UFBU Meeting 23 January 2026 Updates - 5 Days Banking



Today (23.01.26) again a meeting was held between UFBU, DFS, IBA, CLC and Bank Management for implementation of 5-Day Banking. The meeting was held at 3:30 PM in continuation to yesterday’s (22.01.26) meeting. Yesterday, the talks between UFBU and the Government of India failed, and the strike continued. Today also, the talks between UFBU and the government failed, and the strike will be conducted all across India on 27 January 2026.


Once again, the conciliation proceedings started to discuss the issue contained in the strike notice dated 08.01.2026 for the proposed strike to be held on 27.01.2026. At the outset, the Ld. representatives of DFS submitted that things are moving in the right direction and some decisions have been taken yesterday in favour of the Financial Sector. Accordingly, he requested the Ld. representatives of UFBU to reconsider their stand and defer the strike reflecting good gesture which may lead to positive outcomes.


At this stage, the Ld. representatives of IBA also requested in the same line of DFS and reiterated to consider the appeal so as to ensure that the dignitaries persuading their causes before the competent authorities may be strengthened to put forth their submission positively.


On the other hand, the Ld. representatives of UFBU reiterated that they are aware about the meaning and consequence of strike which is the ultimate legal right with the workmen. As such, they are not also of the intent to use such a stringent measure for pressing on the demand but as they have already deferred three such consecutive occasions of the proposed strike on some of the issues which contained the issue of 5 days banking also. As the Govt. is not at all responding on the issue of 5 days banking, they do not have any option in such compelling circumstances but resort to strike.


As the stalemate continued, the CLC(C) as Conciliation Officer also made an appeal to the Ld. union representatives to reconsider and avoid any direct action in the public interest so that industrial harmony be maintained. At the same time, the CLC(C) also advised other stakeholders to convey the message at appropriate level and try their level best to resolve the issue in public interest. It is also pertinent to mention at this stage that office of the CLC(C) is always open to facilitate the dialogue whenever it is required.


In the meantime, the provisions contained u/s 33(1) and 22 of the ID Act, 1947 shall remain in vogue. Next date in the matter is fixed on 09.03.2026 at 11.30 AM.


🗞️ What's happening right now about Strike

  • Nationwide bank strike planned for  January 27, 2026 — Bank employee unions under the United Forum of Bank Unions (UFBU) have called a one-day nationwide strike to press for the implementation of a full five-day work week (i.e., both Saturdays off). 

  • Banks likely to be closed for up to four days, from Jan 24–27, 2026 — because the strike overlaps with regular weekend holidays and Republic Day holidays. 

  • Disruption in banking services expected across Gujarat and other states on Jan 27, with many branches closed and services slowed down. Around 800,000 bank employees are expected to participate nationwide; in Bihar alone, about 8,100 branches and 50,000 staff are involved

  • Unions have also been urging political support (for example from West Bengal’s Chief Minister) to strengthen their strike call and demands. 

  • The strike demand centers around the five-day working week, a change that was recommended by the banking industry earlier but hasn’t yet been formally implemented by the government. 

📌 Why it matters

  • Customer impact: Physical bank branches may be shut on the strike day — but digital services (mobile banking, ATMs, online transfers) often remain available. Plan ahead for essential transactions. 

  • Union demands: The main focus is the five-day work week, but bank workers often include other issues in agitation (staff shortages, working conditions, staffing norms etc.). 

If you’d like, I can pull specific state-wise closure lists or official notifications from your local banks for Jan 27 specifically.



Share:

Big Bank Merger Coming? Government Signals Plan to Combine Two Major Banks


The government is allegedly seeking to combine two big banks as part of ongoing financial sector reforms, according to recent rumors that are gathering traction. Although mergers have long been a part of India's banking system, fresh debate has sparked concerns about which banks might be involved, why consolidation is being explored once more, and the potential effects on consumers, workers, and the overall economy.


Is the Government Planning a New Bank Merger?

At present, there is no official confirmation naming specific banks for an immediate merger. However, policymakers and financial regulators have repeatedly indicated that bank consolidation remains part of the long-term reform strategy to strengthen balance sheets, improve efficiency, and reduce systemic risk under the oversight of the Government of India and the Reserve Bank of India.

Merger ObjectiveWhy It Matters
Stronger Capital BaseImproves financial stability
Lower NPAsBetter risk management
Operational EfficiencyReduced duplication of branches
Global CompetitivenessLarger banks compete internationally
Simplified OversightEasier regulation and supervision

Why Bank Mergers Are Being Discussed Again

Previous public-sector bank mergers were aimed at creating fewer but stronger banks. Rising credit demand, digital transformation costs, and the need for robust capital buffers are once again pushing consolidation discussions to the forefront.

Which Banks Could Be Involved

No banks have been officially identified. Historically, mergers have involved public sector banks, not private lenders. Any future merger would likely focus on strategic fit, regional overlap, and financial health, rather than size alone.

What a Merger Would Mean for Customers

For customers, mergers typically bring account number changes, IFSC updates, and system migrations, but deposits and loans remain protected. The government has consistently stated that customer money is safe during such transitions.

Impact on Employees

Bank mergers often raise concerns about job security. In past consolidations, the government emphasized redeployment rather than layoffs, with staff reassigned across branches and departments.

Is This a Done Deal or Still a Proposal?

As of now, this is policy-level discussion, not an approved merger. Any concrete plan would require Cabinet approval, regulatory clearance, and formal announcements, all of which would be made public well in advance.

Key Facts to Know Right Now

  • No official bank names confirmed
  • Merger discussions are policy-level
  • Public sector banks are the likely focus
  • Customer deposits remain protected
  • Formal approval is still required
While talk of a big bank merger has intensified, it remains under discussion rather than confirmed policy. If implemented, the move would aim to strengthen the banking system rather than disrupt it. Until official announcements are made, customers and employees should treat merger reports as preparatory signals, not final decisions.
Share:

Why 5-Day Banking Is Essential for the Indian Banking Sector?



For the Indian banking industry to increase productivity, staff happiness, and service quality, a five-day banking week must be implemented. Digital banking, regulatory compliance, cybersecurity concerns, and increased customer service responsibilities have all contributed to the complexity of banking operations. Bank workers can get enough rest and recuperation from a regular five-day workweek, which boosts output, improves decision-making, and lowers operational errors. 


Additionally, five-day banking promotes a better work-life balance, which is essential for addressing the stress, exhaustion, and mental health issues that bank employees confront. Employees that are motivated and get enough sleep are more customer-focused, which guarantees better service delivery and grievance resolution


The banking sector may become more competitive with other financial and corporate sectors that already follow a five-day work culture as a result of this shift, which can lower attrition and draw in new talent.

 

From an operational standpoint, banks now mostly rely on digital platforms that offer round-the-clock services, like internet banking, mobile banking, ATMs, and UPI. Therefore, cutting back on physical working days won't have a big effect on consumer convenience. 


Rather, it enables banks to concentrate on more effective planning, training, system improvements, and compliance initiatives. 


All things considered, five-day banking helps Indian banks comply with international standards, boosts staff morale, increases institutional effectiveness, and promotes the banking industry's sustainable growth without sacrificing client care.

Share:

This PSU Bank honoured as Best Bank for Supporting Start-Ups


In recognition of its significant commitment to fostering India's start-up ecosystem, Punjab National Bank (PNB) was named the Best Bank for Supporting Start-Ups at the MSME Banking Excellence Awards 2025. Piyush Goyal, the Hon'ble Minister of Commerce & Industry, Government of India, gave the award. 


Executive Director M. Paramasivam and Chief General Manager Firoz Hasnain accepted it on the bank's behalf (MSME). The bank claims that the award is a reflection of PNB's ongoing efforts to help innovation-led start-ups nationwide, enhance access to financing, and provide customized MSME solutions. The award highlights PNB's contribution to bolstering India's inclusive economic growth and start-up culture.

Share:

PSU Bank's Heart-Melting Initiative, After maternity leave, female employees will receive a special welcome


A new program named PNB Udbhav has been introduced by Punjab National Bank (PNB) to assist and extend a warm welcome to female workers who are returning to work following maternity leave. According to PNB, women frequently find it difficult to return to work after giving birth because of emotional strain, childcare obligations, financial strain, and the need to advance in their careers. 


 The bank launched this employee-friendly initiative as part of its Gender Diversity at Workplace Policy to assist female employees in returning with confidence.


Any woman finds it difficult to return to work after giving baby. After giving birth, a mother experiences profound emotional transformations in addition to physical healing. She experiences weakness, discomfort, anxiety, and occasionally melancholy. She must simultaneously return to her job and leave her newborn at home. Emotional stress, anxiety, and guilt are brought on by this separation. 


 A lot of women struggle to balance parenthood and their careers. Their hearts frequently remain with their child while they are at work. This stage is mentally taxing because to sleep deprivation, ongoing concern for the child, and pressure to do well at work. Some mothers believe they have changed. This is a genuine and widespread emotional issue.


A friendly greeting at work has a significant psychological impact. A woman feels safe, appreciated, and self-assured once more when she is treated with compassion, respect, and understanding. Fear can be lessened and emotional suffering can be healed with a modest gesture like a symbol of welcome or kind words. 


 The returning mother will be contacted by a Nodal Officer or ERG (Employee Resource Group) member one month prior to her joining duty under the PNB Udbhav plan. PNB SPARSH, the bank's teleconsulting service for female employees following maternity leave, would also be explained to her. This program aims to ease worry, tension, and dread while facilitating a seamless return to work.


On the day of rejoining, the employee will be warmly welcomed at the office, preferably with a planter and encouraging words. The ERG Head, ERG Member, or Nodal Officer will be present during this welcome. PNB said that this step is meant to make women employees feel valued and supported as they balance work and family life. All ERG heads, field offices, and head office divisions have been directed to implement this scheme in true spirit.


This initiative will not just help women return to work — it will help them return with dignity, confidence, and emotional strength.

Share:

RBI Ombudsman received over 13 lac complaints in FY 2024-25, while complaints against private sector banks grew

 


The Reserve Bank's Integrated Ombudsman Scheme (RB-IOS) received 13,34,244 complaints in FY 2024-25, up 13.55% from 11,75,075 in FY 2023-24. These Complaints were submitted by email, letter at the CRPC, or through the CMS portal. 


9,11,384 complaints were sent to the CRPC. Of these, 1,08,331 complaints were sent to the ORBIOs and 10,589 to CEPCs for processing. The remaining 7,76,336 were deemed non-maintainable or non-complaints. As of the end of FY 2024-25, 16,128 complaints were pending before the CRPC.


The ORBIOs received a total of 2,96,321 complaints in FY 2024-25, including 1,87,990 through the CMS portal and 1,08,331 recommended by the CRPC. This was a 0.82% rise from 2,93,924 complaints in FY 2023-24. Complaints received per lakh accounts at ORBIOs declined from 8.9 in FY 2023-24 to 7.7 in FY 2024-25 at the national level. 


Of the total complaints at ORBIOs, 91.22% were reported digitally through the CMS site or email. Individuals accounted for the highest share with 2,58,365 complaints (87.19%). Among categories, complaints relating to loans and advances were the greatest in FY 2024-25, followed by credit card complaints. Complaints involving mobile or electronic banking fell by 12.74% year-on-year.


With 2,41,601 cases, or 81.53% of all complaints received by the ORBIOs in FY 2024–2025, complaints against banks constituted the greatest share. NBFCs accounted for 43,864 complaints or 14.80%. 


Among banks, private sector banks received the most complaints, going from 34.39% in FY 2023-24 to 37.53% in FY 2024-25. The percentage of complaints against public sector banks decreased from 38.32% in FY 2023–2024 to 34.80% in FY 2024–2025.


In FY 2024–2025, the ORBIOs resolved 2,90,567 complaints, including ongoing cases, for a disposal rate of 93.07%. Of them, 1,80,621 complaints (62.16%) were manageable, while the rest were categorized as non-maintainable. Of the maintainable complaints, 43.36% were rejected and 51.91% were settled through conciliation, mediation, or mutual settlement. 


The Appellate Authority received 104 challenges against Ombudsman rulings during the year. Of these, 98 were submitted by complainants and 6 by regulated entities.


The Contact Centre (toll free: 14448) operating from Chandigarh, Kochi, and Bhubaneswar, it handled 9,27,598 calls in FY 2024-25, a rise of 28.89% from the previous year. Of these calls, 60.64% were handled through the IVRS system and 38.59% by staff. Abandoned calls dropped sharply to 0.78%. Hindi accounted for 70.43% of calls, English 6.73%, and 22.84% were in regional languages including Assamese, Bengali, Gujarati, Kannada, Odia, Punjabi, Malayalam, Marathi, Tamil, and Telugu.

Share:

Latest Updates on Bank Merger


The Government of India is preparing a big plan to reorganise public-sector banks. If this plan is adopted, the number of government-owned banks will come down from 12 to only four by the financial year 2027. These four banks will be State Bank of India (SBI), Punjab National Bank (PNB), Bank of Baroda (BoB), and a new, sizable bank created by combining Canara Bank and Union Bank of India, according to sources in a report released by Money Control. The Finance Ministry is working on the idea with the main purpose of strengthening the banks, boosting their financial health and making them strong enough to compete with global lenders.


Canara Bank and Union Bank are scheduled to be combined first. The government is also exploring if Indian Bank and UCO Bank can be incorporated into this same structure. These banks will serve as the primary pillars of the public-sector banking system once they are finished, along with SBI, PNB, and BoB. Other mid-sized banks such as Indian Overseas Bank, Central Bank of India, Bank of India and Bank of Maharashtra may be merged into SBI, PNB or BoB. Punjab & Sind Bank has not yet received a final verdict. Before the plan is implemented, it has to pass through numerous approval phases. It will first be presented to the Minister of Finance.


After that, it will be reviewed by senior officials, examined by the Prime Minister’s Office and checked by SEBI because the decision could affect the stock market. Only after all clearances will the mergers move forward.


The government believes that creating larger and stronger banks will help meet the country’s growing need for credit. Bigger banks can handle large loans, support infrastructure projects and match the growth of private sector banks. Officials also feel that mergers will help cut costs, remove duplicate branches and make better use of capital. They say that this round of consolidation may be smoother than the earlier one because banks today have stronger balance sheets, better systems and more experience in handling mergers.


If this plan becomes a reality, it will be the second major phase of bank consolidation after the 2017–2020 reforms, which reduced the number of state-owned banks from 27 to 12. The new proposal aims to take this change further and build a smaller number of much stronger public-sector banks that can support India’s future growth.

Share:

ED has arrested a Bank of India(BoI) officer in a fraud case for Rs 16.10 crore


In accordance with the Prevention of Money Laundering Act, 2002 (PMLA), Hitesh Kumar Singla, an officer of Bank of India, was taken into custody by the Directorate of Enforcement (ED), Mumbai, from Ahmedabad Junction Railway Station. Bank of India had previously suspended the officer. 


 After his appearance before the Greater Bombay Special PMLA Court, he was given seven days of ED detention. Under Sections 13(1)(a) and 13(2) of the Prevention of Corruption Act, 1988, Section 409 of the Indian Penal Code, and Section 316(5) of the BNS, the CBI had brought a case against Singla and Others.


As the case involved money laundering, it was transferred to ED and ED started its investigation.


Investigations revealed that between May 2023 and July 2025, Singla fraudulently closed multiple accounts—including Term Deposits (TDs), Public Provident Fund (PPF), Senior Citizen Savings Scheme (SCSS), Savings Bank (SB), and Current Accounts (CA)—without authorization. The funds were then diverted to his personal SBI savings accounts.


According to the ED, Singla deliberately targeted 127 account holders, mostly vulnerable customers such as senior citizens, minors, deceased persons, and dormant account holders, to avoid detection.


The diverted funds were layered and transferred in small, concealed transactions, causing a total loss of ₹16.10 crore to Bank of India and its customers, while severely damaging the bank’s reputation and public trust.


Singla had been evading the bank and not reporting since the crime was discovered. At Ahmedabad Junction, ED apprehended him based on technical surveillance and intelligence inputs. He was detained despite his repeated attempts to avoid detection by switching carriages and seats on Train No. 19320 Mahamana Express (Ujjain–Veraval).

Share:

Does State bank of India treat officers of merged associate banks differently? The Telangana High Court received the case


The merger of five affiliate banks with the State Bank of India (SBI) is a significant matter that the Telangana High Court has chosen to consider. A division bench led by Justice G.M. Moinuddin and Chief Justice Aparesh Kumar Singh accepted an appeal submitted by P.T.M. Gopala Krishna and others.



The government orders that were issued during the merger of State Banks of Bikaner and Jaipur, Hyderabad, Mysore, Patiala, and Travancore with SBI have been contested by the petitioners. They maintained that the revised terms of service that were implemented following the merger were arbitrary and unlawful.


They claim that the March 2017 option letters compelled workers to resign or accept the revised terms of employment. They also argued that the top general manager, who lacked the legal authority to establish service conditions, was the one who issued these letters. Only the SBI Central Board was authorized to make such judgments under the State Bank of India Act, 1955. Workers at merging associate banks have complained that they do not receive the same benefits and perks as regular SBI workers.


According to the statement, service jurisprudence is unaware of this so-called choice letter.If a permanent employee or officer disagrees with the new terms and conditions that management has imposed, they cannot be forced to leave. Furthermore, no terms and conditions of service authorized by the Central Board of the Transferee Bank, State Bank of India, are mentioned in the so-called offer of employment letter dated March 29, 2017. Thus, it is evident that CGM lacks the power to unilaterally issue employment offer letters that have not been authorized or approved by the Transferee Bank's Central Board.

It goes on to say that a review of the choices made under Clause No. 3 reveals that Associate Bank employees have experienced hostile discrimination. Probationary officers and trainee officers at SBI will receive four more increments, while those at Associate Banks will not receive those same increments, as stated explicitly in Clause 3(b) of the Annexure to the offer letter. Put another way, there is flagrant and obvious prejudice against probationary officers and trainee officers of associate banks when it comes to raises.


SBI previously purchased State Bank of Indore on August 28, 2010, and State Bank of Saurashtra on August 23, 2008.While acquiring State Bank of Saurashtra, the terminal benefits, pension, gratuity, and Bank’s Contribution to Provident Fund (with interest), were given to them.

As stated in Section 2(a) of the Terms & Conditions of Service Applicable to Officer Employees of State Bank of Indore (SBIN), SBI provided the same terminal benefits, pension, gratuity, and Bank's Contribution to Provident Fund (with interest) to its officers during the acquisition of SB Indore.


As a result, based on previous experience, the officers of the Associate Banks had a right to expect that SBI would provide them with comparable advantages. Their petition had previously been denied by a one-judge panel. The petitioners lacked the legal standing to contest the government's orders, the court had decided. Additionally, it noted that the majority of associate bank executives had willingly switched from the contributory provident fund system to the pension plan.

However, the appellants have now argued that the earlier judgment ignored crucial legal issues and wrongly relied on developments that happened after their case was filed.Taking note of these submissions, the High Court bench has issued notice to the Reserve Bank of India (RBI) and has posted the case for further hearing.

Share:

Mumbai based businessman is jailed for mistreating a female bank employee

 


A 54-year-old businessman was sentenced to a year of hard labor in a Mumbai magistrate's court for insulting the dignity of a female bank employee who had come to his home on business. The businessman was not only given a jail sentence, but the court also fined him Rs. 1000. When the female bank employee came to his house to verify, the businessman mistreated her. 


 Narendra Sagvekar, the defendant, is 54 years old. On November 27, 2020, the victim, a 27-year-old deputy manager at a bank, visited Sagvekar's home to confirm his address in connection with his application for a bank account.


A day prior, Sagvekar had gone to the bank to open a savings account, but he neglected to bring a photo. An employee was tasked with going to his home to confirm his address in accordance with bank policies. 


 Around 12:30 p.m., the woman arrived at the house and discovered Sagvekar by himself. She was going to depart after doing the necessary paperwork when Sagvekar allegedly used unlawful force, kissed her on the cheek and neck, held her hard, and made illegal physical contact. She was able to shove him away and left the scene right away.


Following her escape, the victim went back to her bank branch and told the operations head, branch manager, and a coworker about what had happened. She later complained to the Malad Police Station. Two days after being taken into custody on December 17, the accused was freed on bond. 


 The accused claimed that no witnesses were present at the scene of the crime and that the accusations were unfounded. However, even under cross-examination, Additional Chief Judicial Magistrate B.N. Chikne deemed the woman's statement to be reliable and consistent throughout the trial. Despite the lack of eyewitnesses, the court found that the victim's testimony was sufficient to convict the accused.


Next, a point was raised – Why the female employee took time to file FIR? Why was there delay in reaching to the police?


The magistrate said that panic and fear in such situations are natural, and it is common for Indian women to hesitate before taking such cases to the public eye. “The delay has been properly explained,” the judge said.


In an attempt to justify himself, Sagvekar said that the woman had made a fake complaint against him because he disagreed with a savings plan she recommended and failed to reply to her "Hello" WhatsApp message. 


 The court dismissed this argument, ruling that the claim lacked credibility and that the woman had no reason to falsely accuse him. In addition to refusing to release Sagvekar on probation or a bond of good behavior, the accused asked the court to release him on a bond of good behavior. The magistrate declared, "The accused does not deserve leniency because this is an offense of moral turpitude."



Share:

Complaint Against DGM for Misconduct and Abusive Language in PSU Bank


The State Bank of India, Panchkula administrative office employees have officially filed a complaint, pointing out the Deputy General Manager's alleged misbehavior, hostile conduct, and use of derogatory language, which has resulted in a hazardous work environment and poisonous workplace culture. 


Staff and officers from State Bank of India's Administrative Office (AO) and Regional Business Office (RBO) in Panchkula filed a formal complaint with the State Bank of India Officers' Association at the Local Head Office in Chandigarh on June 24, 2025. In the complaint, the Deputy General Manager (DGM) (Business and Operations) is accused of misconduct, using abusive language, and engaging in behavior that has created a toxic and unhealthy work environment.


Allegations of Misconduct and Abusive Language


According to the complaint letter, the DGM has been accused of using abusive and insulting language towards employees. The staff allege that this behavior extends to senior officers, including Assistant General Managers and Chief Managers (CM). 


The letter mentions that the officer has frequently shouted at and threatened staff during office hours. Specific remarks highlighted in the complaint include phrases like "I will slam you to the ground," "All of you are idiots," "The entire AO staff is mad," "Bring him by the neck," "You all are garbage," and “Get out of my cabin.”




Concerns Over Mental Distress and Workplace Safety


The complaint emphasizes how the officer's actions have led to a poisonous workplace culture and a hazardous working environment. Deep emotional suffering, including anxiety, depression, and in certain cases, suicide thoughts, has been reported by staff personnel. Additionally, the petition notes that staff members are afraid to work under the DGM and are afraid to visit the the office due to the hostile atmosphere.


Request for Action

In the letter, the staff members have requested the Officers' Association to take up the matter with higher management. They seek necessary action to restore a safe and respectful work environment at the office.


Association Says Issue Taken Up Immediately with Circle Management

Speaking to Kanal, the association representative stated “Once we received the letter, we immediately took up the issue with the Circle Management. The Circle Management also took necessary action. A General Manager-level officer is heading the investigation.On June 26, an investigation was already conducted by him, and he was present at the office for the whole day. 


All the affected members have given their statements to him. The bank has taken necessary action, and we are closely following up the issue. We assure that whatever action is required will be taken because our Circle Management is very particular that such incidents should not happen in any office. The incident was reported just three days ago, and we are monitoring the situation closely. Let us wait and see how it unfolds over the next 2-3 days.”


The complaint by SBI AO/RBO Panchkula staff lists detailed incidents and includes staff signatures, reflecting their collective concerns about the work environment under the current leadership. The issue has been taken up by the association and is currently under internal investigation.

Share:

Bank of Baroda Chief Manager Dies by Suicide Due to Work Pressure


 A horrible event occurred in Baramati, Pune, where 52-year-old Shivshankar Mitra, the branch manager of Bank of Baroda, committed suicide. At the Bank of Baroda branch on Bhigwan Road, he served as the Chief Manager. 


 Finally, the suicide note is delivered. To view the suicide note, please scroll down. The event took place on Thursday, July 17, late at night. Inside the bank's grounds, Shivshankar Mitra was discovered dead. He had gone so far as to hang himself from the limb itself. He was originally from Uttar Pradesh.


Shivshankar Mitra left behind a devastating letter outlining his reasoning for taking his own life. He wrote that the bank was putting a lot of pressure on him. 


 Five days prior, he had submitted a voluntary retirement request, citing his inability to cope with the mounting pressure and workload. However, it is thought that he felt helpless and took this extreme action because senior officials failed to respond. 


 He stated unequivocally in his letter:

“I, Shivshankar Mitra, Chief Manager, Bank of Baroda, Baramati, am committing suicide due to the additional pressure from the bank. Please do not put such pressure on other staff members. Everyone is doing their job with full dedication.”


He also expressed a noble wish — that his eyes be donated, if possible.

In his note, he also made it apparent that no one in his family was accountable and that he was acting alone and rationally. He requested that no one be held responsible for anything other than the stress he was experiencing at work. 


 He sent the following in a heartfelt letter to his family: 

“Priya, forgive me. Mahi, forgive me.”

(These are believed to be his wife and daughter.)


The cause of death has not yet been formally established by the authorities. Nonetheless, the circumstances and the note's contents suggest that work strain is the primary cause. This incident emphasizes how banking workers are experiencing increasing levels of mental stress and how their wellbeing needs to be given careful consideration.



Share:

Initial Report released by AAIB on Ahmedabad Air India Plane Crash : Full Report


Initial Report

 On June 12, 2025, an accident involving an Air India B787-8 aircraft registered VT-ANB occurred in Ahmedabad.


FOREWORD

This document has been prepared based on the preliminary facts and evidence collected during the investigation. The information is preliminary and subject to change.


In accordance with Annex 13 to the Convention on International Civil Aviation Organization (ICAO) and Rule 3 of Aircraft (Investigation of Accidents and Incidents), Rules 2017, the sole objective of the investigation of an Accident/Incident shall be the prevention of accidents and incidents and not to apportion blame or liability.


The investigation conducted in accordance with the provisions of the above said rules shall be separate from any judicial or administrative proceedings to apportion blame or liability. Consequently, the use of this report for any purpose other than for the prevention of future accidents or incidents could lead to erroneous interpretations.




2. Background

On 12 June 2025, AAIB was notified of an accident involving Air India's B787 aircraft bearing registration VT-ANB at Ahmedabad. As per the notification, the aircraft was operating Flight AI171 from Ahmedabad to Gatwick and crashed at about 0809 UTC immediately after takeoff. The notification was received from the Airport Authority of India and the Airline Operator.


On receipt of the notification, a team of five officers from AAIB including DG, AAIB reached Ahmedabad on the same day. Another three officers from DGCA's Air Safety Directorate arrived from Mumbai to assist in the accident site activities and were put up at disposal of the DG, AAIB. The efforts at the site were led by the DG, AAIB and evidence collection and other site activities were carried out.


The Initial notification of the accident as per ICAO Annex 13 was sent to National Transportation Safety Board (NTSB), USA which represented the State of Design & Manufacture. As per the information notified to AAIB, the fatalities amongst passengers also included citizens from United Kingdom, Portugal and Canada. The initial notification of the accident as per ICAO Annex 13 was also sent to the AAIB-UK, GPIAAF-Portugal and Transportation Safety Board (TSB)-Canada which represented the other States whose citizens suffered fatalities in the accident.


NTSB, USA appointed an Accredited Representative and Technical Advisers from Boeing, GE and the Federal Aviation Administration (FAA) to assist in this Investigation. A team led by the NTSB Accredited Representative comprising of representatives from Boeing, GE and FAA arrived at Ahmedabad on 15.06.2025 and participated in the Investigation. A team of officials from AAIB, UK also arrived at Ahmedabad and visited the site with DG, AAIB.


The DG-AAIB, in exercise of power conferred to him by the Rule 11 (1) of the Aircraft (Investigation of Accidents and Incidents) Rules 2017, appointed Investigation team comprising Mr. Sanjay Kumar Singh as Investigator-in-Charge, Mr. Jasbir Singh Larhga as Chief Investigator and, Mr. Vipin Venu Varakoth, Mr. Veeraragavan K and Mr. Vaishnav Vijayakumar as Investigators.


Experienced Pilots, Engineers, Aviation Medicine Specialist, Aviation Psychologist and Flight Recorder Specialists have been taken on board as Subject Matter Experts (SMEs) to assist the Investigation in the area of their domain expertise.



The last major line maintenance check as per the Aircraft Maintenance Program was L1-1 and L1-2 check carried out at 38504:12 Hrs and 7255 cycles. The next major check (D Check) was due on the aircraft in Dec 2025. The LH Engine with ESN956174 was installed on 01 May 2025 and the RH Engine with ESN956235 was installed on the aircraft on 26 Mar 2025.


There were four CAT ‘C' Minimum Equipment List (MEL) items active on aircraft as of 12.06.2025. These MELs were invoked on 09.06.2025 and validity of these MEL were till 19.06.2025. These MEL were for flight deck door visual surveillance, airport map function, core network, FD printer.


There was a CAT A MEL active w.r.t. Nitrogen generation performance, which was valid till 20.06.2025. There were other Category D MELs/NEFs on the aircraft related to cabin and cargo, the validity of these MELs were also within the due date. All applicable Airworthiness Directives and Alert Service Bulletins were complied on the aircraft as well as engines.


The FAA issued Special Airworthiness Information Bulletin (SAIB) No. NM-18-33 on December 17, 2018, regarding the potential disengagement of the fuel control switch locking feature. This SAIB was issued based on reports from operators of Model 737 airplanes that the fuel control switches were installed with the locking feature disengaged. The airworthiness concern was not considered an unsafe condition that would warrant airworthiness directive (AD) by the FAA. The fuel control switch design, including the locking feature, is similar on various Boeing airplane models including part number 4TL837-3D which is fitted in B787-8 aircraft VT-ANB.


As per the information from Air India, the suggested inspections were not carried out as the SAIB was advisory and not mandatory. The scrutiny of maintenance records revealed that the throttle control module was replaced on VT-ANB in 2019 and 2023. However, the reason for the replacement was not linked to the fuel control switch. There has been no defect reported pertaining to the fuel control switch since 2023 on VT-ANB.


5. Damages

The Aircraft was destroyed due to impact with the buildings on the ground and subsequent fire. A total of five buildings shown in the figure below were impacted and suffered major structural and fire damages.



6. Wreckage and Impact

After takeoff, the aircraft impacted the BJ Medical College hostel which is 0.9 NM from the departure end of Runway 23. The Emergency Locator Transmitter (ELT) was not activated during this event.


The wreckage, from the first impact point till the last identified aircraft item, was distributed in an area of approx. 1000 ft * 400 ft.A layout of the crash site has been given in Fig. 2 indicating the significant parts of the aircraft. The buildings at the wreckage site have been labelled alphabetically from A–F in the layout for easy reference.



As the aircraft was losing altitude, it initially made contact with a series of trees and an incineration chimney inside the Army Medical Corps compound before impacting the northeast wall of the Building A.




The distance between the tree on which the aircraft made its initial contact and the point on the Building A where the aircraft impacted is 293 ft.


As the aircraft moved forward, it continued fragmenting and collided with other structures and vegetation. The impact witness marks on the building and airplane indicated a likely nose-up attitude (about 8°) and wings level.



The vertical stabilizer (fig. 5) separated from the aft fuselage and came to rest about 200 feet south of the initial point of contact with the Building A.




The tail section and the RH Main Landing Gear (MLG) of the aircraft were found embedded in the northeast wall of the Building A while the rest of the airplane continued its forward movement.


As the airplane continued its path across the roof of the Building A, the right engine (fig. 6) struck the concrete water tank structure, separated from the airplane, and rested underneath the water tank structure facing a heading of approx. 226 degrees near the southwest wall of the Building A.




The inboard parts of the right wing were found in Buildings A & B and the areas surrounding the buildings. The right-wing mid-section and the outboard section (fig. 7) was about 280 feet and 520 feet southwest respectively from the initial point of contact with the Building A.




The left main landing gear (LH MLG) and left wing outboard and middle section struck Building C, came to rest approx. 345 feet south from the initial point of contact (fig. 8). The left wing middle section of the wing was stuck in the north corner of the fourth floor of the Building C while the left wing inboard section was lying about 670 feet southwest of the initial point of contact with the Building A (fig. 8).


The nose landing gear (NLG) (fig. 9) was found on the ground about 307 feet southwest from the initial point of contact with Building A.



The left engine (fig. 8) got separated from the airplane and struck the north corner of Building D at the ground level where it remained and was roughly perpendicular to the right engine resting position, at heading of approx. 326 degrees. The wall was pushed into the building and the northwest building column was damaged such that portions of the concrete. Were missing and exposing the internal metal rebar. The engine, remaining portions of attached cowling, and the surrounding area were heavily damaged by fire. After the tail section was brought down, the APU was inspected and found intact inside the APU compartment. The APU air inlet door (fig. 10), which was intact, was found open.


The fuselage fragmented and sustained thermal damage as it traveled along the northwest faces of Buildings C, D, E, and F, with the furthest debris observed at about 765 feet southwest from the initial point of contact with Building A. The flight deck area and windshield support structure came to rest at about 650 feet southwest from the initial point of contact with Building A.



The flap handle assembly (fig. 11) sustained significant thermal damage. The handle was found to be firmly seated in the 5-degree flap position, consistent with a normal takeoff flap setting. The position was also confirmed from the EAFR data. The landing gear lever was in “DOWN” position (fig. 12).


The thrust lever quadrant sustained significant thermal damage. Both thrust levers were found near the aft (idle) position. However, the EAFR data revealed that the thrust levers remained forward (takeoff thrust) until the impact. Both fuel control switches were found in the “RUN” position (fig. 13). The reverser levers were bent but were in the “stowed” position. The wiring from the TO/GA switches and autothrottle disconnect switches were visible, but heavily damaged.








11. Flight Recorders

The aircraft is equipped with two Enhanced Airborne Flight Recorders (EAFR) part number 866-0084-102. The EAFR are fitted at two locations, one in the tail section at STA 1847 and the other in the forward section at STA 335.


The two EAFRs are similar in construction and record a combined data stream of digital flight data and cockpit voice information, with both stored on the same device.


The aft EAFR receives electrical power from the aircraft's main electrical system. The forward EAFR contains an additional power source from the Recorder Independent Power Supply (RIPS), a system that provides electrical power to the forward EAFR in the event of a power or bus loss on the aircraft.


This allows the forward EAFR to continue to record available digital flight data and voice data from the Cockpit Area Microphone (CAM), even after power is lost to other aircraft systems.




The aft EAFR was located on the rooftop of Building A on 13th June 2025. The EAFR had impact and thermal damages to the housing. The wires were protruding from the housing and the connectors were burnt.


The forward EAFR was located on 16th June 2025 from the wreckage debris beside Building F. The EAFR was burnt and covered in soot. The EAFR was still attached to the equipment shelf with part of the connector melted but still connected. The ULB was still connected to the housing and the lithium battery was also attached to the equipment shelf, which was removed later prior to transportation.


Both EAFRs were transported from Ahmedabad to AAIB's facility at New Delhi on 24th June 2025. Like various other cases where the data from damaged flight recorders was downloaded by AAIB after sourcing ‘Golden Chassis' and relevant download cables from the DGCA and other Accident Investigation Authorities, in this case the ‘Golden Chassis' (Identical EAFR unit) and download cables required to download data from EAFR were sourced from NTSB, USA. The items arrived on 23rd June 2025.


The download from the FWD EAFR was attempted at the AAIB Lab on 24th June 2025. The CPM was retrieved from the EAFR and found to be in good condition. The CPM was mounted on the Golden Chassis and the raw data was downloaded from the EAFR.


The downloaded flight data contained approximately 49 hours of flight data and 6 flights, including the event flight. The recovered audio was two hours in length and captured the event. Initial analysis of the recorded audio and flight data has been done.


The aft EAFR was substantially damaged and could not be downloaded through conventional means. The CPM was opened to inspect the memory card. The damage was extensive.


12. Accident Flight

On 12th June 2025, Air India's B787-8 aircraft bearing registration VT-ANB arrived at Ahmedabad airport operating flight AI423 from Delhi. The aircraft touched down at 05:47 UTC (11:17 IST) and was parked at bay 34.


The crew of the previous flight (AI423) had made Pilot Defect Report (PDR) entry for status message “STAB POS XDCR” in the Tech Log. The troubleshooting was carried out as per FIM by Air India's on-duty AME, and the aircraft was released for flight at 06:40 UTC.


The aircraft was scheduled to operate flight AI171 from Ahmedabad to Gatwick with ETD 07:40 UTC (13:10 IST). The flight was to be operated by the flight crew comprising an ATPL holder PIC, a CPL holder Co-pilot along with ten cabin crew. Both pilots were based at Mumbai and had arrived at Ahmedabad on the previous day. They had adequate rest period prior to operating the said flight. The co-pilot was Pilot Flying (PF), and the PIC was Pilot Monitoring (PM) for the flight.


The crew of flight AI171 arrived at the airport and underwent preflight Breath Analyzer test at 06:25 UTC and were found fit to operate the flight. The crew is seen arriving at the boarding gate in the CCTV recording at about 07:05 UTC (12:35 IST).


There were 230 passengers on board, out of which 15 passengers were in business class and 215 passengers were in economy class including two infants.


Fuel on board was 54,200 Kgs and as per the load and trim sheet of the flight, the Take-off Weight was 2,13,401 Kgs (Max. allowed - 2,18,183 Kgs). The take-off weight was within allowable limits for the given conditions. There was no ‘Dangerous Goods' on the aircraft.


The calculated V speeds with available conditions at Take-Off were V1 - 153 Kts, Vr - 155 Kts, V2 - 162 Kts.


The A-SMGCS replay of the flight was also carried out after the accident. The aircraft was observed departing from bay 34 at 07:48:38 UTC. The taxi clearance was received at 07:55:15 UTC and the aircraft taxied from the bay at 07:56:08 UTC. The aircraft taxied to Runway 23 via Taxiway R4, backtracked and lined up. The take-off clearance was issued at 08:07:33 UTC. The aircraft started rolling at 08:07:37 UTC.


As per the EAFR data, the aircraft crossed the take-off decision speed V1 and achieved 153 kts IAS at 08:08:33 UTC. The Vr speed (155 kts) was achieved as per the EAFR at 08:08:35 UTC. The aircraft air/ground sensors transitioned to air mode, consistent with liftoff at 08:08:39 UTC.


The aircraft achieved the maximum recorded airspeed of 180 knots IAS at about 08:08:42 UTC and immediately thereafter, the Engine 1 and Engine 2 fuel cutoff switches transitioned from RUN to CUTOFF position one after another with a time gap of 01 sec. The Engine N1 and N2 began to decrease from their take-off values as the fuel supply to the engines was cut off.


In the cockpit voice recording, one of the pilots is heard asking the other why did he cutoff. The other pilot responded that he did not do so. The CCTV footage obtained from the airport showed Ram Air Turbine (RAT) getting deployed during the initial climb immediately after lift-off (fig. 15). No significant bird activity is observed in the vicinity of the flight path. The aircraft started to lose altitude before crossing the airport perimeter wall.


As per the EAFR data, both engines' N2 values passed below minimum idle speed, and the RAT hydraulic pump began supplying hydraulic power at about 08:08:47 UTC.


RAT in extended position



As per the EAFR, the Engine 1 fuel cutoff switch transitioned from CUTOFF to RUN at about 08:08:52 UTC. The APU Inlet Door began opening at about 08:08:54 UTC, consistent with the APU Auto Start logic. Thereafter, at 08:08:56 UTC, the Engine 2 fuel cutoff switch also transitions from CUTOFF to RUN.


When fuel control switches are moved from CUTOFF to RUN while the aircraft is inflight, each engine's full authority dual engine control (FADEC) automatically manages a relight and thrust recovery sequence of ignition and fuel introduction.


The EGT was observed to be rising for both engines indicating relight. Engine 1's core deceleration stopped, reversed, and started to progress to recovery. Engine 2 was able to relight but could not arrest core speed deceleration and re-introduced fuel repeatedly to increase core speed acceleration and recovery. The EAFR recording stopped at 08:09:11 UTC.

At about 08:09:05 UTC, one of the pilots transmitted “MAYDAY MAYDAY MAYDAY”. The ATCO enquired about the call sign. ATCO did not get any response but observed the aircraft crashing outside the airport boundary and activated the emergency response.


At 08:14:44 UTC, Crash Fire Tender left the airport premises for rescue and firefighting. They were joined by Fire and Rescue services of Local Administration.


13. Progress of Investigation

The wreckage site activities including drone photography/videography have been completed, and the wreckage has been moved to a secure area near the airport.


Both engines were retrieved from the wreckage site and quarantined at a hangar in the airport. Components of interest for further examinations have been identified and quarantined.


Fuel samples taken from the bowsers and tanks used to refuel the aircraft were tested at the DGCA's lab and found satisfactory.


Very limited amount of fuel samples could be retrieved from the APU filter and Refuel/Jettison valve of left wing. The testing of these samples will be done at a suitable facility capable of carrying out the test with the limited available quantity.


The EAFR data downloaded from forward EAFR is being analyzed in detail. The statement of the witnesses and the surviving passenger have been obtained by the investigators.


Complete analysis of postmortem reports of the crew and the passengers is being undertaken to corroborate aeromedical findings with the engineering appreciation.


Additional details are being gathered based on the initial leads. At this stage of investigation, there are no recommended actions to B787-8 and/or GE GEnx-1B engine operators and manufacturers.


Investigation is continuing and the investigation team will review and examine additional evidence, records, and information that is being sought from the stakeholders.

Source - MoneyControl

Share:

  Useful links for Bankers
   * Latest DA Updates
   * How to recover Bad loans/NPA Acs
   * Latest 12th BPS Updates
   * Atal Pension Yojana (APY)
   * Tips while taking charge as Manager
   * Software used by Banks in India
   * Finacle Menus, Shortcuts & Commands
   * Balance Inquiry Number of all Banks
   * PSU & Private Banks Quarterly result
   * Pradhan Mantri Awas Yojana (PMAY)

Contact Form

Name

Email *

Message *