Leadership or Pressure? Inside Canara Bank Agra Circle’s 12-Hour Review Routine

Reports emerging from within Canara Bank’s Agra Circle have sparked conversations about employee welfare, work-life balance, and workplace culture in public sector banks. According to the source Kanal accessed, employees from various branches under the Circle have faced a pattern of extended quarterly review meetings lasting up to 12 hours where branch heads, including women officers, are required to remain at the venue late into the evening.

These reviews held under the supervision of senior officials including the Circle Head, General Manager, and Regional Heads aim to cover nearly 50 branches in a single day. As a result, the sessions reportedly continue well past 9 PM, leaving officers with little choice but to stay back until the proceedings conclude.

Employees’ Concerns and Work-Life Balance
The bankers’ appeal highlights the growing tension between organisational targets and personal well-being. While Canara Bank and other PSBs frequently promote the concept of Work-Life Balance through circulars and seminars, employees say the ground experience tells a different story. The long meetings, they note, not only stretch physical and mental limits but also create practical challenges especially for women officers who must travel home late at night, often without official arrangements for safe transport.

The appeal, addressed respectfully to the Circle Head and senior management, underlines that these review marathons may inadvertently undermine the bank’s own work life balance initiatives and the government’s emphasis on women’s safety. Employees have sought a more “humane and structured” approach where review processes can be comprehensive without extending late into the night.

Image: A viral message on Canara Bank’s 12-Hour review meeting.

An Appeal, Not a Protest
The tone of the communication from branch heads is neither confrontational nor accusatory. It reflects a collective hesitation to speak openly, born out of professional constraints and respect for hierarchy. Many officers describe it as a “humble request” for reconsideration, asking that meetings be planned within reasonable hours or conducted over multiple sessions, ensuring equal focus on efficiency and employee welfare.

The employees also point out that technological solutions, such as video conferencing and phased branch reviews, could make the process both time-efficient and staff-friendly. Their request is simple, to align management practices with the institution’s stated values of inclusivity, empathy, and care for its workforce.

Need for Administrative Sensitivity
The situation, according to the source, is not about questioning authority but about seeking administrative sensitivity. Employees believe that leadership can set an example by balancing accountability with empathy, ensuring that reviews remain productive without turning into endurance exercises.

The broader concern emerging from Agra Circle’s example resonates across the sector: how can banks sustain productivity while protecting their officers’ well-being and safety? The answer, employees suggest, lies in better planning, effective delegation, and a culture that values people as much as performance.