portfolio. that is to be done now, like in case Goggle Map onto their exact location. of purchasing shares. Another fea- We are now offering mobile banking ture of UPI 2.0 is Invoice in the Inbox in English, Hindi and 11 regional languages. As many smartphones are en- Garima Garg (view & pay), in case collect request DIT, CO

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 55 Face in UBI Crowd Mr. Aniket Jaiswal - The 'TAEKWONDO' Challenger

of kicks 'Taekwondo' and moreover, it was my inner urge to learn martial arts. Thus my taekwondo regime started at the age of 29! Brief us about this game Taekwondo is one of the most sys- tematic and scientific Korean traditional martial arts, that teaches more than the physical fighting skills. It is a discipline that shows ways of enhanc- martial arts (the other being judo) ing our spirit and life through train- that are included in the Olympic ing our body and mind. Taekwondo Games. It started as a demonstration is characterized by its emphasis on event at the 1988 games in Seoul, a head-height kicks, jumping and spin- year after becoming a medal event at ning kicks and fast kicking techniques. the Pan Am Games, and became an of- riends, we all know the golden In fact, World Taekwondo sparring rule of nature - 'the survival of the ficial medal event at the 2000 games F competitions award additional points in Sydney. In 2010, Taekwondo was fittest' - struggle for existence and for strikes that incorporate spinning natural selection. To safeguard his accepted as a Commonwealth Games kicks, kicks to the head, or both. Taek- sport. species, 'man' the animal with the wondo ranks vary from style to style most developed brain, always tried to and are not standardized. Typically, How this event is different from reg- develop new techniques and weap- these ranks are separated into 'junior' ular boxing and other martial arts? ons to fight all his challengers in this and 'senior' sections, colloquially re- race of existence. The need for more Thogh all the martial arts are slight- ferred to as 'colour belts' and 'black ly different from one other in terms modern defence tactics is rising too belts'. A Taekwondo practitioner typ- in the current scenario of uncertainty of rules and regulations, 'Taekwondo' ically wears a uniform 'dobok', often is more focussed on kicks and less on of life. Let me introduce you to one white but sometimes black (or other such colleague who follows 'Taek- arm fights, while boxing on the other colours), with a belt tied around the hand uses more of punches. Phys- wondo', the martial art of Korean or- waist. White uniforms are considered igin which combines combat and self ically Taekwondo is very dynamic the traditional colour and are usually with active movements that include defence techniques with sports and encouraged for use at formal cere- exercise. It emphasizes kicks thrown a mirage of foot skills. Secondly, the monies. All Taekwondo practitioners, principle physical movements are in from a mobile stance, employing the whether competitors or not are at leg's greater reach and power. He is synchronization with that of the mind all times expected to uphold the five and life as a whole. ANIKET JAISWAL, Branch Manager, tenets of Taekwondo. These are cour- Kharadi Branch, Pune. This young tesy, integrity, perseverance, self-con- What are the pre-requisites of be- Samaritan, an engineering graduate trol and indomitable spirit. coming a good Taekwondo Player? with IT and MBA (Finance), joined our bank as Probationary Officer in April, The oldest governing body for Taek- Good Stamina, power, flexibility and 2012. He is the National Level 'Bronze wondo is the Korea Taekwondo Asso- regular practice are the basic pre-req- Medallist' in Taekwondo while a State ciation (KTA), formed in 1959 through uisites of becoming a good Taekwon- Level 'Silver Medallist' in Weight lift- a collaborative effort by represent- do Player. ing and a State Level 'Bronze Medal- atives from the nine original kwans, Where are you being trained daily? list' in 'Arm Wrestling'. 'Change the or martial arts schools, in Korea. The Any special diet/exercises etc. in ad- path but don’t change the goals' is his main international organisational dition to your daily practice? mantra of success. In this short dia- bodies for Taekwondo today are the logue with Mrs. Supriya Nadkarni, he International Taekwon-Do Federa- Regular training is very important delves deeply in this game of kicks. tion (ITF), founded by Choi Hong Hi for me irrespective of my posting. At in 1966 and the partnership of the present, I am being trained at KDK- Who introduced you to this game of Kukkiwon and World Taekwondo (WT, BA Taekwondo Association Academy, taekwondo? At what age? formerly WTF), founded in 1972 and Kharadi under the guidance of my Being a fitness freak and a sportsman 1973 respectively by the Korea Taek- coach Mr. Girish Bagalkotkar. I usu- for the past 13- 14 years, I played a wondo Association. Gyeorugi, a type ally follow a high protein, low carbs variety of games viz. badminton, of full-contact sparring, has been an diet supported by regular workout squash, weight lifting, arm wrestling, Olympic event since 2000. The gov- with a combo of exercises and sports yoga, swimming, gym, marathon, etc. erning body for Taekwondo in the viz. yoga, swimming, gymming, bad- Then I myself realised that I should Olympics and Paralympics is World minton, squash, running, meditation. now learn something different and Taekwondo. Since 2000, Taekwondo Yoga and meditation are the must hence decided to take on this game has been one of the only two Asian in my regular routine along with my

56 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 head injuries and a few others can den, Muhammad Ali, Michael Phelps, turn out to be fatal. Usain Bolt, Roger Federer, Pele and Anand Arnold are my idols. Anand What are the different types of events organised at the national and Arnold is a name that has made India international level? proud on more than just one occasion. Known as 'Indian Arnold', Anand Taekwondo competitions are - or is India’s first and the only wheelchair ganized at school, inter-school, dis- bound bodybuilder. He proved it to trict-level, state-level, and nation- the world that no handicap can keep al-level and internationally in Asian you away from your dreams. In spite Games, Common Wealth Games & of being paralyzed from waist down, Olympics. Now it will also be played Anand decided to hit the gym and in 'Tokyo Paralympics 2020' for the make his dream come true. first time. There are different weight practice. Yoga keeps the body flexible categories, usually with a difference How our Bank and colleagues help while meditation keeps your mind of 5-10 kgs, to maintain the parity you in your endeavour? calm. among the different fighters/players. Since I am heading the branch, my How do you maintain your level of Tell us about your first medal winning duties are entirely different. My col- concentration while preparing for a bout? How was the feeling then? leagues are really very helpful in all tourney? the routine work which really helps I appeared at the National level for me in business development, achiev- Training regularly along with prop- the first time in January 2019. I was ing targets under different parame- er rest for recovery is the only man- really quite nervous then but due to ters. Thus it helps me to train myself tra. We should have a much focused timely guidance of my coach and self better on both the professional and approach with skill, power, fitness, belief, it all went on smoothly. After sports front at the same time. speed, flexibility. It is more of a mind quite a few league and practice tour- game and you have to think several naments, I was confident and de- What are your future plans? steps ahead, as you don't know the cided to participate in the National On the professional front, continue next move of the opponent. We have event organised in Khardi and I won to get elevated by taking promotions to meditate for a good concentration. Bronze medal there. It gave me im- and reach to the top. I also want to mense pleasure and a boost to my What is mind training? confidence, motivation and pride. make a lot many changes in the poli- This was the outcome of the contin- cies related to employee benefits and For enhancement of concentration business development too so as to and focus, it is really really important uous efforts that we had pumped in, to achieve this victory. I have not yet make our organization to be the best to do meditation. So when you are in in class. arena, you won't get distracted but appeared for any international bout. can focus more on opponent's moves What is a fitness coach? Any message to readers? and change your strategies accordingly to trap him. Fitness coach is a professional in the Don’t be afraid of failures because it is field of fitness and exercise. A coach the key to success. Everything is pos- Who is your 'Guru'? What role does can help an amateur and professional sible. Keep working in right direction, a coach play? athlete to be successful in a particular share your knowledge, skills, learn I had taken the initial training from sport by teaching them the required new things from wherever possible, my guru Shri Manoj Jain in Gwalior skills needed. However, they can teach your juniors, take care of your itself for 3-4 years. But on moving to coach more than one sport to multiple subordinates. Be a performer not Mumbai for work, I started self train- people. Their role involves identifying just the achiever. The most impor- ing. In 2018, I met my current coach athlete's strengths and weaknesses tant thing exercise regularly, improve Mr. Girish Bagalkotkar and started as well as those of their opponents. A your eating habits as a healthy and training under him. coach also improves the physical con- handsome brain lies in healthy and fit dition of an athlete to help increase body, which will make you feel hap- How far this game is accident prone? his final performance; improve form, py and you can certainly give more to What all gadgets/kits do you require technique, skills and stamina. A coach the benefit of your near n dear ones, for this game? must be ready to work for long and your organization, your society and To avoid any mishap, one has to wear irregular hours including evenings, anything which is associated to us. gadgets like chest guard, head guard, weekends and holidays. 'Union Dhara' wishes him all the Best arm guard, shin guard, hand glows, Who is your inspiration? From whom in his future taekwondo endeavours. foot glows and groin guard for pro- do you derive moral support? Who More accolades to his credit!! tection. The common injuries in this are your idols / role models? game include broken nose due to a forceful kick or punch on face, frac- My coach Mr Girish Bagalkotkar who tured carpal bones from punching took me to these heights is my inspira- or striking boards, bricks and tiles. tion. The all time sport-stars like Bruce Supriya Nadkarni Nose-bleed, choking, eye injuries, Lee, Sachin Tendulkar, Michael Jor- Union Dhara, C.O.

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 57

interest on the loan you take is your credit history. Higher the credit rating, lower will be the rate of interest Having decided to sanction the proposal, the next thing to be decided is what should be the rate of interest to be charged for the exposure. Credit rating can be internal credit rating (done by the authorized officials of the Bank) and External credit rating (obtained from approved external credit rating agencies). Internal Credit Rating:- redit rating is a primary indicator of risk associated For pricing and fixing hurdle rates, the ratings of Bank's with the credit exposure and is regarded as the basic C own models and CRISIL RAM models are in vogue. In module for developing Credit Risk Management. Credit CRISIL RAM Model the pricing and fixing hurdle rates are rating depicts credit quality and predicts probability of based on composite rating. default. Bank's own models From the above definition we can understand that the credit rating is a pointer towards the risk associated with At present Bank's own models are used for doing the an exposure and has a potential influence on our risk credit rating in respect of borrowers with aggregate ex- bearing capacity. posure (FB limits + NFB limits) above Rs. 2.00 lakh up to Rs.5.00 Crs, as shown below: As a tool for credit risk management, credit rating helps in the following areas:- UBC Model Applicability Linked to Aggregate • Identification of risk • Measurement of risk • Monitor- Exposure (FB limits + NFB limits) towards ing of risk • Risk based pricing • Assessment of Capital to borrower cover the risk Model - I Above Rs. 2.00 lakh up to Rs.10 lakh How Credit Rating Works Model - II Above Rs.10.00 lakh up to Rs.1.00 Cr A loan is a debt - it is essentially a promise, often contrac- Model - III Above Rs.1.00 Cr up to Rs. 5.00 Crs tual and a credit rating determines the likelihood that the Union Trade- I Above Rs. 2 lakh up to Rs. 50.00 lakh for borrower will be able and willing to pay back a loan within Union Trade the confines of the loan agreement, without defaulting. Union Trade- II Above Rs. 50.00 lakh up to Rs. 5.00 Crs A high credit rating indicates a high possibility of paying for Union Trade back the loan in its entirety without any issues; a poor The Internal UBI Rating Models (up to Rs.5.00 Crs) cover credit rating suggests that the borrower has had trouble the following four aspects: paying back loans in the past, and might follow the same pattern in the future. The credit rating affects the entity's Borrower Rating Covering Financial, Industrial Its chances of being approved for a given loan or receiving Management Aspects favorable terms for said loan. Facility Rating Covering compliance part, Importance of Credit Rating operations in the accounts and repayment experience For The Money Lenders Risk Mitigators Covering value and quality of 1. Better Investment Decision: No bank or money lender collaterals companies would like to give money to a risky customer. With credit rating, they get an idea about the credit wor- Business Aspects Covering Relationship a Income thiness of an individual or company (who is borrowing the value money) and the risk factor attached with them. By eval- Bank uses internal credit rating of borrowers for fixing of uating this, they can make a better investment decision. hurdle rate and pricing of loan facilities. The hurdle rate 2. Safety Assured: High credit rating means an assurance for new borrowers will be CR 5 and for take over and CRE about the safety of the money and that it will be paid back loans to builders it will be CR 4. with interest on time. CRISIL RAM rating models For Borrowers Borrowers with aggregate exposures (FB limits + NFB 1. Easy Loan Approval: With high credit rating, you will be limits) above Rs.5.00 Crs (In case of NBFCs, Banks, MFIs, seen as low/no risk customer. Therefore, banks will ap- Commercial Real Estate, Infrastructure and Capital mar- prove your loan application easily. kets irrespective of the exposure) the CRISIL RAM rating 2. Considerate Rate of Interest: You must be aware of the models will be used. fact every bank offers loan at a particular range of interest The following asset class models are available in CRISIL rates. One of the major factors that determine the rate of RAM rating:

60 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 I. Large Corporate Model II. SME (Manufacturing) Model Category of exposures exempted from the exercise of in- III. SME (Services) Model IV. Trader Model V. Bank Model ternal credit rating: VI. NBFC Model VII. Broker Model VIII. Contractor Model a) Direct Agricultural Advances (excluding allied activi- IX. Real Estate Developer Model X. Infrastructure (Pow- ties), Short term, and Medium term b) Gold loans c) er) Model XI. Infrastructure (Roads and Bridges) Model Union Rent*, Cash, Smile and Share d) Loan against De- XII. Infrastructure (Telecom) Model XIII. Infrastructure posits, NSC, LIC Policy and Shares e) Loans to intermedi- (Port) Model XIV. MFI Model aries for onward lending f) Loan to SHGs g) Union Retail Apart from these 14 asset class models, bank also has two lending schemes viz. Union Comfort, Union Miles, Un- rating models for its foreign branches. ion Education - for which separate scoring models are in place. h) Bridge loans for approved purposes i) Staff Loans Branches / offices have to use appropriate rating model from the existing 14 asset class wise CRISIL RAM Rating j) Loans under IBPC h) k) Loans under Union Trade Receiv- models along with the correct assessment type for accu- ables discounting system(TReDS) rate rating process. * In case of takeover of account, rating is to be done. The Composite Rating of CRISIL RAM Rating Models External Credit Rating: (Above Rs.5.00 crores) covers the following four aspects:- External Rating is divided into 8 grades namely AAA, AA, Industry Risk Covering Industry wise aspects viz, A, BBB, BB, B, C and D with AAA being the superior rating demand supply, Govt. policy, input and D equivalent to default. related risks etc. Business Risk Covering operating efficiency and Rating agencies approved by RBI for external rating in- market position cludes ICRA, CARE, CRISIL, Indian Rating and research, Financial Risk Covering financial strength Brickworks, Infomerics and Acuite Rating and research. Management Risk Covering experience, commitment, Credit rating agency is an organization that evaluates the credibility, track record etc. credit worthiness of an individual, business or company Borrowers rated using CRISIL RAM model, the hurdle rate who wishes to borrow money from the bank and pricing will be based on 'Composite rating' of the The Rating grades from upto AAA to BBB are is investment borrower which will range from UBC-1 to UBC-10. The grades while the rating BB and below are is considered Composite rating will help bank to calculate probability of non investment grade. In case of exposure above Rs 5.00 Default (PD), Loss given default (LGD) and Expected Loss crore, external rating is compulsory and penal is charged (EL). in case of unrated accounts. Hurdle rate for external rat- The hurdle rate for borrowers rated under CRISIL RAM rating in case of takeover is BBB and in case of new account ing models will be UBC 5 for new borrowers and UBC 4 is BB. for take over accounts and CRE loans to builders. The pricing will also be as per the above ratings grades. Difference Between Credit Rating and Credit Score: In CRISIL RAM Model Pricing / Hurdle rate will be based Often, these two terms are interchanged but they are not on CRISIL Composite rating. exactly same. Here are the differences between the two: Frequency of credit rating: • Credit Rating is basically a credit worthiness of a busi- Discriminatory review/renewal exercise has been intro- ness or a company. However, it is not really used for indi- duced based on Credit quality and risk rating of the bor- viduals like us. It gives an understanding of the ability of rower. The bank shall adopt discriminatory time schedule the company. These ratings are based on corporate finan- for renewal/ review of credit limits of Rs.10.00 lakh and cial instruments and usually denoted in alphabetical sym- above based on the credit rating assigned as follows: bols. Higher the rating, lower is the probability of default. Risk Rating Pendency of Review/ Renewal • Whereas credit score is a number given to individuals CR 1 / UBC 1 18 months based on the credit information report. This number can CR 2 to CR 5 / UBC 1 Annual (12 months) be in between 300 and 900 plays an important role in to UBC 5 loan approval process. Individuals' credit is scored from CR 6, & below /UBC Bi-annual (6 months) by credit bureaus such as Experian and TransUnion on a 6 & below 3-digit numerical scale. However, advances where credit rating is not applicable and advances below Rs.10lacs will continue to be re- viewed / renewed once in a year. Monika Tiwari RO, Delhi South ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 61 Training Analytics Unit (TAU)

Introduction: plying those patterns in effective decision making. It may be applied to data he progress of any organization for describing, predicting and improv- depends on the development of T ing business performance. Likewise individual employees. Training has it can be useful in analyzing training always played an important role in related data which can give insight on skilling and grooming the employees training the employees and thus im- so that they are competent enough proving the business. to perform their functions effectively. Banking Industry is passing through Objectivesof Training Analytics Unit: a tumultuous phase where in a lot 5. Gurugram (Haryana) • The basic objective of Training An- of changes either in technology or in 6. Kolkata (West Bengal) alytics is to leverage Training related processes are noticed daily. In order 7. Lucknow (Uttar Pradesh) information from various sources like to cope up with the challenges and 8. Powai (Maharashtra). Union Parivar and STC Feedback Pack- face the dynamics, the work force of The bank was awarded 8 time with the age, to deploy the trained employees the banks have to be fully equipped prestigious Golden Peacock Award for strategically and also assess the train- with essential skill sets. The HR of Training. ing needs of the existing employees, the organization also aims at placing based on their professional qualifica- the right person at the right place to The training orientation, skilling - em tions / skills and field experience in maximize the productivity of the employees, training methodology evalu- line with the requirement of the re- ployee resulting in the overall growth ation needs a complete shift from the gions, zones and Corporate Verticals. of the bank. Training system has a traditional methods and approaches pivotal role in skilling and reskilling to the new innovative areas which will • Depending on requirement of the employees and in the process it has completely change the dimensions of regions and zones or Corporate Ver- to align with the corporate concerns, the training In order to achieve the ticals, training inputs would be pro- requirements and become an active above, we have set-up a Training An- vided to prepare adequate skill sets business partner. alytics Unit(TAU) at Staff College. The within the bank. objective is to harness the available The training system of Union Bank • The sparks identified during the training inputs and data to align with of India is in existence since 1962. training can be groomed to shoulder the corporate strategies of growth The mission of the training system is higher responsibilities. and development. The TAU is ana- to promote a culture of continuous • Provide relevant information to the lyzing information available from in- learning for the development of indi- respective zones or regions regarding ternal sources of training system and vidual and the Bank. It has an apex the training attended by the employ- provides inputs to the verticals and College located at Bengaluru and ees and to identify the number of the field functionaries including- Re eight centres spread across the geog- trained employees in various specific gions and Zones for productive man- raphy of our country : areas so that the HR can function well agement of employees. 1. Ahmedabad (Gujarat) and place them accordingly. What is Analytics? 2. Aluva (Kerala) • It will enable the HR to make need 3. Bhopal (Madhya Pradesh) Analytics is the interpretation of based deployment of staff which can 4. Bhubaneswar (Odisha) meaningful patterns in data and ap- help in reducing costs, increase pro-

62 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 • Grooming the sparks as future leaders based on the KRA(Key Responsi- bility Areas) factor.

Benefits of the Training Analytics Unit:

• Proper Training Need Analysis.

• The usage of the training data for the regions and zones for effective placement and fulfill the need-based ductivity and maximize operational Works Undertaken by TAU: requirement. efficiency. • Mapping the employee profile/ job • Help the HR in right placement, and role vis-à-vis skilling requirements. • Help the HR in succession planning reducing cost by increasing the pro- and developing next generation lead- • Mapping the filed requirements ductivity of the employee and the ers. with training need analysis. region.

• To gain greater value from our train- • Mapping the skill sets imparted • Help the HR to identify the training ing system and imparting need based with performance both in short term needs of individual employee. training to employees. and long term. • Help the training system to design Role of Training Analytics Unit: • Mapping the Return on Learning and execute the adequate training re- (ROL) over a period of time. • Collate the feedback received from quirement. trainees, trainers and supervisors and • Bridging the gap between training Conclusion: expectations and outcome. analyze the same for various behavio- The future for analytics is bright with ral and business parameters. • Mapping the right candidate for the some of the enhancements being in- right role. • Proactively inform the ROs about tegrated today. These enhancements the skilling needs for the employees • Keeping track of the training re- include: on different parameters based on quirements of workforce in their ca- • Augmented maintenance of re- their job roles. reer graph proactively. cords/data • Keeping track of deployment of • Creating ownership with trainees • Continuous analytics on their job roles with mentoring and trained workforce in the field. • Analyzed results should be chan- tracking their performance. • Analyzing the manpower require- nelized for improving customer expe- ment vis-à-vis trained resources avail- • Align Corporate objectives and de- rience. ability in the field / verticals. velopment needs in capacity building • To harness training analytics for fur- • Optimization of the training resourc- for the organization. ther deepening the training utilities es as well as the manpower availabili- • Minimize dropout / mismatches in to help in robust business growth. ty at the field for enhancing efficiency training, thereby improving capacity and cutting down the cost factor and utilization. increasing the productivity factor. Eesha Vashistha STC. Bengaluru

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"h[aV nhb' na ñbmoJZ ^oO| Send Slogan on 'Go Green'

‘mar J¥hn{ÌH$m H$m OyZ 2019 A§H$ "h[aV nhb' Bg {df¶ une 2019 issue of our House Magazine is carrying a hna ñbmoJZ à{V¶mo{JVm H$s KmofUm H$aVm h¡. JSlogan Contest on 'Go Green'. XmoñVm|, h‘mar J¡a {Oå‘oXmamZm haH$Vm| H$s dOh go h‘ Z {g’©$ h‘mao Friends, due to our irresponsible activities, we are not only killing our planet but ourselves as well. As a result, J«h H$s hË¶m H$a aho h¢ ~pëH$ ñd¶§ H$mo ^r ‘ma aho h¢. n[aUm‘ñdén our earth is becoming a wasteland. If we people, across h‘mar n¥Ïdr Zï> hmoVr Om ahr h¡. h‘mao ~ohVa ^{dî¶ Ho$ {bE ¶{X the globe unite for our better future, this impossible goal h‘ g^r n¥Ïdrdmgr BH$Æ>m hmoVo h¢, Vmo n¶m©daU H$mo Ý¶yZV‘ hm{Z of minimizing the harm we import to the environment is nhþ§MmZo H$m ¶h Ag§^d bú¶ ^r h‘ àmá H$a|Jo. achieveable. H¥$n¶m AnZr gmoM H$mo EH$ ZB© {Xem X| Am¡a h‘mao "h[aV nhb So, please put on your thinking caps and create a slogan for A{^¶mZ' Ho$ {bE {hÝXr AWdm A§J«oOr ‘| C„oIZr¶ ñbmoJZ ~ZmE§. our 'Go Green Campign' in Hindi or English. Remember, ¶mX aI|, ¶o ñbmoJZ AmH$f©H$, aMZmË‘H$ hm| Am¡a 10 eãXm| go it should be catchy, creative and should not be more than A{YH$ Zht hmoZo Mm{hE. 10 words! We shall be happy to receive your remarkable slogans h‘| Iwer hmoJr ¶{X Amn AnZo ñbmoJZ "g§nmXH$, ¶y{Z¶Z at 'The Editor, Union Dhara, 11th floor, Central Office, Ymam, 11dt ‘§{Ob, H|$Ðr¶ H$m¶m©b¶, ‘w§~B© H$mo ào{fV H$a| ¶m Mumbai' or by e-mailing your entry to uniondhara@ uniondharaunionbankofindia.com na ‘ob H$a|. OëXr H$a|, unionbankofindia.com immediately. Hurry up, the last à{d{ï>¶m± àmá H$aZo H$s A§{V‘ {V{W 30 AŠQy>~a, 2019 h¡! date is 30th October, 2019! g§nmXH$ EDITOR à{V¶mo{JVm Ho$ n[aUm‘ ¶y{Z¶Z Ymam à{V¶mo{JVm H«$. 148 "R>§S> H$m ‘m¡g‘' {df¶ na ’$moQ>moJ«m’$ ^oOo A§{V‘ {V{W Ho$ Cnam§V ^r A§J«oOr Am¡a {hÝXr XmoZm| IÊS>m| ‘| An¶m©á ‘mÌm ‘| à{d{ï>¶m± àmá hmoZo Ho$ H$maU Cnamoº$ à{V¶mo{JVm H«$. 148 nyU©V… aÔ Kmo{fV H$s J¶r h¡. -g§ nm X H$

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 65 National Common Mobility Card (NCMC)

National Urban Transport Policy specifications would be capable of (NUTP). supporting not only payment products ● The Ministry formed a committee but also transit applications like inistry of Urban Development in 2014 with representatives from passes and government applications (MoUD) has come out with M National Informatics Centre (NIC), such as social security, driving license, a National Common Mobility Card Centre for Development of Advance Id/access card etc. This will have (NCMC). It is an inter-operable Computing (C-DAC), Bureau of Indian increased customers convenience as transport card conceived by the Standards (BIS), National Payment it would allow customers to use the Government of India. On 4th March Corporation of India(NPCI) and the same card for variety of needs. 2019, PM Modi launched the National Ministry of finance to develop the Common Mobility Card (NCMC) One nation one card can be defined NCFC ecosystem. called “One Nation One Card” while as an open loop EMV based payment inaugurating the first phase of ● NPCI was given the mandate to card for giving a hassle-free experience Ahmedabad Metro train at Gujarat. develop the specifications for card to the customers at various transport The main aim of this card is to make and terminal to support the NCMC modes and payment systems across the payment system easier for all ecosystem. the country. While launching one mode of public transport. nation one card PM said that it isa ● CDAC was entrusted the task of kind of mixture of a mobility card Just like the concept of GST; with the finalization of NCMC specification for and a RuPay card. The card has introduction of one tax, citizens do not AFC system including the interface been developed by considering the have to pay multiple taxes at various with Bank server. CDAC worked in convenience of the consumers. Now, platforms and levels. Similarly, with collaboration with NPCI to complete consumers do not need to carry this card, users can make payment this activity. separate cards for various transit and of travel fare and other utilities just ● Thereafter, Bharat Electronics day to day banking requirements. As with this single card at any transport Limited (BEL) was roped in for making it is an open loop smart card, users mode. It simply means with this inter- Gates & Reader. also get various benefits like reward/ operable transport card, citizens can loyalty points, cash back etc. from ● This is the first gate and the reader pay bus fare, metro fare, parking fees, partner banks as they get in Debit and has been manufactured by an toll taxes, retail shopping and can Credit card. even withdraw money. This initiative Indian company. This is also the first of the Indian Government is based on indigenous payment reader which Talking about the security factor of the theme of one card usability in all has been certified as per International the transactions with this card, it is payment systems. This format already standards. secured with EMV Technology. EMV exists in various developed nations of ● With this, India joins the very few is one of the globally available and the world and now it will be used in elite nations who have indigenous adopted technology for safeguarding India too. capacity on gate and reader transactions against fraud. EMV stands for Europay, MasterCard and Background production. Visa. It is basically a global standard ● To ensure a seamless travel across One Nation One Card policy simply for debit and credit cards (chip-based metros and other transport systems means a single card for various cards) that ensures the security of in addition to retail shopping and transactions. This specification is payments at various POS terminals. purchases, the Ministry of Housing & dual interface (contact & contactless) Important Points of One Nation One Urban Affairs (MoHUA) came out with EMV card based specification and is Card the National Common Mobility Card interoperable. This is aimed at low (NCMC) Program. value payments for various segments • This card is powered and enabled e.g. Transit, Smart cities, Toll, Parking through the mechanism of the RuPay ● The Union Ministry of Urban Affairs and other low value merchant card. have been working on it since 2006, payments in addition to the normal when it was envisaged as part of the day to day retail payments. These • It is supported by an indigenously

66 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 developed Open Loop Automatic operations at transit places become off-line (contactless) transactions easy and fast and this ultimately Fare Collection System known 2) Provision to store balance on card improve the efficiency of the as “Sweekar” (Swachalit Kiraya: for offline payments Automatic Fare Collection System) operations. Passengers or user do not and an Automatic Fare Collection have to wait in long queues for getting 3) Stored Value Provision for multiple Gate “Swagat” (Swachalit Gate- a gate their work done; with this card, they service areas (optional to use with and card-reader system). can make payment instantly without mutual concurrence) to support any hindrance. This saves time and acquirer/operator specific programs • With the help of this card, people effort of both the consumers and e.g. Passes / Season Tickets / Smart can travel in Metros in any part of the operators involved. City Specific application / Loyalty country. • Accountability - The second benefit points etc. Same card to be used at • Along with traveling, people can is increased accountability of the ATMs, Merchant establishments also use it as a prepaid, credit or debit operator towards the customer. The 4) Card usage & online (ecommerce) card with support from 25 partner operator gets better date insights and payments in addition to other areas banks including SBI, PNB, etc. record of all the transactions made of contactless payments viz., transit, through this card. • It can be used at a city bus, metro, toll, parking & other small value suburban railways, BRT etc. and • Lowers the cost of ticketing operation merchant payments - This system increases efficiency and also for shopping at retail store and 5) Can be issued by any member lowers the cost of ticketing. It also merchants. authorized by RBI On the platform of reduces operating cost and handling • Along with SBI and other banks, of cash for the operator. Debit/Prepaid/Credit Cards RuPay card can be issued from Paytm How to get RuPay one nation one Payment Banks. • Interoperability for passengers- It means passenger can use this single card? • It is a contactless card just like a card across various transit operation NCMC RuPay card will be issued – metro smart card. It supports both systems such as bus, train, cabs, offline (contactless) and online parking, toll plazas etc. The passenger • By any authority or member (contact & contactless) transactions. does not need to carry cash and authorized by Reserve Bank of India (RBI). • With the help of National Common different cards for every transit Mobility Card, citizens can also pay operation. • On Credit/credit/Prepaid card for tolls and parking. Value Proposition of NCMC platforms. • One nation one card holders can NCMC is not only valuable for the In simple terms, those who want to also use this card at Discover and customer but is also beneficial for get their One Nation One Payment Diners Club International merchants operators and banks. Check value RuPay card supported with National and ATMs. proposition of this card from the Common Mobility Card are required viewpoint of all the three parties viz. to contact their bank. • Cardholders can also avail a cashback Customer, acquirer, and bank are as At the current initial stage of this of 10% at Merchant’s outlet and 5% follows - at ATMs when they travel abroad. program, it seemed to be focused NCMC Implementation Model largely on urban areas but with time, • For offline payments, you can store the government will work for its balance on this card. This stored value The picture given below shows the complete model of how an NCMC card penetration to demographic masses supports offline transactions across including the rural population of the all the travel needs of the user. Since will work in a State Road Transport Undertakings (SRTUs). country. the offline transaction is permitted towards the stored value (available The same concept will be followed at With the launch of “one nation one balance) there is a minimal financial other segments like Metro, parking, card”, India has moved a step ahead risk to any of the stakeholders toll and smart cities. toward its goal of “Make in India”, (i.e. bank or merchant) along with Key Features of NCMC: Key “Digital India” and making India a ensuring the minimal transaction Functionalities/Particulars NCMC cashless economy. time. Proposition Card based payment The major benefits of this National model Common Mobility Card are 1) Supports online (contact Niti Mittal • Efficiency - With this card, daily Transaction Type & contactless) & NRO Bengaluru

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 67 Transformation of Retail Banking in India etail Banking refers to the dealing of commercial banks Fintech can better leverage technology to develop Rwith individual customers both on the liability and asset innovative solutions and services. Consumers are attracted side. Deposit accounts are on the liability side and retail to FinTech services because of experience and speed of loan accounts on the asset side of the Balance sheet. The the service. For the retail banking this is an opportunity. concept of Retail Banking is not new to banks but is now They have large customer base and regulatory know how. viewed as an important and attractive market segment This is the reason we have seen increasing collaboration that offers opportunities for growth and profits. Retail between banks and FinTech. banking is characterised by multiple products, multiple On top of being able to lower cost by working with FinTech, delivery channels and multiple customer segments. banks can also tap into the customer experience know Key drivers of retails banking growth in India: how, up to date technology stacks and ability of innovate fast. • Changing consumer demographics • Growing disposal income Retail Banking Business Trend in Union Bank of India • Youngest population in the world Financial Year No of accounts Amount in crores • Increasing literacy level 2016-17 582165 33797 • Higher adaptability to the technology 2017-18 628132 40198 • Changing mindset – willingness to borrow/lend 2018-19 631741 43833 • Improved lifestyle Conclusion: Indian Banking has undergone a total metamorphosis after Retail Banking in India has fast emerged as one of the introduction of financial sector reforms in 1992. Indian the major drivers of the overall banking industry and Banks are now attaining International Banking Standard has witnessed enormous growth in the recent past. and Practices. Retail banking has made a strong inroad Advancement in technology continue to transform the into the Indian Banking as well. Retail customers who lives of retail banking customers and in coming years , represent a huge untapped market for consumer credit, seamless customer experience through multi-channel have suddenly become the favourite of banking sector. optimization of service delivery will become imperative. Retail banking scenario in India is witnessing a dramatic The number of customers who prefer to perform daily change in the pattern of product creation and consumption. banking activities on an anytime/anywhere basis will Technology innovation, improvements in regulatory be on increasing trend towards banks and our bank is environment and low penetration in the consumer loan looking for scenarios, options and intelligence to drive segment are some of the growth drivers. more productive businesses and customer relationships. In today’s retail banking world, growth, customer loyalty, Digital Transformation: cost, disruptive new technologies and risk are challenges Changing consumer behaviour, increasing expectations, and banks will focus more on these challenges to manage channel proliferation, disruption, innovative & adoptive simultaneously. The opportunities for our bank remain use of new technology and digitization of business process bright if we keep pace with the dynamic environment, has dramatically changed the banking service industry. adapt quickly the emerging trends in retail banking and Most of the consumers prefer online banking services, adjust our self to the digital banking paradigm to offer regardless of age, income, place of residence or type of the experience of “Lifestyle Banking” to the customers, bank. by integrating the banking services seamlessly in to customer’s lives. Even if the digital transformation is a priority of most retail banks, reality shows that there is still quite some work in the area of digitization. Yogendra Souhaya Fintech opportunity and retail banking: RBD, CO

68 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 nZr ñWmnZm go "¶y{ZdZ' µ’$mC§S>oeZ g‘mO Cn¶moJr VWm AÀN>o H$m¶m} ‘| ¶moJXmZ XoZo ‘| gX¡d g{H«$¶ Aahm h¡. "¶y{ZdZ' Ûmam AZoH$ gm‘m{OH$ H$m¶© H$aVo hþE g‘mO Ho$ Jar~ Ed§ ‘O~ya bmoJm| H$s ghm¶Vm H$s JB© h¡. BZ g~ H$m¶m] Ho$ A{V[aº$ "¶y{ZdZ' µ’$mC§S>oeZ Ûmam àW‘ nwañH$ma {ÛVr¶ nwañH$ma {d{^Þ J{V{d{Y¶m± ^r g‘¶ - g‘¶ na Am¶mo{OV H$s OmVr ahVr h¡. Bgr H«$‘ ‘| lr‘Vr gË¶d{V a¡, AÜ¶j, ¶y{ZdZ ’$mC§S>oeZ Ho$ ‘mJ©Xe©Z ‘| a§Jmobr à{V¶mo{JVm H$m Am¶moOZ {H$¶m J¶m. Bg à{V¶mo{JVm ‘| loð> VrZ à{V^m{J¶m| H$mo {ZåZmZwgma nwañH¥$V {H$¶m J¶m. àW‘ - gwlr nX‘Om Q>mQ>m {ÛVr¶ - gwlr ê$nm H$adm V¥Vr¶ - gwlr AëH$m Hw$arb Ed§ àkm ‘hmbo EH$ AÝ¶ à{V^mJr H$mo àmoËgmhZ nwañH$ma go gå‘m{ZV {H$¶m J¶m. H$m¶©H«$‘ H$s Hw$N> Pb{H$¶m§ Bg àH$ma h¡ å V¥Vr¶ nwañH$ma he question of environment so called mighty sea actually felt like to environment. Actually it is our Tpollution and global warming had a crying child vomiting tons of the irresponsible consumerism behavior been perplexing me since I came to insolvable waste. Who had made prevalent in all walks of life that know of these words. How much is this mighty sea to cry like this? We has made the environment issue enough? Is our environment so small the most sophisticated society of the nonexistent. Governments do make and fragile? Are we living in an eco- most important metro city of India efforts by making laws. Ultimately it system which is too shaky? How much from where the fashion and culture is citizens which make the difference. pain mother earth can bear before it travels to the entire country. Second No law will ever be a final solution starts scolding us? Have we reached experience was, the Gas Chamber without citizen awareness and no law the limit? If not what is the limit? I like situation in Delhi during late is needed for responsible society. The am not a student of environmental autumn season when for a long brief harm is much more than what we science nor do I have deep interest in period blowing winds are absent. This think. the theories. However, as an ordinary brings the smoke of burning fodder person living on earth and concerned from nearby villages to the capital. Let all of us take an oath to reduce our about well-being of the society, I Who is responsible? The rural masses consumption and go back to basics. always felt the need to know the are unaware of the consequences Reduce, Recycle and Reuse. Every answers to these questions. of environmental damage because time we use or throw something, be burning left over is the easiest and Two defining events in recent years responsible. I am sure if each one of cost effective measure for them. made me think that how fast we are us take small care on these lines, the moving towards point of no return. This brings me to more pertinent mother earth will be a much more First the experience of being in question. Who is more responsible beautiful place to enjoy for our future Mumbai during high tide monsoon. for damage to our environment? generations. I had always cherished the scenes of Cities or villages? The answer is big wave flashes out at marine drive both. It means both the 'torch and people enjoying it, watching bearer of responsible society' and them on TV. However, my actual 'ignorant masses of society' behave Sarita Gusain experience was totally different. The in the same manner when it comes w/o. Gopal Singh Gusain

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 69 Union Bhavishya A journey of transformation

n this critical era of Indian banking, our bank has given Ithe thrust to Unlock the human capital through training intervention by launching flagship soft skill program “Union Bhavishya “to take lead in the Indian banking business spectrum with the objective to accelerate and equip the business leaders by redefining their inherent leadership potential to deal with emerging business challenges and taking forward the momentum to impact the sustainable business transformation in our bank. Leadership Model: Leadership plays the key role in driving the organization and in this direction consciously the focus was on to device a Model and create a mechanism to groom and create future leaders. Based on the competencies required in our bank, a model was framed with special focus on following 6 parameters

Major premises on which this program has been accelerating towards transformation in our organization: • Diagnostic Phase : 360 degree feedback, leadership survey, psychometric test & assessment center • Developmental Phase : 3 class room forums –Lead the Union Bhavishya journey so far …. self ,lead the team & lead the change in organization, Individual developmental plan, & Developing functional Our bank has started this flagship program to create future skills leaders for the banking industry in 2017-18 followed by Wave II and ongoing Wave II along with other new • Sustainability Phase : business project, Developmental programs and session council, mentoring & coaching

70 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 • Union Bhavishya Wave I 2017-18 (By External CASA, Retail, Agriculture, MSME & Digital) shift due to this Resources–Mckinsey facilitators) - 129 participants in the program dedicated digital platform was created. roles of Regional Heads, Dy. Zonal Heads, second man in Few feedback remarks of participants of Union Bhavishya the verticals and the like, were covered in the Business Program Leadership Program (BLP), and 897 participants in the • This program is designed in such a way that it inspires us roles of Branch Heads, Saral Heads and ULP Heads were to do new things, ideas and it works as a duster to clear the covered in the Front Line Leadership program. dust in our mind. I felt excited, calm, composed, and full of • Union Bhavishya Wave II -2018-19 (By internal trained positivity and freshness. If Bank is envisioning future like faculties) – 300 officers in scale III & IV covered this for me, then I will give my heart, soul, energy and best • Union Bhavishya Wave III -2019-20 (By internal trained of my knowledge for taking my bank to pinnacle faculties) – 200 officers in scale II &IV are aimed to cover • Excellent program to reinvent yourself under this ongoing Wave III commenced from July-2019 • This training is very nicely conducted the most important The above Waves of Union Bhavishya created the ripple thing is we have committed to do things to accept the effect among our workforce and echoed a “Wow” factor. change. Awards and Accolades for Leadership Programs : • Program is very effective it fills lots of positivity in mind. This program was also well recognized and bagged • Every day was exciting and a curiourty in learning was following awards in different category by the institutes of achieved. repute • Very purposeful training first time in STC since my 20 • “Asian Training & Development Leadership Award” Best years career. Leadership Development Award for Top Management • Nice, helped me to understand myself gave me something • “Asian Training & Development Leadership Award” Best to think about myself I Shall work on my weakness. Leadership Development Award for Middle Management In order to measure its impact in real terms, a survey was • “Times Ascent Award” For most innovative use of training conducted to measure the impact this program has had on & Development as an HR Initiative for Organizational the way participants conduct themselves at the workplace Development and deal with their teams, supervisors and customers, • 6th Global Training & Development Leadership Awards- which reveals the fact that there is a big shift in perception World HRD Congress for Best Development Program in and attitude in the behaviour of the participants. Public Sector for Top Management To conclude, we witnessed that this journey of • Golden Peacock National Training Awards by “Institute transformation excites, energizes and stimulates. It gives of Directors” an inspiring call, shocking complacency and inertia into action. It is one of the most potent pulls which ignites Impact of Union Bhavishya: collective actions & stirs passion among us to aspire to To drive this whole journey of transformation among the perspire to fulfill our Vision -2020. Unionites, a committed team was in force to act as catalyst Time for Commitment & Courage to lead for a bigger cause! in the form of Mentor, buddy, Coach, faculty members & and members of developmental council. To study and analyze the qualitative (Shiftometer) & Shiva kumar Shukla quantitative ( Business project - Profitability, Asset Quality, STC Bengaluru

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 71 H|$ÐrH¥$V g‘mMma

During his visit to Bank's Sydney Office on 10th May 2019, Shri Dinesh Kumar Garg, Executive Director is seen Shri Rajkiran Rai G, Managing Director & CEO, flanked along with Shri by Shri Gopal Singh Gusain, Shri Dinesh Kumar Garg Pankaj kumar, & Shri Manas Ranjan Biswal, all Executive Directors, at CEO, UBI the press conference held in Mumbai on the occasion Sydney. of announcement of Audited Financial Results for the Quarter/ Year ended March 31, 2019.

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¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 73 {X. 19.04.2019 H$mo lr amO{H$aU a¡ Or., à~§Y {ZXoeH$ Ed§ grB©Amo, Ho$ jo.H$m., M§S>rJ‹T> ‘| AmJ‘Z na nwîn JwÀN> XoH$a CZH$m ñdmJV H$aVo hþE lr {Zhma a§OZ gm‘b, ‘hmà~§YH$ VWm lr g§O¶ e‘m©, ‘hmà~§YH$. Bg Adga na Am¶mo{OV ñQ>m’$ gXñ¶m| H$s ~¡R>H$ ‘| ñQ>m’$ gXñ¶m| Ho$ gmW lr amO{H$aU a¡ Or., à~§Y {ZXoeH$ Ed§ grB©Amo.

{X. 6-8 OyZ 2019 VH$ Zm~mS>© joÌr¶ H$m¶m©b¶ ‘| Am‘ {X. 15.06.2019 H$mo B§Xm¡a ‘| Am¶mo{OV "H$mamo~ma ¶moOZm ‘hmoËgd H$m Am¶moOZ {H$¶m J¶m, {OgHo$ CX²KmQ>Z g‘mamoh ~¡R>H$ df© 2019-20' H$m Xrn àÁd{bV H$a ew^ma§^ H$aVo hþE ‘| joÌ ‘hmà~§YH$, lr {dZm¶H$ Q>|^yU} H$mo {deof Am‘§{ÌV lr {dZm¶H$ Q>|^yU}, jo.‘.à., ^monmb; gmW h¢ lr ‘ZmoO Hw$‘ma, {H$¶m J¶m. Bg ‘hmoËgd ‘| ‘Ü¶àXoe Ho$ N>moQ>o H¥$fH$ Ed§ dmXr joÌ à‘wI, B§Xm¡a; lr AZwO Hw$‘ma, g.‘.à., gab VWm lr CËnmXH$m| Ûmam CÎm‘ {H$ñ‘ H$s H$B© àOm{V¶m| Ho$ Am‘ {dH«$¶ hoVw amOoe {ÌdoXr, Cn joÌ à‘wI, B§Xm¡a. CnbãY H$admE JE h¡.

{X. 01.06.2019 H$mo jo.H$m., B§Xm¡a ‘| lr ‘ZmoO Hw$‘ma, joÌ {X.19.04.2019 H$mo B§Xm¡a ‘| Am¶mo{OV ~¢H$ Ho$ eVmãXr df© à‘wI H$s AÜ¶jVm ‘| Am¶mo{OV "~¢H$ {‘Ì ~¡R>H$' Ho$ Xm¡amZ ~¢H$ g‘mamoh Ho$ Adga na H$m¶©H«$‘ H$m Xrn àÁd{bV H$a ew^ma§^ H$aVo hþE ‘w»¶ A{V{W, lr {dZm¶H$ ìhr. Q>|^yU}; jo‘à. gmW {‘Ìm| H$mo ^maV gaH$ma H$s {d{^Þ gaH$mar ¶moOZmAm| go g§~§{YV h¢, lr amOoe Hw$‘ma, jo.à., B§Xm¡a; lr‘Vr Q>|^yU} Ed§ lr‘Vr OmZH$mar àXmZ H$s J¶r VWm CËH¥$ï> H$m¶© H$aZo dmbo ~¢H$ {‘Ìm| Zrb‘. H$mo nwañH¥$V {H$¶m J¶m.

74 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 {X. 21.06.2019 H$mo jo.H$m., O~bnwa Ûmam "¶moJ {Xdg' Ho$ {X. 06.06.2019 H$mo jo.H$m., CX¶nwa ‘| lr Eg.Ho$. ‘hmnmÌm, Adga na ^mda Vmb JmS>©Z ‘| ¶moJ H$m¶©H«$‘ H$m Am¶moOZ {H$¶m joÌ ‘hmà~§YH$, {X„r Ho$ AmJ‘Z na joÌ à‘wI lr Oo.Eg. J¶m, {Og‘| lr AéU Hw$‘ma, joÌ à‘wI Ed§ AÝ¶ ñQ>m’$ gXñ¶m| Vmo‘a Zo CZH$m ñdmJV {H$¶m. Bg Adga na lr ‘hmnmÌm Or Zo Ûmam ¶moJ H$m Aä¶mg {H$¶m J¶m. "h‘ h¢ Z' ’$mC§S>oeZ Ho$ gmW g^r emIm à‘wIm| Ho$ gmW g‘rjm ~¡R>H$ H$s. Bg Xm¡amZ CÝhm|Zo {‘b H$a Bg H$m¶©H«$‘ Ûmam g‘mO ‘| ¶moJ Ho$ àMma-àgma H$mo ~¢H$ H$s ^{dî¶JV ¶moOZmAm| Ho$ ~mao ‘| g^r ñQ>m’$ gXñ¶m| H$mo ~‹T>mdm {X¶m J¶m. g§~mo{YV {H$¶m.

{X. 12.06.2019 H$mo bIr‘nwa ‘| joÌ ‘hmà~§YH$, lr AVwb {XZm§H$ 08.05.2019 H$mo jo. H$m., O~bnwa Ûmam H$mamo~ma Hw$‘ma Ûmam "¶y{Z¶Z g‘¥{Õ H|$Ð' H$m CX²KmQ>Z joÌ à‘wI, lr {e~ Am¶moOZm ~¡R>H$ H$m Am¶moOZ {H$¶m J¶m, {Og‘| lr {dZm¶H$ àgmX H$a VWm H|$Ð à‘wI, lr a{dH$mÝV ewŠbm H$s CnpñW{V Q>|^yU}, jo.‘.à., ^monmb; lr AéU Hw$‘ma, joÌ à‘wI, O~bnwa ‘| {H$¶m J¶m. Ed§ O~bnwa joÌ Ho$ g^r emIm à~§YH$ CnpñWV Wo.

{X. 28.06.2019 H$mo ZB© µ’$é©Im~mX emIm H$m CX²KmQ>Z lr jo.H$m., ‘oaR> Ho$ VËdmdYmZ ‘| CZHo$ JOam¡bm Am¡a Jm{O¶m~mX AVwb Hw$‘ma, joÌ ‘hmà~§YH$, bIZD$ Ed§ lr Eg. Ho$. qgh, H|$Ð Ûmam "{dœ n¶m©daU {Xdg' Ho$ Cnbú¶ ‘| "dm¶w àXÿfU' joÌ à‘wI, jo.H$m., H$mZnwa Ûmam {H$¶m J¶m. Wr‘ na d¥jmamonU {H$¶m J¶m.

{XZm§H$ 26.06.2019 H$mo am¶nwa ‘| Am¶mo{OV ‘wÐm Ed§ E‘EgE‘B© F$U {dVaU {e{da ‘| lr amO {H$aU a¡ Or., à~§Y {ZXoeH$ Ed§ ‘w»¶ H$m¶©nmbH$ A{YH$mar H$s CnpñW{V ‘| RAM (Retail, Agriculture, MSME) Ho$ A§VJ©V 329 ZE F$U ImVo Imobo JE {Og‘| 87 H$amo‹S> H$s F$U ‘§Oyar ñdrH¥$V H$s JB© Ed§ 103 ZE Jm{‹S>¶m| H$s ‘§Oyar Xr JB©. gmW hr 3.72 H$amo‹S> H$s EZnrE dgybr H$s JB©. lr a¡ Ûmam Bg Adga na Q>mCZ hm°b ‘| Am¶mo{OV ‘rqQ>J ‘| emIm à~§YH$m| VWm jo.H$m. am¶nwa Ho$ gå‘obZ H$j ‘| Am¶mo{OV ñQ>m’$ gXñ¶m| H$s ‘rqQ>J ‘| ñQ>m’$ gXñ¶m| H$mo g§~mo{YV ^r {H$¶m.

{X. 05.07.2019 H$mo ñQ>m.à.H|$., JwéJ«m‘ Ho$ H$m¶©nmbH$ A{V{W J¥h Ed§ g^mJma H$m CX²KmQ>Z H$aVo hþE à~§Y {ZXoeH$ Ed§ ‘w»¶ H$m¶©H$mar A{YH$mar, lr amO{H$aU a¡ Or. Bg Adga na CnpñWV lr Eg.Ho$. ‘hmnmÌm, joÌ ‘hmà~§YH$, {X„r VWm AÝ¶ d[að> H$m¶©nmbH$. gmW hr, H|$Ð Ho$ àm§JU ‘| à~§Y {ZXoeH$ Ed§ grB©Amo Ûmam d¥jmamonU ^r {H$¶m J¶m.

{X. 21.06.2019 H$mo A§Vam©ï´>r¶ ¶moJ {Xdg Ho$ Adga na {X.21.06.2019 H$mo "{dœ ¶moJ {Xdg' Ho$ Cnbú¶ ‘| jo.H$m., jo.H$m., am¶nwa Ho$ àm§JU ‘| ¶moJ H$m Am¶moOZ {H$¶m J¶m. CX¶nwa ‘| ¶moJ {Xdg ‘Zm¶m J¶m. Bg Adga na lr Oo.Eg. Vmo‘a, joÌ à‘wI Am¡a lr am‘Ho$e ‘rUm, Cn joÌ à‘wI Ûmam g§~mo{YV {H$¶m J¶m VWm lr gr.Ho$. ~m~y, ‘w»¶ à~§YH$ Ûmam ¶moJ Ho$ {d{^Þ AmgZm| H$s OmZH$mar Xr J¶r.

{X. 03.06.2019 H$mo g§~bnwa emIm Ho$ Z¶o n[aga H$m ^wdZoœa joÌm§VJ©V H$qbJ {dhma emIm ‘| lr àH$me MÝÐ nVr, CX²KmQ>Z, lr àdrU e‘m©, joÌ ‘hmà~§YH$, am§Mr Zo {H$¶m. Bg Cn joÌ à‘wI, ^wdZoœa Zo J«mhH$m| H$mo Z¶o "ê$no H$mS>m]' H$m Adga na emIm Ho$ ñQ>m’$ gXñ¶ VWm J«mhH$ CnpñWV Wo. {dVaU {H$¶m. Bg Adga na gwlr ‘Ywpñ‘Vm ‘mohmnmÌm, {dÎmr¶ g‘mdoeZ à‘wI ^r CnpñWV Wt.

{X. 04.06.2019 H$mo g§~bnwa joÌ H$s H$mÝQ>m‘mb emIm Ho$ Z¶o n[aga H$m CX²KmQ>Z lr Eg.Ho$. amD$V, S>rE‘ Ed§ H$boŠQ>a, ~m¡Y Zo lr àdrU e‘m©, joÌ ‘hmà~§YH$, am§Mr H$s CnpñW{V ‘| {H$¶m. Bgr {XZ ~‹S>‘mb emIm Ho$ Z¶o n[aga H$m CX²KmQ>Z ^r lr àdrU e‘m©, joÌ ‘hmà~§YH$, am§Mr Ûmam {H$¶m J¶m.

g‘mMma - n{ü‘

~¢H$ Ho$ Jm¡adembr 100 df© nyU© hmoZo Ho$ Cnbú¶ ‘| jo. H$m., {X. 12.04.2019 H$mo lr Ho$db hm§S>m, ~¢H$ Ho$ J¡a H$m¶©nmbH$ ~‹S>m¡Xm Ûmam ^ì¶ gm§ñH¥${VH$ H$m¶©H«$‘ H$m Am¶moOZ {H$¶m J¶m, AÜ¶j Ed§ A§eH$m{bH$ J¡a gaH$mar {ZXoeH$ Zo AnZo ~‹S>m¡Xm Xm¡ao Ho$ {Og‘| lr amOrd Hw$‘ma Pm, joÌ à‘wI, ~‹S>m¡Xm Ed§ AÝ¶ d[að> Xm¡amZ ñQ>m’$ gXñ¶m| H$s ~¡R>H$ ‘| CnpñWVm| H$mo g§~mo{YV {H$¶m. Bg H$m¶©nmbH$m| Ûmam g^r godm{Zd¥Îm ñQ>m’$ gXñ¶m| Ed§ {d{eï> Adga na lr‘Vr ‘mo{ZH$m H$m{b¶m, joÌ ‘hmà~§YH$, Ah‘Xm~mX J«mhH$m| H$mo gå‘m{ZV {H$¶m J¶m. Am¡a lr amOrd Hw$‘ma Pm, joÌ à‘wI, ~‹S>m¡Xm ^r CnpñWV Wo.

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 77 {X. 21.06.2019 H$mo "A§Vam©ï´>r¶ ¶moJ {Xdg' Ho$ Adga na {X. 11.06.2019 H$mo jo.H$m., Ûmam Am¶mo{OV "Q>mCZ hmb jo. H$m., ~‹S>m¡Xm Ûmam ¶moJ H$m¶©H«$‘ H$m Am¶moOZ {H$¶m J¶m, ‘rqQ>J' ‘| lr‘Vr ‘mo{ZH$m H$m{b¶m, joÌ ‘hmà~§YH$, Ah‘Xm~mX {Og‘| lr ApIboe Hw$‘ma, joÌ à‘wI g{hV joÌr¶ H$m¶m©b¶ VWm lr hao H¥$îUm Xmg, joÌ à‘wI, ‘hogmUm Zo CnpñWVm| H$mo Ed§ ~‹S>m¡Xm eha H$s emImAm| Ho$ ñQ>m’$-gXñ¶m| Zo {hñgm {b¶m. g§~mo{YV {H$¶m.

{X. 05.06.2019 H$mo '{dœ n¶m©daU {Xdg' Ho$ Adga na jo.H$m., ZmJnwa Ûmam "gm¶ŠbmoWm°Z' H$m Am¶moOZ {H$¶m J¶m. Bg qgYr M¡å~a Am°’$ H$m°‘g©, ‘w§~B© Ûmam hmoQ>b ghmam B§Q>aZoeZb, Adga na lr gw‘oa qgh gamo¶m, joÌ à‘wI, ZmJnwa CnpñWV Wo. A§Yoar, ‘w§~B© ‘| Am¶mo{OV "E‘EgE‘B© ‘rQ>' ‘| h‘mar ~¢H$ H$s Amoa go jo.H$m., ‘w§~B© (n{ü‘) Zo {hñgm {b¶m. Bg Adga na ~rOonr ‘w§~B© Ho$ ào{gS|>Q> lr Amerf eobma ^r CnpñWV Wo. ~¢H$ H$s Amoa go g.‘.à. (gab) Ho$ gmW g^r emIm à‘wIm| H$s CnpñW{V ‘| ~¢H$ H$s {d{^Þ ¶moOZmAm| Ho$ gmW AmCQ>[aM H¡$ånoZ VWm "nrEg~r59' H$r OmZH$mar Xr J¶r Am¡a 25 go Á¶mXm ³dm{bQ>r brS²g OZaoQ> {H$E J¶o. {X. 21.06.2019 H$mo "A§Vam©ï´>r¶ ¶moJ {Xdg' Ho$ Adga na jo.H$m., ZmJnwa ‘| '¶moJ {Xdg H$m¶©H«$‘' H$m Am¶moOZ {H$¶m J¶m, {Og‘| Cn joÌ à‘wI lr AaqdX gwgabm, ghm¶H$ ‘hmà~§YH$ lr A‘aZmW {‘lm, joÌr¶ H$m¶m©b¶ Ho$ g^r {d^mJ à‘wI VWm H$m¶m©b¶ Ho$ ñQ>m’$ gXñ¶m| Zo CnpñW{V Xr.

jo.H$m., ‘w§~B© (n{ü‘) Ûmam ñdÀN>Vm nIdm‹S>o Ho$ A§VJ©V S>m°. ~r. Ama. Am§~oS>H$a H$s 128 dt O¶§Vr Ho$ Cnbú¶ ‘| "OmJê$H$Vm a¡br' {ZH$br J¶r. joÌr¶ H$m¶m©b¶, nwUo Ûmam Am¶mo{OV H$m¶©H«$‘ H$r Pm§H$s. 78 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 {X. 24 ‘B© 2019 H$mo jo.H$m. ZmJnwa Ho$ gå‘obZ H$j ‘| ñnmoQ²g© Šb~ Ho$ gXñ¶m| Ûmam dm{f©H$ gd©gmYmaU g^m H$m Am¶moOZ hþAm. {Og‘| ZB© g{‘{V H$m JR>Z ^r {H$¶m J¶m. ~¡R>H$ ‘| {X. 14.04.2019 H$mo jo.H$m., ZmJnwa Ûmam S>m°. ~r. Ama. ZE AÜ¶j lr {dZ¶ ‘olm‘, ‘hm g{Md lr [aVoe g¡Zr Ed§ Am§~oS>H$a H$s 128 dr O¶§Vr Ho$ Cnbú¶ ‘| Am¶mo{OV H$m¶©H«$‘ H$mofmÜ¶j lr {gÕmW© M§Ðm H$m M¶Z {H$¶m J¶m. H$m ew^ma§^ g§{dYmZ Mm¡H$, ZmJnwa pñWV Am§~oS>H$a H$s à{V‘m na ‘më¶mn©U go hþAm. à‘wI A{V{W Ho$ ê$n ‘| CnpñWV S>m° e§H$a Imo~«mJ‹S>o Zo S>m°. ~r. Ama Am§~oS>H$a Ho$ OrdZ na ì¶m»¶mZ {X¶m. Eggr/EgQ>r Agmo{gEeZ Ûmam jo. H$m. n[aga ‘| aº$XmZ {e{da H$m ^r Am¶moOZ {H$¶m J¶m. Bg Adga na joÌ à‘wI lr Or. Ho$. gwYmH$a amd; Cn joÌ à‘wI lr CËnb H$a; g‘à lr AaqdX Hw$‘ma gwgabm, lr ^mobm àgmX Jwám Ed§ lr A‘aZmW {‘lm Ho$ gmW Eggr/EgQ>r Agmo{gEeZ Ho$ à‘wI lr {‘qbX {X. 21.06.2019 H$mo nmMd| {dœ ¶moJ {Xdg Ho$ Adga na jo.H$m. ‘w§~B© (CÎma) Ûmam Am¶mo{OV ¶moJ {e{da ‘| joÌ à‘wI lr H$~ra dmg{ZH$ Am¡a lr amOoe ‘olm‘ CnpñWV Wo. ^Å>mMm¶©, Cn joÌ à‘wI, lr amOHw$‘ma, ghm¶H$ ‘hmà~ÝYH$ (gab), lr g§Xrn Hw$‘ma Ed§ H$m¶m©b¶ Ho$ AÝ¶ ñQ>m’$ gXñ¶

joÌr¶ H$m¶m©b¶ amOH$moQ> Ho$ gab H|$Ð H$m CX²KmQ>Z {X. 18 OyZ {X. 18 OyZ 2019 H$mo joÌr¶ H$m¶m©b¶, amOH$moQ> ‘| Am¶mo{OV 2019 H$mo lr‘Vr ‘mo{ZH$m H$m{b¶m, joÌ ‘hmà~§YH$ Ah‘Xm~mX, Q>mCZ hmb ~¡R>H$ ‘| CnpñWV lr‘Vr ‘mo{ZH$m H$m{b¶m, joÌ lr A{Zb Hw$‘ma qgh Mm¡hmZ, joÌ à‘wI, lr nr EZ Mm¡Yar Cn ‘hmà~§YH$, Ah‘Xm~mX, joÌ à‘wI lr A{Zb Hw$‘ma qgh joÌ à‘wI, gab à‘wI lr A{^foH$ O¡Z Ed§ AÝ¶ g^r ñQ>m’$ Mm¡hmZ Ed§ g^r emImAm| Ho$ ñQ>m’$ gXñ¶. gXñ¶m| H$s CnpñW{V ‘| {H$¶m J¶m.

g‘mMma - X{jU

{X. 30.05.2019 H$mo no{gQ> emIm, ~|Jbyê$ Ho$ Z¶o n[aga H$m ’$sVm H$mQ>H$a ew^ma§^ H$aVo hþE lr amO{H$aU a¡ Or., à~§Y {ZXoeH$ d grB©Amo; gmW ‘| (~mE± go) lr Eg.EZ.H$m¡{eH$, joÌ ‘hmà~§YH$, ~|Jbyé; lr emhrX H$~ra, emIm à~§YH$, no{gQ> emIm; lr AmbmoH$ Hw$‘ma, joÌ à‘wI, ~|Jbyé d gwlr Zohm {gÝhm, Cn emIm à‘wI, no{gQ> emIm, ~|Jbyé. Bg Adga na no{gQ> emIm ‘| Zd{Z{‘©V "J«mhH$ H$å’$Q>© bm°~r' H$m ^r CX²KmQ>Z {H$¶m J¶m.

¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 79

{X. 12.04.2019 H$mo ZmoS>b joÌr¶ H$m¶m©b¶, ~|Jbyé Ho$ H$m¶©nmbH$ ñVa Ho$ emIm à~§YH$m| hoVw hmoQ>b Oo.S>ãë¶y. ‘¡[a¶Q> ‘| '{dµOS>‘ {S>gH$mog©' ~¡R>H$ H$m Am¶moOZ {H$¶m J¶m. Bg Adga na lr amO{H$aU a¡ Or., à~§Y {ZXoeH$ d grB©Amo Ho$ gmW h¢, lr Eg.EZ.H$m¡{eH$, joÌ ‘hmà~§YH$, ~|Jbyé; lr AmbmoH$ Hw$‘ma, joÌ à‘wI, ~|Jbyé; lr H$ë¶mU Hw$‘ma, VËH$mbrZ àmMm¶©, ñQ>m’$ ‘hm{dÚmb¶, ~|Jbyé Ed§ ~|Jbyé joÌ Ho$ g‘ñV H$m¶©nmbH$ JU d emIm à~§YH$. Bgr {XZ lr amO{H$aU a¡ Or. Ûmam ~|Jbyé H$s gab emIm, Am¡Úmo{JH$ {dÎm emIm {‘S> H$m°nm}aoQ> emIm VWm AmpñV dgybr emIm H$m CX²KmQ>Z ^r {H$¶m J¶m.

On 24.04.2019, on the eve of 47th Foundation Day of jo.H$m. {dO¶dm‹S>m Ûmam Am¶mo{OV "ZoV¥Ëd gå‘obZ 2019- Union Bank Employees Union, Tamil Nadu, a 'Blood 20' Ho$ Xm¡amZ CnpñWV ñQ>m’$ gXñ¶m| H$mo g§~mo{YV H$aVo hþE Donation , Eye Check up,Dental & Diabetic Camp' was lr Eg.EZ. H$m¡{eH$, joÌ ‘hmà~§YH$, ~|Jbyé; gmW ‘§MmgrZ organized at NRO, Chennai which was inaugurated by h¢ S>m°. Ho$ adrÝÐZmW, joÌ à‘wI, {dO¶dm‹S>m VWm lr Or. O¶ Shri E. Pulla Rao, Regional Head, Chennai . OrdZ, Cn joÌ à‘wI, {dO¶dm‹S>m.

80 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019

On 04.07.2019, the 42nd Union Samridhi Kendra and the new premises of Kattappana Branch under R.O., Kottayam were inaugurated by Shri Gopal Singh Gusain, Executive Director in presence of Shri Lal Singh, Field General Manager, Chennai.

On 05.07.2019, the new premises of Regional Office, 'Yoga Campaign' held on 21.6.19 at Yoga village, Beach Kottayam were inaugurated by Shri Gopal Singh Gusain, Road, Visakhapatnam on the eve of International Executive Director by lighting the traditional lamp. On Yoga Day. On this occasion, Mr.Ajay Kumar, RH, this occasion Shri Lal Singh, FGM, Chennai and Shri Ved Visakhapatnam and Mr.Dayanand Choudhary, Dy.RH Prakash Arora, RH, Kottayam along with staff members felicitated the yoga instructors. The staff members of were present. R.O. & branches particpated in the event.

On the eve of 'World Environment Day' on June 5, plan- On 03.06.2019, the workshop/training programme for tation drive was organized by R O Visakhapattanam at all Business Correspondents was organized by NRO, Kendriya Vidyalaya, Visakhapattanam. Mr.Ajay Kumar, Vijaywada for capacity building and making them aware RH, RO, Visakhapattanam, Mr. Dayanand Chowdhary, about our bank's products like Social Security Scheme, Dy.Regional Head and other staff members were pres- Lead Generation facility, PMJDY account opening, ent alongwith school authorities. overdraft facility, etc.

gwlr Ñí¶m g{gÐZ, H$m{‘©H$ A{YH$mar, jo.H$m., {Ìd|Ð‘ H$mo "Q>¡b|Q>oS> ~¢H$g© µ’o$g~wH$ H$å¶y{ZQ>r' Ûmam "Q>¡b|Q>oS> ~¢H$a Am°’$ X drH$' nwañH$ma go gå‘m{ZV {H$¶m J¶m. lr ¶e R>mHw$a, gwnwÌ lr à‘moX R>mHw$a ‘w»¶ à~ÝYH$ jo.H$m.ZmJnwa H$mo CËH¥$ï> Am°bamC§S>a àXe©Z Ho$ {bE AmB©AmB©E‘, ZmJnwa Ûmam {XZm§H$ 15 Aà¡b 2019 H$mo ñdU© nXH$ {~¶mZr g§ñWmnH$ {~J ~mOma à‘wI d lr ‘y{V© Ah‘Xm~mX Ho$ XâVar-gh-hmCgH$sna lr H$ënoe S>mBaoŠQ>a AmB©AmB©E‘, ZmJnwa Ho$ H$a H$‘bm| Ûmam àXmZ {H$¶m J¶m. ‘{Ubmb R>mHw$a Zo AnZr B©‘mZXmar H$m n[aM¶ XoVo hþE grOr amoS>, Ah‘Xm~mX Ho$ JoQ> Ho$ nmg {‘bo EH$ lr ^mD$amd nw§S>brH$ Vm¶S>o, EgS>ãë¶yAmo "~r', nmbKa emIm, J«mhH$ Ho$ ng© H$mo, {Og‘| H$B© H«o${S>Q> H$mS>©, S>o{~Q> ‘hmamï´> H$mo df© 2018-19 Ho$ {bE H$mS>© Ed§ A§Vam©ï´>r¶ S´>mBqdJ bmBg|g Am¡a 6000/- go ^maVr¶ X{bV gm{hË¶ AH$mX‘r, A{YH$ H$s am{e Wr, J«mhH$ H$mo bm¡Q>m Xr. {X„r Ûmam "Am§~oS>H$a godmlr Z¡eZb AdmS>©' go gå‘m{ZV {H$¶m h‘mar ‘§S>noœa emIm, ~moardbr, ‘w§~B© Ho$ IOm§Mr J¶m. lr g§O¶ ndma Zo AnZr B©‘mZXmar H$m n[aM¶ XoVo hþE emIm Ho$ J«mhH$ Ûmam ^ybde A{YH$ O‘m H$s J¶r h‘mar XhmUw emIm, ‘hmamï´> H$s àYmZ 3,00,000/- H$s am{e J«mhH$ H$mo bm¡Q>m Xr. IOm§Mr gwlr ZrVm {Jare Omo~ZnwÌ Zo AnZr B©‘mZXmar H$m n[aM¶ XoVo hþE emIm Ho$ bm°H$a ê$‘ ‘| J«mhH$ Ûmam ^ybde N>mo‹S>r h‘mar H$m§{Xdbr n{ü‘ emIm, ‘w§~B© H$s Cn emIm à‘wI J¶r gmoZo H$s MoZ nyN>VmN> Ho$ ~mX J«mhH$ gwlr ‘rZm ewŠbm Zo emIm Ho$ bm°H$a ê$‘ ‘| J«mhH$ Ûmam H$mo bm¡Q>m Xr. ^ybde N>mo‹S>m J¶m ~oeH$s‘Vr {S>ã~m nyN>VmN> Ho$ ~mX J«mhH$ H$mo bm¡Q>m {X¶m. {^d§S>r emIm ‘| H$m¶©aV d[að> à~§YH$ lr XodamO hdbXma Ho$ gwnwÌ lr A§{H$V XodamO hdbXma Zo Bg df© ‘oH$m{ZH$b B§{O{Z¶[a¨J H$s {S>J«r narjm ‘| 62.33% A§H$ àmá H$a ¶mXdamd VmgJm§dH$a H$m°boO Am°’$ ~YmB© B§{O{Z¶[a¨J, {^dnwar, ‘w§~B© ¶w{Zd©{gQ>r go g’$bVmnyd©H$ CÎmrU© H$s.

‘mñQ>a A‘Z ^m{Q>¶m, gwnwÌ lr {dZrV ^m{Q>¶m, ‘w»¶ à~§YH$, EgEgAmB© emIm, ZmoS>b joÌr¶ H$m¶m©b¶, jo.H$m. ‘§w~B© (C) Ho$ ‘w»¶ à~§YH$ (Am{d) lr aU{ZnwU ~¡ZOu Ho$ gwnwÌ ~|Jbyé Zo 94.40% A§H$m| Ho$ gmW df© 2018 -19 lr g¶mZ ~¡ZOu Zo 2018-19 df© ‘| H|$Ðr¶ ‘mÜ¶{‘H$ {ejm ~moS>© Ûmam H$s gr~rEgB© Ûmam Am¶mo{OV H$jm 12 (dm{UÁ¶) H$s Am¶mo{OV ~mahdt H$s narjm ‘| 92.50% A§H$ àmá H$a g’$bVmnyd©H$ narjm nmg H$s. AmJo H$s n‹T>mB© hoVw do N>mÌd¥{Îm Ho$ CÎmrU© H$s. gmW A‘o[aH$m Om aho h¡.

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82 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 ~mb OJV Athulya 'The Dancing Doll' play through dancing and singing where drama to 5 the song is customarily in Manipravala or six hours s. Athulya, daughter of Mr. Sunil which is a mix of Sanskrit and Malayalam long dance MKumar, SWO 'A', Athani Branch language and the recitation may be performance of Ernakulam region is the melodiously either performed by the dancer herself called Indian leaning spirit. or by a vocalist with the music style ballets. This 10th standard student of Nirmala being Carnatic. Mohiniyattam poses are Under the Higher Secondary School, Aluva is also palpable from the various feminine able guidance undergoing training in Indian classical sculptures that adorn the 11th century of her guru, dance forms Mohiniyattam and Vishnu temple at Trikodithanam, and the Kanjoor Raveen-dranath, she honed her Keralanadanam since her lower KG Kidangur Subramanya temple. While classical dancing skills. The Malayalam days. Since her 'Arangetram' in the 1st 'Keralanadanam' is a new style of dance film star Ms. Sobhana is her role model. standard at Pallippattukavu Bhagavathy that is now recognized as a distinct art Her first milestone achieve-ment Temple, Desom, she is giving her form evolved from Kathakali a form was when she secured A grade for individual stage performances. Both her of Indian dance-drama. The Indian Keralanadanam and Light Music and parents were catalytic in discovering dancer Guru Gopinath, a well-trained won B grade for Mohiniyattam in the her musical apt and nurturing it so Kathakali artist and his wife Thankamani Kerala State School Kalolsavam 2017-18 well. 'Mohiniyattam', according to Gopinath developed a unique and also got chance for film audition. her, is an Indian classical dance form structure for teaching and performing. This year she has also participated evolved in Kerala. It adheres to the Lasya Keralanadanam can be performed in in the 'Asianet Sakalakala Vallabhan type that showcases a more delicate, three ways: Ekamga Nadanam i.e. solo, Competition'. This avid dancer is equally graceful, gentle and feminine form of Samgha Nadanam i.e. group, Nataka interested in music, singing and reading. dancing. It derives its name from the Nadanam i.e. dance drama enacting a She aspires to become the renowned word ‘Mohini’, a female avatar of Lord story. Male female pair dancing (duet) classical dancer in future. Vishnu. Conventionally a solo dance is also a distinct style in Keralanadanam. Union Dhara wishes her all the best in performed by female artists, it emotes a So also he has extended the dance her 'classical dancing' career!!

MaH$ H$m H$moZm AX²^wV JwUm| H$s ImZ h¡ "AH$aH$am' ëOr[a¶m Xoe ‘| g~go A{YH$ ‘mÌm ‘| * AH$aH$am, ‘mOy’$b, ZmJa‘moWm, ’y$br n¡Xm hmoZodmbr Bg O‹S>r ~yQ>r go H$m’$s hþB© {’$Q>{H$ar, H$mbr{‘M©, g|Ym Z‘H$ ~am~a A H$s ‘mÌm ‘| {‘bmH$a nrg H$a Bggo {Z¶{‘V * AH$aH$am H$m 100 {‘br H$m H$m‹T>m ~ZmH$a H$‘ bmoJ n[a{MV h¢. ^maV ‘| ¶h H$í‘ra, gw~h-em‘ nrZo go nwamZr Im§gr {‘Q>Vr h¡. Ag‘, ~§Jmb Ho$ nhm‹S>r joÌm|, JwOamV Am¡a ‘§OZ H$aVo ahZo go Xm§V Am¡a ‘gy‹T>m| Ho$ g‘ñV ‘hmamï´> Am{X ^mJm| ‘| dfm© Ho$ ewê$ ‘| hr {dH$ma Xÿa hmoH$a ‘wI H$s XþJªY {‘Q> OmVr h¡. * AH$aH$am H$s O‹S> H$mo AIamoQ> Ho$ Vob ‘| H$ht-H$ht nm¶m OmVm h¡. AH$aH$am H$‹S>dm, * N>moQ>r nrnb Am¡a AH$aH$am H$s O‹S> H$m {‘bmH$a ‘m{be H$aZo go gm¶{Q>H$m H$m XX© VrIm, nmMH$, é{MdY©H$, àH¥${V ‘| J‘© VWm MyU© ~am~a ‘mÌm ‘| nrgH$a AmYm Må‘M {‘Q>Vm h¡. H$’$ Am¡a dmVZmeH$ hmoVm h¡. ¶h h‘mar ehX Ho$ gmW gw~h-em‘, ^moOZ Ho$ ~mX * AH$aH$am H$m MyU© gw~h Am¡a em‘ nrZo go à{Vajm àUmbr H$mo ‘O~yV H$a h‘| hmoZodmbo godZ H$aVo ahZo go noQ> g§~§Yr AZoH$ amoJ Xÿa ObmoXa ‘| bm^ hmoVm h¡. g§H«$‘U H$m ‘wH$m~bm H$aZo H$s e{º$ àXmZ hmo OmVo h¡. Ü¶mZ ah| {H$ AH$aH$am H$m ~mö¶ à¶moJ H$aVm h¡. OmZVo h¢ BgHo$ JwUm| Ho$ ~mao ‘|! * AH$aH$am H$m MyU© 1 Må‘M ehX Ho$ gmW A{YH$ ‘mÌm ‘| H$aZo go ËdMm H$m a§J bmb * Bg‘| ‘m¡OyX E§Q>r-dm¶ab JwUm| Ho$ H$maU MmQ>Zo go {hMH$s VWm gy§KmZo go {‘Ju amoJ Xÿa hmo OmVm h¡ VWm ObZ hmoVr h¡. ¶{X Am§V[aH$ ¶o âby Am¡a gm§g g§~§Yr g^r g‘ñ¶mAm| ‘| hmoVm h¡. ê$n go BgH$m godZ A{YH$ {H$¶m J¶m hmo bm^H$mar hmoVm h¡. AñW‘m ‘| 50 {‘brbrQ>a * AH$aH$am Am¡a ~«m÷r g‘mZ ‘mÌm ‘| boH$a Vmo Bggo Zm‹S>r H$s J{V ~‹T>Zm, XñV bJZm, H$s ‘mÌm ‘| BgHo$ H$m‹T>o H$m ehX {‘bmH$a ~ZmE JE MyU© H$m AmYm Må‘M {Z¶{‘V Or ‘MbmZm, ~ohmoer N>mZm, aº${nÎm Am{X godZ H$aZo go amoJr H$mo amhV {‘bVr h¡. godZ H$aZo go ~w{Õ VoO hmoVr h¡. Xþîà^md n¡Xm hmo OmVo h¢. gmW hr ’o$’$‹S>m| Ho$ * AH$aH$am H$s gyIr S>ÊS>r ‘hþE Ho$ Vob ‘| * AOw©Z H$s N>mb Am¡a AH$aH$am H$m MyU© {bE ^r ¶h hm{ZH$maH$ hmoVm h¡. {‘bmH$a ‘m{be H$aZo go bH$dm Xÿa hmoVm h¡. ~am~a ‘mÌm ‘| {‘bmH$a nrgH$a à{V {XZ * gXu Ho$ H$maU hmoZodmbo {ga XX© ‘|, gw~h Am¡a em‘ AmYm-AmYm Må‘M H$s ‘mÌm ‘| ImZo go K~amhQ>, öX¶ H$s Y‹S>H$Z, nr‹S>m, AH$aH$am H$mo ‘w§h ‘| Xm§Vm| Ho$ ZrMo X~m¶| aIZo AZrVm ^mo~o go erK« bm^ hmoVm h¡. H$ånZ Am¡a H$‘Omoar ‘| bm^ hmoVm h¡. ¶y{Z¶Z Ymam, H|$.H$m. ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 83 godm{Zd¥Îm OrdZ go

REDUCTION IN BANK RATE

he new government who will and employment of Sir Keynes law of tor wise measures are required may Trule for another five years has economics which simply states that be agriculture, export sector or small come to power after winning with more of money supply will create industries. thumping majority. The government more of employment is hoped to. The Further to inject more of liquidity ie has come to power again but the old same should increase employment of money in the economy government problems mainly of unemployment, resources including human resources. may resort to deficit financing, levy slow growth, low domestic invest- The above sounds simple until an- more of taxes, can even enhance In- ment, lower exports and higher im- other theory is put forth by noble come Tax rates. Deficit financing liter- ports mainly of oil and gold all con- laureate Milton Friedman comes to ally means spending by a government tinue to exist. Unemployment should play. The same states in simple words more than its income. So the same have become a big issue since at 6.1 that injunction of more money in has to be met either by borrowings, % it is the highest ever faced during the economy with little controls over more of taxes and even printing of the last 45 years. economy for saving would turn the more of currency notes. But we must The rates have been reduced for the economy into a capitalist one. admit that a must side effect is infla- third time in continuity. RBI Governor tion also! So government needs to be Thus to say that our country at pres- Shaktikanta Das has now reduced it to always vigilant after taking a measure ent needs small hitches removed al- 5.75 %. The same have been reduced and can not just afford to sleep over together for the investments to be keeping in view the old Economic law for long. Government needs to be made, agriculture sector to be made of Sir J M Keynes. The rates are de- vigilant and keep awake like a good more attractive so that the working creased so as to enable the borrowers chowkidar if it desires to keep India force do not shift to other sectors. The to borrow more and the depositors shining all the time! All the best with same can be made attractive by revis- in turn to be discouraged to deposit rate cut tool. ing the Minimum Support Price ( M S more. Depositors to be encouraged P ). It is sometimes seen that farmers to spend more instead. With this the have to sell their produce even below money supply in the economy to be MSPs. Agriculture sector can still ab- N P S Sohal increased. The law of money supply sorb much of the working youth. Sec- Retiree from Chandigarh

84 ¶y{Z¶Z Ymam, Aà¡b-OyZ 2019 THE DAWN OF A HERO…..or rather, A PATRIOT! gmjr ove aside, Salman, Shahrukh the mercy of his ruthless captors who Mand even Amitji! Who needs would most certainly subject him to ~mha ^bo hr H$mobmhb a celluloid hero with body doubles inhuman methods of pain and torture. ^rVa I‹S>o ahmo A{dMb for stunts and make-up artists for He may not get water or food, not Eogm {OgH$mo gY OmE depicting bloodshed to impress the have access to basic toilet amenities, OrdZ dhr gwYa OmE & public? The real-life, inspirational not be allowed to lie down or rest hero has arrived! With poise and his weary body, etc. And although he grace and absolute dare-devilry! And was going through this hell, he was a nmQ> ^bo hr aho Ky‘Vo he is none other than…. brave Indian soldier who would never give up the fight but stand firmly and H$sb ‘Ü¶ ‘| I‹S>r aho Oops! Sorry, I got a bit carried away courageously without surrendering to Eogm {OgH$mo gY OmE with my script-writing! Let me begin the enemy….. OrdZ dhr gwYa OmE & from the very beginning….. She now realized why the safe return This is actually the story of a very of Wing commander Abhinandan to simple, uneducated middle-aged gwI Xþ:I ~mha n[a{Y na India was of such national importance. woman called Gowramma. She has ^rVa AmZ§X aho A{dMb She rushed through her chores and very limited means and toils as part- came to sit with me as we waited Eogm {OgH$mo gY OmE time maid to eke out a decent living. together with bated breath for the OrdZ dhr gwYa OmE & Whenever her routine permits, she good tidings which was played out watches the kannada sitcoms along by the media, with unprecedented with the housewives with whom she ~mha ^bo hr Vrd« bha| delay and uncertainty….until finally, works. ^rVa H$m gmJa Im‘moe our hero actually stepped onto Indian Eogm {OgH$mo gY OmE Very recently, post the Pulwama soil and into the waiting arms of his attacks, as I was continuously fellowmen. OrdZ dhr gwYa OmE & watching the news channels, she Dear Gowramma jumped and clapped asked me innocently about what was with childlike joy and admiration and so interesting that almost everybody ~mha ^bo hr KZKmoa KQ>mE§ even I smiled through my own sense was watching news channels so of relief, at her enthusiasm. But what ^rVa H$m AmH$me ‘m¡Z keenly instead of our regular soaps. followed next is what really took my Eogm {OgH$mo gY OmE I felt it was my responsibility to breath away! Without batting an OrdZ dhr gwYa OmE & educate her on the happenings in eyelid, she told me that her one- week the country. As a citizen of India, it old grandson’s naming ceremony was was only right that she be aware of to be held soon and she would insist ~mha Z¥Ë¶, Kw§Ké, nXMmn the crisis we were experiencing when that he be named ABHINANDAN. She ^rVa ‘ram H¥$îU g§J Wing-Commander Abhinandan was said she wanted him to become a true Eogm {OgH$mo gY OmE taken captive. I patiently narrated patriot, love his janmabhoomi, and the entire turn of events as simply OrdZ dhr gwYa OmE & maybe even join the Armed Forces and as briefly as possible. She heard just like the gallant Fighter Pilot. Now me out with full concentration, trying that’s true hero-worship for you…. ~mha ~¡R>o gyV H$mVVo to grasp the correct and complete ^rVa H$~ram ‘m¡Z I‹S>m picture. I was amused when she even Friends, true patriotism thrives in Eogm {OgH$mo gY OmE tried to learn how to pronounce his your own backyard, not necessarily only at the BORDERS! OrdZ dhr gwYa OmE && name correctly! As we anxiously watched the news, Gowramma wondered why we were so apprehensive and worried. Once JUnV MnbmoV Hemalata Nagaraj godm{Zd¥Îm CX¶nwa again I explained how a POW was at Retiree from Bengaluru

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