working, i always insist upon'closing the loop '. probably you, too, can develop a similar suitable system wherein your monitoring leads through necessary communication and to eventual closure of the problem at the appropriate level. i now come to the motivating part of the attributes. i mean'motivating'in a very specific sense. ldms need to lay special emphasis on furthering financial literacy. taking the baton ahead, you may also create awareness and direct or motivate towards greater adoption of digital financial inclusion. financial literacy is a cornerstone of holistic inclusion, empowering individuals to make informed decisions. members of public should be made aware of various financial products available to them, be it social security products such as insurance and pension schemes, which will cover the risks, or category specific loan products which will enable them to undertake productive economic activities. a special focus needs to be given to digital financial literacy for improving public confidence in undertaking digital transactions. in maharashtra alone, there are 118 centres for financial literacy ( cfls ) and 61 financial literacy centres ( flcs ) spreading awareness of financial products at the grassroots level. ldms must play a crucial role in ensuring that flcs perform their functions effectively, supporting cfls, participating in cfl camps, and facilitating the linkage of financial services while overseeing the proper conduct of these camps. harnessing technology not only expands our reach but also makes banking more accessible, efficient, and cost - effective. rbi's recent push for digital public infrastructure, including the unified payments interface ( upi ) and the pilot public tech platform for frictionless credit ( ptpfc ), now renamed the unified lending interface ( uli ), is in line with improving digital financial inclusion, which aims to simplify and broaden access to credit, especially in rural regions. 3 / 5 bis - central bankers'speeches you may also be aware that, under'expanding and deepening of digital payments ecosystem programme ( eddpe ) ', slbcs have taken a lead role in the objective of making every district in the country digitally enabled, which has steered the expansion of digital payments. i am happy to note that, as on date, 410 districts are digitally enabled across the country and 13 states, and six union territories have achieved 100 per cent coverage of districts under this initiative. i hope to see the state of maharashtra also in this list soon. for this, i request all the stakeholders including ldms for effective co - ordination for successful execution of the

and how you manage the risks determines your success in the banking business. efficient risk management may not be possible without efficient and skilled manpower. banking has been and will always be a " people business ". though pricing is important, there may be other valid reasons why people select and stay with a particular bank. banks must try to distinguish themselves by creating their own niches or images, especially in transparent situations with a high level of competitiveness. in coming times, the very survival of the banks would depend on customer satisfaction. those who do not meet the customer expectations will find survival difficult. banks must articulate and emphasize the core values to attract and retain certain customer segments. values such as " sound ", " reliable ", " innovative ", " international ", " close ", " socially responsible ", " indian ", etc. need to be emphasized through concrete actions on the ground and it would be the bank ’ s human resource that would deliver this. bis central bankers ’ speeches it is a common complaint among bank executives that skilled manpower is in short supply. no two arguments on this, hr resources are becoming scarce – both in quality and quantity. and, it is quite elementary that any resource that is in short supply needs to be properly managed for the benefit of society and, therefore, you need to pay attention to the entire human resource management process. what do i mean when i say this? you need to manage the people – and for this you need to discriminate between the people, i mean positive discrimination. the entire spectrum of hr practice requires revolutionary changes if the banks have to survive. managing the people is the key challenge. and, in my opinion, discrimination is the key word when dealing with people. you will notice that i will use this word very frequently during my discussion. how to manage human resources i would like to highlight the following key challenges faced in hr management in any organization and which is all the more relevant for public sector banks today : planning ( a ) acquiring the right people ( b ) retaining / developing the people ( c ) managing people separation / exit ( d ) ( a ) i would attempt at sharing my thoughts on each of the above areas : planning as the economy grows at a steady rate of around 7 – 8 %, incomes rise and demographic dividends start accruing, the banking industry is expected to take a quantum leap forward. but this growth will need a large number of people and considering that there are retirements in lakhs