Chief Manager and AGM of PSU Bank sentenced Two Year Jail in Gujarat

On April 10, 2026, a CBI court in Ahmedabad found three retired Punjab National Bank (PNB) employees guilty of bank fraud and sentenced six additional people, including ordinary citizens and a business. 

Gurinder Singh, a retired assistant general manager, K.G.C.S. Iyer, a retired chief manager, and K.E. Surendranath, a retired senior manager, are the authorities found guilty. The court fined each of the three officials ₹1 lakh and sentenced them to two years of hard labor.

Sanjay Nagjibhai Patel was sentenced to three years of rigorous imprisonment and a fine of ₹50,000, Satish Nagjibhai Davra to two years and a fine of ₹50,000, Hitesh Domadiya to three years and a fine of ₹1 lakh, Vaishaliben Davra to two years and a fine of ₹50,000, and Ramilaben Bhikadiya to two years and a fine of ₹50,000. 

Additionally, M/s Jalpa Enterprise Pvt. Ltd. was fined ₹50,000 by the court. On August 22, 2016, the Central Bureau of Investigation (CBI) filed a case against Shailesh Bhikhabhai Satasia, proprietor of M/s Shree Kali Textiles, Surat, along with other accused including Sanjay Nagjibhai Patel and Satish Nagjibhai Davra, and unknown private persons and public servants.

The inquiry reveals that on July 10, 2011, M/s Shree Kali Textiles requested for a term loan of ₹3.70 crore with a cash credit limit of ₹40 lakh in order to buy 44 water jet weaving machines and for commercial operations. On July 29, 2011, then-AGM Gurinder Singh approved the loan on the advice of bank executives K.E. Surendranath and K.G.C.S. Iyer. 

Together with collateral like land and residential apartments, the machines served as major security. In order to get the loan, the accused presented false documentation. The accused benefited unfairly from the loan's approval and disbursement by bank personnel, which cost Punjab National Bank, Surat ₹156.98 lakh plus interest.

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Government orders this PSU Bank to credit PLI for Scale IV and Above

The Performance Linked Incentive (PLI) for Whole-Time Directors (WTDs) of Punjab National Bank (PNB) for the fiscal year 2024–2025 has been authorized by the Indian government through the Ministry of Finance. 

The Department of Financial Services announced the decision in a formal letter dated March 18, 2026. MD&EDs would receive PLI of Rs. 1,00,67,530.31.

According to the updated PLI guidelines published by DFS, Ministry of Finance, the government has directed Punjab National Bank to pay PLI to officers from Scale IV to Scale VIII. 

The government and bank unions met a few days ago to talk about the PLI issue. It was said that PLI would be distributed proportionately to each officer and that conversations would take place. However, the meeting and the conversations that took place have been called into doubt by such a letter from DFS.

New PLI Model for Senior Officers of Bank

• Scale IV officers can get 70% of their annual basic pay (approximately ₹11.75 lakh per year).
• Scale V and VI officers can get 80% of their annual basic pay (approximately ₹14.40 lakh per year).
• Scale VII officers can get 90% of their annual basic pay (approximately ₹22.50 lakh per year).
• EDs and MDs of Nationalised Banks, DMDs, MDs, and Chairman of SBI can get PLI up to 100% of their annual basic pay

Grade	PLI Ceiling as % of Annual Basic Pay
EDs and MDs of Nationalised Banks, DMDs, MDs, and Chairman of SBI	100%
Scale VII and Scale VIII	90%
Scale V and Scale VI	80%
Scale IV	70%

Punjab National Bank(PNB):

State Bank of India(SBI):

Bank of Baroda(BoB):

Indian Bank:

Bank of India:

Central Bank of India:

Canara Bank:

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Punjab National Bank(PNB) Q3 Profit rises 13% YoY

State-owned lender Punjab National Bank (PNB) on January 19 reported a 13.13 percent rise in its profit after tax (PAT) to Rs 5,100.15 crore in the third quarter of the current financial year, from Rs 4,508.21 crore in the year-ago period. On a sequential basis, net profit rose 4 percent.

Gross non-performing asset (NPA) ratio of the bank improved to 3.19 percent as on December 31, 2025, from 3.45 percent as on September 30, 2025, and 4.09 percent as on December 31, 2025. Net NPA ratio improved to 0.32 percent in Q3FY26, from 0.36 percent in Q2FY26, and 0.41 percent in Q3FY25.

In absolute terms, gross NPA of the bank stood at Rs 39,314.21 crore in Q3FY26, as compared to Rs 40,343.33 crore in Q2FY26, and Rs 45,413.98 crore in Q3FY25. Net NPA of the bank improved to Rs 3,833.70 crore in Q3FY26, from Rs 4,025.75 crore in Q2FY26, and Rs 4,437.43 crore in Q3FY25.

Provision Coverage Ratio improved by 22 bps on year-on-year basis to 96.99 percent as on December 31, 2025 from 96.77 percent as on December, 31, 2024

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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.

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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.

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Good News for this PSU Bank Employees! Bank officially declares to absorb Tax on Perquisites

Punjab National Bank (PNB) has finally declared to absorb 100% Tax on Perquisites. PNB has released an official circular regarding the same. Earlier, a few weeks ago, PNB MD&CEO, in a meeting, had announced the decision of the bank to absorb 100% Tax on Perquisites. Earlier, PNB was paying only 50% Tax on Perquisites, and employees had to pay 50% Tax.

Perquisites are benefits given to bank employees, such as interest-free loans or loans at very low interest rates. Bank employees receive car loans and other loans at lower rates compared to the general public. The court has now ordered banks to apply tax on these perquisites. This was one of the major benefits for bank employees, but after the court’s order, this advantage will no longer remain as beneficial.

Now, PNB will bear 100% of the TDS liability on perquisite value of interest free loans & loans at concessional rate of interest for FY 2025-2026. But this is not permanent. The decision on continuation or modification of this relief in future years shall be reviewed depending on the Bank’s operating profit and overall financial position.

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Punjab National Bank(PNB) Q2 net profit rises 14% YoY

On October 18, the state-owned lender Punjab National Bank said that its net profit for the second quarter of the current fiscal year increased by 14% year over year to Rs 4,904 crore. 

 On a year-over-year basis, operating profit grew by 5.5 and 6.5 percent for Q2FY26 and HY1FY26, respectively, to Rs 7,227 crore and Rs 14,308 crore. 

 For H1FY26, net interest income was Rs 21,047 crore, representing a 0.26 percent YoY increase. The total income for Q2FY26 was Rs 36,214 crore, and for H1FY26, it was Rs 73,445 crore, indicating YoY growths of 5.1 and 10.3 percent, respectively.

At Rs 31,872 crore, total interest income for the second quarter increased 6.7% over the previous year. On a year-over-year basis, total interest expenses for Q2FY26 were Rs 21,403 crore, while for H1FY26 they were Rs 42,789 crore, up 10.6 and 14.3 percent, respectively. 

 From 4.48 percent on September 30, 2024, to 3.45 percent on September 30, 2025, the GNPA ratio increased by 103 basis points on a year-over-year basis. From 0.46 percent on September 30, 2024, to 0.36 percent on September 30, 2025, the NNPA ratio increased by 10 basis points on a year-over-year basis. Gross Non-Performing Assets decreased from Rs 47,582 crore on September 30, 2024, to Rs 40,343 crore on September 30, 2025, a decrease of Rs 7,239 crore.

From Rs 4,674 crore on September 30, 2024, to Rs 4,026 crore on September 30, 2025, Net Non-Performing Assets decreased by Rs 648 crore. Current deposits rose to Rs 74,215 crore, representing a YoY gain of 9.0 percent, while savings deposits rose to Rs 5,08,964 crore, representing a YoY growth of 4.2 percent. 

 CASA Deposits grew by 4.7 percent year over year to Rs 5,83,178 crore. CASA As of September 30, 2025, the bank's share is 37.29 percent, which represents a 30 basis point increase from June 30, 2025. As of September 30, 2025, total term deposits have grown 14.7% year over year to Rs 10,33,902 crore.

Total Retail credit increased by 8.8 percent YoY to Rs 2,72,210 crore as on September 30, 2025. The bank grew under Retail Advances excluding IBPC recording a YoY growth of 18.1 percent.

Within Retail Advances excluding IBPC: Housing Loan grew by 12.9 percent YoY to Rs 1,24,099 crore, and Vehicle loan posted a growth of 30.9 percent YoY to reach Rs 29,512 crore.

Agriculture advances grew by 13.0 percent on YoY basis to Rs 1,83,987 crore and MSME advances increased YoY by 18.6 percent to Rs 1,79,220 crore.

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Officers Association provides suggestions to MD&CEO on how to make Bank a better bank to work with

In a letter to the MD and CEO of Punjab National Bank, the All India Punjab National Bank Officers' Federation offered crucial suggestions for enhancing the bank's working environment.

Suggestions to improve work environment in Bank

1. Office / Branch timing – Most of the bigger branches are closed after 6 PM, it goes as late as 8 PM. Most of the Admin offices are closed after 7 PM. There should be a directive from HO to ZO and CO to ensure that all branches and admin offices are closed by 6 PM. Only adequately rest employees can deliver good and efficient service the next day and as all of us know banking is a service industry where quality service matters the most.
2. Meetings both virtual and in person are dragged up to late hours in the evening even it goes up to night and this is having adverse effects. All such meetings either virtual or in person should end by 6 PM and there are too many virtual meetings happening every day from HO, ZO and CO, such meetings should be minimized.
3. Any virtual meeting in business hours should be avoided.
4. There should be a complete ban on illegal day end checks by CO on branches.
5. Holiday working should be avoided.
6. All ZO and CO authorities should be directed not to abuse, give threat and humiliate employees working under them, every day we are getting complaints of misbehavior from controlling office officials.
7. Targets given to branches and verticals should be realistic and in line with industry trends and our corporate guidelines. If today banking industry is growing at the rate of 10 pc then our targets should be around that only max plus 2 pc above industry trends.
8. Complete ban on window dressing of business.
9. Controlling offices should trust branch officials and their interference in day-to-day banking should be bare minimum and it should be more of hand holding.
10. There are too many campaigns every day. We should move away from campaign driven banking to self-motivated banking by branch officials.
11. There should be one month gap between every outreach program.
12. MD and CEO should do only quarterly review of business. Monthly review should be EDs domain.
13. No of employees in branches / vertical should be increased and that of Admin offices should be rationalized.
14. We need to recruit more and more clerical staff to manage our counter services better.
15. We need to invest more on capabilities building of our workforce through training (offline mode).
16. Number of products should be rationalized.
17. We have too many portals no should be reduced and rationalized.
18. Our bank other income is on lower side in comparison to peer banks. We need to analyze the reasons and fix this issue on priority basis.
19. Our operating profit is also on lower side we need to do brainstorming to improve our profitability.
20. We need to create a sense of belongingness and ownership among our employees towards our bank.

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