Looking Back – 47

BGR had to handle another interesting complaint during his tenure at the JSC branch. The complaint had been lodged even before BGR had taken charge. The bank had the account of a High Court advocate. He gave a complaint that a local cheque for Rs6,000 deposited by him had not been credited to his account. He produced the counterfoil of the bank challan, which had the branch the branch seal with initials. The branch could not locate the cheque. It was also not possible to identify the staff who had put his initials on the counterfoil. The advocate wanted the amount to be credited to his account and was pursuing the matter.

BGR visited his residence in Jayanagar one day to collect the details of the cheque. However, the advocate told him that he does not have any details. BGR requested him at least to inform the name of the person who had issued the cheque, the cheque number and name of the bank. But the advocate repeated that he had none of the details and he simply wanted the bank to credit the amount to his account. BGR came back and addressed a letter to him requesting for the details. But the advocate gave the reply that he doesn’t possess any details and insisted for the credit as he had the initialed and sealed counterfoil!

The advocate took the case to the State Consumer Court and the branch received a notice to appear. BGR forwarded the notice to the Legal Department (R&L Section) and he was told that the case would be entrusted to the Bank’s advocate by them. BGR then gave the following inputs to the department:

1. The depositor being a High Court advocate must be an income-tax payer.
2. As an advocate he is supposed to maintain books of accounts and is obliged to furnish the details of the cheque to the bank
3. It was possible that he would have collected the cash from his client telling him that the bank has misplaced the cheque. In that case it would be a double payment to him if the bank makes the payment.
4. He could have also taken another cheque from the party after issuing a stop payment instruction for the misplaced cheque and encashed it through some other bank account.
5. Being an advocate he should be definitely able to remember the name of his client. It is his moral responsibility to furnish the details to the bank and cooperate in the matter.

To the surprise of BGR, the Consumer Court upheld the case and asked the bank to pay the amount with interest. However, it did not ask the advocate to furnish the details of the cheque to the bank. The Circle Office then asked the branch to make the payment and fix the responsibility. BGR argued with the legal department that the bank had a good case and it should go to the National Consumer Forum in Delhi. The department agreed. The advocate at Delhi asked the branch to remit his hefty fee even before he took up the case. But again the bank lost the case. BGR’s assessment was that both the lawyers at Bangalore and Delhi did not argue the case properly and were more interested in collecting their fee! There appeared to be no seriousness on the part of the Legal department either! BGR left the branch at this stage. He came to know later that the bank could not fix the responsibility on any of the employees.

The Job Stress Leads to Health Problem

The Garden City Hospital was opened in III Block, Jayanagar in 1991, partly funded by NRIs.  The hospital had good visiting doctors.  One of them was Dr.Sudhir Pai, the neurologist.  He wanted to conduct one health camp in Shopping Complex and wanted the branch to associate.  BGR agreed and the camp went off successfully.

At JSC BGR was  sandwiched between the “Yenu Prayojana  Illa”, “Parkalaam” and  “Chalta Hai” CM of the branch and a totally biased and hyper AGM of RO. He could not take forward the necessary changes and actions required for  the improvement of the branch.  He was working almost 12 hours in the branch with only about 45 minutes break to go home and have lunch and get back. Many retired Executives/Officers/friends used to visit the branch on Saturday evening and Sunday morning which used to be the busiest time of the week.   They were observing the number of telephone calls BGR used to receive, number of clients coming to his cabin with their requests, complaints, etc.

One Sunday, a General Manager from HO came to BGR’s cabin to get some work done.  He was astonished to see the rush and the pressure with which BGR was working.  He frankly asked him why there was so much rush for which BGR told him that it was the only branch of Canara Bank working on Sunday and with shift hours. That was the reason for the rush/mess. The GM felt that it was high time for the branch to fall in line with  other branches.  BGR told him about the obstacle in the form of the Gandhian SR Prabhu.  But the GM could not understand why the Bank is taking his threat so seriously.  According to him, unlike in the pre-1969 era the Bank was now a Public Sector unit and it should not heed to the threat of a retired GM just because he was a Gandhian. 

One evening at about 5.30 pm in February 1992, BGR was attending a customer at his cabin when he felt a sudden unbearable pain in the left forehead. BGR thought that it may subside after sometime. But the pain persisted and became unbearable. He then telephoned the Garden City Hospital and found that Dr.Sudhir Pai was available. BGR visited the hospital and Dr.Pai made the initial check up and enquired about his past service history. He prescribed some tablets and asked him to undergo some laboratory check up. The pain subsided and BGR came back to the branch.

The pain came back after two days. It persisted for more than half an hour and then subsided. BGR went back to the doctor on the third day along with the laboratory reports. The doctor examined him again and told him that the problem was due to accumulated stress over a period. According to the doctor, the persons who carry the accumulated stress are susceptible to such pain attacks that last for 30 to 45 minutes. He prescribed some more medicines and asked BGR to come back after a week. The pain came back twice during the week and BGR was just helpless and unable to work.

BGR visited Dr.Pai after a week. The doctor then reiterated that the problem was the accumulation of stress over a period of years. He referred to:

1. The stressful work load at the JSC branch (The doctor had personally seen BGR’s work load while sitting in his cabin)
2. Work pressure at six branches in the last 12 years
3. The situation of helplessness in the last 18 months with no support to implement a programme to rectify the situation in the JSC branch
4. BGR’s basic nature of having an urge to set right the things early - leading to build up of internal stress when the situation was unfavourable

The doctor advised BGR to take a change and go to an administrative unit to overcome the problem. BGR then realised that unless he takes a break he may spoil his health further.

------- (To be continued)

A V Krishnamurthy

18th November 2012

Looking Back – 46

The Invisible Gandhian and the Hyper AGM!

One particular day during January 1992 BGR was quite busy attending several VIP customers in his cabin. Suddenly his telephone started ringing. He took the phone and came to know that it was from the AGM of RO. The following was the conversation:

AGM: I want to know the name of the clerk who asked a depositor to go to Post Office and bring a 10 paise revenue stamp to affix on the fixed deposit receipt for encashment.

BGR: Let me enquire, Sir.

AGM: I want to know the name of the person right now. I want to suspend him immediately!

BGR: I will check up and let you know, Sir.

AGM: I am giving you ten minutes time. If you do not let me know his name by then, I would place you under suspension! (Hangs up)

BGR had never heard such threatening expression from his superiors in his entire service. He was totally in shock. Then he realised that the AGM was well known for such brazen behavior, habits and biased nature. He consoled himself and kept his cool. He disposed of the VIP clients urgently and summoned the Accountant (lady) to his cabin. She was surprised to hear the allegation and told him that they have been trying to extend their best services and it was a pity that a complaint had been made about 10 paise revenue stamp. However, she could not remember any such instance.

BGR then told her to check up with the clerk Smt.Nanda. Nanda could recollect that about two months back a lady customer had come with her aged mother on a busy working day.  She wanted to encash a fixed deposit (FD) for a small amount for which revenue stamp was needed. Normally FD Section itself used to keep stock of revenue stamps for such occasions. It had been exhausted on that day. Nanda then made enquiries with other departments in the branch but unfortunately they also had no stock. The lady customer saw her searching for something and came to know that the required revenue stamp was not available at the branch. She then asked her where else it would be available and was told that it was available in the nearby Post Office. Then the lady asked her mother to sit in the branch, went to the Post Office, got the revenue stamp and encashed the FD and left the branch along with her mother.  There was neither a complaint nor any dissatisfaction expressed by the depositor.

Nanda was an efficient clerk and was excellent in customer service. A married lady, she had a very pleasing personality. Even during rush hours, she would keep her cool and would not give any scope for complaints. Even on a first impression one could form that opinion on her.

BGR then asked the Accountant to find out urgently the date of transaction and also the name in which the deposit was held.  She found out that the depositor was the mother of one Mrs.Devaiah who was working at Canara Bank Relief and Welfare Society in Banashankari.   BGR telephoned to AGM and told him that according to the Section such a situation had happened some two months back and he would get the full information and get back to him at the earliest.  The AGM was angry and told BGR to give the feedback without loss of much time.  Immediately after business hours in the morning, BGR along with the Accountant and clerk Nanda went to CBR & Welfare Society and met Mrs.Devaiah. BGR told her that the bank seems to have received a complaint that when she visited the branch some two months ago, she was asked to go to Post Office and get the revenue stamp.   She recollected the incident.  But she could not understand why they had come to her now even though she had not given any complaint!   She told BGR that both the Accountant and Nanda were very helpful and gave her the best service considering the fact that her mother was old. 

BGR and others then started wondering how the complaint could have originated without the knowledge of the supposed to be ‘complainant’! In fact it had gone to a level where the AGM who had sat on a proposal for sanction of Rs9,500/ car repair expenses for over five months to become hyperactive! So much so that he wanted to suspend the clerk or the Senior Manager within ten minutes!

All of a sudden Mrs.Devaiah recollected that during one of the meetings in the Canara Bank Relief and Welfare Society, while discussing customer service in the bank, she had casually mentioned that on one occasion when she had gone to JSC branch they had no revenue stamps and she went to Post office and got the same. She told that she never meant the expression as a complaint. She also remembered that S R Prabhu, the retired GM (the Gandhian), was also present at the meeting.

The things started falling in place the moment the name of the Gandhian came into the picture. Obviously the Gandhian had picked up the thread from there and rushed to the Head Office to meet the top executives. He told them that it was a shame that the branch had not kept the stock of revenue stamp and had asked the depositor to go to Post Office. He asked the Executives to investigate and punish the guilty. So the complaint had originated from an unconnected person even though the depositor never wanted to complain in the first place!

BGR then requested Mrs.Devaiah  to speak to the DGM at CO over phone and tell him that she had no complaint. She said that she knew the DGM quite well and wouldn’t mind talking to him. She then and there spoke to the DGM over phone and convinced him that she had no complaint. She told him that she had made only a casual mention in the meeting and both the Accountant and the clerk had given good service on that day.

BGR and the other two felt much relieved and came back to the branch. BGR rang up the AGM and tried to brief him about the incident in detail. He also told him that Mrs.Devaiah had told the DGM that she doesn’t have any complaint. But the AGM was not ready to hear him and told him that he would visit the branch on the next day. All the while the Chief Manager was a silent spectator to the developments and was behaving as if nothing had happened! He was as cool as a cucumber!

Next day morning the AGM came to BGR’s cabin along with CM with a furious look.  On that day also there was a heavy rush in the branch.   BGR again told him that the clerk Nanda was an excellent hand and she  should not be treated with suspicion.  With anger AGM told BGR that he always supported the staff as he was a Union man.  BGR told him that he always tried to be fair.  At that stage somehow it struck to BGR that he should take the AGM to  the Deposit Section and ask him to personally see the services rendered (by both ladies).  The AGM agreed to BGR’s suggestion. But he was still angry.  BGR took him there and first introduced Nanda and the Accountant.   The moment AGM saw Nanda all his anger vanished and he started enquiring about her, her husband and her young son in a very pleasant and attractive manner!  At the end, he advised her to keep up her good work and seek any help from him in case of any difficulty! He left the branch thereafter as if nothing had happened!

Next day morning the DGM visited the branch and came to BGR’s cabin along with CM to enquire about the complaint with not so much anger as the AGM.   Again BGR played the same tactics.  The DGM also visited the Deposit Section and started talking to Nanda.  At the end he commented that because of the good staff like Nanda, the bank was flourishing and progressing! He went away fully satisfied! The ‘Flop Show’ had come to an end!

------- (To be continued)

A V Krishnamurthy

15th November 2012

Looking Back – 45

Unlike in his previous two branches where BGR was independent in-charge of the branch, at JSC he was to work under the leadership of the Chief Manager (CM). Hence to chart out a programme of improving the working conditions at the branch BGR needed the blessings and support of CM. The CM was sitting in the other building with comparatively better staff and sealed from the crisis like situation in the Deposit Section. BGR jotted down the points and went to him for a discussion. He briefed him in detail about the current situation at the Deposit Section. The CM heard him without any comments. The following was the dialogue:

BGR: Sir, both of us are new to this branch. I have now briefed you fully about the current situation in the Deposit Section. We need to chalk out a programme to rectify the situation on priority.

CM: Let us see!

BGR: I will draft a detailed letter to the DGM (CO) and AGM (RO). I suggest if necessary let us go and meet the DGM and AGM personally. Let us explain to them the state of affairs for finding a right solution.

CM: (Shaking his head) Yenoo prayojana illa! (It will be a wasteful exercise!)

BGR: In that case what exactly you expect us to do, sir?

CM: We have to manage somehow!

BGR: There will not be any improvement if the present state of affairs is allowed to continue. Rather the situation may go out of our hands!

CM: (Casually) Let us see! (Noduvaa!)

(BGR understood that the CM was not at all serious and was taking the things very lightly and casually)

The Struggle Starts

Having got no support from the Chief Manager, BGR thought of at least improving the working of the SB Section.  He discussed the matter in the staff meeting.  However, the response was not good as they had a number of grievances.  BGR asked them to try to tally their ledgers for which they said they have time constrains unlike other branches due to shift in business hours.  Subsequently, BGR discussed with the Officers and also sought the help of Officers in other buildings.  Overall, they assured to help but not very enthusiastically.  Subsequently, 3-4 clerks and 3-4 officers spared some time and tried to up-date the balancing but it was not enough.  BGR was also devoting his time for balancing during lunch hours.  In some counters, where clerks were efficient, tallying could be done with minimum efforts.   But in more than 50% of the ledgers, the number of mistakes was more and tallying was time-consuming.  The efforts were not good enough to bring the balancing up-to-date even though the number of untallied months was brought down.  It was a herculean task for the Sub-Manager to find out how many ledgers were not tallied, for how many months and what was the difference to prepare PR-18.   While tallying work was in progress, every month some additional ledgers were being added to the list of untallied numbers. 

Meanwhile, the number of ledgers was increasing due to opening of new accounts and there was no space.  BGR then formed a group to remove the used and inoperative sheets to reduce the number of ledgers which gave some relief to the clerks working.  The branch could send NIL PR-18 statement in October 1991.  However, again due to many holidays and leave-taking the position started slipping away and it became almost impossible to tally with the concerned supervisors taking no responsibilities.  The Chief Manager would not call and advise the supervisors as he was afraid that the staff relations in the branch would get spoiled!

Another major challenge in the branch was the clearing department.  During the first week, outward clearing items used to exceed 800 consisting of salary cheques, dividend warrants and interest warrants.  Sometimes, even if two clerks handle the outward clearing there used to be backlog which used to result in complaints/request for TODs.  The Inward Clearing used to come in large numbers after 12.30 pm after all the clerical staff had left for lunch. The Officers had to verify and keep the cheques in the respective folios and also prepare the return memos for the dishonoured cheques.   In the evening at 4.30 pm apart from passing the cash cheques, they had to post the clearing cheques for which they would be hard pressed thus making the evening session hell for both clerks and supervisors.  Sometimes, the cheques kept in the ledger used to slip inside the ledgers making the day’s tallying a herculean task.

On most of the days the branch used to look like a market place almost similar to the adjacent vegetable market inside the Jayanagar complex.  Whenever continuous holidays were declared for 2 or 3 days, the number of cash cheques used to exceed 1000.

The Dakota Express or the Chalthi ka Naam Gaadi (Bank Car)!

BGR had been told by the Circle Office that one of the reasons for disturbing him from the Langford Road branch within 18 months was to reward him with a car branch. However, he found the reward not so cute! The Senior Manager at the Complex branch had been provided with a 9-year old Premier Padmini car that had logged in 94,000 kms. The previous Senior Manager had sincerely warned BGR not to drive the car unless it was repaired and had several parts replaced! BGR took the vehicle to a known garage owner and left it at the garage requesting him to make a thorough check up and give detailed quotation for repairs. The owner who was an expert mechanic made a cursory glance at the vehicle and gave a sincere advice – to dispose of the vehicle and go for a new one! However, at the insistence of BGR he gave a quotation for Rs9,500.

BGR forwarded the quotation to the Regional Office (RO) under the signature of the CM seeking permission to incur the expenses. He also made a mention that the mechanic had advised for disposal and to go for a new car. The AGM at that time was the brother of a previous CMD of the bank. There was no response even after 15 days. When he telephoned to the concerned Manager he was told that the Bank cannot go in for new car as it had not run the minimum of one lakh KMs.  But BGR told him that exception  could be made as it was not worth spending Rs.9,500/-.  He then told BGR that  he would convey RO’s decision . 

As BGR had his own car, he was using the same.  RO had not responded even after one month and the Chief Manager was reluctant to speak to AGM in the matter.  BGR was not willing to talk to AGM because he had heard about his moody and biased nature.  He sent a reminder after one month. But the Manager told him that the papers were with the AGM.  BGR told him to remind the AGM.  But there was no response.  The car was lying in the garage of the mechanic all the while.   Ultimately it took 5 months to get the permission from RO!  BGR then asked the mechanic to proceed with the repairs.  He took another one week for delivery.  The car was giving very low mileage of about 7 KMs.  BGR had to manage somehow. 

At this stage BGR thought of disposing of his own car.  He sold it to a friend of Shri Holla who was working in the Foreign Department for Rs.71,500/-  Quick negotiations fetched him a premium of Rs3500 over his purchase price! 

------- (To be continued)

A V Krishnamurthy

13th November 2012

Looking Back – 44

BGR reported at Jayanagar Shopping Complex (JSC) branch during the third week of June 1991. He had already been told that the Chief Manger and the Senior Manager were not seeing eye-to-eye with the result the internal work was in a very bad shape. The earlier Senior Manager reportedly had some unpleasant experience in the previous week. He had been relieved during office hours without a formal send-off party. The Chief Manager Bhoja Shetty had also been transferred and the new Chief Manager had taken charge. BGR took the keys from the Sub-Manager and occupied the empty cabin.

The JSC branch was the only branch in Bangalore with split business hours and was working on Sunday as half-day and Monday as a holiday.  Other branches which had split hours had already been converted to single shift.  The branch timings were from 8.30 am to 11 am (business hours) and till 12.30 pm (Office hours) and again in the evening from 4.30 pm to 6 pm (business hours) and till 7 p.m.   The branch was located in three buildings - a) Deposit Section in the present place b) Current account, advances, DDs, Bills and other matters in the first floor of Raghavendra Complex which was located after the 10^th Main Road (presently NRI branch is situated in half-portion of that first floor) and c) Locker and Government Business such as collection of water and electricity bills, etc. in III Block where presently Mahila Banking branch is located.  In all the three places cash transactions were taking place and cash was maintained in each building and the same had to be amalgamated in the Main waste in Deposit Section as also in the Cash Abstract register in the evening (night!).

The Chief Manager was sitting at Raghavendra Complex and BGR had his cabin in the main building and he was to manage the Deposit Section.  In Deposits Section there was one Sub-Manager who even though sincere was not capable enough to handle staff/customers.  He was, however, supposed to be a seasoned stockmarket operator and used to go out at least twice a day saying he had some personal work! There were two accountants, four Special Assistants, 20 clerks and 3 sub-staff.  In the Raghavendra Complex, there were two Sub-Managers, three officers, one special assistant, 8 clerks and 2 sub-staff.  In the III Block there was one Officer, two clerks and a peon.   

The Deposits were around Rs30 crores and advances about Rs50 crores mainly to Indo-American Hybrid Seeds group and some SSI units at the Industrial Estate in 6^th Block Jayanagar.  The deposit target was fixed at Rs36 Crores for the year-end and Rs.32 crores as average for March 1992. 

The Complexity of the (Shopping) ‘Complex’ Branch

BGR made a thorough study of the Deposit Section for which he was in-charge. Shopping Complex being located at the heart of Jayanagar had a huge depositors’ base. Most of the customers would rush to the Senior Manager’s cabin with all sundry requests/complaints. Since the Chief Manager was sitting in the Raghavendra Complex he was mostly uninvolved in the Deposit Section affairs. As already mentioned BGR could get hardly any assistance from his Sub-Manager as he was more into stock markets!  The complexities were as under:

As the business hours used to start at 8.30 am, staff members including Officers – particularly ladies - used to come just around opening hours.  The first task of removing cash from double lock and handing over to two cashiers (third cashier was for only receipts) and ascertaining whether cashiers were present took sizable time.   In the morning hours, there used to be rush in the counter but manageable.  However, in the evening between 4.30 pm to 6 pm, it used to be unmanageable – particularly till 10^th of the month.  Large number of PSU employees from HAL, ITI, HMT and others having SB accounts would get down at Jayanagar by their Company buses and come to the bank between 5.15 pm to 6 pm and used to crowd the whole branch.   Cash cheques were passed by the three supervisors and the peon used to pick up 20-30 passed cheques at a stretch and put the same in the cashier’s cabin.  Sometimes, cashiers used to have, at a time, 50 to 100 cheques to be paid and it used to be herculean task for the cashier to call the token number and make payment as per token number order in the large crowd.  If there was any deviation in the serial order some of the concerned depositors used to shout/complain.   BGR’s cabin used to be always busy with depositors seeking TODs, against CCs enquires or complaints, etc. 

With all the above state of affairs of the branch, evening cash closing was a herculean task.  Even though the business hours would close at 6 pm, the branch could clear all the customers who entered the branch before that time, not earlier than 6.30 pm.  Then the SB Section has to prepare dummy cash slip which somehow they would do with great hurry (many times with mistake) and leave the branch.  By the time the cashiers enter the cash cheques and arrive at their totals most of SB counter staff would leave the branch.  Very rarely the dummy used to tally.  Then the search would go on and on. But it was not an easy task to find as there were 90 ledgers with 9 control books of nine clerks amalgamated to another consolidated book.  Most of the time the efforts yielded results and the figures tallied with the cashiers’ total.  But at least 3-4 days in a month, whatever the efforts, it would become impossible in the night to trace and there were days when cash was kept inside the strong room without tallying the dummy and next day with fresh efforts used to tally.  Moreover, main cashier had to get the cash waste of other two buildings and amalgamate in his cash abstract.  The hurry and tension in closing the cash always used to be there.  Sometimes, there used to be shortage of cash and by the time it was located/identified it used to be late and if the cashier happened to be a lady and her house was far away, one of the officers had to drop her to her home.

Among the four Special Assistants, three were aged and were to retire within 1-2 years.  Some of them having worked for long in Administrative Units were incapable of supervising the ledgers and attending to customers.  Moreover they were physically not so fit.   One of them used to lose his temper either with staff or customers on a couple of occasions daily and others had to go to him to cool down.  In the SB counter, the supervisors had to move and also check in standing position during rush hours.  The quality of supervision was wanting.  One Special Assistant was assigned the exclusive work of combining all the three building waste sheets and daily tallying of SB and preparing the Day Book slips.  Sometimes, there used to be arrears of tallying for 4-8 days.   There used to be many mistakes in the waste sheets too.  Another Lady Accountant in the SB Department was always complaining about her difficulties in standing and checking and expressing that her health was not good enough to shoulder the workload of this branch. The Accountant at Term Deposit Department would sign whatever comes to her table first and then would casually looks at the contents!  Fortunately, the clerk allotted there was good and the damages were less, yet the balancing used to be a casualty. 

There were differences in the SB balancing.  The ledgers were in bad shape.  Part of the clerical staff was very good but supervisory and Officer Staff were not good enough to cope up with the work.  Moreover, most of the staff members/officers had a grouse about not converting the branch to single shift when all other branches were converted to single shift.  They also used to blame the mess in the branch because of the evening shift.   In most of the days in the evening within 1&½ hours business time, the transactions used to be more than morning session of 2 ½ hours causing difficulty in completing the work neatly and correctly. Clerks were also finding it extremely difficult to take out monthly SB balancings in the night as posting of slips, preparing dummy slips and preparing control register used to consume time till 7 pm. Lady staff members used to be specially inconvenienced as they were able to reach home after 7.30 to 8 pm and were not able to devote time to their family as in the morning they had to start by 8 am even before they could send their children to school. Even the efficient workers used to be disillusioned and were not able to put their best efforts.  For Officers, even though there was gap of 4 hours in Office hours, after taking lunch some dedicated officers  used to be there during lunch hours to attend unending pending work resulting in their working from 8 am to 8 pm invariably which was again a dissuading factor.  Moreover, as Monday was a holiday for the branch, a couple of Officers had to come to the branch to attend to inward clearing and return the dishonoured cheques.

The Gandhian and his Dharna Threat!

As the recruitment was stopped long ago and the banks were thinking of computerizing the working, additional staff was not being provided to meet the increasing business. BGR was told that the earlier branch-in-charge had tried to convert the branch to single shift.  But Shri S R Prabhu the GM and a great Gandhian had insisted that the branch should retain the shift system from the point of rendering best customer service.  By the time BGR went to that branch, he had already retired from the service.  However, BGR was told that in case the branch stopped the evening session, the Gandhian had threatened to sit in a Dharna in front of the branch!  The Executives at HO were not ready to face the wrath of the Gandhian (even after his retirement) by making changes even though some were for change.

------- (To be continued)

A V Krishnamurthy

11th November 2012

Looking Back – 43

After bringing the internal work under control by locating all the balancing differences, BGR started focusing on deposit mobilization. The toning up of service at the SB counter saw substantial inflow of walk-in deposits. Simultaneously the term deposits (FDs & KDRs) also witnessed a steep growth. Even though there was a huge gap in the year end targets, when BGR arrived on the scene, the branch could achieve both average and year end targets comfortably by the first week of March 1990.

The bank introduced the concept of personal banking branches (PBB) in the year 1990 and the Langford Town branch was one among the identified branches. The PBB branches were asked to transfer all the major borrowal accounts to nearby non-PBB branches to enable them to focus only on deposit mobilization, retail loans and customer service. About 20 borrowal accounts were transferred from BGR’s branch also.

It was felt that the branch needed a facelift to create the necessary ambience. The counters were redesigned, vitrified tiles were laid, new curtains were fixed and flower pots were placed to give a pleasing atmosphere and environment for the customers. There was an active involvement of employees with some of them actively canvassing for deposits. Soon the results became apparent. The branch witnessed an accelerated growth in deposits. Professor U R Ananthamurthy who won the Jnana Peeth award was one of the customers of the branch. He was the Vice-Chancellor of Calicut University at that time.

BGR started focusing on personal loans as the branch became a personal banking branch. He sanctioned small loans to different segments of population. He also disbursed education loans to students going abroad for higher studies. In one particular case one of his reputed account holders brought his relative, a Christian widow, for an emergency education loan. Her son had secured the Visa to go to USA for studying MS. The family had tied up the necessary funds. But at the last minute they found that they were short of Rs1 lakh. The student was to leave for US in two days.

BGR scrutinized all the documents and found them perfectly in order. He asked them to open an account and submit the loan application immediately. He sent his recommendations to RO by next day morning and requested the official to place the proposal to AGM for sanction urgently. He secured the sanction over phone by 1 pm. He asked the Accountant to obtain all the loan papers and to guide the student to collect the foreign currency from the Foreign Department. The next day the student took his flight to US! His mother was so pleased that she telephoned BGR and thanked him profusely for his timely help. BGR simply told her to thank the Canara Bank and its founder Shri Ammembal Subba Rao Pai! He told her that the bank was a pioneer in the field of educational loans and had decades of experience in this segment.

The Landmark Event at Langford Town Branch: The Visit of M R Pai - The Chairman of the Forum of Free Enterprise

One fine morning, during July 1990, BGR received a telephone call from RO informing him that Mr.M. R. Pai, the Chairman of the Forum of Free Enterprise, who was a member of the Customer Service Committee appointed by the Finance Department, will be visiting the branch next week.  He also received similar phone call from CO Bangalore.  M R Pai (Mangalore Ranga Pai) was a crusader and great critic of customer service in the banks.  BGR had read many letters to the Editor written by him in newspapers – particularly in financial papers. 

Subsequently, BGR received instructions to keep all the records and information relating to customer service up-to-date including display of time taken to render various services as also payment of interest for delayed collection of cheques.  Then some officials visited the branch and checked whether all the things are in place.  BGR also received several phone calls from the Executives from DO/CO advising him to be careful in talking to Mr.Pai as he will be submitting a report about the Bank’s customer service area to the Central Govt. BGR immediately convened a meeting of the staff members and told them about the visit of Mr. Pai and the purpose. He advised them to be positive in case he asked any questions/clarifications. 

On the date of Mr. Pai’s visit the branch was kept spic and span.  Around 11.30 am Mr. Pai arrived along with Shri K. Laxminarayana, Executive Director (ED), AGM/DM of RO, DGM/AGM/DM of CO and some other Officers.  BGR welcomed them.  First Mr.Pai went round the branch and commented that the branch looked special with its location, interior design and size.  Then ED asked BGR to take Mr. Pai to his cabin and he accompanied him.  Both of them sat in front of BGR.  BGR told Pai that he had read many of his writings as also bulletins released by the Forum of Free Enterprise while he was working in Bombay.  Mr. Pai was quite pleased.  Then he started putting questions about customer service.  He asked BGR to get Locker Register, cheque collection register as also some SB application forms of customers who had their accounts in the branch.  He went on asking questions one by one and it was BGR’s turn to answer in the best possible manner.  ED was observing closely.  The discussion went on for about half an hour and Mr.Pai was noting down some points.  He then wanted to know about customer service and complaints.  BGR showed him customer complaints file that had two complaints that had been resolved to the satisfaction of the clients.  Mr.Pai also asked the time taken to encash a cheque for which BGR told that more than 90% of the cash cheques are paid within 3-5 minutes of issuing tokens. 

Meanwhile, all other Executives who were outside the cabin were eagerly observing the discussions going on inside the cabin.  BGR then requested Mr. Pai to observe how exactly the customers were being serviced in the counter.  Mr.Pai readily agreed and came out along with ED.  He went to the counter and discussed with a couple of customers. Some of them were retired top Executives of Public/Private Sector Companies.  Fortunately, all the customers gave good account of the service at the branch.  Then BGR introduced Mr. Pai to all the staff members.  He told Mr. Pai that they were the backbone of customer service and the development of the branch.  Mr. Pai spoke to them freely and was happy.  Then he asked BGR to show the Locker room.  He also asked him to show the waiting list which the Sub-Manager had maintained.   He then came out and met other Executives and told them that BGR and his team were doing an excellent job.  He then thanked BGR and left the branch along with ED and other Executives on a good note.  Even though BGR was confident of convincing Mr.Pai about the excellent customer service at the branch he heaved a sigh of relief when he left.  Staff members were all curious and eager to know about the questions put by Mr. Pai. BGR briefed them fully later.

Devadas Shenoy, the Special Assistant, was a senior employee and was keeping his work area up-to-date. He was also extending excellent customer service. However, he was reluctant to appear for the promotion interview as he feared transfer outside Bangalore. BGR counseled him and persuaded him to appear for the interview. He appeared for the interview and was promoted as an Officer. He was posted to Channapatna branch on promotion. After two years he was brought back to Bangalore and he retired in November 2000.

The deposits of the branch grew fast and the branch achieved all the targets as on 31st March 1991. The balance sheet and the P& L Account were submitted on the same day at 5 pm. The all round progress achieved by the branch was appreciated during the Branch Managers’ Conference. BGR was looking forward for securing ‘A’ gradation in the ensuing branch inspection.

The branch was allocated very ambitious target for 1992. But with the core deposit base showing substantial growth, BGR and his team were quite confident of achieving the same. But to the utter shock and disbelief of BGR, he received the transfer order in May 1991 posting him as Senior Manager at the Shopping Complex Jayanagar, Bangalore branch.

BGR was wondering why he was being transferred every 18 months. But when he spoke to CO, he was told that considering his excellent performance, he was being posted to a car branch! But BGR came to know that the internal work at the Shopping Complex branch was in a very bad shape. With his replacement reporting at the branch, BGR had no alternative than to get relieved from the branch in June 1991.

BGR was given a very hearty and warm send off by the staff. All of them were very happy that the branch could show tremendous progress under his leadership. They assured him that they would maintain the tempo set up by him. Mrs. Marjorie Lobo compiled a special poem in honour of BGR and sang the same along with Mrs. Lorona Jacob. The occasion turned out to be very touchy and emotional.

The Langford Town branch had shown tremendous progress under BGR’s leadership. The deposits had more than doubled to Rs8.25 crore from Rs4 crore within a period of 18 months. The stigma of ‘C’ gradation was removed and the branch was heading for securing the coveted ‘A’ gradation in inspection. BGR left the branch reluctantly without having the faintest idea on what he was to face at the ‘Complex’ branch! It turned out to be quite ‘complex’ indeed!

------- (To be continued)

A V Krishnamurthy

6th November 2012

I Don’t Know, Son! -55

Another Wrong Speech!

Son: It seems the dignitaries from Karnataka have a tendency to deliver wrong speeches, dad.

Father: How come? Go on, son.

Son: S M Krishna, the former Minister of External Affairs, had read a wrong speech at the United Nations Security Council in February 2011, dad.

Father: True. Go on, son.

Son: He had read two paragraphs from the speech of his Portuguese counterpart, when he realised his blunder, dad!

Father: Go on, son.

Son: Now it was the turn of Girish Karnad, the winner of Jnana Peeth award from Karnataka, dad.

Father: Go on, son.

Son: He had been invited to the Mumbai LitFest to talk about his life as a theatre person, dad.

Father: Go on, son.

Son: But he chose the occasion to launch an attack on V S Naipaul who was not present, dad!

Father: Go on, son.

Son: Naipaul had been given the Tata Literature Festival’s Lifetime Achievement award just two days back, dad.

Father: Go on, son.

Son: While it was a case of mix-up for S M Krishna, in case of Karnad it was quite deliberate and intentional, dad!

Father: I don’t know, son!

Robber gets to keep the cash!

Son: There is the saying that crime does not pay. But at least in one country the crime does pay, dad!

Father: Which country you are referring to, son?

Son: I am referring to Austria where a robber has been asked to keep the cash he had stolen, dad!

Father: How come? Go on, son.

Son: According to Daily Mail, Otto Neuman, a bank manager, had hatched a plan to steal 1,50,000 pound sterling as well as gold bars and coins, dad.

Father: Go on, son.

Son: To get over his financial problems, he staged a fake robbery at his own branch, dad!

Father: Go on, son.

Son: The gang was rounded up later. But by then only 51,000 pound sterling could be recovered. Neuman was jailed for three and a half years, dad.

Father: Go on, son.

Son: The money remained at the Ministry of Justice as nobody seemed to want it. The bank said that it had been refunded in full by the insurance company, dad.

Father: Go on, son.

Son: The insurance company had taken the gold bars and coins, the price of which had dramatically appreciated and was worth more than what the insurance company had paid to the bankers, dad!

Father: Wonderful. Go on, son.

Son: The Ministry of Justice asked for the bank account details of Neuman from his lawyer, dad.

Father: Go on, son.

Son: A shocked Neuman provided the details and to his surprise the money has been credited to his account, dad!

Father: I don’t know, son!

The Hidden Ugliness!

Son: We have read about several hidden beauties in the past. But this was a case of hidden ugliness, dad!

Father: Appears interesting. Go on, son.

Son: When Jian Feng of China saw his new born baby for the first time he was horrified, dad.

Father: How come? Go on, son.

Son: He could not believe that he and his stunning wife could have produced such an ugly child, dad.

Father: Go on, son.

Son: In fact, he accused his partner of having an affair, dad.

Father: Go on, son.

Son: But she told him the terrible truth. Her good looks were due to 62,000 pound sterling of plastic surgery and the baby was indeed theirs, dad!

Father: Go on, son.

Son: A furious Feng took her to court for cheating and the court has agreed, dad.

Father: Go on, son.

Son: The court has awarded 75,000 pound sterling to Feng after his wife admitted she had not told him about the surgery, dad!

Father: I don’t know, son!

Ratan Tata and the Saif-Kareena Reception!

Son: The Indian media always has a tendency to jump into conclusions based on assumptions, dad.

Father: True. Go on, son.

Son: The Bollywood couple Saif Ali Khan and Kareena Kapoor had their marriage reception at Taj Mahal Palace, dad.

Father: Go on, Son.

Son: The media was stunned to see the usually reclusive Ratan Tata entering the hotel, dad.

Father: Go on, son.

Son: Several publications carried Tata’s photograph along with other celebrities who attended the function reporting his presence in the reception party, dad.

Father: Go on, son.

Son: However, a day later Tata has tweeted that he never went for the wedding. He was there at the Taj Mahal Palace to attend a private dinner, dad!

Father: Go on, son.

Son: He has added that he wishes the couple all the best, dad!

Father: I don’t know, son!

A V Krishnamurthy

7^th November 2012                         

Looking Back – 42

It was  with great difficulty and after a lot of search that the Accountant could finally identify the poultry farm. The farm was spread over nearly 5 acres of land and there was the poultry shed without any chickens. There was also a watchman. BGR tried to collect some information from the watchman. He told BGR that the owner had abandoned the poultry farm as he incurred losses. He would visit the farm only once in a month. BGR asked him the telephone number of the owner. But the watchman told him that he does not know. Seeing BGR eliciting information from the watchman, the Accountant was feeling apologetic.

BGR collected the residential address of the party and went to his house in Goods Shed road after two days in the evening. This time he went alone. The watchman there enquired about his identity. Without revealing his identity, BGR told him that he had been called by the owner in connection with some business transaction. But the watchman told him that the owner had gone out instructing him not to allow anybody inside. BGR then told him that he knew his wife and would like to meet her for a while. But the watchman told him that she had gone to the temple. BGR then told him that he would wait.

At this stage, the watchman opened the big gate and allowed BGR inside. He offered him a chair to sit in the ground floor. He was told that the owner lived on the upstairs. It was like a fort. The ground floor was looking like an abandoned house with furniture and other sundry items thrown here and there. BGR waited there patiently. It turned out to be a long wait indeed. But BGR was bent upon meeting the party at any cost. However, with the night approaching fast and the lonely elderly watchman sitting outside the gate, the situation was getting rather scary for BGR. He also heard the continuous ringing of telephone on the upstairs. He started developing a “Bees Saal Baad” (the famous Hindi horror film of the sixties) syndrome! Just then he saw a lonely woman entering inside the gate! Fortunately  for him she was not Waheeda Rehman (the film actress) as in the Hindi film!

The middle-aged lady turned out to be the wife of the owner. She wished BGR and enquired his purpose of visit. BGR then revealed his identity and gave her his visiting card. The lady told him that her husband had told her about the loan and that he wanted to do something. BGR then collected the telephone number and left the place telling her that he would telephone her husband on the next day.

BGR spoke to the gentleman over phone on the next day. He requested him to come over to the branch and have a discussion. After a couple of days the borrower visited the branch and went through his account. He told BGR that he was interested in settling his dues, but the bank had charged more interest. BGR told him that the bank was contemplating filing a suit and it would be better for him to pay at least Rs5 lakh immediately. To the great surprise of BGR and Guruvaiah, the borrower came back after a few days and remitted Rs5 lakh in cash! It was a huge recovery as far as the branch was concerned. The party also assured BGR that he would settle the balance amount subject to bank offering some concession in interest. BGR assured him in the matter.

The Cranky Professor and his Elusive Gold (Card) Hunting Mission!

BGR as a professional banker never allowed extraneous pressures or bullying tactics to affect his decision taking ability. He had to witness a dramatic scene in handling the affairs of a professor from a reputed Institute in Bangalore. One particular Sunday, 15 days after taking charge of the branch, BGR was busy locating balancing differences at the branch along with his team. In walked a gentleman wearing full suit and tie. He appeared to be dominating personality and a man in a hurry. The following was the dialogue:

Gentleman: (In a loud voice) May I know what you people are doing here on this holiday (Sunday)?

BGR: We are attending some important pending work.

Gentleman: Who is the Manager here?

BGR: I am the Manager here (takes him to his cabin).

Gentleman: I am Professor Anand (name changed) of the prestigious Institute of Bangalore.

BGR: What can I do for you sir?

Professor: I have an account with you. I know all the top executives of your bank including those in HO/CO/RO. I have attended many Customers’ Meetings in HO and pointed out several deficiencies in the working of the branch.

BGR: I see.

Professor: Let me caution you! I am capable of transferring those managers who are not giving good customer service!

BGR: I have worked in different branches as a Manager. I have taken charge here only a fortnight ago.

Professor: You better take care and work well here. Otherwise you may have to face a complaint!

BGR: We are trying our best to extend  good services with the available resources sir.

Professor: I keep meeting the executives of your bank often. In case I am not happy with your service, you can expect a transfer from here! Do you understand?

BGR:  (Jocularly) Sir! Why don’t you meet some executives and get me a transfer right now so that I could be more comfortable there? Despite working on Sundays  I am finding the work not catching up here!

(The Professor does not respond. He leaves the branch telling BGR that he would get back after some time)

The professor revisited the branch after some time and asked for a Gold Card application. He collected the application telling BGR that he would hand it over duly completed next time. He came back a few days later and gave the application for Rs1 lakh Gold Card. He also told BGR that he will not accept a Gold Card for less than Rs1 lakh! BGR told him that the bank had certain norms for the issue of gold card and he would be issued a card according to his eligibility.

BGR found the professor eligible for a gold card of Rs25,000 only considering his networth and other aspects. He then recommended the same based strictly as per the norms laid down by the bank. After some days the professor went to CO and told the AGM B V L Rao that he had tendered an application for a Gold Card of Rs1 lakh at Langford Town branch and he needed it urgently. BVL telephoned BGR who told him that he had recommended the card for Rs25,000 only as per his eligibility. He also told BVL to enquire whether the professor had already applied through some other branch.

BGR received the card for Rs25,000 after some days. The professor turned up at the branch after a few days when BGR handed over the card to him. Seeing the card for Rs25,000 only, he got wild and refused to accept the same. He started shouting:

Prof: I had clearly told your AGM BVL Rao that I would not accept a card for less than for Rs1 lakh. How come I am being issued a card for Rs25,000 now?

BGR: But…..

Prof: You connect me to him on telephone right now. Let me speak to him.

BGR: What for?

Prof: How can he do this? Has he forgotten that I am a professor at the prestigious Institute? I would also like to talk to your HO.

BGR: There is no need for you to talk to anybody.

Prof: Why?

BGR: It was I who recommended for the card for Rs25,000. Let me tell you it is strictly based on the norms and as per your eligibility.

Prof: Oh! Now I understand. How can you do this to me?

(Starts shouting at the top of his voice)

BGR: Let me make it very clear to you. The Gold Cards are issued at the discretion of the bank and not on demand. There is no way you can browbeat me to issue a card for a limit more than what you are eligible.

Prof: I would take up the matter during the Customer Meet at HO and see that you issue me the card for Rs1 lakh only. I would talk to your Chairman directly. You will know what this Professor is capable of !

(Leaves the branch in a huff)

BGR then telephoned BVL and told him about what happened. He was upset and was in a fix. But BGR made it clear that he is not going to recommend a limit more than what the professor was eligible.

BGR then made enquiries with some other professor of the Institute. He was told that the professor was eccentric and a problematic personality everywhere including the Institute and there were charges against him. BGR then felt that his stand was correct and he would not be cowed down by the threats posed by the Professor. He came to know later that the Professor went to a Customer Meet at HO and created a scene there. The officials there were quite aware of his eccentric personality and they just ignored him by treating the matter lightly. However, he continued his efforts by visiting HO/CO for over a month. But he failed miserably in his mission to get the card for Rs1 lakh. Thereafter he stopped visiting the branch.

------- (To be continued)

A V Krishnamurthy

1st November 2012