INDIAN OVERSEAS BANK KARMACHRI SENA

(REGD: B/U 8880)

AFFILIATED TO: BANK KARMACHARI SENA MAHASANGH
A BANK TRADE UNION WING OF SHIV SENA

To,

Shri D. Palanisamy
The General Manager
HRMD-IRD
Indian Overseas Bank
63 Anna Salai
Chennai - 600002

Dear Sir

Sub: WE CONVEY THE NEWS OF OUR PROTEST & PREDILECTIONS

Ref: Unwarranted Circular Ref. No. 7(f)/ 97 / 2019-2020 Date: 22.10.2019

“ALWAYS TREAT YOUR EMPLOYEES AS ASSETS, INVESTMENT RATHER

THAN AS EXPENSE OR EXPENDITURE.”

For around eight decades, The system of harmonious industrial relations was the corner stone
of the labour policy of the then IOB Management, Efficient Management, better
administration, prudent loaning policy, Massive deposit mobilization, courteous and prompt
customer service were the subjects which gripped their imagination and the studied booklets /
circulars were issued to inspire the employees of all cadres prevailed in our bank. We have
still with us in our books of collection a very fine booklets / circulars issued by the then
Management on staff motivation, customer service, compendium of settlements with the
union and job cards etc. The staff members , keeping the interests of Bank has always
accepted and implemented positive proactive steps, concepts, and whole heartedly time and
again with sincerity and utmost dedication beyond he mere call of duty participated the
business promotion initiatives of the bank as they believe that they are equal partners in
progress of the Bank. The dedicated staff of IOB have toiled and proved right, a number of
times and on innumerable occasions exhibiting strong resilience in banks performance
against all odds as could be seen from the fact from bank coasting an incredible loos of
around Rs,600 crores in year 1993 to that of great transition reaching the pinnacle as the best
public sector bank in 1997.

The erstwhile management in genuine appreciation of the zeal& zest of staff to perform
better in addition a slew of welfare measures doled out form staff welfare fund had granted
the following additional Benefits to staff members:.
1. Monthly Reimbursement of Conveyance Allowance
2. Monthly Reimbursement of Telephone/Mobile Rental charges

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 3. Monthly Reimbursement of cost of News Papers
4. Reimbursement of Entertainment Expenses

These benefits were extended to staff members to enable them to improve their
efficiency further as motivational tool and perform well for improving the business of the
Bank. While Officers were given all the four benefits with ceiling in amount depending on
their cadre. Award staff members could claim only conveyance allowance and reimbursement
for cost of one News Paper.

Gone are those days.

Of late the Management is taking cynical primitive pleasures in trampling underfoot these
best traditions of institution which we had together built. The unwarranted circular Ref. No.
7(f)/ 97 / 2019-2020 Date: 22.10.2019 Issuing Department: HRMD-IR lends authenticity to
our above apprehensions.

A wise man said ‘each day is new page, afresh start to anew journey’. In Antithesis of this
thoughtful aphorism we find of late the bank has been issuing instructions demotivating and
persecuting the hard working employees with provocating letters and coloured memos

Of late the Management has decided to import ‘NEW CULTURE’. With every new person,
new and newer culture is being imposed on the Bank. It seems that the HRMD –IRD of the
Bank now thinks that Managers and their department should not bother about ‘How to
monitor the advances’, Mobilization of deposits or the overall growth of the Branch or the
Region or the Bank. But sadly the major task of the HRMD /IRD today, according to the
Bank, is to enforce romantic discipline amongst the staff members with slew of anti-
employee measures such as deduction salary for late coming etc., ignoring the irrefutable fact
at what time employee log out at the end of the day. due link failures or otherwise most he
staff due chronic shortage of staff have been working beyond working hours without
claiming compensation of any type or kind in the interest of the bank All energies, money,
wisdom, intelligence has been unnecessarily diverted to one single purpose i.e. to ‘Discipline’
the staff as could be seen in the spate of coloured memos issued each day for late coming or
non-compliance of unreasonable instructions. The peace of the graveyard will be the motto
hereafter. Submit meekly seems to be the slogan of the Management. . The unwarranted
circular Ref. No. 7(f)/ 97 / 2019-2020 Date: 22.10.2019 stipulates linking pay-out of a list of
additional benefits for staff members with performance against a series of unrealistic/ targets
and nebulous parameters at the end of every month through the remainder of 2019-20 without
application of mind, disregarding the ground realities and statement of truth and facts listed
as part A and Part B as under:

PART A: lacunas in the circular Ref. No. 7(f)/ 97 / 2019-2020 Date: 22.10.2019 to be
addressed before implementation of the infamous circular
.
1. In bank, nothing is as such measurable by a uniform and judicious yardstick. Each
branch has different environment and different business profile to be handled by
completely different set of employees. Inadequate staff additional work pressures, on
existing staff ( due no recruitments to fill up the vacancies due ot PCA frame work )
delay in processing a transaction due new application software jeopardize service ,
growth of business and has an deleterious effect on the customers .

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 2. .Some branches are suffering from techno deficiencies or workload of unproductive
businesses like pension payment, MANREGA payment, Pradhan Mantri Jan Dhan
Yojana (PMJDY) .;. Jan Dhan to Jan Suraksha. ..Pradhan Mantri Jeevan Jyoti Bima
Yojana (PMJJBY) ...Pradhan Mantri Suraksha Bima Yojana (PMSBY) ...Atal Pension
Yojana (APY) ...Pradhan Mantri Mudra Yojana. ..Stand Up India Scheme. ...Pradhan
Mantri Vaya Vandana Yojana. old age pension, salary payment to employees of
different departments.
3. Some branches have a lot of high profile and rich traders and some are blessed with
several government offices and some are cursed with useless works.

4. Some branches have to devote most of their time in dealing with misdeed of the past,
recovering bad loans disbursed in past by officials, with or without the sanction of
higher Executives, wasting time in oral quarrel with local militants and some branches
are constrained to spend most of their time to move one court to other and one Thana
or police station to other to mitigate the loss caused by NPA granted by some of his
colleagues in the past. ,

5. This is why some branches always achieve the target and some other branches more
often than not fail .Some branches have inherited artificially inflated deposit and
advance which year after year fall and due to which current officials have to face the
music of big bosses.

6. Some branches get huge deposit from a certain department say one hundred crore and
based on which higher target is set at higher but unachievable level for next year. But
when the same department starts withdrawing money to spend as per scheme,
the terminal deposit of the same branch start coming down in spite of addition of
many retail small amount deposits.

7. Similarly if one branch lend ten crore to a few available big industries in a particular
year and then do not get opportunity to add new high value advances which results in
non-achievement of target. There are some areas which are extremists / naxal
terrorists inflicted and some branches are situated in almost forest area where
opportunity to grow business is dismal and negligible.

8. In the same way bank has to depend for non-banking products like life insurance, non
-life insurance, opening of demat accounts, issue of credit card etc. on the existing
customers of the branch. When the business does not grow on former front it is but
natural the later will also be adversely affected.

9. Moreover every area and every branch has a growth story for few years, stagnation
for another few years and then downfall for another few years. This is the natural way
of journey of business. Even great economist and great planner cannot dream of
uniform growth for all the years to come. Even Finance minister fail to achieve this
targeted growth, CMD and ED fail to achieve the targeted growth and government as
a whole fail to execute the plan as formulated and as targeted for execution.

10. In such way any link pay-out of a list of additional benefits for staff members with
performance against a series of parameters at the end of every month through the
remainder of 2019-20 will give comfort to some guys but will produce more
discomfort for more number of guys.

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 11. Winner in most of the cases get the incentive by dint of luck and only in some cases
real effort of the individual produces real gain and which really deserve to be
awarded.
12. In our view product , parameter , target wise incentive prevalent in the bank has
failed to produce desired result. Some guys mostly by luck get the incentive and some
other miss the bus by luck. There are only rare examples of individuals who have
consistently performed well all the year, at all the branches and under all the
circumstances, There are very few who perform even when there is earthquake and
there is flood or complete recession. There are exceptionally few individuals who are
not affected by global recession, bad weather, natural calamities and un-natural
events.

13. Therefore bank should assess the performance based on potential of business in the
area , infrastructure available in the branch, environment, past deed of the branch etc.
.There may not be any fixed criteria for awarding incentive for any product. Or any
model of growth in business defined by any team of officers. It is pity that those who
talk of incentive to grow the business are miser in even telling a few words of
appreciation when an individual performs well , or recover money from bad
borrowers or do something unique in the area where he or she is posted.

14. Most of the big value advances are given green signal by top ranked officers and are
processed at branch or regional level and at board level after wetting through
appropriate grids

15. When advance goes bad it is low level officers who are made scapegoat, it is new
branch head who is posted there is made responsible for lack of monitoring , but never
the officer who is main culprit behind the bad assets is punished, rather such officers
are promoted and given cream posting.

Some of senior officers who appear to be serious on assets going bad are shedding
crocodile’s tears for rising trend in NPA and they are least bothered for recovery but
bothered for their safe retirement. In this process a good number of senior executives
have already retired from the bank leaving behind a plethora of bad assets worth
hundreds of crores of rupees.

16. “.Hanthi ke dant dikhane ke kuch aur hai , khane ke kuch aur hai.”

This is an old but popular proverb”.

Obviously NPA has to rise, lending has to come down, gross NPA ratio has to go up
and profit has to fall.

Now when vigorous follow up is become inevitable under pressure from Ministry of
Finance and RBI, new incumbents at Branch or RO are facing the brunt of top
management for none of their fault.

There is an old proverb in Hindi,

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 “Khet Khaye Gadha, Mar Khaye jo Raha”

17. It is better to give all staff motivating gift from time to time and try to keep manpower
happy all the time , The more staff are happy the more will be their output and the
more bank will grow. Honesty and hard labour must be awarded and on the contrary,
staff who are dishonest and whose track record is not praise worthy must be punished
without any biased attitude.

18. Team of top ranked officers should by dint of their action should demonstrate that
they favour good work and they do not hesitate to penalize the bad performers or non-
performers. Top executives should exhibit by their actions that they do not believe in
flattery but they only like work and like work only. Their good intention should be
reflected in promotions and transfers and annual appraisals of the officer without any
biased towards caste, region, religion and closeness with friend circle. If they are
unable to ensure their honesty and integrity in promotion , transfers and treatments
they should adopt totally transparent seniority based decisions instead of misusing the
word ‘Merit”, ‘Merit Channel’ or ‘Fast Channel’.

19. Unfortunately the reverse is the tradition prevalent in all offices and in all departments
in our country and due to indifferent, flattery based approach of top officials , work
culture down the level has faced unprecedented erosion during last few decades in
public sector banks and the consequence is that health of the bank is moving from bad
to worse. Even promotion policy and transfer policy is misused by top ranked officers
to carry out whimsical rejection and arbitrary isolation of good officers/workmen
from mainstream and deprived of their right of timely and due elevation and good
posting in their career.

20. Bank Management should create such a Good Culture as mentioned above .

If management really want to send positive message to ground level officials

/award staff and other employees , they have to take following proactive
alternate additional measures restoring the existing facilities hither to paid
before issuance of the circular, as suggested by us in PART 3 as essential tools
of staff motivation in pursuit of business growth , productivity and profits .

Part B
The contents aforesaid circular is contrary to statement of facts and truth to initiate shock
and awe approach as objectively analysed by us from the source links 1 to 3 from the bank’s
data base itself as given below

Source 1
https://m.moneycontrol.com/stock/IOB/financials/standalone/quarterly

Source 2

https://economictimes.indiatimes.com/indian-overseas-bank/quarterly/companyid-
11713.cms
https://www.moneycontrol.com/financials/indianoverseasbank/results/quarterly-
results/IOB

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https://www.iob.in/upload/CEDocuments/StandaloneUnauditedReviewedFinancialResu
lts_30062019.pdf

3.Source 3
Performance highlight press release of the bank June 2019
https://www.iob.in/upload/CEDocuments/Final_PressRelease_30062019.pdf
Performance highlight press release of the bank 31-12-2018
https://www.iob.in/upload/CEDocuments/iobPress_Release_31122018.pdf

 The gross profit of the bank increased from Rs( minus) --292.93 crores to (plus) Rs.
2,718.27crores between March 2019 to June 2019 ( manifold record increase in
geometric proportions around 10 times increase The operating profit of the bank
increased from( minus ) Rs. -1210.35 to (plus) Rs.2048.18 crores between March 2019 to
June 2019 ( manifold record increase in geometric proportions -see link 2 )
 Whereas the Employee Expenses has increased marginally only from Rs.705. 5
crores to measly Rs..735.95. Crores between March 2019 to June 2019. If one
estimates the cost of withdrawal of allowances mentioned in the circular to award
staff it will be very infinitesimal figure of the total expenses, and will work out to
miniscule fraction of the total expense or provision made for stressed assets.
 Even the net profit has increased from Rs( minus) -1,985.16 to Rs.( minus ) -
342.08 during the period march 2019 to June 2019 (see source link 1) However
the Net Loss is due to provisions on bad debts and investment and not due to
operations.as claimed by the bank in the media ( see link 3 which is not
attributable to any award staff or junior level officer as they have no power to
sanction any advance )and therefore cannot be penalised.

 Indian Overseas Bank (IOB) has been under Prompt Corrective Action (PCA)
for almost four years from 2015. In tune with the improvements then chief
executives have often released press statement “IOB hope to come out of PCA
very soon” they are not empty rhetoric but is backed with the improvements in
core fundamentals as could analysed from the following links which is summarised
below to emphasise the development robust improvements and growth Y.oY in
very quarter during the interregnum 2015-2019

Performance Highlights For The Quarter Ended June 30, 2019

https://www.iob.in/upload/CEDocuments/Final_PressRelease_30062019.pdf

Performance Highlights For The Quarter Ended March 31, 2019

https://www.iob.in/upload/CEDocuments/PRESS_RELEASE_31032019.pdf

Performance Highlights For The Quarter Ended December 31, 2018

https://www.iob.in/upload/CEDocuments/PRESS_RELEASE_31032019.pdf

Performance Highlights For The Quarter Ended Septembers 30, 2018

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https://www.iob.in/upload/CEDocuments/Press_Release_30092018.pdf

Performance Highlights For The Quarter Ended June 30, 2018

https://www.iob.in/upload/CEDocuments/PressRelease30062018.pdf

Performance Highlights For The Quarter Ended march 2018,

https://www.iob.in/upload/CEDocuments/PressReleasePerformanceHighlights31032018.pdf

Performance Highlights For The Quarter Ended December 2017

https://www.iob.in/upload/CEDocuments/PressRelease31122017.pdf

Performance Highlights For The Quarter Ended September 30 2017

https://www.iob.in/upload/CEDocuments/PressRelease30092017.pdf

Performance Highlights For The Quarter Ended June 30 2017

https://www.iob.in/upload/CEDocuments/Financial%20Performance%20Highlig
hts%2030062017.pdf

Performance Highlights For The Quarter Ended march 31 2017

https://www.iob.in/upload/CEDocuments/IOB_PRESS_RELEASE_31032017.pdf

Performance Highlights For The Quarter Ended December 31 2016

https://www.iob.in/upload/CEDocuments/Press%20Release%2031122016.pdf

Performance Highlights For The Quarter Ended September 30 2016

https://www.iob.in/upload/CEDocuments/Press%20Release%2030092016.pdf

Performance Highlights For The Quarter Ended June 30 2016

https://www.iob.in/upload/CEDocuments/IOB%20Press%20Release%20June%20-2016.pdf

Performance Highlights For The Quarter Ended march 31 2016

https://www.iob.in/upload/CEDocuments/press%20release%2031march2016annual%201.p
df

Performance Highlights For The Quarter Ended December 31 2015

https://www.iob.in/upload/CEDocuments/Press_Release_31122015.pdf

Performance Highlights For The Quarter Ended Septembers 30 2015

https://www.iob.in/upload/CEDocuments/PressReleaseSeptember2015.pdf

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Performance Highlights For The Quarter Ended June 30 2015

https://www.iob.in/upload/CEDocuments/Press_Release_Financial_Highlights_30062015.pdf

Performance Highlights For The Quarter Ended march 31 2015

https://www.iob.in/upload/CEDocuments/pressreleasefinancialperformance31032015.pdf

source : https://www.iob.in/Financial_perf

Our comments :
This in effect means all the staff members have contributed substantially to the increase
in record leaps gross and operating profits of the bank sharing the increased workload
as result of chronic staff shortage due to ban on recruitments straining their every
sinew for the this record growth in gross and operational profits as mentioned above
should receive warm handshakes and not withdrawal of existing benefits .

A close scrutiny of source links 3 on Performance highlight press release of the bank
June 2019and December 2018 ( which self-explicit ) shows IOB has performed well in
almost all parameters during these years as adduced below :

 Total business mix improved substantially

 Total deposits improved vertically as well as horizontally
 CASA of the Bank increased by substantial bps
 Total business mix has increased
 Cost of deposits have decreased
 Yield on advances has increased
 Cost to income ratio has increased
 Gross profit has increased in leaps
 Gross Advances registering a marginal growth
 Operating Profit registered an record increase
 Net loss reduced (Net Loss is due to provisions and not due to operations)
 Total income registered an increase
 Interest income registered an increase
 Non-interest income registered an increase
 NPA MANAGEMENT GNPA has reduced both in quantum and as a percentage
of gross advances)
 Total recovery registered an increase ( while the total fresh slippage (other than
debits to existing NPA accounts) for quarter , which includes an exposure to IL
&FS which beyond the power and control of award staff and junior officers)
 Net NPA reduced by substantial bps
 Provision Coverage Ratio improved
 Interest income registered a growth
 Non-interest income registered a growth
 Total Expenditure decreased marginally
 Retail Segment grew

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  Core Retail Advances (Housing Loans, Vehicle Loans, Clean Loans,
 Education Loans, Mortgage Loans) grew
 ESPS 2018 – 92% of employees subscribed more than 100% of the
 equity shares offered
 Staff productivity has increased in leaps.
 And above all no such harsh decision of withdrawal of existing allowance was
taken by the HRD-IR during the PCA framework instructions between 2015 to
June 2019

Awards: during the interregnum 2015 to 2019

 NABARD has adjudged Indian Overseas Bank as the 2nd Best Bank among
Commercial Banks for Best Performance in Financial Literacy for 2017-18 in the
state of Tamil Nadu for conducting several Financial Literacy Trainings and
imparting training to many Candidates.
 For Atal Pension Yojana - RISE ABOVE REST CAMPAIGN: Pension Fund
Regulatory and Development Authority (PFRDA) has conducted ‘Rise Above Rest
Campaign’ during the month of October 2018 and one of our Zonally Managers and
three Regional Managers had received Awards for their performance under Rise
Above Rest Campaign.
 Our Bank's Hindi Magazine VANI has been awarded Bronze prize in the "Indian
Language Publication" Category by Association of Business Communicators India,
Mumbai (ABCI) for the year 2018. Award function was held on 18th January 2019

IT & Digital banking initiatives: the initiatives taken by the bank in this regard which
includes cybercrime detection and prevention, core branch migration in all branches,
facilitating many online products etc. etc. is indeed notable & prise worthy during the
interregnum 2015-2019.

What Else is development?

Then why withdrawal of staff allowance alarm bells?
The above logical averments of us vindicates pellucid the irrefutable Fact That Branches have
already achieved Monthly Targets Under CASA growth. Opening of SB/CD accounts.
Sanction of Jewel Loans, Sanction of Housing Loans and NPA recovery/OTS sanction.
Every staff member attached to the branch is required to work for achieving the target given
to the branch in opening of SB accounts, improvement in CASA and disbursement of Jewel
Loans/Housing Loans, besides NPA recovery and in OTS sanction,. as mentioned in para3
and 4 of the circular between march 2015 to June 2019

Therefore the contents of Para of the circular which is “In order to improve the efficiency and
commitment of the staff towards Bank’s growth in the Business, it has been decided to
withhold the above benefits to staff members attached to Branches if there is non-
performance/under performance. The non-performance or under performance is defined as
given below:” is not borne out of facts on record as corroborated in the press release released
by the bank in link 3 as above document on public domain)

With heavy heart we bring ot your notice that axing the existing benefits despite overall good
performance and development by the bank due to sincere staff efforts is ludicrous ad is gross
distortion of so called motivation defined by HRD . Needless to underscore here further
improvements and growth can be ushered only if when our HRD redefines itself as Human
Resources Development and Not Human Resources Destruction.

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Therefore we urge upon the management to restore allowances withdrawn after issuance of
the unwarranted circular in due recognition and appreciation of the cogent, logical
agreement adumbrated and adduced by us above.

Part C
Anthropologists studying Stone Age cultures, or more modern but primitive social structures
in remote areas, have found examples of a so-called “gift economy,” in which an abundance
of food or other material is shared, causing recipients to feel a moral obligation to give back.
Other studies demonstrate that this basic tendency of human nature extends into more
advanced and sophisticated social settings, and that the impulse toward “reciprocity” often
becomes a moral imperative, even with no express obligation to offer something in return. To
fully demonstrate their hypothesis, many researchers shown that the larger the perceived gift,
the greater the subsequent improvement in employee performance.

Employers are constantly attempting to motivate employees and generate loyalty. Volumes
have been written about the subject, and numerous experts and consultants abound with a
wide variety of theories, suggestions and programs.

Most companies are painfully aware of the difficulty in attracting talented staff. Nationalized
/PSU banks are no exception. Just as successful sports teams must grow their own talent or
attract experienced players from other teams, employers must follow the same path. With the
aforesaid sound objectives in mind without prejudice our submissions in PART A AND B of
this memorandum ,we suggest the following additional schemes as tools of staff motivation
ushering uninterrupted , chequered growth by all IOBIANS in resurrecting IOB’ s
performance to day of glory once again which kindly consider in proper proactive bank and
employees’ perspective

On Reaching specific monthly targets Incentive in addition ot existing

Increase by the bank fixed as spelt out in the allowances in Rs.
circular Ref. No. 7(f)/ 97 / 2019-2020
1 25% 100 per branch member
2 50% 200 per branch member
3 75% 300 per branch member per branch
member
4 100% 500 per branch member
5 200 % 1000per member
6 Above 200% At the discretion of the bank suitable
increase in incentive

Further we suggest that suitable incentive scheme as above made exclusively for recovery of
NPA

It will not be out of context if we remind you Sir, with all the humility and modesty that Bank
itself has acknowledged the loyalty, sincerity, dedication of the staff members with the
following prophetic words in the performance highlight press statements see links as
under

The Bank’s ESPS was launched for subscription on 31.12.2018 and the Issue was closed on
21.01.2019 as scheduled. While the ESPS issue offer was for up to 18.24 crore equity shares

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at a discounted price of Rs. 11.90, the overwhelming response of the employees with many of
the employees applying for more than the number of shares offered to them under the
Scheme, resulted in oversubscription and has made IOB – ESPS 2018 a grand success. In
this process the Bank augmented its capital funds to the extent of Rs. 271 crores. IOB has
scripted history by becoming the first Public Sector Bank to record 100% subscription to
ESPS.

Hence IOB employees are no more employees alone they are stake holders as well stock
holders who in their own interest wish to see their hard earned stocks investment (
some with loans offered by the bank ) grows and seized of the fact that it is possible if
and only if the bank grows . So they do not require any goading’s, by the management
and shall perform their duties with utmost sincerity, integrity and dedication as usual

Sir, we as a responsible union we have as you are aware always placed much faith in the
negotiated settlements rather than adopting agitation means. This faith in negotiations is
because we feel that we have nothing to fear form negotiating at the appropriate time and
nothing to gain by refusing to negotiate as long as we know what compromise our vital
interests and our long range of goals. If vital interests under duress can be preserved by
peaceful means negotiations will find that out. If other side will accept nothing less than
concession of our rights negotiations will find that out. And when negotiations take place this
organization has not abdicated to the management the task of choosing the forum and frame
work and the time. We make it very clear to the management that while we are prepared to
exhaust all avenues for a peaceful solution we would also at the same time maintain our right
to fight if necessary to protect our legitimate rights and interests.

We therefore lodge our strong protest against circular under reference issued by
HRMD-IRD to subvert the healthy bipartite culture we are noticing a different trend in
the management of the human resources in the Bank. We cannot be a mute spectator and
reserve the right to legitimate trade union actions in order to protest against the provocative
acts of the HRMD-IRD. Our union firmly believes in the progress of the bank and its
leadership is very circumspect in their approach on all major issues including the sensitive
issues that are affecting the legitimate trade union rights of our members which are meant to
protect the dignity and honour of the rank and file across the country.

We are constrained to write to you this special communication to you in person to appraise
you of the resentment the circular under reference has created to rank and file in the bank in
right perspective and request your mediation once again for amicable settlement of the issue
made by us keeping in mind the present position of the bank which calls for conserving our
energies on real issues confronting the bank.

We shall be ever willing to discuss and clarify our above points in person and request you to
call a meeting at the earliest wherein Shri Anil Deasi - Working President of affiliate BKSM
, Member Of Parliament and our Chairman and Chief Advisor will be also present. Looking
forward to your positive response.

“Always treat your employees exactly as you want them to treat your best
customers." - Stephen R. Covey

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Yours faithfully

Bharath Jadhav Dilip Bhosale Arun Kotkar

President Working President General Secretary

Suraj Mansa Vice President

Sunil Parab Vice President

Sanjay Karande Vice President

Rajendra Patade Deputy General Secretary

Mrs Ranjana Hire Deputy General Secretary

Ravi Gawli Deputy General Secretary

Adhi Sankaran Treasurer

Amit Yadav Assistant Treasurer

N Ganesh Assistant General Secretary

Nilesh Kargote Assistant General Secretary

Rajesh Salvi Assistant General Secretary

Rushikesh Patil Assistant General Secretary

Sunil More Assistant General Secretary

Date 01-11-2019

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