¶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$s¶ 5 · Business Process 46-49 General Manager (HR) · gm{h˶ OJV go... 6-7 Transformation Brajeshwar Sharma · H$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$moao · H$å߶yQ>arH¥$V dmVmdaU ‘| 12-14 E‘EgE‘B© Ho$ {bE àm߶ 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«$.150 Printed and published by Dr. Sulabha Kore · Union Samriddhi Kendra 26-27 · on behalf of Union Bank of India and National Common 66-67 · Enhanced Access and 28-30 printed at JAYANT PRINTERY LLP Mobility Card (NCMC) service Excellence (EASE) 352-54, Murlidhar Temple Compound, · Transformation of Retail 68 · What's New 31 Near Thakurdwar Post Office, Banking in India J.S.S. Road, Mumbai-400002. · Digital Transformation 32-34 · UniOne Diary 69 and published at Union Bank Bhavan, through ICT in Rural India 239, Vidhan Bhavan Marg, · Union Bhavishya 70-71 · Online Complaints 35 Nariman Point, Mumbai-400021. · g‘mMma Xe©Z 72-81 · Weakest link to human 36-37 Editor - Dr. Sulabha Kore fire wall · h‘| Jd© h¢/~YmB© 82 E-mail : [email protected] · PO Induction 38-39 · ~mbà{V^m/MaH$ 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¥${V 41 · hoëW {Q>ßg/춧OZ 86 Nariman Point, Mumbai - 400 021. · H$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 ‘| 춳V {dMmam| go à~§YZ H$m gh‘V hmoZm A{Zdm¶© Zht h¡. Tel.: 22896595 / 22896545 / 22896590 Designed and Printed at JAYANT PRINTERY L.L.P., Mumbai-400002. n[aÑí¶ PERSPECTIVE {ච{‘Ìm|, Dear Friends, "AJa Amn n[adV©Z CÝ‘wI Zht h¢, Vmo AmnH$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$s can expect a lot of changes in the bank’s land- scape and every employee should be ready Anojm H$a gH$Vo h¢ Am¡a à˶oH$ 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.