Annual Report - Bank of Baroda

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The Bank has implemented a Payment Messaging Solution
(PMS) in its 20 overseas territories and also in all authorised
branches in India. The PMS facilitates validation and
formatting of SWIFT messages generated from the CBS
as per the SWIFT standards, and also goes through the
AML check.
• The Bank has also implemented a new Credit Card
Management System. The SMSes for all types of
transactions viz., purchases, e-com transaction etc. are
generated online and e-statements are being sent to
customers.
• The Bank has implemented an Integrated Global Treasury
Solution in its territories like UK, UAE, Bahamas, Bahrain,
Hong Kong, Singapore, Belgium and in India, reducing the
cost of operations and better funds management.
• For improving the Bank’s service delivery, the Back Office
functions have been centralised at City Back Offices and
five Regional Back Offices (RBOs) have been set up at
Baroda, Jaipur, Lucknow, Bhopal and Coimbatore. The roll
out of Personalised Cheque Books has been implemented
in the Bank’s five RBOs. The Bank has also developed
modules for the centralised FCNR operations.
• The Bank has implemented the Automated Cheque
Processing Centre (Inward & Outward) in February 2011
in its Service Branch in Mumbai on a pilot basis, as a part
of the Business Process Re-engineering project.
• For regulatory compliance, the Anti Money Laundering
(AML) has been implemented in India and 20 overseas
territories. The Bank has also implemented Risk
Management solution.
• The Enterprise-wide GL Solution (EWGL) has been
implemented by the Bank on 13th December 2010 in all of
its CBS branches (domestic & overseas). This provides
variety of inputs to the Bank for strategic decision making
in business development and also generates enterprise
wide consolidated reports.
• The Centralised Payroll, Salary module, e-TDS module and
Leave Module have been implemented for all the Bank’s
offices in India.
• The Human Resource Networking for Employees Service
has been implemented with the objective of creating
a central database of Bank employees for facilitating
decision-making, promotion and selection exercise as also
for automating other HR processes.
• The Solar Power Generation System (SPGS) was
implemented by the Bank during the year in some of its
rural branches to ensure uninterrupted banking services
to customers in rural branches. The SPGS is expected to
provide an alternate source of energy through the UPS at
branches that face acute power shortage or have large
load shedding.
• A robust Information Security Management System has
been put in place by the Bank to protect the technology
against security threat.
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