Expected DA for Banker from November Minimum 20 slab and maximum 37 slab

Expected DA Calculation Updated on 31.08.22 on the basis of CPI for the months of July 2022 with assumptions of CPI for the next 2 months as under:. The CPI for the month of July'22 announced on 31.08.22 as 129.90 i.e. with an increase of 0.70 points (as per revised base year 2016) (The base year was changed from Oct 2020) -

1. On assumptions if there is an increase of 1.00 point of CPI in the month Aug'22 and 0.90 point in Sep'22. There is on going regular rise in prices of commonly required daily needs items / commodities which is making month over month difficult to manage family budget. Accordingly, on above conservative assumption, we may expect there would be an increase of 37 slabs and the total tentatively revised DA slabs would be 563 i.e. 39.41% from Nov'22 in terms of 11th BPS.
2. On assumptions if there is an increase of 0.90 point of CPI in the month Aug'22 and 0.80 points in Sep'22. On the basis of these assumption, we may expect there would be an increase of 35 slabs and the total tentatively revised DA slabs would be 561 i.e. 39.27% from Nov'22 in terms of 11th BPS.
3. On assumptions if there is an increase of 0.80 point of CPI in the month Aug'22 and 0.70 point in Sep'22. On the basis of this assumption, we may expect there would be an increase of 33 slabs and the total tentatively revised DA slabs would be 559 i.e. 39.13% from Nov'22 in terms of 11th BPS
4. On assumptions if there is an increase of 0.60 point of CPI in the month Aug'22 and 0.0 point in Sep'22. On the basis of this assumption, we may expect there would be an increase of 27 slabs and the total tentatively revised DA slabs would be 553 i.e. 38.71% from Nov'22 in terms of 11th BPS
5. On assumptions if there is an increase of 0.0 point of CPI in the month Aug'22 and 0.0 point in Sep'22. On the basis of this assumption, we may expect there would be an increase of 20 slabs and the total tentatively revised DA slabs would be 546 i.e. 38.22% from Nov'22 in terms of 11th BPS

Bankers Should Learn To Say No When Something Not Doable'

Bankers Should Learn To Say No When Something Not Doable'

Vigilance Commissioner T M Bhasin has said bankers need to avoid the cases of conflict of interest.

New Delhi: Bankers should learn to say no to outside pressures when something is "not doable", Vigilance Commissioner T M Bhasin has said.

"In several cases oral instruction by senior officials are found to be culprit and to obviate such instances, the bankers should learn to say 'NO' when something is not doable when they don't understand an area of activity proposed to be financed," he told PTI.

"The bankers need to avoid the cases of conflict of interest and must put in place sound risk management practices to safeguard against NPAs and frauds," he added.

Gross non-performing assets (NPAs) of public sector banks have surged from 5.43 per cent (Rs 2.67 lakh crore) in 2014-15 to 9.32 per cent (Rs 4.76 lakh crore) in 2015-16.

As per the latest Financial Stability Report by the Reserve Bank of India, the gross NPA ratio for public sector banks may go up to 10.1 per cent by March 2017, under the baseline scenario.

At the same time, banks have reported frauds of about Rs 16,680 crore during 2015-16. These cases are above Rs 1 lakh. Rejecting the notion that 3Cs - CVC, CAG and CBI - are hampering lending operations, Mr Bhasin said CVC understands banks are in a commercial and risk-taking business and protects all honest decisions.

On various occasions, bankers have voiced fears that the 3Cs - the Central Vigilance Commission (CVC), the Comptroller and Auditor General (CAG) and the Central Bureau of Investigation (CBI) - act as deterrents for them for not taking lending decisions.

Asked if the charges are true, he said one C, that is CAG, is not auditing the books of accounts or looking into the lending operations or recovery management of public sector banks.

As for other two Cs, he said "the powers and functions of CVC have been laid down in Section 8 of the CVC Act 2003 through which CVC exercises superintendence over functioning of CBI in investigation of offences committed under the Prevention of Corruption Act or offences with which public servants may be charged under CPC".

There is proper co-ordination and symbiotic relationship between CVC and CBI, he maintained, adding that CVC issues directions to CBI either on its own or on a reference by the central government for inquiries or investigation to be made.

CVC, according to Mr Bhasin, periodically reviews the progress of investigations conducted by CBI on a monthly basis and the focus is always on ensuring mala fide or actions with criminal intent should not go unpunished.

However, at the same time, all bona fide, rule-based and policy driven actions of the officials are duly protected, he asserted.

Preparation of Charter of Demand for 12th BPS

Suggestion for 12th Bipartite settlement

GENERAL SECRETARY

AIBOA

RESPECTED COMRADES

We have gone the circular through which suggestions have been invited

we all full regards for your leadership and hope you will care for our suggestions full of our heartily sentiments

1 MERGER OF SPECIAL ALLOWANCE WITH BASIC PAY since November 2012

2 pension updation/ revision for all bank pensioners/family pensioners and 25% addional adhoc pension to retirees upto October 2017 till updation is achieved

3 free health insurance to all bank retirees , spouse , unmarried /widowed dependent girl child and physically/mentally /visually differently abled children

4 one time Ltc every 5 years post retirement

5 gratuity at par with central government officials

6. commutation at the age of 60 in place of 61 , those who are born on first of the month

7 100% DA neutralisation

8 notional increment to those to whom due on 1st day after retirement

9 five days banking

10 salary standard as per PCR standard

Regards

S N SINHA

joint Secretary

retired bank staff welfare Association Regd

RBI lifts ban on AmEx issuing new cards

RBI  lifts ban on AmEx issuing new cards:

On 24th August 2022, Reserve Bank of India (RBI) lifted business restrictions imposed on American Express Banking Corp after almost 16 months. Amex can now issues cards to new customers in India.

The ban was imposed with effect from May last year due to non-compliance on storage of payment system data.

The RBI had on 23 April, 2021 imposed restrictions on American Express Banking Corp from on-boarding new domestic customers onto its card network from 1 May, 2021 for non-compliance with the central bank's circular dated 6 April, 2018 on Storage of Payment System Data.

Reacting to the RBI's move, Sanjay Khanna, Interim CEO and COO at the American Express said, “We welcome today’s decision by the Reserve Bank of India, which enables American Express Network to onboard new customers effective immediately. India is a key strategic market for American Express and today's decision is the result of our significant local investments in technology, infrastructure, and resources."

Rupee to remain under pressure despite RBI support: Societe Generale

Rupee to remain under pressure despite RBI support: Societe Generale

The Indian rupee is likely to struggle against the dollar as slowing global growth and the Federal Reserve's interest rate stance overshadows Reserve Bank of India's intervention, Societe General suggested in a note on Friday.

"The RBI is likely to intervene at key levels such as 80," Kunal Kundu, economist at Societe Generale, wrote in the note.

"However, we believe that such interventions would provide opportunities to buy on dips in the USD/INR, rather than establish sustained INR strength vs the USD."

A real fact of the government banker, whose life is suffering from 9 am to 9 pm

Came_to_Hari_bhajan_turned_cotton*

It is also true that if pressure is not applied then all do not work, that is why that era has gone when quarterly reviews used to be done in the name of business reviews, nowadays it is weekly round sir! The Weekly! And leave RM/DGM, directly GM is making attendance.

Now if the GM himself starts taking business reviews every week, what will be the condition of the branch managers, you all know that, every week it seems as if it is the last week, then there target is their mind forgiveness, just shake everything and say "Yes Sir" It is.

First day after coming from the business review meet, the manager's enthusiasm on the arrival of the branch was pressured but it seems as if today he will try to achieve all the targets by climbing the Govardhan mountain, but then as soon as he started the work of customers one on one Manager cabin would start coming in for every little job. Now the poor manager's condition would have been like traffic police, now he just started sending people out to the counter instead of working. Something would have been so stubborn that they would not talk to any staff outside, would directly talk to the manager. That too for what... Of their passbook... Print is lightweight, if assume that new cartridge is added to the printer then the print will be darker. Problem for that also, they need the middle one. They won't even believe that it's time to wear glasses, but they will waste hours for them, because

Print is light, then he went that the second one came that sir I have to withdraw money, but the cashier has written on the withdrawal slip that Inoperative account has been done, KYC form will be filled, then there will be transaction in the account but where will the customer believe!? He just wants money but will not talk to staff outside, because as usual customers think counter staff knows nothing, only manager, who has magic stick will rotate all problems will be solved. That's why that inoperative customer says, Sir, give me money today, when mine comes out, I will give it to you.

The manager kept staring at her face for a while then just said it was not possible. It was about 1 o'clock in the day, thought I'd at least prepare a housing loan file and send it to the processing center today, started the work again with the enthusiasm that a gentleman started knocking the gate. What to do now? Called him, he sat down then said sir I have to deposit money, saw the crowd at all the counter but you seemed empty, so came to you, fill out some form, have to deposit the money. The manager kept looking at him angrily, then called the award staff and asked him to fill out their form and deposit the money and scolded him to get all this work out, why are my cabin coming for this too!?

Award Staff:- Sir, no one comes to us, the manager directly enters the cabin, then what to do!?

It was one and half o'clock in the day but there was no new business of one rupee yet, but what to do!?

No one thought they would send a loan file after lunch time, but then got a call from regional office saying this work is more important, it has to be finished in priority today then another department called saying today is recovery day, collect money in NPA accounts. Have and have to report before Day-end.

He put up the phone and then he got a call from the marketer, to tell that tomorrow is login day, login is mandatory with the policy of 2 lakhs, GM sir will take special review of NIL people. Focus on loan now or concentrate now for tomorrow's login. Manager's condition is like a well in front and a ditch in the back.

So a customer came to the cabin that sir passbook kiosk works very slow for you, have a look.

Manager-ok sir, let's see.

Then he went and another one came:- Start another counter cash, it is getting delayed. Manager was already in tension, and on top of that, he just beat his head inside.

If you do then what to do? Someone has been coming and wasting time since morning, then how to focus on Manager Business Growth!? But who will listen?? No one, no executives sitting on high positions in management, no public, counting staff for name sake and target will give their own forgiveness, no one will say that he does not work, just passes time, no one will listen to branch problems, then change Now it will happen So how will it happen?? Who else staff does not leave the house thinking that they will finish all the pending work today, but the circumstances become like this it seems.... *Came_to_Hari_bhajan_turned_cotton_..!! *

This is the reality of the government banker, whose life is suffering from 9 am to 9 pm in the same dilemma and since WhatsApp banking has started, the worklife balance has become a kiln and life has become a waste.

..... A hard working and honest ... From the pen of Bank Manager....

Tata group has 7,50,000 employees. with respectable salary

Tata group has 7,50,000 employees.

There are 3,38,000 people working in L&T.

Infosys has 2,60,000 employees.

Mahindra & Mahindra has 2,60,000 employees.

Reliance Industries has 2,36,000 people.

Wipro has 2,10,000 employees.

HCL has 1,67,000 employees.

HDFC Bank has 1,20,000 employees.

ICICI Bank has 97,000 employees.

The TVS group has 60,000 employees.

Only these ten companies together employ about 25 lakh Indians - with respectable salary.

These are only the statistics which are on their direct payroll. In addition to off rolls, associates, dealers, agents, support companies associated with their products. Packaging companies born with their support, transport sector. The list is too long.

If a company has 1 lakh employees directly, then assume that there are at least four lakhs whose stove is run because of the same company.

And I'm only talking about 10 big companies. There are thousands of private companies in the country who are creating jobs.

These 25 lakh corporate jobs are more than half of the total central government jobs (48.34 lakh) created in India in the last 70 years.

This is also 5 times the total government jobs created in a big state like Karnataka in the last 70 years!

Respect the private sector, don't abuse them. Don't make fun of those who are a big participant in the development of the country because of your political agenda and likes.

You may not shout for those who give you jobs but learn to respect them.

They are creating livelihood for millions of Indians.

Do not listen to the failed socialist politicians who have ruined the economic capacity of 3 generations in India. If you want a bright future for generations to come, India needs thousands of new corporations who create high paid jobs.

Don't ruin the future of your future generations because of your two penny political agenda. Do look at the mirror yourself to see if your political hatred is more important than the future of your generations.

A person who retires or is going to retire has no value in India’, says CJI NV Ramana

Delhi BJP leader Ashwini Upadhyay’s PIL against poll-eve irrational freebies promised by political parties will now be heard by a Bench led by Justice DY Chandrachud, Chief Justice of India said on Wednesday.

After deliberating on various suggestions, including setting up a panel to examine the issue, a three-judge Bench led by CJI Ramana said it should be heard by a Bench led by Justice DY Chandrachud as he was part of the Bench that earlier pronounced a verdict on freebie

Those in opposition today can come into power tomorrow and they will have to manage this. So, things like freebies, etc., which can destroy the economy has to be looked into and I just cannot pass a mandamus. There needs to be a debate,” the CJI noted.

On behalf of Upadhyay, senior Vikas Singh said, “I was suggesting a retired Supreme Court judge head the committee like Justice Lodha...”

On behalf of the Election Commission, senior counsel Arvind Datar said if something was there in the manifesto, can it be called a freebie.

“We have to see what is freebie and what is welfare…For example, some states give cycles to the poor and women. It is reported that giving bicycles has improved lifestyle. The problem is which a freebie is and which can be said to be a beneficiary for the upliftment of a person. For a rural poverty-stricken person, his livelihood may depend on that small boat or bicycle. We can’t sit here and argue on this,” the CJI Ramana had said on Tuesday.

What are the Different Types of Accounting Ratios?

What are the Different Types of Accounting Ratios?

Ratios are classified into two types namely traditional classification and functional classification. The traditional classification is based on the financial statement to which the determinants belong. Based on the traditional classification, ratios are classified as:

1. Statement of Profit and Loss Ratios:

A ratio of two variables from the profit and loss statements is termed the statement of profit and loss ratio. For example, the ratio of gross profit to revenue generated from business operations is referred to as the gross profit ratio. It is calculated using both the figures derived from the profit and loss statement.

2. Balance Sheet Ratios:

If both the variables of the ratios are from the balance sheet, then it is classified as the balance sheet ratios. For example, the ratio of current assets to current liabilities is termed the current ratio. It is calculated using both the figures derived from the balance sheet.

3. Composite Ratios:

If the ratios are calculated using one variable from the financial statement and another variable from the balance sheet, then it is termed composite ratios. For example, the ratio of credit revenue from business operations to trade receivables is termed the trade receivable turnover ratio. It is calculated using one variable from the profit and loss statement (credit revenue from business operations) and another variable (trade receivables) from the balance sheet statement.

 

On the Basis of Functional Classification, Ratios Are Classified as:

1. Liquidity Ratios: To meet business commitments, the business needs liquid funds. The ability of a business to pay the due amount to stakeholders as to when it is due is known as liquidity; the ratios calculated to measure it are known as liquidity ratios. The liquidity ratios are short-term in nature. They are calculated to measure the short-term solvency of the business i.e. the firm's ability to meet its current obligations. The most common type of liquidity ratios are:

• Current Ratio

• Quick or Liquid Ratio

2. Solvency Ratio: The business solvency is determined by its ability to meet its contractual obligations towards stakeholders, specifically towards external stakeholders, and the ratios calculated to measure the business solvency positions are known as the solvency ratio. The solvency ratios are long-term in nature. The most common type of solvency ratio for calculating the business solvency are:

• Debt-Equity Ratio

• Debt to Capital Employed Ratio

• Proprietary ratio

• Total Asset to Debt Ratio

• Interest Coverage Ratio

3. Activity or Turnover Ratio:  These are the ratios that are calculated for measuring the efficiency of business operations based on the effective utilization of resources. Hence, these are also termed efficiency ratios. A higher turnover ratio means better utilization of assets and signifies improved business efficiency and profitability. The most important types of activity ratios are:

• Activity Turnover Ratio

• Trade Receivable Turnover Ratio

• Trade Payable Turnover Ratio

• Net Asset or Capital Employed Turnover Ratio

• Fixed Asset Turnover Ratio, and

• Working Capital Turnover Ratio

4. Profitability Ratios: Profitability ratios are referred to as analysis of business profits in relation to the revenue generated from the business operations ( or funds) or assets used in the business and the ratios calculated to meet its objectives are termed as profitability ratios. The most common types of profitability ratios that are used to analyze the profitability of the business are:

• Gross Profit Ratio

• Operating Ratio

• Operating Profit Ratio

• Net Profit Ratio

• Return on Investment (ROI) or Return on Capital Employed (ROCE) 

• Return on Net Worth (RONW)

• Earnings Per Share

• Book Value Per Share 

• Dividend Payout Ratio 

• Price Earning Ratio

Accounting Ratio Formulas

Here, we will list the formulas of all the accounting ratios on the basic functional classification discussed above:

Liquidity Ratio Formulas
Current Ratio	Current AssetCurrent Liabilities$$\frac{\text{Current Asset}}{\text{Current Liabilities}}$$
Quick Ratio	Quick AssetCurrent Liabilities$$\frac{\text{Quick Asset}}{\text{Current Liabilities}}$$
Liquid Ratio	Liquid AssetCurrent Liabilities$$\frac{\text{Liquid Asset}}{\text{Current Liabilities}}$$
Solvency Ratios
Debt Equity Ratio	Long - Term DebtsShareholders Funds$$\frac{\text{Long - Term Debts}}{\text{Shareholders Funds}}$$
Debt to Capital Employed Ratio	Long - Term DebtsCapital Employed or Net Assets$$\frac{\text{Long - Term Debts}}{\text{Capital Employed or Net Assets}}$$
Proprietary ratio	Shareholders FundsCapital Employed or Net Assets$$\frac{\text{Shareholders Funds}}{\text{Capital Employed or Net Assets}}$$
Total Asset to Debt Ratio	Total AssetsLong - Term Debts$$\frac{\text{Total Assets}}{\text{Long - Term Debts}}$$
Interest Coverage Ratio	Net Profit Before Interest And TaxInterest on Long - Term Debts$$\frac{\text{Net Profit Before Interest And Tax}}{\text{Interest on Long - Term Debts}}$$
Activity or Turnover Ratios
Activity Turnover Ratio	Cost of Revenue From Business OperationsAverage Inventory$$\frac{\text{Cost of Revenue From Business Operations}}{\text{Average Inventory}}$$
Trade Receivable Turnover Ratio	Net Credit Revenue From Business OperationsAverage Trade Receivables$$\frac{\text{Net Credit Revenue From Business Operations}}{\text{Average Trade Receivables}}$$ Here, Average Credit Receivables = $$\text{Here, Average Credit Receivables = }$$ Opening Debtors and Bill Receivables + Closing Debtors and Bills Receivables2$$\frac{\text{Opening Debtors and Bill Receivables + Closing Debtors and Bills Receivables}}{2}$$
Trade Payable Ratio Turnover Ratio	Net Credit PurchaseAverage Trade Payables$$\frac{\text{Net Credit Purchase}}{\text{Average Trade Payables}}$$ Here, Average Credit Payables = $$\text{Here, Average Credit Payables = }$$ Opening Debtors and Bill Payables + Closing Debtors and Bills Payables2$$\frac{\text{Opening Debtors and Bill Payables + Closing Debtors and Bills Payables}}{2}$$
Net Asset or Capital Employed Turnover Ratio	Revenue From Business OperationsCapital Employed$$\frac{\text{Revenue From Business Operations}}{\text{Capital Employed}}$$
Fixed Asset Turnover Ratio	Net Revenue From Business OperationsNet Fixed Assets$$\frac{\text{Net Revenue From Business Operations}}{\text{Net Fixed Assets}}$$
Working Capital Turnover Ratio	Net Revenue From Business OperationsWorking Capital$$\frac{\text{Net Revenue From Business Operations}}{\text{Working Capital}}$$
Profitability Ratios
Gross Profit Ratio	Gross ProfitNet Revenue of Business Operations×100$$\frac{\text{Gross Profit}}{\text{Net Revenue of Business Operations}}\times 100$$
Operating Ratio	Cost of Revenue From Business Operations + Operating ExpenseNet Revenue From Business Operations×100$$\frac{\text{Cost of Revenue From Business Operations + Operating Expense}}{\text{Net Revenue From Business Operations}}\times 100$$
Operating Profit Ratio	Operating ProfitRevenue From Business Operations×100$$\frac{\text{Operating Profit}}{\text{Revenue From Business Operations}}\times 100$$ Here, Operating Profit =$$\text{Here, Operating Profit =}$$ Revenue From Business OperationsOperating Cost$$\frac{\text{Revenue From Business Operations}}{\text{Operating Cost}}$$
Net Profit Ratio	Net ProfitRevenue From Business Operations×100$$\frac{\text{Net Profit}}{\text{Revenue From Business Operations}}\times 100$$
Return on Investment (ROI) or Return on Capital Employed (ROCE)	Profit Before Interest And TaxCapital Employed×100$$\frac{\text{Profit Before Interest And Tax}}{\text{Capital Employed}}\times 100$$
Return on Net Worth (RONW) or Return on Shareholder’s Fund	Profit After TaxShareholders Fund×100$$\frac{\text{Profit After Tax}}{\text{Shareholders Fund}}\times 100$$
Earnings Per Share	Profit Available For Equity ShareholdersNumber of Equity shares$$\frac{\text{Profit Available For Equity Shareholders}}{\text{Number of Equity shares}}$$
Book Value Per Share	Equity Shareholders FundNumber of Equity shares$$\frac{\text{Equity Shareholders Fund}}{\text{Number of Equity shares}}$$
Dividend Payout Ratio	Dividend Per ShareEarning Per Share$$\frac{\text{Dividend Per Share}}{\text{Earning Per Share}}$$
Price earning ratio Earning Ratio	Market Price of ShareEarning Per Share$$\frac{\text{Market Price of Share}}{\text{Earning Per Share}}$$

Is this page helpful?