Bank of Baroda is a pioneer in various customer centric initiatives in the Indian banking sector. Bank is amongst first in the industry to complete an all-inclusive rebranding exercise wherein various novel customer centric initiatives were undertaken along with the change of logo. The initiatives include setting up of specialized NRI Branches, Gen-Next Branches and Retail Loan Factories/SME Loan Factories with an assembly line approach of processing loans for speedy disbursal of loans.
The major ongoing initiatives of the Bank are detailed below:
Bank has initiated a major business transformation christened “Project Navoday” with various initiatives cutting across business units and support functions across the Bank. The three pillars of the Project Navoday viz., (1) Transform and monetize the core business (2) Build next-gen capabilities in priority areas viz, digital, shared services, analytics and relationship management (3) Nurture the organization and unleash the talent pool while building a strong control and compliance culture across the Bank.
Bank has established shared services centre first of its kind in the nationalized banking space through a wholly owned subsidiary undertaking all back office functions of the Bank which are happening in silos in different geographies at one centralized place at GIFT city, Gandhinagar. This will enable reduction in turn around time, higher transparency, standardization, economies of scale, etc besides freeing up man-hours for front end staff for sales and service.
Bank is endowed with a competent and motivated employee base which is engaged in handling the extensive business operations of the Bank across the globe. Strategic HR interventions like, according cross border and cross cultural work exposure to its managers, hiring diverse functional specialists to support line functionaries and complementing the technical competencies of its people by imparting conceptual, managerial and leadership skills, gave the Bank competitive advantage. People initiatives were blended with IR initiatives to create an effectively harmonious workplace, where everyone prospered.
Bank’s HR policies and strategic human resources development initiatives have made the Bank a breeding ground for business leaders. The Bank provided several leaders to the industry men who went on to build other great institutions. Bank’s human resources initiatives are given in detail in the following link. https://www.bankofbaroda.in/about-us/human-resources
New Technology Platform
Bank has made substantial progress in its end-to-end business and IT strategy project covering the Bank’s domestic, overseas and subsidiary operations. All Branches, extension counters in India, overseas business and five sponsored regional rural banks are on the core banking solution (CBS) platform.
Bank has been providing to its customers Internet Banking, viz., Baroda Connect and other facilities such as online payment of direct and indirect taxes and certain State Government taxes, utility bills, rail tickets, online shopping, donation to temples and institutional fee payment. Bank has a wide network of ATMs across the country and has also launched mobile ATMs in select cities. Initiatives have been taken to provide corporate customers with facilities like direct salary upload, trade finance and State Tax payments etc. Bank has introduced Mobile Banking (Baroda M-connect) and prepaid gift cards.
Bank has implemented the Global Treasury Solution in its key territories like UK, UAE, Bahamas, Bahrain, Hong Kong, Singapore and Belgium. Bank has taken various technological initiatives in overseas operations such as implementation of Centralized SWIFT activity through Data Centre in Mumbai, Payment Messaging System with Anti Money Laundering check, Anti Money laundering Compliance and Online List Matching solution. While Bank implemented Transaction-based Internet Banking facility for its customers in Uganda, Botswana, UAE, New Zealand, Kenya, Mauritius and Seychelles, a view based e-banking facility was made available in Fiji, Oman, Tanzania and UK.
Ever since its rebranding in 2005, Bank has consistently promoted its major strengths viz. large international presence; technological advancement and superior customer service etc. Bank had introduced the sub brand Baroda Next, state of the art-straight from the heart to showcase how it has utilized technology to nurture long term relationships for superior customer experience. The sub brand has been reinforced by alternate delivery channels such as internet banking, ATMs, mobile banking etc and robust delivery outfits like retail loan factories, SME loan factories, city sales office etc. Bank’s constant endeavor to strengthen its branch/ATM network combined with well informed staff offering personalized service at its various touch points have enhanced customer interactions and satisfaction. Thus the Bank has firmly positioned itself as a technologically advanced customer-centric bank.
Corporate Social Responsibility (CSR) Initiatives
Bank has a long legacy and tradition of contributing actively to the social and economic development of the communities in which it operates through various development activities in the realm of education, health, human welfare and other social activities. Bank of Baroda always transcends from business interest and reaches out to weaker section of society, with a view to make a meaningful difference to them.
Bank helps in importing training to unemployed youth for gainful employment through our 64 RESETI Centres in ten States/UT. Up to 31.03.2020 Baroda RSETIs have trained 5,03,145 youth out of which 85,685 are SC, 1,11,296 ST, 42,645 minorities and 1,57,231 are other backward communities.
Bank has also providing knowledge sharing, problem solving and credit counselling through our 87 Financial Literacy and Credit Counselling Centres (FLCC). Since inception 30,94,565 persons have been benefited from the services of FLCCs.
Bank also undertakes other activities viz. healthcare, sanitation, education/literacy, drinking water facility, other eligible activities as listed under Schedule VII of Companies Act 2013.
During year 2019-20, Bank has made expenditure under CSR in different activities as under:
|Segment||Amount (Rs. in Lacs)|
|Education & Skill Development||402.89|
|Health & Care||79.57|
Revolutionary and discontinuous changes in the operating environment are stark reminders that business success is 'impermanent'. Bank has achieved substantial progress in technology and is continuously integrating multiple platforms of technology to generate synergies. Bank continuously attempts to adapt to the dynamic economic environment while engaging in long term relationships to provide superior customer service.
Bank’s constant endeavor to delight its customers, which is built on its strong fundamentals will make it stronger, more resilient and enable to achieve its vision of to be the most admired Bank.