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DEMANDS

ALL INDIA

BANK OFFICERS’ CONFEDERATION

 

CHARTER OF DEMANDS

 

Submitted to the

Chairman

Indian Banks’ Association

 

ALL INDIA BANK OFFICERS‘ CONFEDERATION (AIBOC)

ALL INDIA BANK OFFICERS’ ASSOCIATION (AIBOA)

INDIAN NATIONAL BANK OFFICERS’ CONGRESS (INBOC)

NATIONAL ORGANISATION OF BANK OFFICERS (NOBO)

 

To,

 

The Chairman,

Indian Banks’ Association,

C/o IDBI  Towers,

Cuffe Parade,

Mumbai – 400 005.

Dear Sir,

CHARTER OF DEMANDS

PREFACE

The Banking Industry has witnessed a spectacular growth during the last  decade  shedding its earlier protective control and close scrutiny by Reserve Bank in the form of strict regulatory guidance. The banks have now become totally commercial enterprises with a fiercely competitive environment calling for an excellent balancing act on the part of the employees and officers of the industry, breaking away from their traditional path of the last 4 decades. This task has been performed by bank officers exceedingly well despite heavy odds and pressures.

The globalization impact was felt initially in the financial sector.  Its so-called advantages and adverse features are borne by the banking industry in the name of financial reforms which commenced over one and a half  decades back. Since then, the banking industry particularly the Public Sector Banks and the Old Generation Private Sector banks with over 95% of business coverage under their jurisdiction faced the threat of extinction and loss of their identity through planned attacks from different agencies including Government, the Foreign and New Generation Private Sector Banks, with the able support of Reserve Bank of India, the Banking Department and all the agencies involved in the regulatory mechanisms of the banking industry.  The industry survived these pressures.  However, the new initiatives in the matter of technological advancement, mushrooming of  new generation private sector banks and also the foreign banks  posed a serious challenge to the workforce in the industry in terms of compensation package, perquisites  and other facilities. As a result, the compensation system varies widely between the new generation private sector banks, foreign banks and the Public Sector Banks as well as the Old Generation Private Sector Banks.

Having adopted all the business strategies of the new generation private banks in order to perform competitively, the expectations of the officers across the country are that the compensation package available in these banks should constitute the minimum benchmark for officers in PSBs.

The increasing shortage of staff due to VRS and Exit policies and a high rate of attrition  with no matching recruitment has created a tremendous pressure on the existing officers’ community with unlimited working hours and, appalling working conditions. Work-life balance is sadly missing in the case of officers in Public Sector Banks.

It is in this background, the current salary negotiations assume added importance and should be a turning point in the history of our bipartite settlements.

 

ASPIRATIONS AND EXPECTATIONS

COMPREHENSIVE CHARTER OF DEMANDS 

a)      Bank Officers aspire for a comprehensive review of the compensation package and expect the revised package to attract the best talent and to retain the existing officers.  It should enable every officer to derive adequate satisfaction so as to effectively compete in the hostile  environment with utmost devotion and dedication. The salary revision should be at the industry level only. A decent and reasonable compensation package which provides not only the basic requirements but also elevates the standard of life of the officers’ community for their increased responsibility is the need of the hour. Negotiations are to be time-bound on all demands in a comprehensive manner.

b)      The  Compensation  should  ensure periodical up-gradation and protection against erosion in real wages due to inflation with a definite career progression for each and every officer to ensure their loyalty to the institution and take care of the attrition problems.

c)      The Compensation package should be divided into 3 parts:

i)       Salary and Dearness allowance: (Basic Pay and DA) to be worked out on the basis of  actual establishment expenses.

ii)      Perquisites and other allowances including Welfare and Superannuation - ( Medical, P.F., Pension, Gratuity, Leave Encashment,. LFC etc.,) the cost of which should be de-linked from the cost of wages.

iii)     Issues like regulated working hours, 5 days a week, compensation for Extra Hours of work including working on weekly off days and holidays. These issues have to be negotiated and settled as an integral part of the wage settlement.

d)      The Bank employees should be treated on par with Government  employees for the purpose of income tax and perquisite tax.

e)      The compensation package should be net of tax. The respective banks should pay all the taxes that the employee is assessed for,  as also the taxes on vehicles etc.,

f)       The present scheme of recruitment of officers should remain undisturbed.  The contract labour either directly or through outsourcing should not be resorted to.

g)      The Salary Revision should be applicable to all Public Sector Banks, Private Sector, RRB Sector. Uniformity and parity of salary and service conditions to be ensured.

The 4 Officers’ organizations namely AIBOC, AIBOA, INBOC and NOBO have jointly prepared the Charter on the basis of the above principles and are submitting the same to the Indian Banks’ Association/Government of India  for their consideration.

The Charter is divided into

Part I               -           Salary and allowances

Part II              -           Perquisites, allowances, Welfare facilities including Superannuation benefits.

Part III              -           (a)  Non monetary issues  and

                                    (b) Concerns of  Lady Officers

Part IV            -           General

 

PART - I

SALARY ALLOWANCES

 

BASIC PAY

The Basic Pay should be constructed on the basis of  merger of D.A. Index at September ‘07 Index figure.

The Scales should be merged and constructed on a running pattern upto Scale V and thereafter continuation of increments payable once in every year.(The allowances should be treated as part of the BP for superannuation purposes etc). The existing scales upto Scale V may be merged into 2 scales.

The other scales namely , VI and VII should be drawn keeping in view the structure of scales upto scale V.

DEARNESS ALLOWANCE

The rising cost of living is adversely affecting the ‘take home pay’ on day to day basis.  The payment of Dearness Allowance does not reflect the correct compensation.  There is a need to revise and increase the rate of compensation.  Hence, the existing rate of compensation for every 4 points  should be retained even after the merger of Index. The neutralisation level should be raised to 125% in order to ensure adequate protection against inflation as also to accommodate the loss the officers’ community has suffered due to lesser neutralization in the earlier dispensation.

At present, the revision in Dearness Allowance takes place on quarterly basis calculated on the previous 3 months’ average index.   The revision in Dearness Allowance should be automatic on the basis of monthly figures, since the salary payment is now centralized and is automatic through technological advancement.   This is necessary to arrest the erosion in real wages.

PROFESSIONAL QUALIFICATION PAY

1.      Increments for CAIIB should be granted in the following manner:

         Part - I                One additional increment

         Part - II               Two additional increments

On reaching the maximum, the increment  which is converted into PQP should be paid as follows:            

         Part-I                  The PQP should be equal to the amount of last increment  in the new  scale.

         Part-II                 The PQP should be equal to 3 times the increment in the last stage of the scale. (Part-I - one increment and  Part II - two increments -  total 3)

The increments as well as PQP should be granted in respect of qualifications such as Diploma in Business Management, Certified Information System Audit etc.,

FIXED PERSONAL PAY (FPP)

The FPP should be treated on par with PQP in respect of fitment of Basic Pay on promotion and payment of all other allowances.  The fixed character or freezing should be done away with, to avoid anomalous situation like a Senior Officer drawing a lower FPP  than a Junior Officer, and officers drawing HRA etc.

(a)    House Rent Allowance

The Banks are obliged to provide quarters or leased accommodation to all the Officers.  The Officers should also have a choice to opt for  HRA in lieu of this facility. 

The Rate of HRA payable should be as follows:-

D    30% of the revised Basic Pay at Major Metros

D    25% of the revised Basic Pay at Area I Centres

D    20% of the revised Basic Pay at all other  Centres without any ceiling.

HRA ON CAPITAL COST BASIS

a)      The existing facility of HRA payable on capital cost basis at 150% should be increased to 200%

(b)    SELF LEASING

Benefit of self lease to be extended to officers  who are willing to offer their own houses for lease to the bank.

OFFICIATING ALLOWANCE

The existing rate should be raised to 10% of B.P. without any ceiling.  The minimum period of 7 days should be removed.

CITY COMPENSATORY ALLOWANCE

The existing classification should be reviewed into  the following categories:

CATEGORY        CENTRE

I.       Major Metro      Kolkata, Delhi,Mumbai, Chennai, Bangalore, Hyderabad, Ahmedabad, Pune, etc.,

II.       Metros (Area I) All centres with more than 12 lakh population and State Capitals

III.      Centres with population of 1  lakh, and all District Head quarters

RATES OF CITY COMPENSATORY ALLOWANCE

         (   Category I        -        20% of Basic Pay

         (   Category II       -        15% of Basic Pay

         (   Category III      -        10% of Basic Pay

INCENTIVES FOR RURAL POSTINGS

         (     Rural Allowance at 10% B.P.

         (     Weightage for promotions

         (     Choice of posting after completion of term etc.,

CLOSING ALLOWANCE

The Closing Allowance should be increased to Rs. 2500/- per quarter and payable to all officers including those working at administrative offices.

HALTING / BOARDING / TRAVELLING EXPENSES

(a)    Review and rationalization of Halting/Boarding/Travelling expenses.

(b)    The Boarding expenses should be linked to  lodging expenses.

(c)     The existing system of allowing  banks to fix the rates of reimbursement periodically should continue with a provision to review them annually.

(d)    All officers should be eligible for travel by Air, with Executive Class entitlement for Senior Management.

(e)    The minimum of 1000/- k.m. restriction to be removed.

(f)      For places not connected by Air, Officers should be permitted to travel by AC-Ist Class.

PROTECTION OF ANNUAL INCREMENTS

An allowance equal to the amount of last drawn increment should be granted every year  after reaching the maximum in the scale. The allowance so granted should be treated as B.P. for all purposes.

PART - II

SUPERANNUATION, PERQUISITES,

ALLOWANCES,WELFARE FACILITIES

PROVIDENT FUND

The Provident Fund should be at the rate of 12% of Pensionable Pay, DA and all other allowances reckoned for the purpose of fixation of pension.

GRATUITY

Service Gratuity rules should be modified.  The Gratuity payable should be one month’s gross salary for every year of service without any ceiling from the date of appointment to the date of retirement. The provisions in the service rules as regards restriction on payment of gratuity to be removed. The IBA should take up with the Government for enhancement of ceiling on statutory Gratuity to  Rs. 10 lacs.

PENSION

Pension should be applicable to all officers.

RATE OF PENSION

Regular Pension       :           50% of pay and allowances drawn at the time of retirement

Family Pension         :           40% of pay and allowances drawn by the deceased employee at the time of retirement.

Pension Rules should be reviewed to make provision for payment of 50% of pay and allowances drawn at the time of retirement. The Voluntary Retirement provisions applicable to Pension Regulations, should be made identical with Officers’ Service Regulations so as to remove discrimination between Pension optees  and P.F. optees as regards number of years of service.

The Pension should be automatically upgraded as and when the index rises by 50% of the number of index already merged.  For example, if the merger of points is at 600 points, and if the DA rises by 300 points over and above the merged level, the Pension payable should be automatically revised.

Rule no 13 as regards addition to qualifying service in respect of earlier recruits, conditions in recruitment policy should be made applicable from prospective date.

WELFARE FACILITIES TO RETIREES

The medical facilities and LFC to be introduced for the retirees also.

ENCASHMENT OF LEAVE

Encashment of entire leave at credit should be permitted on retirement, resignation, removal and compulsory retirement.

The existing restriction on encashment of leave on resignation should be removed. Maximum encashment at the time of retirement, resignation etc., to  be increased to 360 days.

COMMUTATION

(a)    Commutation should be allowed upto 40% of the Basic  Pension

(b)    Commutation should be restored after 10 years.

POST ALLOWANCE

(i)      25% of the Basic Pay should be paid as post allowance to all designated  officers viz. Branch Managers, Divisional Managers etc.,

(ii)     at 20% of the Basic Pay to all other officers.

The allowance is necessary for the reason that with technology innovation, the accountability and responsibilities of all the officers have multiplied manifold.

MEDICAL REIMBURSEMENT

The expenditure incurred for Medical treatment, both on account of hospitalization and non-hospitaliation, for self as well as the dependent family members, should be reimbursed in full without any ceiling. 

IBA should take up with Government for enhancement of ceiling on income of dependent family members. The definition of family should include, unemployed sons, unmarried daughters, deserted or widowed sisters,  daughters,  sisters etc.

The Medical Scheme should be available to all retired officers on the same terms and conditions under which they were enjoying the facilities while on duty as in the case of the CMDs and EDs of Banks. Hospitalisation for major ailments and cost thereon are a nightmare to bank officers. Therefore IBA on participatory basis with banks should set-up multi facility hospitals at Metros and State capitals to start with for catering to the retired officers and their families.

DIFFERENTIAL ON PROMOTION

The differential on promotion from one scale to another scale should be equal to a minimum of 2 increments. A suitable fitment formula to be evolved to protect the emoluments drawn in the previous grade on promotion from one grade to another grade in the officers’ cadre.

LEAVE FARE CONCESSION

The existing scheme of LFC should be reviewed comprehensively. The mode of travel by Air within the entitlement and without insisting on touching the designated place to be permitted; officers to be permitted to travel anywhere on LFC. The encashment should be related to the actual entitlement of mode of travel.

SPECIAL ALLOWANCES

Special Allowances to be granted to all officers working in Sikkim, J & K, N.E., H.P. A & N Islands, Lakshadweep and other Centres.

The Hardship allowance already paid at some centres for those who are posted to these centers from other centres should be extended to the locally recruited officers as well.

The rate of allowance in centers which are already eligible for the allowance should be revised appropriately.

EX-GRATIA IN LIEU OF BONUS

A portion of Profits should be shared with all the officers in the form of ex-gratia payment. 

OTHER ALLOWANCES

1.      Computer allowance to all officers.

2.      All other allowances not specified above, but  payable as  per the industry settlement as well as bank level understandings should be raised by 100%.

 

PART - III  

NON-MONETARY ISSUES

 

WORKING ENVIRONMENT AND WORKING HOURS

The Banks should provide to all the officers an appropriate ambience and environment at all centres to work at their cabins.  The Officers should also be provided with all the amenities such as supply of refreshment, beverages etc., inside the branch premises in view of pressure of work.

The environment should be hygienic and should take care of the vision etc., in view of  technology advancement, continuous exposure to computers etc., at the work spot.

Wherever the Dress Code is insisted by the Bank, the managements should provide appropriate reimbursement of expenses incurred.

The Banking Industry deals with economic issues and handles huge financial resources of the community.  The working hours should be such that it should not lead to fatigue and result in loss of health or upset the officers’ routine.   Hence, the working hours should be defined.

5 DAYS WEEK

The working hours should not be more than 36 hours in a week. The daily working hours should not be more than 7 hours in the normal course.

 

Any working for more than 7 hours a day should be compensated monetarily to the extent of twice the actual hourly salary in the normal course.

The Officers required to work on weekly-off days and holidays should be compensated as above and in addition be permitted a compensatory off on a date convenient to them or their leave account should be credited with the number of days involved.

LEAVE RULES

The existing Leave Rules should be reviewed and comprehensively rationalized.

The Officers should be free to avail the leave as per their requirement.  There should be provision for availing the same on the basis of hours, half-day, full-day and longer periods as is the practice in several corporates.

 

 

TYPES OF LEAVE

The existing system of maintaining separate leave account should be done away with.

The entire leave available to an officer should be credited to one leave account every year on the following basis:

1.      Casual Leave: 15 days in a year.

2.      Privilege leave: one month in a year.

3.      Sick Leave: 15 days in a year (on full Pay) without any ceiling

4.      Restricted Holidays: 6 days in a year for festivals not declared as holidays under the Negotiable Instruments Act.

5.      Leave-bank to be introduced.

The leave so calculated should be credited to the leave account of the Officer on a consolidated basis. The Officer should be eligible to avail the leave on the basis of his requirement. The intermediate holidays and weekly-off should not be counted as leave.

The Officer should have the opportunity of encashing the balance available in the consolidated leave account once in a year to the extent of 50% of the leave available in his account at the beginning of the subsequent year. Further, an officer should be permitted to encash the entire leave at his credit at the time of retirement and no ceiling should be imposed for accumulation of leave.

DISCIPLINARY PROCEEDINGS

The existing Disciplinary Proceedings need a review to ensure uniformity. Details will be furnished during the negotiations. The areas requiring immediate attention are:-

ADMINISTRATIVE TRIBUNALS

At present, officers have to knock the doors of Courts for justice after exhausting the appeal system.  The litigation is time consuming and costly.  Hence, for  speedy justice, there should be exclusive Administrative Tribunals for bank officers.

VIGILANCE

The Vigilance cases should be dealt with at Bank level.  There is no need to make any reference to the Central Vigilance Commission.  The Bank Boards should be authorized to forward a list of all Vigilance Cases dealt with by the respective banks for the information of the CVC.

The misconduct should be redefined in the background of changes that have taken place in the area of accountability and responsibility of the officers with particular reference to technological advancement.

Classification of Misconduct be defined.

The restriction of 2-3 cases for defence at a time to be removed.

Ground rules for suspension to be on par with CCS Rules and rigour period should not exceed more than one year. The subsistence allowance should be full pay after one year.

The Service Rules regarding termination without opportunity to hear and continuation of service after 60 years for the purpose of departmental enquiry to be abolished.

APPEAL & REVIEW PROCEDURE

The Disciplinary Authority, while imposing the penalty, should specifically indicate the period within which the appeal has to be submitted.  The imposition of the penalty should be kept pending till the final disposal of the appeal. 

The processing of all Review Petitions by the Reviewing Authority must be made mandatory with a time limit of 3 months.

UNIFORMITY IN PROCEDURE

The existing systems and procedures vary from bank to bank.  The systems should be made uniform.  The areas in which modifications are required are:-

a)      Interpretation of Punishment -  The Disciplinary Authority should advise the effect of punishment and his order should contain an annexure giving the practical effect of the order along with the restoration of original position in the BP, rigour period etc.,

b)      The  suspension  should  be  restricted  to the  barest  minimum.  Detailed guidelines should be formulated providing for inter-alia, (i) the time limit for the conduct and completion of the enquiry proceedings., (ii) payment of Subsistence Allowance; restoration of full payment after one year of suspension etc.

c)      The suspension period, in case of minor penalty should be treated as on duty and full salary allowance should be released after re-instatement.

d)      The issue of memo/ show cause notice should be made mandatory before the issue of charge-sheet.

e)      The penalty of reduction in grade/scale should not be below the grade/scale at entry point.

LOANS AND ADVANCES:

Housing Loan -   The existing ceiling on Housing Loan should be enhanced to Rs. 30 lacs with the repayment period spanning upto 30 years.

Rate of Interest -  Simple rate of 2%  p.a  on the entire Housing Loan.

Re-payment of Loan - Schedule should be fixed in such a way that the Officers are not put to hardship with a provision for re-payment from their pension even after their retirement, upto the age of 75 years.

The premium on insurance of loan should be met by the banks.

Festival Advance  -   An Interest-free Festival Advance of 3 months’ gross salary should be granted. The repayment schedule can be extended from 12 months to 18 months.

CONVEYANCE LOAN

The quantum of conveyance loan to all officers to be raised to  Rs. 10/- lacs  at 2% p.a.

OTHER LOANS

The quantum of clean O.D. should be doubled,  at 2% interest p.a.

EDUCATION LOAN

The wards of officers should be eligible for grant of education loans, free of interest during their study period. The loans may be recovered after their employment at 2% p.a. In view of transferability of officers, lack of priority in central schools etc., IBA should start schools al least in Metros to ensure uninterrupted education of children of bank officers.

On the death of officer, all loans should be waived.

CONCERN OF  LADY OFFICERS

The Banking Industry was in the forefront in encouraging Lady Officers to accept promotions and take up higher responsibilities.  There are a number of Lady employees who are reluctant to come forward and shoulder  higher responsibilities due to absence of exclusive facilities for their well being. The Officers’ Organizations have been demanding for a long time certain specific facilities to them keeping in view their dual responsibility. The following are some of the issues:

a)      PLACEMENT AND TRANSFER POLICY

A separate Transfer Policy taking into account the difficulties of Lady Officers should be formulated by IBA in consultation with the Officers’ organizations and forwarded to all the Member Banks. The lady  officers  should  be exempted from mandatory rural assignments .

The Lady Officers need to be extended the benefit of flexi-time and flexi-place concept.  They should be given choice of their place at the time of transfer and placement keeping their difficulties in view.  The Banks should be advised to keep one exclusive Lady Officer in charge of  Personnel Administration in all the Banks to attend to their exclusive issues including transfer,  placement etc.

The Lady Officers whose spouses are working elsewhere should be accommodated at the same place.  Similarly, where the wife and husband are employed in the same bank, they should also be accommodated at the same centre.

b)     PROVISION OF CRECHE FACILITY

The Banks should provide Creche facility for the benefit of children of Lady Officers who are required to attend to  office and their children need parental attention.

LEAVE FACILITIES

The existing Maternity Leave should be enhanced to 6 months at a time, from 90 days as at present. The facility should also be extended in case of adoption of a child.

3 months’ additional sick leave after attaining the age 45 years.

PATERNITY LEAVE

The Paternity leave of 15 days should be introduced for officers on 3 occasions.

LFC/HTC

Spouse  employed in  the same bank to be permitted to avail LFC  separately as per  individual eligibility . The lady officers to be permitted to take their dependent parents alongwith them on LFC/LTC.

DEFINITION OF FAMILY

The parents,  father-in-law & mother-in-law, depending on an officer to be treated as member of family for the purpose of  LFC/HTC and medical facility.

 

PART - IV 

GENERAL BILATERAL RELATIONSHIP

The Officers’ Organizations alone are entitled to settle  the issues related to the Service Conditions in respect of those who are promoted from clerical cadre to officer cadre and also the Officers recruited directly from the market.  The issues such as promotion policy, transfer policy, fitment formula etc., will have to be discussed and settled with the Officers’ organizations both at Bank and industry levels.

STRUCTURED FORUM

At present, there is no structured forum at IBA level to interact with the Officers’ organizations on service conditions.  We have been requesting for setting up of a standing body for holding periodical meetings with the officers’ organizations on all the issues related to the banking industry, apart from the issues concerning the service matters. The meetings can be held at quarterly intervals and may also be utilized for the purpose of sharing the latest trends in the banking industry along with corporate concerns to elicit the views of the organizations on all such matters.

RECRUITMENT/RETIREMENT

The recruitments should be taken up on an ongoing basis.  With the exit of a large chunk of the experienced workforce, there is a dearth of experienced work force in the industry.  The training and updating of skills should be taken up on a war footing.

In view of shortage of manpower, the retirement age should be re-fixed.  We have the following suggestions:-

VOLUNTARY RETIREMENT

After Completion of 20 years of pensionable service.

AGE OF SUPERANNUATION

The age of superannuation to be raised to 65 years for all officers.

WITHHOLDING  OF GRATUITY ON RETIREMENT

The gratuity should not be withheld  on account of pending cases.

WELFARE FACILITIES

Present Ceiling of 3% of net profits to be increased to 5% without any ceiling.

VEHICLE TAX

In view of All India transferability of officers. The Road tax on vehicles of different States should be paid by the bank on inter-state transfers.

DATE OF RETIREMENT

Those who were born on the 1st of a month to be retired on the last day of the same month, and not the previous month.

PROTECTION  OF EMOLUMENTS

The emoluments drawn by an Officer should be protected on his transfer from a higher CCA centre to  a lower centre.

TRANSPORTATION OF PERSONAL BELONGINGS

The Banks should take the responsibility for shifting the personal effects of the officers on transfer from one place to another.  In the absence of such facility, the Officers should be reimbursed the full expenditure on certificate basis.

INCIDENTAL EXPENDITURE ON TRANSFER

To meet additional expenditure towards education of children, housing etc., officers to be paid two months’ salary to compensate incidental expenses on transfer.  In case of transfer outside the  State, 3 months‘ salary to be paid towards incidental expenses.

OTHER ALLOWANCES  SUCH AS HILL AND FUEL ETC.,

All the allowances other than what have been covered in Part I and II should be enhanced appropriately.

AREAS DECLARED AS SEZ/NEZ/EPZ

The branches coming under the above areas should be treated on par with Metro Centres for all allowances and perquisites.

IMMUNITY FROM TRANSFER POLICY

The Office-bearers of Associations to be extended immunity from transfer/placement. The Central/State level office-bearers to be given duty-off on par with workmen organizations.

THE LOAD FACTOR

The negotiations should be confined only for the purpose of deciding the load factor in respect of Basic Pay and Dearness Allowance.  The  expenditure towards other perquisites has to be delinked from the load factor.

DATE OF EFFECT

The date of effect for implementation of the settlement on the basis of the charter of demands should be from 1.11.2007.

RIGHT TO SUBMIT SUPPLEMENTARY CHARTER

The Officers’ Organizations reserve the right to include, amend or alter the demands, as made out in the Charter during the course of bilateral discussions.

All anomalies arising out of Salary Revision  should be resolved irrespective of the cost factor involved.

 

 

           Sd/-                 Sd/-                  Sd/-              Sd/-

     Gen. Secy.      Gen. Secy.       Gen. Secy.  Gen. Secy.

       (AIBOC)          (AIBOA)           (INBOC)       (NOBO)

 

Place: Hyderabad

Date:  29/10/2007

 

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