Andhra Pradesh Grameena Vikas Bank

HEAD OFFICE:: WARANGAL

Telephone: 0870-2577766, 0870-2577744.
Fax : 0870-2550370

Circular No. P&D/02/2019-20 Date: 15-05-2019

ALL BRANCHES/ OFFICES

POLICY GUIDELINES FOR THE FINANCIAL YEAR 2019-20

We enclose the “Policy guidelines of the Bank” for 2019 -20. We hope the
budgets for Branch Managers are settled by now and all have plunged into
business.

02. We advise you to have a thorough reading of enclosed guidelines and make
it a beacon in your path to achieve set targets.

03. We advise you to keep text of guidelines on the desktop of the systems
at all the branches for your ready reference.

04. Please bring the contents of this circular /policy guidelines to the notice of
all the staff members working in the branches /office for meticulous
compliance.

General Manager (I)

(M. Satyanarayana)
Encl: a/a
ANDHRA PRADESH GRAMEENA VIKAS BANK
HEAD OFFICE :: WARANGAL

POLICY GUIDELINES FOR THE FINANCIAL YEAR 2019-20

A. BANK’S PERFORMANCE DURING 2018-19

Deposits have grown at a rate of 12.02% over 31.03.2018, with a

quantum growth of Rs.1722.42 crores.
Advances have registered a growth at a rate of 16.36%, with a quantum
growth of Rs.2,341.50 crores over 31.03.2018.
The Non-performing assets of the Bank have gone down by Rs.6.76 crores
over 31.03.2018 and stood at Rs.188.88 crores and the percentage to
total advances stood at 1.13%, as against 1.37% for 31.03.2018.

CONCERNS DURING 2018-19

 CASA deposits ratio has come down to 41.41% as against 42.15% as on

31.03.2018
 The deposits continue to register growth only during the last month of the
financial year.
 Branch Managers / Regional Managers are over dependent on bulk
deposits, at high rates.

B. PROJECTED GROWTH FOR 2019-20

We, taking into account the growth achieved during the year 2018 -19, and also
the concerns, set ourselves the following targets:

 21% growth in retail deposits, over the position obtaining as at

31.03.2019. The retail deposits which stood at Rs.14,248.02 crores as at
31/03/2019 should reach a level of Rs.17,240.10 crores by 31/03/2020.
Bulk deposit should be mobilized as “Bonus” only and dependence should
be avoided.
 A CASA percentage of 45% for the Bank as a whole. The Regions, are
however directed to ensure growth over the best percentage during 2018 -
19.
 22% growth in advances over 31/03/2019 levels, which puts the quantum
growth at Rs.20,328.36 crores as on 31/03/2020.
 The NPA position which stood at Rs.188.88 crores as on 31.03.2019,
should come down to a level of Rs.141.66 crores, with a reduction of
Rs.47.22 crores.
  The profit should register a growth of 20% over 31.03.2019, with an ideal
mix of 20% growth in other income followed by 10% reduction each staff
and other expenses.
C. BUDGETS AND ROAD MAP FOR 2019-20
(amount in crores)
Parameter Projected June, Sept, Dec, March
Growth 2019 2019 2019 2020
/reduction (15% (35% of (35% of (15% of
of growth) growth) growth)
growth)
Retail
21% 2,992.08 448.81 1047.23 1047.23 448.81
Deposits
Advances 22% 3,670.00 550.5 1284.50 1284.5 550.5
NPA -25% -47.22 -7.08 -16.53 -16.53 -7.08
Profit 680.00 102 238.00 238 102
AUCA
30% -16.92 -2.54 -5.92 -5.92 -2.54
reduction

POLICIES FOR THE FY 2019-20

a) Deposits:
 Branches should focus on expansion of customer base right from
beginning of the financial year. Opening of 200 new S.B. accounts with
adequate balances shall continue to be the monthly target for Office
Assistants.
 In this financial year, we also aim at improving Recurring Deposit
accounts. Targets for opening of RD accounts will be advised separately.
 Mobilization of CASA deposits is top-priority for the bank and bank as
whole should achieve 45% CASA ratio by 31/03/2020.
 The best CASA percentage during 2018-19 shall be the base for the
regions and it shall grow progressively.
 Branches with CASA ratio, lower to the Region’s average should be
monitored directly by Regional Manager.
 Bulk deposits shall be discouraged and the Bank’s policy of not offering
preferential rate of interest on bulk deposits shall continue.
 The Branch Managers / Chief Managers of NRI/NRE specified branches
should draw a plan to pick up the momentum under this scheme, as
simplified transfer of funds has been put in place.
b) Advances & NPA management:
 The first and foremost policy for this year is “Advances Portfolio
Diversification”. Flow of credit to thrust areas such as Agri. Investment
Credit, Home Loans, GPAB Term Loans, Gold Loans, SME, Project finance,
Produce Marketing Loans etc., should be scaled up.
 Every branch should aim to achieve the budgetary targets month-on-
month basis
  Credit processing centres viz RASMECCC/AMH should ensure strict
adherence to “Turn Around Time” and achieve the targets given.
 Marketing of the products should be given high importance by conducting
Door to Door Campaigns, Loan Melas, Society connect programmes, Office
Connect programmes, Dealer Meets, Builder Meets, Trader Meets etc.
 Each Branch should aim to achieve a minimum of 85% score in Advances
and NPA areas in RFIA.
 Bank aims at achieving a minimum growth of 60% in Home Loan portfolio
this year
 Investment Credit to High tech Agri and Agri Allied sectors to grow by
100% this year.
 Gold Loan portfolio to grow by 100% during the current financial year
 Share of secured advances to incremental advances growth to be a
minimum of 60%
 Advances to SME sector to grow by 80% in 2019-20
 High level of transparency to be ensured in dealing with advance
customers. Bank charges and other terms and conditions related to
advances should be informed well in advance to the customers and take
their consent.
 Participation in various Central/State Government sponsored credit
linkage programmes with due diligence.
 Strict Adherence to Bank’s system and procedures in every advance
related dealing.
 Reduction in NPA by 25% over March 2019
 Bank set a recovery target of 30% in AUCA balances held in the books as
on 31.03.2019
 All Branches should be under “Green Category”under Risk Management
 Time Barred Documents and Missing Documents are identified as ZERO
TOLERANCE AREAS

c) Profitability:
The following are the guiding principles to improve profitability-
 Each branch/office should strive for 10% reduction in operating expenses
over the previous financial year
 A target of 20% growth in Other Income (commission & miscellaneous) is
set for this financial year. Therefore, the branches should focus on non-
fund business, cross selling etc.
 Diversification of Advances to high yielding portfolio
 Reduction of NPAs and recovery in AUCA accounts.
d) BANKING TECHNOLOGY – IT IMPLEMENTATION ROAD MAP FOR 2019-
20

Bank migrated its banking operations on to the Core Banking Solutions (CBS)
platform in November 2009. Since then the CBS platform has been continuously
being customized and adapted to the requirements of the bank. A number of
technology enabled products and services have been added and enabled. With
this the bank’s business grew immensely as technology has evolved new synergy
in delivery of banking services to its customers.

2. New innovations and trends keep evolving in banking technology, to face the
stiff competition from the new generation banks, to attract new business and
retain the existing customers it is proposed to implement the following new
initiatives in 2019-20

A. New Services:

i. Bharat Bill Payment System(BBPS): To provide customers with the

facility of paying utility and other bills through Internet Banking, mobile
Banking, IMPS etc. On boarding the BBPS platform of NPCI as Agent
Institution of sponsor bank to be taken up.

ii. Aadhaar Pay: Approvals for Merchant acquiring business (MAB) would be
obtained in order to provide business customers of our bank with Aadhaar
Pay facility. This would be a cost effective solution which can be used on
the smart phone of the customer.

iii. Pass Book Printing Kiosk: In order to reduce rush at cash counters
from customers who want to update their pass books pass book printing
kiosk would be introduced. The pass book printer kiosk would be self-
service kiosk using which the customers pass book can be updated
without waiting for their turn in the queue at the cash counters.

iv. Internet Banking- Corporate Module: Introduction of Corporate

Banking Module in Internet Banking product to cater to the business
community operating in the area of operation of the bank.

v. E-Banking Corners: Provide 24 x 7 banking facility, establish on branch

premises in the initial stages by providing desk top ATMS, pass book
printing facility and green channel counters for faster disposal of
customers at the branch.

vi. Issuance of ATM debit cards: Targeting issue of 6 lakh Rupay debit
cards during the financial year 2019-20 to increase the card base of the
bank.
vii. Installation of ATM and Cash Recycler Machines: To provide take up
installation of ATMs and Cash recyclers where ever possible to minimize
cash movement between branches.

viii. Mobile Banking Services: To encourage cashless transactions and avail

banking services 24 x 7 it is envisaged to popularize mobile banking
services amongst the bank customers it is envisaged to target one lakh
and fifty thousand mobile banking activations in the year 2019-20.

ix. NACH Sponsor Bank: For funds transfer through NACH manual
mandates are being obtained from customers at branches. In order to
provide the bank customers an easy means for exercising their option for
ACH credits & debits it is proposed to intro duce e-mandates, which would
enable the borrower to provide his mandate through mobile banking,
internet banking etc.

x. Automation of Suit Filing System : The process of filing of suits

involves lot of correspondence between branches and controlling offices,
which is causing delay in reaching logical end. A web-based software
would be developed for automation of entire procedure involved in filing
suits.

xi. Online Branch Visit Portal : A web-portal would be developed to

facilitate the officials who are visiting branches to report the observations
noted in the branch then and there at the branches. The branch staff
would be provided access to the portal to respond to the noted
observations. This facility would enable the controllers to view the
irregularities noted by the visiting official and updates of corrective
measures initiated by the branch staff thereafter.

xii. Leased Agreements Tracking System: Leased agreements of our

branches/offices are executed on different dates, and thus will expire on
different dates. For the purpose of tracking the expiry and for initiating
timely action for renewing, it needs an automated system. A web-portal
would be developed for tracking and monitoring of branches/offices leased
agreements.

xiii. Automation of Form-A generation : Automatic generation of Form-A

return in fortnight intervals, which is required to be submitted by Accounts
Dept., would be implemented in our Bank.

xiv. Digitalization of work flow at RASMECC/AMHs : A software would be

developed for digitalization of entire work flow at RASMECC or AMHs,
which is useful for effective monitoring and administration.
 xv. Online Registration Facility to SLC : A web based system would be
developed for registration of trainee employees / officials at SLC while
they enter SLC for any training program. This system would also facilitate
to carryout entry test and exit test to the trainees.

xvi. IFAMS - Fixed Assets Management System : There is a need for a

system for effective management and monitoring of fixed assets in our
Bank. A system called “IFAMS”, which is in use at SBI, would be rolled out
in our Bank for managing all fixed assets of the Bank. Calculation and
updation of depreciation and book value of the assets would be done
automatically.

xvii. Online Transactions Monitoring System : Monitoring of transactions

plays a key role in identifying the fraudulent / suspicious or abnormal
transactions posted in CBS. A system would be rolled out in our Bank to
monitor the transactions online at controlling offices.

xviii. NEFT / RTGS Transactions Monitoring : A tool will be developed to

analyze all the inward and outward NEFT and RTGS transactions.
Abnormal or suspicious transactions will be flagged out based on
predefined criteria.

xix. Generation advances related returns : A variety of MIS is being

generated pertaining to advances portfolio. In addition to this, various
kinds of advances returns to be submitted regulators or to other agencies.
A system would be developed to automate the generation of such
advances related returns for onward submission to regulators / outside
agencies.

xx. Online Charges Return : Branch-wise / RO-wise / Bank as a whole

Charges statement would be provided in a Web-page for the purpose of
verification by branches and monitoring by controlling offices.

xxi. LCPC Data Automation : A software system would be developed to

provide dashboard indicating branch-wise status of opening forms.

B. Consolidation of CBS Platform:

i. Connectivity: The introduction of 2 Mbps RF connectivity in 514 branches

has reduced the transaction time which is perceptible to the branch staff
as well as the customer, as the time taken for customer disposal at
counters has decreased. But 2 Mbps RF has its own inherent
disadvantages like, not feasible in all branches, very high cost of spares,
very high relocation time. In order to overcome these draw backs in
 branch connectivity it is contemplated to going in for MPLS leased line
connectivity from BSNL as primary. To provide redundancy in
connectivity secondary connectivity would also is envisaged to be put in
place.

ii. Active Directory Services: To promote a safe CBS working environment

to the bank and staff active directory services would be introduced.

iii. Loan Originating System (LOS): To strengthen sanctioning,

disbursement, recover, compliance and monitoring of loans/advances the
Loan Originating System would be introduced.

iv. Cloud based services - B@NCS24 application: To economize the CBS

operations in the bank introduction of cloud based access to B@NCS 24
application software would be explored. This initiative will reduce the
down time of servers and enhance the availability of B@NCS24 to
branches. This will also enhance the quality of B@NCS 24 software as any
updating needs to be carried out only at the central server. With
introduction of cloud based services branches do not require branch server
for accessing B@NCS24. This would drastically reduce investment
required for replacement of hardware required to operate B@NCS24 (a
branch server costs Rs 1,00,000 each).

v. Controllers Tools: To provide controllers effective mean to monitor the

operations of the bank, it is envisaged to introduce controller tools in the
bank. Using which the controllers can monitor, guide and correct the
banking operations from central locations.

E. GENERAL BANKING

1. Cash management - follow the systems and procedures strictly while

accounting for cash transactions. (substantial excess cash transactions
occurring in the recent past), due to failure of adherence of systems and
procedures. Excess cash should be remitted on the same day of
occurrence of excess cash (cirAccts/12/ 2017-18,Dt: 22.09.2017)
2. Link Bank reconciliation: On day to day basis. Any Entry outstanding
beyond 3 days should be reported to RO for monitoring at RO. The BM /
Accountant should personally monitor and they are responsible for
outstanding entries. The Branches should submit status of reconciliation of
Link Bank accounts to the Regional Manager, before 03 rd of succeeding
month. The entries outstanding beyond 3 days should be reported to
RO. SMS alert facility should be availed on CUG number of the Branch
Manager/Accountant, to ensure correctness of the Link Bank transactions.
3. Risk Policy: BCGA debit/credit entries should be responded within 3
days.
4. EVVR: Should be checked on the next working day without fail.
5. Awareness of Circular Instructions to Staff - conduct staff meeting once in
a week at least.
6. Office Accounts: No branch should open Office Accounts either a BGL
account or Current A/c or SB A/c hence forth.
7. Zero interest accounts: No Fixed deposit / loan account should remain
with Zero interest.
8. RTGS/NEFT Outward Remittances: SOP is meticulously be followed.
9. Soiled Notes: Soiled notes should be remitted in SBI Chest Branch / Focal
point branch once in month. Focal point Branches should remit all the
soiled notes along with their remittance/at least once in month.
10. Cash maintained beyond Retention Limit - Control Form:
(Cir.Accts/7/18-19, dt:14.05.18) Branch Managers should submit a
monthly statement for the Excess cash maintained beyond cash retention
limit with the reasons to Regional Office by 5 th of succeeding month and it
should be scrutinized and controlled by the Regional Manager.
11. Intra-day /Periodical verification of Cash is to be done: (Cir.Accts/7/18-
19, dt:14.05.18, Accts/36/2017-18, dt.24.01.2018).
12. Cash in Transit: Cash should always be carried in trunk box with proper
locking facility. Cash has to be carried in a Trunk Box locked and sealed
by the Branch Manager/Accountant (Tagged Branch) while making the
remittance. Another set of the keys are to be held with the Focal point
Branch BM/Accountant. After reaching at the Focal Point branch, the
Focal Point Branch Accountant will open the Trunk Box with the keys held
with him and take the cash, similarly, vice versa in the case of inward
remittance. Security norms should be followed meticulously.
13. Charges – Expenditure & Control Form: (Cir.Accts/27/17-18,
dt:27.10.18, Cir. Accts/ 54/18-19, dt:23.01.19–Charges-SOP) Austerity of
the Controllable operating expenses should meticulously be observed, at
all times.
14. Maintenance of Scrolls: (Cir.Accts.28/17-18 dt.31.10.17) Cash Scroll,
Passing Scroll and Transfer scroll should be maintained without fail.
15. Obtention of 15G/H: (Cir.Accts/17/18-19 dt 25.07.18)
 Please obtain the 15G/H for all the existing eligible deposit
holders/pensioners at the beginning of the financial year positively by
1 s t week of April and feed the same in the CBS.
 Form 15G/H has to be obtained for every financial year (April – March).
 We advise the BM to ensure NO SINGLE 15G/H should be left unfed in the
CBS. 15G/H data is to be uploaded in Income Tax web site. For uploading
15G/H data on line, PAN number, Address in full, Mobile No/Email ID,
Date of Birth (for Senior Citizens) are mandatory.
16. RFIA
The RFIA audit reports are to be fully dealt with and closed within 120 days from
the receipt of Audit report. The compliance schedule break up is as under.
 Submission of full compliance by branch within 45 days
 Verification of compliance submitted by branch and recommending for
closure by RO, next 45 days, ie. within 90 days
 Closure at Head Office on satisfactory receipt of compliance and
recommendations, next 30 days, ie. within 120 days.

17. CONCURRENT AUDIT

 Rectification of irregularities observed before the next visit of the
concurrent auditor.
 Regional Office has to ensure closure of Concurrent Audit observations
and reports.
 Pending irregularities at the end of each month to be reported to Head
Office, by Regional Office.

18. HR matters:

VACATION POLICY
The Policy has been introduced in the Bank as a prudent risk mitigation and
preventive vigilance measure on 02 nd November 2018 to ensure the necessity for
constant improvement of prudent risk containment measures in the Bank & for
increasing the efficiency/productivity and for mitigating risk of fraud. It is the
responsibility of the Controller to comply with the policy.

PUNCTUALITY AND DISCIPLINE

Staff punctuality and discipline should be of the highest order. Strict adherence
is to be ensured as these two are most essential traits which impact the Bank’s
image. Regional Managers should monitor the Punctuality of staff working at
Branches through Branch MIS reports, thus giving no scope for complaints by
public in this front.

MANDATORY LEARNING
Mandatory Learning was introduced in the Bank which is specified, well-defined,
measurable, objective parameter incorporated in the AARF to impart
transparency and the urge to perform among the staff aiding them in their skill
development and growth. The consequent growth of RRB will brighten their
career and pecuniary prospects.

19. SAFETY AND SECURITY MEASURES

Bank branches have been the targets of burglary attempts .All laid down security
and protective measures are required to strictly comply with.
The major measures are as under:
 Proper liaison with police and revenue authorities should be ensured.
 Night patrolling at the branches by the police or Revenue personnel should
be ensured
 Beat book must be maintained at the branches with noting.
 All branches should have one entrance only and arrangements are to be
made to close the additional entrances closed on permanent basis.
 Iron grills should invariably be arranged to main entrance, safe room and
locker room.
 Cash safes, jewel safes and the safe rooms should always be held under
double locking system.
 Cash withdrawals from the safe should be depending upon the
requirement. At no stage the entire cash should be drawer from the vault.
 CCTV/Burglary alarms should be ensured to be in working condition.
Though the Bank’s surveillance mechanism is monitored from a centrally
located center under Central Monitoring System (CMS), the Branch
Managers should from time to time, check effective functioning of the
CCTV and burglary alarm systems at the branch.

20. GENERAL POLICIES:

i) KNOW YOUR BRANCH: Know your Branch booklet is the master document of
the branch .It should be updated in all aspects and maintenance in total should
be ensured by Regional Managers.
ii) KYC UPDATION: The Policy of the Bank is 100% KYC COMPLIANCE AT ANY
TIME. No account should be opened without KYC compliance.
iii) ADHAAR SEEDING: We call upon all the operating staff to take all measures
to create awareness amongst all our esteemed customers to get their AADHAR
details seeded / updated. Please note that such seeding / updation must be
taken up at the written request of the customer, without fail
ziv) RECORD RETENTION/SHREDDING OF OLD RECORDS: Record retention
and shredding of old records should be ensured as per the extant policy
/instructions.
v) CUSTOMER SERVICE: All our core parameters are “Customer Centered” and
he/she continues to occupy pivotal role in the affairs of the Bank. All comfort
should be favour to the customer and following are the IT enabled initiatives for
customers.
vi) COMPLAINTS REDRESSAL: In recent times many complaints are being
received on our scant attention towards customers by front line staff. This
should be curtailed forthwith. This area is very sensitive and we are answerable
to many agencies like sponsor bank, NABARD, Govt of India , Ombudsman (RBI)
etc.
vi) BRANCH AMBIENCE AND CLEANLINESS
The upkeep of the branch ambience and cleanliness are very important. The
customers who visit the branch should feel pleasant and comfortable .Branch
Manager, Regional Managers should take more than ordinary care that the
proper seating arrangements, fans, drinking water arrangements etc., are
ensured. The Regional Managers /Branch Managers should ensure that Branch
name board, timings board, way board (wherever necessary),other mandatory
notice boards etc., are arranged. Display of important boards in the Banking Hall
need to be ensured viz. service charges, various products both deposits/
Advances, Interest rates etc.,
vii) CUSTOMERS MEET
Customers meet, as per the laid down instructions should be conducted on 15 th
of every month (the next day if 15 th is a holiday) without fail. The valuable
suggestions of the customers should be minuted and forwarded to controlling
authorities with comments and observations. Field staff should attend the VO
meetings conducted every month and educate SHGs to switch over to income
generating activities.
viii) Locker Occupancy
a. It is our endeavor to improve the occupancy ratio to 95%. Measures to be
taken to improve the occupancy by displaying the Banners with our
competitive rents. You are advised to focus on rent recovery, wherever it
is in arrears, and focus on 3 years advance rent recovery in the form
STDR.
b. All the lockers should be mapped in CBS module , while mapping every
care should be taken with regard to the status of lockers . Either the
status should be in “Active” or in “available” .The status like” cut open”,
“Closed “ are only temporary . Therefore take appropriate steps to convert
them to Active or available category.
c. The quality of the customers holding lockers should be improved, by
suitable educating and counseling processes. The Bank should not face
any problem in running the rent recovery programme at the beginning of
the financial year.
22. Vigilance & DP Department
i. Preventive Vigilance Committee Meetings - All the branches having
aggregate business of Rs. 10 Crores and above are required to conduct PVC
meetings. The preventive vigilance committee comprising of all permanent staff
members, should meet at quarterly intervals to review the level of adherence to
systems and procedures at the branch and initiate necessary steps to rectify
immediately any deviations / irregularities noticed, to prevent the occurrence of
frauds at the branch. The branches should reco rd the deliberations in a register
named “PVC Meetings Minutes Register” duly signed by all the members who
have attended the meeting and send a copy of minutes of the meeting to the
Regional Office concerned on the same day.
ii. Surprise Checks of Single Officer Branches by Neighboring Branch
Managers - All the Regional Offices to arrange for conducting of surprise checks
of single officer branches once in a quarter by one of the neighboring Branch
Managers. The reports of such checks conducted should be monitored and
examined by the Regional Managers, so as to take necessary correcting
measures wherever necessary. Month wise progress reports are to be submitted
to Head Office for placing the information before the Board.

iii. Surprise visits of branches (50% of branches in a year) - As per the

suggestions made by the Principal Inspecting Officer, NABARD, the surprise
visits to branches by Head Office / Regional Office are to be conducted as
ongoing measure of preventive vigilance.

The main salient features of it are as under;

All categories of branches should be subjected to surprise visits either by
Head Office / Regional Office functionaries.
50% of the branches should be covered in a year.
A visit report has been designed for this purpose.
All the reports will be monitored by the Vigilance Department at Head Office

The V & DP department at the Head Office will identify the branches that are
subjected to surprise in each region month wise and communicate to the
Regional Offices concerned for their meticulous compliance. The Regional Offices
should arrange to conduct surprise visits as per schedule and month wise
progress reports are to be submitted to Head Office for placing before the Board
together with the irregularities observed, if any.

The Chief Manager (V&DP) along with the Desk Officer has been conducting
surprise visits of certain branches and also Preventive Vigilance Committee
meetings there at.

iv. Observance of VIGILANCE AWARENESS WEEK - Vigilance Awareness

Week would be observed by bank from 31st October to 05th November of every
year as per CVC guidelines. The observance of Vigilance Awareness Week will
commence with the pledge on 31st October at 11.00 AM and all the Branch
Managers and Heads of Offices will arrange for administering the Pledge as per
the Annexure. This message will also be placed on our Bank’s website.

The purpose of observing the Vigilance Awareness Week is to remind ourselves

about the incidence of frauds resulting in loss of public money, misconduct and
other corrupt practices and to disseminate awareness against corruption also to
create sense of awareness on vigilance among all sections of staff in the Bank.
v. WHISTLE BLOWER POLICY – With a view to encourage our staff to report
promptly of any untoward incidents like committing a fraud by co-staff
member/(s), or suspicious transactions noticed by them, without fear of their
identity being disclosed, whistle blower policy has been in vogue in our Bank.

F. FINANCIAL INCLUSION
FINANCIAL INCLUSION POLICY FOR 2019-20
Pradhan Mantri Jan Dhan Yojana (PMJDY) :

Bank policy is to activate 100% of cards through BC channel so that poor

customers will not be deprived of coverage of insurance and also move in
tandem with Digital India.

Activation of accounts:

Bank policy is to ensure that all these accounts are funded with some balances
to activate inactive accounts and to ensure funding of the balances to increase
CASA deposits.

Social Security Schemes:

Bank policy is to cover all the eligible customers under social security schemes.

Financial Literacy camps by FLCs and Rural branches:

Bank policy is to conduct 12024 camps through rural branches

 Each Rural branch to conduct two camps per month, one on Going Digital
and one for Target groups viz., School students, Farmers, Small
entrepreneurs, SHGs and Senior citizens.

Bank policy is to conduct 1152 camps through FLC counsellors

 Each FLC counsellor to conduct 12 camps per month covering Target

groups and digital banking topics.

Quiz Competition

This year bank has set policy of conducting Quiz competition for target groups
(School children, SHGs, MSMEs, Farmers, Old age people). Periodical quiz
competition will be conducted to increase knowledge levels of the people and to
bring further awareness on financial literacy/Digital transactions.