The Board of Directors present its report on I he performance of Punjab &. Sind Bank for She Financial Year 2024-25, I liis report provides an overview of the global and domestic economic conditions, Lhe Bank's financial achievements, and key strategic initiatives undertaken.
L Global Economic Outlook:
The global economic outlook remains uncertain amid the changes of administration in the US, ongoing wars and escalated Lrade tensions that have intensified risks to growth and inflation.
The global economic outlook has been shilling rapidly in recent months. Recent trade tariff-related actions have intensified uncertainties, casting a shadow over economic prospects across regions and introducing fresh challenges to global growth and inflation. Amid this volatility, the ITS. dollar has weakened significantly, equity markets have seen notable corrections, and crude oil prices have declined lo their lowest levels m recent limes.
Despite these headw inds, the global economy grew by 33% in 2024, slightly down from 3.5% in 2023. The IMF projects global growth at 2.8% in 2025 and 3% in 2020. Inflation is expected to ease from 4.9% in 2024 to 4% in 2025 and 3.4% in 2026.
2. Domes! ic Leu mimic Outlook:
The domestic economy is gaining momentum, supponed by easing inflation and robust sectoral performance. CPI-based headline inflation stood at 2.8% in May 2025. a six year low. Market volatility has eased in the recent period with equity markets staging a recovery, dollar index and crude oil softening though gold prices remain high. Consumer Price Index (CPI ) inflation for 2025 26 is projected at 3.7 per cent with quarterly estimates at 2.9pereenl in Ql. 3.4 percent in Q2, 3.9 per cent inQ3. and 4.4 per cent in Q4.
The Reserve Bank of India has maintained its real GDP growth projection at 6.5% for 2025 26, with quarterly forecasts of 6.5% in Q1,6,7% in Q2, 6.6% in Q3t and 6.3% in Q4 This includes a downward revision of20 basis points from earlier estimates due to global volatility.
F.conomic growth is expected lobe driven by a strong agricultural sector, supported by promising Rabi crop prospects and a projected normal monsoon. Industrial activity in India is set to rebound, while the service
prospers and a projected normal monsoon. Industrial activity in India is sot to rebound, while the service sector remains the primary engine of growth. Overall, India is poised to maintain its status as the world's last est- grow ing economy.
3 Banking Sector:
1. Recent global banking events and impact on Indian Banking
The financial soundness of the banking sector remains strong, with liquidity butters well above regulatory requirements and healthy profitability indicators retlecting operational efficiency. Non-Banking financial Companies (NBFCsl also exhibit stable system-level parameters. While banks are m a stable position, revenue models Face pressure amid modest organic growth, policy shift and limited capital availability, prompting a search lor alternative value sources. Rapid technological advancements* particularly in A!, machine learning, open data, and digital currencies are reshaping banking operations. Institutions are responding by strengthening Lheir digital capabilities and risk management frameworks to adapt to these evolving dynamics.
ii. Indian Bunking Scenario:
In FY 2024-25, global uncertainties intensified due to the change in administration in the LLS., ongoing conflicts, and escalating trade tensions. While the Indian economy lelt Lhe impact, it displayed resilience in the face of these global challenges, i he banking industry also experienced moderation, with credit growth slowing as banks grappled with liquidity constraints and managed their high Credit Deposit ratios. Despite these pressures, Indian banks remained profitable and well capitalized To sustain healthy credit growth without compromising liquidity, banks must strengthen their deposit mobilization efforts, As Lhe RB! persists with its rate easing cycle, banks are expected to face pressure on their Net Interest Margins. Since advances are tied to the External Benchmark, they will be repriced at low er rales immediately, additionally. Banks w ill continue to face severe competition in attracting deposits.
4. Highlights of the Bank's performance
l he following key performance indicators retied the Bank's performance dunng the linancial year2024-25: I.Total Business
The Tola! Business increased by ! 1,69%(YoY) and stood at Rs.229379 croreas on 3 1.03,2025 as compared to R.s.205374 croreas on 31.03.2024.
ti. Depusits
Thu Told! Deposits increased by 8.68% (YoY) and stood at Us. 129774 crone as on 31.03.2025 us comparedto Rs. i i94! 0croneason 31.03.2024.
I CASA deposits increased by 5.38% (YoY) and sLood at Rs.40790 erore as on 31.03.2025, as compared to Rs.38708 crone as on 31.03.2024.
ill. Advances
Ý The Total Advances increased by 15.87% (YoY) and stood at Ri.99605 erore as on 31.03.2025 as compared to Rs.85964 erore as on 3 \ .03.2024.
* The Advances Mix as on 31.03.2025 comprised of RAM (Retail, Agri and MSME) advances of 55.15% and Corporate Advances of4-4.85%,
iv. Priority Sector Ad Vances: During f Y2024 25, the Bank reinforced its commitment to inclusive growth by significantly scaling up credit deployment in prioriIyseeloTS, especially agriculture, MSMEIs. and weaker sections, hocused outreach programs and partnerships were undertaken to ensure timely and adequate credit delivery to undcTscrved segments. We are proud to declare that our total Priority Sector Advances increased by 6,51 % and stood at Rs.41666 erore as on 31.03,2025 as compared to Rs.39120 erore as on 31.03.2024, The detailed performance in the RAM segment is as under
* Retail:The Retail Advances increased by 37.65%(YoY) and stood at Rs.22070erore as on 31.03.2025 as compared to Rs. 16034 erore as on 31.03,2024. The percentage of Retail credit (Rs.22070 crone) to Gross Advances (Rs. 99605 erore) was 22.16% as on 31.03.2025 as compared to 18.65% as on 31.03.2024.
* Agri: The Agri Advances increased by 7.44% (YoY) and stood at Rs. 13456 erore as on 31.03.2025 as compared to Rs. 12524 erore as on 3 1.03.2024,
* MSME: The MSME advances grew by 21.98% (YoY) and stood at Rs. 19406 erore as on 31.03.2025 as compared to Rs. 15909 cmre as on 3 1.03,2024. T he share of MSME Credit to Gross Advances was 19.48% as on 31.03.2025.
* MUDRA: Bank surpassed MUDRAloan target for f Y 2024-25 achieving 103% by disbursing Rs. 257 E Cr. against the target of Rs. 2500 Cr.
* Stand-Up India: Bank sanctioned4257 loans under Stand-Up India in EY 2024-25 against the target of 3060 loans thus achieving 139% of the allocated target,
v. Profit ability
] he Bank pursued a calibrated strategy to enhance profitability through asset quality improvement, cost optimisation, and a sharper focus on high-yielding advances. Below is a glimpse of the Key Performance Indicators that reflects our operational efficiency, prudent risk management, and effective strategy execution:
* The Operating profits stood at Rs.2075 crore us on 3t.03.2025 as compared to Rs. ] 131 crone us on 31.03.2024 regi s I eri n g a gm w th o f S3.4 7 % (Yo Y)
* Net prulil stood at Rs.lOlh crore as on 31.03.2025 as compared to Rs. 595 crone as on 31.03.2024 registering a growth of70.7(>% (YoY).
* Return on Assets (ROAl stood at 0.07 % in FY 2024-25 as compared to 0.41% in FY 2023-24.
* The Warnings per share stood at Rs.1.50 per share forFY 2024-25 us compared to Rs.0.88 per equity share for FY 2023-24.1 he Net Interest Income stood at Rs.37R4 croreas on 31.03.2025 us compared to Rs.284l crore as cm 31.03.2024.
* i he Net Interest Margin stood at 2.85% as on 3 l .03.2025 as compared to 2.45% as on 31.03.2024
5. Dividend
The Board of the Bank has declared a dividend pf Rs.0.07/- per equity share for the Financial Year ended March 31,2025 subject to the approval ni'Lhe shareholders at the ensuing AGM.
6. Net Worth and Capital Adequacy: Our Bunk maintained u strong capital position during FY 2024 25. with healthy capital adequacy ratios well above regulatory thresholds. To further strengthen its stability, the Bank raised F.quity Share Capital (including premium) of Rs. 1219 crore in Q-4 oT FY 2024-25. The Bank also issued Infrastructure Bonds of Rs. 3000 crore in Q-3 of FY 2024-25. Glimpse of the Bank's capital strength is us follows:
* The Net Worth stood at Rs.l0945 crore as on 31.03.2025 as com pared to Rs. 7830 crore as on 31.03.2024.
* Tola] Capital Adequacy Ratio stood at 17.41% as on 3 1.03.2 025 as com pared to 17.16% as on 31.03.2024
* TheCFT-l Ratio stood at 15.59% as on 31.03.2025 as eom pared to 14.74% as on 31.03.2024.
7. Asset Quality
Nigh quality asset perl folio, is the cornerstone for long-term financial stability. We arc pleased to present a promising highlight ofourAssel Quality maintained in the Financial Year2024-25.
i. Be r forma nee
* Gross NBAs of the Bank stood at Rs.3370 crore <3.3 8 %) us on 31.03.2025 as compared to Rs. 4(565 crore (5.43%) us on 31.03.2024.
* Net NBAs of the Bunk stood at Rs.937 crore (0.90%) us on 31.03.2025 as compared to Rs. 1350 crore (1.63%) as on 3 J.03.2024.
* Prpv ision Coverage Ratio of the Bunk improved to 91.38 % as on 31.03.2025 as compared to 88.69 % as on 3 i .03.2024
* Slippage Ratio of the Bank stood al 0.99% as on 3 1.03.2025 as compared to 1.2R% as on 31.03.2024.
ii. ReMvery Strategy
* Specialized Recovery Team: Bank has specially dedicated team in Lhe name of War room officials at every Zonal office which looks after ihe Recovery of that particular Zone.
* Asset Recovery Branches: Bank lias 7 specialized Recovery Branches which specially focuses on Non Performing Spit filed assets portfolio pending be fore DRT.
* SAM VERT (Stressed Asset Man aye meat Vertical): Bank has separate vertical al Head office which looks after recovery in NPATTWO accounts with Book out standing, of Sbc 25 Crore and above.
* I ransferof accounts tu AKC’s/MAHCL: Transfer of NPA accounts to ARCs/NARCL is being utilized when all other recovery tools failed. During RY. 2024-25 bank has transferred 2 accounts to ARON ARC L for 1491.86 Crurc.
* Special Short term Settlement Scheme (R1N MUKTI 111): Bank launched special short term Mondiscretionary settlement scheme in the name of RIN MUKTI-1TI in FY 2024-25 to facilitate debt resolution to eligible borrowers, in which hank settled jjj2 accounts with Settlement amount of Rs. 67.79 Crore.
* Bank successfully launched e-OTS (Nidaan) portal for OIS calculation, sanction and monitoring in month ofJ uly 2024,
* Bank has also implemented Credit Mid Office lbr ensuring compliance of pre and post disbursement terms and conditions in new/cnhancement sanctions.
8. Business Initiatives: During ihe Einuncial year 2024^25, the Bank implemented a range of initiatives aimed al enhancing customer convenience and strengthening its competitive position. Key initiatives include:
i. Digitization of Loan:
A key aieaolTocus remained digitization of lending processes across RAM t Retail, Agriculture, and MSM E) segments. The Bank Introduced paperless, end-to-end digital loan journeys that enhanced turnaround time, improved customer experience, and reduced operational risks. Following digital Loan products were launched for our customers:
* PSB e-Apna Char: As the economy continues to grow, the hank has launched e-Apna Ghar to meet the evolving housing finance needs. The producL provides end-to-end digital journey simplifying loan process for loan amounts above ? I ft lakh and up to 11 Of) lakh.
* PSB e-Apna Yah an: The Bank introduced PS B e-Apna Vahan. a new digital initiative designed to olTcr a hilly online experience for 2 wheele rand 4 wheeler loans with financing available up to Rs. 25 lakh.
* e- Shishu Mudru : Moving a step ahead in participating in country's financial inclusion mission, the Bank launched e-Shishu Mudra which provides fully digital loans up to ^ 50,000 for micro entrepreneurs.
* e- KCC: Bank has launched hassle-free facility of s-KCC up to Rs, 2.00 lakh (New applications) with minimal paperwork and eligibility check using digital land records available with the stale Revenue department.
ii. CustomerCentric ITuducts:
In alignment with evolving customer preferences. the Bank introduced a bouquet uf innovative. need-based
products tailored for various customer segments, including youth, women, farmers, small businesses, and
salaried individuals.
Someofthe products launched to facilitate services that align wi th customer needs are mentioned below:
* I’M kl Sl-M jP radium M until kisan Drjja Suraksha rvum Ulthaan Mahahhiyan}: This scheme aims to increase the farmer's income by providing reliable source of irrigation and de-dieselize the farm sector by financing solar power projects,
Ý PSB Sami addli \1ahilla Lunn Scheme: The product aims to uplift women entrepreneurs through accessible finance, skill development and business growth opportunities, creating a one stop solution for women looking to start, scale or sustain their business.
' PSB Lakhpati Didt: To provide financial assistance to enable the women members of Self-Help Group (SI IG) to generate income and become Lakhpati Didi.
Ý PSB Business Loan Scheme for Vouny India: This product is designed to provide financial assistance to young entrepreneurs between the ages of 18-35 years. Tins product aims to support the growth and innovation of youth led businesses by offering flexible, accessible and competitive financing options.
' e- BG: Our Bank has introduced an e-Bank Guarantee (e-BG) facility in collaboration with National e-Govemance Services Ltd (NeSL) on November 03, 2024. This new system replaces traditional paper-based bank guarantees with e-slam ping and e-signatures. This initiative is designed to enhance security and transparency while saving time and effort Tor beneficiaries by eliminating the need for physical verification ofbank guarantees.
* Lease Ren I al Discounting fur Corporate Borrowers: Lease Rental Discounting (LRDl is essentially a loan facility availed by a company/firm against the rental from commercial properties earning a specified amount of rentals at scheduled intervals,
* PSB Shubh Aramhh CA Product: A new Current Account tailored specially for startups to support their business growth. This Product offers Current Deposit Account for new business/ entrepreneurs started w ithin a year
Ý PSB RLRA Plus Current Account: A Special Current Account lo meet the requirements of promo l ers/rea lily seclur/builders lo meet the provisions ofRLK A Act 20! ft.
* PSB Executives Salary Account: A tailor made salary product for the employees of the Punjab Civil Services (PCS) loaded with several attractive features ineluding life insurance and personal accident i ns uranc e co v exage.
Ý PSB Guurav Baehat SB Product: An exclusive Savings Salary Product lor all Serving & Retired Defence personnel including Paramilitary forces, Agniveers & Veer Nari with coverage of group accidental insurance of 1 cr and other benefits.
iii. fit-ups and Collaborations: In lint with our vision lobe a comprehensive financial partner for our
customers, the Bank has established strategic alliances with key entities across various sectors. Some oT
them are mentioned as under:
* Bank signed Mu Us with Defence establishments fur salary a ecu unts: Our Bank signed MoU wilh JiiTenent Defence sectors like Indian Army, Indian Airforce, Indian Navy, Indian Coast Guard, Assam Rifles and I I BP to offer them tailor made retail lending producIs, salary accounts, and pension accounts etc.
* Mutual Fund Business: The Bank introduced Mutual Fund Business in partnership with Finwi/.ard Technology JVi\ate Limited (FISDOM) which besides adding to non-fund income will also help in augmenting and retention of C ASA.
* Nestle India Ltd.: MoU signed with Nestle India Ltd for financing Tanners who supply milk to Nestle India Ltd (up to ?25 lakh).
* Prcel Tractors Pvt. Ltd.: MoU signed with Prcel Tractors PvL. Ltd for Tractor financing under the Agriculture Infrastructure Fund, increasing loan leads and farmeroutreach.
Ý Prcel Agru Industries & Malkit Agru Tech: MoU signed with ibeel Agro Industries &. MaJkil Agm Tech financing agricultural for equipment, and expanding credit access foragri- businesses.
* Tie-Up with Si MB I for guarantee coverage far MSME SPICE and MSME GIFT Schemes.
* Tie-Up with C1MSME (Chamber of Indian Micro Small & Medium Enterprises) for lead generation under MSME lending.
1 Muruti Su/uki India Ltd.: Vehicle loan sourcing, enhancing market penetration.
Ý Mahindra A Mahindra: Vehicle loan sourcing, enhancing market penetration.
* MSA Mudet: Bank extended the DSA Model for MSME loans which will not only improve our competitive edge in the market but also increase our market share in MSME Credit products and help in pene Ira Lion o f the ne w custom er segmen t a l low er cos I.
iv_ 1 lighlighLsofsome of the digital services being provided are mentioned below:
* PSB Unit Bi/ app: Bank launched PSB Unit Biz app, a unified digital hanking application meticulously designed for corporate customers. Corporate users can now use PSB UnJC Biz mobile app which provides a secure, efficient, and comprehensive digital ecosystem that caters to the diverse and complex requirements oTmodem businesses.
* ASBA: PSB UnJC users can now apply for IPOs using PSB UnlC. Users may edit .'delete the submitted IPO application and can also check the status uf allotment under history option available under ASBA menu.
Ý Loan Calculator: PSB UnJC customers can nowr calculate EMI and generate loan amortization chart through PSB UnJC.
* Multilingual support in VVhulsApp Banking: Customers can now avail WhatsApp banking services in multiple languages Le, I lindi, Punjabi & English.
* Bill Payment: PSB UnlC users can pay their bills such as telephone, broadband, eredil card bills etc using BBPS option. They may also register the billers for getting reminders.
* Check Currency Kates; PSB UnlC retail users can now check the forex rales in multiple currencies.
Ý Digital Saving Bank account: Our Bank introduced VK1YC to facilitate online full K.YC Saving Bank account through Video KYC.
* Investment Advisor (Goaf Based Calculator): PSB UnlC customers can now explore various investment options based on their Selected maturity value and tenure
Environmental and Social Initiatives: The Bank continued to integrate environmental and social considerations into its operations by financing green and sustainable projects, promoting digital banking to reduce carbon footprint, and participating in ESG awareness drives.
i. Fn% iron menial Initiatives: Our environmental initiatives contributing to greener economy include:
a) Green Financing: The hank has committed to sanctioning the green finance segment. Under green financing the bank approved in various sectors, Rs.ftiSO Crore t under corporate segment! till March 2025, to align with lhe government’s policy towards green energy.
h) PSB .VISME Green Investment and financing for I Vitus formation Scheme (MSME-CIfT Scheme): To provide support to the MSMEs in accessing institutional finance at a concessional rate for adopting clean ! green technologies and help them to transform into green and sustainable business operations.
c) PSBMSE Scheme Fur Promotion And Investment In Circular Econumy (MSL-S PICE): The MSE-SPJCE Scheme aims to encourage Micro & Small Enterprises tMSEs) to adopt Circular Economy practices. Toe using on sectors like Plastic, Rubber, and Electronics Waste Management to comply with international environmental goals and improve operational efficiency which enables MSEs to comply with Extended Producers Responsibility 1 EPR ) and waste Recycling targets set for Industries.
(]) PSB Business Loan Scheme Go Green: F inance lor Green Projecls/iiotivilies which encourages energy efficiency in resource utilization, reduce carbon emissions and greenhouse gases, promote climate resilience and improve natural ecosystems and biodiversity.
e) PSB Green Earth Deposit Product: Green deposits are interest bearing lixed deposits denominated in Indian rupees similar to regular fixed deposits. The proceeds from green deposits arc earmarked for allocation into projects or activities that yield environmental benelits, ensuring Bank's adoption oT^Green Deposit Policy and Green Financing Framework of the Bank”.
ii. Corporate Social Responsibility (CSR): Our Corporate Social Responsibility (CSR) initiatives are an integral pan of our core strategy aiming to address critical societal challenges and contribute to India’s inclusive growth. Various initiatives in the domains of education, healthcare, sanitation, and community
• development have been undertaken during Ihe financial year, iii. Financial Inclusion & Government Business:
Our commitment to Financial inclusion is al the core of our mission, driving us to ensure that banking services ore available, accessible, and affordable to all sections of society, especially die unbanked population across India, The Bank continued its active Rile in financial inclusion by expanding outreach under PMJDY, PM SY'ANidhi, and various Jan Suraksba Schemes, Glimpse of our initiatives focusing On empowering every citizen with the knowledge to manage [heir Finances effectively, and participate in the mainstream economy is as under:
* Business Correspondents
Our Bank is aggressively working on the implementation of the BC network. Presently, we are haying 2,083 RCs(As on March "25 J as against 1709 BCsas on March ’24.
> Rural Sell Employment I raining Institutes (RSETtsj: Dunng the financial year 2024-25, our RSEI'Is bad conducted 94 training programs wherein 3018 candidates wcfc trained. Out of 301S candidates, 2290 candidates belong to SC/ ST category, 2608 belong to BPL & 2309 candidates are women beneficiary.
* Financial Literacy Centres (FLCs) and Centre fur Financial Literacy (CTL J: Bank in coordination w ith 24 Financial Literacy Centres (F'LCs) look the initiative to spread financial literacy among rural population by conducting Financial Literacy Camps in the villages where Basic Banking Services along with other financial schemes like PM JDY, PMJJBY. PMSBY, APY, PM.fDYOD, Digital Banking etc. are discussed with the villagers, so that they arc able to avail these services as per their requirements. A total oT217 awareness camps were organized in F’Y 2024-25 wherein 4456 people actively participated.
KB I has associated our Bank as a sponsor Bank to implement Phase I and 3 of the scaled-up Centre for Financial Literacy (CFL) project to beset up in 17 CFLs in 17 blocks in the slate of Punjab toserve5! blocks wherein 8272 camps w ere organized and training were imparled to 180952 individuals. 1
10. Human Resource Initiatives i. Promoting gender diversity
Wilh a view to promote gender diversity in the Bank following women centric initiatives have been taken by the Bank:
* Webinar on providing ’Post Maternity L'ounselling and supports' to women employees.
* Special Training I'rogram on Leadership for Woman from Apex Institutions like Muni pal Academy of BFSI, CAB Pune etc,
11. Other HR initiatives
* New Slulf I raining College: Establishment of New Staff Training College at Chandigarh has been approved. I his will help to cater more than 4000 employees of our Bank which are posted in /.ones under FCiM Chandigarh.
Ý Foreign training programs: Senior officials of the Bank attended foreign trainings like SlBOS Conference, Aarohan Leadership Development Program, Board Leadership Program for Els, FEDAl Annual Conference in FY 2024-25.
* Scheme fur Reimbursement of course fees offered by Apes Institutes and Ld- lech Plat forms:
90% oT the fees of courses opted by the employees is borne by the Bank on successful completion of the course1 658 employees have been approved for enrollment of courses amounting to fee value of Rs. 142.44 Lacs.
* Leadership development programs from renowned institution such as JIM Ahmedubad, Slate Bank Institute of Leadership-K.o I kata. MDl Gurgaon etc.
LI. Bank's network across India:
i he physical presence of branches remains a crucial pillar of trust, accessibility and personalised service, particularly in the diverse Indian market. To enhance accessibility and deepen market penetration. Lhe Bank expanded its branch network across aspirational districts and underserved regions. Emphasis was placed on rural and semi-urban locations in alignment with business potential and financial inclusion
goals.
11 igb lights of the expansion of branches and /ones are mentioned below:
* Zonal Offices: Abiding by Lhe Bank’s strategy to reach the remote areas, the Bank opened 4 new Zonal offices in Mogn, Patna, Agra and Varanasi, i he opening of Zonal Offices aim at increasing Bank’s Branch footprint in Lhe unreached areas and boiler control mechanism.
Ý Our Bank continued to focus on branch expansion and considering the skewed geographical conditions. 52 branches were opened during lhe FY 2024-25 aligning wilh the gov eminent vision of
* Financial Inclusion. I he total branches of Lhe Bank stood at 1610 as on 31,03.2025.
* (VIIL> £ orp orate Branches: Our Bank hits increased the total mid-corporate branches (MCBs) from 4 to 15, to ensure a faster turnaround lime in the credit decision-making process and focused approach towards mid-corporate customers.
12. Boosting Compliance Culture
Banking compliance is an intricate and essential aspect of the banking industry, intertwining adherence Lo a diverse array oTrules, regulations, and standards. In order to achieve the highest industry standards in compliance function, our Bank has taken various steps and initiatives:
t. Automation of Die Compliance f unction: For end Lo end digitizing [he enterprise wide compliance function. Bank has procured Compliance Solution ECG (Empowering Compliance <& Governance), The solution has capability fur comprehensive monitoring, tracking lor implementing regulatory compliance along with interactive dashboards and reporting.
ti. Placement uf Dedicated Compliance Officer (DCO): Bank has placed Dedicated Compliance Officer; in Zones for exclusively dealing with lhe compliance related obligations, thereby improving the oversight and effective decision making at the corporate level through the independent information and feedbacks received from DCOs. Presently Bank has 15 DCO covering all Zones.
iii. Development of Data Quality Index (DQ1) bused on Data Integrity Rules (DIR): A framework based on the Data Integrity Rules (DIR) has been approved to assess the Data Quality Index (DQI).
13. Cult Centre
Bunk has set up a dedicated Call Centre to cater to its customers' queries, complaints, customer acquisition and lead generation. We are in processor revamping the Call-Centre lo further improve the quality of services.
14. Official Language
1 Bank was awarded ‘Second Prize' under Region 'A' in the review meeting held at Chandigarh by the Department of Financial Services. Ministry of Finance for the best execution oi Official Language Policy during the year 2023-24
* Delhi Bank Town Official Language Implementation Committee awarded 'Second Prize' to the Bank's Head Office for outstanding Official Language Implementation in the Financial year 2023-24 and the ‘Third Prize’ to the Bank's Hindi quarterly magazine Rajbhusha Ankur under Lhe flouse-Juumal category.
* The Bank's Zonal Offices Chandigarh, Kolkala and Bareilly were awarded the Official Language Awards in the category ofAdministrative Offices by the respective Town Official Language Implementation Committee.
15. EASE Reforms: Enhanced Access and Service Excellence is a government reform Tor public Sector hunks to facilitate customer-centric banking focusing on digital customer experience, managing operational risks effectively and catalysing new age capability building. EASE 74) reforms was launched on 25th April 2024 with an emphasis on customer service excellence, adoption of new technology and banking towards 'Viksil Bharat1,
For Ease 7.0 (FY 2023-24), the Bank hits secured the 1st position as (he lujj Improver in the Annual Indexing Score among alt the Public Sector Banks proving our continuous strive for improving customer services.
16. Other Awards & Accolades
* Bank received Winner award for creating awareness for MSMEs & Runner-up award in promoting Government Schemes by C1MSME.
* Bank received Best lech Talent & Organisation Award in the category of Small Banks at 20lh Banking Technology Conference organized by 1BA.
* Bank was honoured with the “Highest DQI Improvement Award” in the PSLI Commercial Segment for Fy25.
17. Directors' Responsibility Statement:
The Directors confirm that in the preparation ofthe annual accounts for the year ended March 31. 2025:
18. Acknowledgement
We extend uur gratitude to Dr, Charon Singh, Non -Executive Chairman: Sh Ram Jass Yadav, Executive Director: Sh. K.IV Patnaik, RBI Nominee Director: Sh. S. L. Agarwal, Non Official Director; Sh. T.R. Mendiralla, Shareholder Director; and all the members of the Board, both past and present for their valuable insight, support, guidance, and contributions to the management in all endeavours. Furthermore, we express our sincere appreciation to all stakeholders and customers for then continued support and trust in our Bank. Finally, we would alsu like to take this opportunity to thunk the Reserve Bank of India and the Government of India for their support and guidance.
1
Performance under Government Schemes:
* 10126% target achieved in Pradhan Manlri Jcevan Jyoli Bima Yojana t PMJJBY) Tor policy year ended 31.05.2025
Ý 100.20% target achieved in Pradhan Manlri Suraksba Bima Yojana (PMSBY1 fhrpolicy vear ended 31.05,2025.
• 105% target achieved in Alai Pension Yojana (APY) Active Enrolment for financial year ended 2024-25.
|