Warrier's Collage April 11, 2021

Welcome to Warrier's Daily COLLAGE On Sunday April 11, 2021 Good Morning Nice Day M G Warrier A Interaction 1) E T Rajendran Chennai TDS on on accrued interest on bank FDs (Collage issue of 10 April). Apart from the issues pointed out by Shri Subbaraman, another problem faced by the tax payer is in the case of premature closure of FDs. In case a depositor precloses a FD (say of 2/3/5 years - interest payable cumulatively) the bank will pay interest at a reduced rate for the period the deposit has run. In such a case, the bank would have already deducted TDS on the basis of accrued interest, at a higher rate, in the previous financial year(s) and the tax payer filed the IT return(s) accordingly. It is not an easy task to get revised interest certificate(s) from the bank and file revised IT return(s) for refund of excess tax paid. TDS on interest paid cash basis (actual receipt) would obviate such difficulty. Of course, here, there may be other issues too such as bunch receipt of interest (on maturity) in a particular financial year when a tax payer, along with his/her salary/pension income, may cross a particular tax slab, attracting higher tax rate. Which one to choose, accrual or cash basis, would thus be a difficult exercise requiring thorough forecasting of income. 2) R Jayakumar Mumbai PSU Banks.. Privatisztion, No Panacea.. Dear Warrier Sir, I read your above titled article appearing in the current issue of Global Analyst. It is a well written article to bring out the various issues behind the move to privatise a few PSBs. You have keenly followed up with the latest developments in this direction from the government side and the opinion of experts and from the side of the working force involved. You have taken into consideration Dr Rajan's views on this with due respect. PRR Nayar's recollection of his involvement in the amalgamation of private banks in Kerala during 1950-60 also adds valuable input. Though cited as a joke that when a poor man defaults a loan his house is sold and when a rich man defaults the bank is sold, it makes sense of what is the reality. I think the Deposit Insurance at present covers only for repayment of a total of five lakhs irrespective of the total deposits held by a person in a bank in any form, if the bank fails. We retirees at this age will have a minimum of rs 25 lakhs as FDs in banks. Many have also disposed their idle ancestral properties and have kept the money as deposits in banks, after distributing whatever as gifts to children. If the bank fails such people will become poorer. You have said that the PSBs are not dead as yet and that change of ownership of banks is not altogether a bad idea. I agree. Why throw things that are getting outdated and becoming useless into the dust bin. Yesterday my wife told me that half a packet of bread in the house was marked with the last date for best before use and asked if she could throw it away. I suggested to keep it in the fridge and convert it to bread upma in the morning. A change of name may help wastage. Good wishes for your writings and with regards. R Jayakumar 3) V Babusenan Thiruvananthapuram To attempt an introduction of the great Kamaraj in the Collage is like carrying coal to New Castle. I shall confine myself to a couple of anecdotes I heard about him. Irrigation was one of his pet subjects. Many Irrigation Projects, big and small, in Tamil Nadu owe their existence to him. Once a group of very rich and powerful persons met him at Fort St.George to tell him that he shouldn't proceed further with a particular irrigation project as it would sink their rubber estates in its catchment area. Kamaraj tried to explain but they were adamant and even threatened him with dire political consequences. Then he said firmly that, whatever be the consequence, he wouldn't go back on a project that would benefit the common people. They left in a huff and later did what they threatened. But the beauty is that he didn't mind. The other anecdote is connected with the Secretariat. The occasion was when the Japanese way of paddy cultivation was much talked about. A few middle-level bureaucrats naturally wished to make hay when the sun shone. They wanted to visit Japan. A note went up to the CM recommending deputation of certain officials to Japan to make a thorough study of its method of paddy cultivation that ensured very high yield. Not much time was taken for the note to come back. The order contained only two words in Tamil: "Thanchaavoorukku povungal." Kamaraj had the entire Tamil Nadu on his palm like the proverbial gooseberry. 4) R Jayakumar Mumbai Thank you Warrier, I read your valuable article* and scanned through the other articles of the magazine. Jayakumar (*Submitted version copied at C below as some readers couldn't open the soft copy of The Global ANALYST) B Self Esteem: V T Panchapagesan Chennai The main universal principle is Respect, from which comes Acceptance, Tolerance, Inclusiveness, and ultimately Love.. It is also the basic spiritual instinct of the human spirit, but it cannot be reached without the steps mentioned already in my write up.. The law of Karma is the law of Respect that maintains balance, order and Harmony In the universe..When the law is broken, crisis will ensue.. When nature and human hearts and minds are in upheaval, and violence is used so often to suppress, no one can feel good, positive or great.. Those who use such disrespectful means to enforce their ideas and desires can never enjoy lasting success.. Anything violent and disrespectful of another’s right to be, is doomed to failure.. Such ignorance is called Hell, Narakam.. It is when there is no peace and no respect.. And brute force is regarded as Almighty... when basic rights and basic goodwill Are overturned by Fear and Greed, PEACE IS LOST.. Greed destroys all sense of security because what is gained is never enough——- The religion of More and More and More rings throughout that cultures that live it.. And this More is grabbed without any care of what happens to others... The fact that others become less or have less is ignored and justified by the slogan SURVIVAL OF THE FITTEST. Brutal selfishness decimating the forests, polluting the sky, throwing chemicals into Rivers, Seas and abuse human beings will have its backlash in time.. These crises awaken us to the fact that all life is precious and we need to get back on track..Many people are seeing and feeling this and there is a growing realization that only the roots of our inherent spirituality can provide the basis for an authentic life.. Truth, progress or achievement mean that all feel Great.. Each person and form of nature feel the harmony of mutual belonging on this Planet.. In silence we can cultivate the seeds of knowledge and bring back The Garden of Eden. Hell or Heaven , is on The Earth.—— It is up to us which we decide to create... V. T. Panchapagesan C Current Affairs 1) Government approves pay hike for PSB Executives* Please open the link to read the news report: https://pedfire.com/pay-new-cgm-pay-scale-at-public-banks-upsets-top-execs/ (*Link Courtesy: V N Kelkar) 2) PSBs: Privatization, No Panacea! * M G Warrier Finance Minister Nirmala Seetharaman in her Budget Speech on February 1, 2021 made the following announcement regarding privatisation of two Public Sector Banks and one General Insurance Company, as also IPO of Life Insurance Corporation of India: "Disinvestment and Strategic Sale 84. In spite of COVID-19, we have kept working towards strategic disinvestment. A number of transactions namely BPCL, Air India, Shipping Corporation of India, Container Corporation of India, IDBI Bank, BEML, Pawan Hans, Neelachal Ispat Nigam Limited, among others would be completed in 2021-22. Other than IDBI Bank, we propose to take up the privatization of two Public Sector Banks and one General Insurance Company in the year 2021-22. This would require legislative amendments and I propose to introduce the amendments in this Session itself. 85. In 2021-22 we would also bring the IPO of LIC for which I am bringing the requisite amendments in this Session itself." Follow up measures are under way. Anyone who is following the developments in the financial sector since 2014, would have noticed that the interaction of the policy makers with stakeholders is gradually getting more and more formalized and transparent. Prior to that such initiatives were openly tried only by institutions like the Reserve Bank of India(RBI). In India, Government of India (GOI) has been associating RBI, since 1950's, in institution building in the financial sector. Present critics of RBI and the consolidation and rehabilitation measures under way in the financial sector, will do well to glance through the History of the RBI (From formative years upto 1997 has been documented by the Bank in the 4 volumes published so far) available in 4 volumes. During February 2021, in a media interview Dr Raghuram Rajan shared his views, inter alia, about privatisation of public sector banks in India. The question posed and Dr Rajan’s response are quoted below: Privatization of the two PSU banks was a big budget announcement. What is your view? Do you expect a backlash? “There is very little detail on how this will be done. Certainly, the government has to talk to the unions and get their buy-in. It also has to improve existing governance mechanisms. I think it would be a colossal mistake to sell the banks to industrial houses. It is politically infeasible to sell any decent sized bank to foreign banks. Perhaps one of our private banks may be in a position to acquire a public sector bank, but I am not sure they have the appetite. That leaves a widely distributed public offering of the government’s stake, with a couple of strategic investors owning 5-10 percent (probably financial institutions) to improve governance. To get there, first we have to reconstitute the PSU bank boards, getting rid of political appointees and professionalizing them. The boards should also be given more autonomy, including over appointing management. That seems like a longer drawn process, not one that will happen in a year. But discussions should already have started with unions, else this will simply stay at the level of intent.” Dr Rajan’s response appears to be on the presumption that the proposal is to sell banks to industrial houses. Clarity is yet to emerge on the modalities of implementation of the budget announcement quoted earlier in this article. Media reports suggest that the Niti Aayog has kept public sector banks (PSBs) that were part of the last round of consolidation and State Bank India out of the privatisation plan. These banks are Punjab National Bank, Union Bank, Canara Bank and Indian Bank, and Bank of Baroda and SBI that were part of an earlier round of consolidation. As the budget announcement talked about privatisation of only two banks, one can presume that the Finance Minister Nirmala Seetharaman has already factored in the NITI Ayog view in her February 1, 2021 announcement. A troller's joke in the social media recently read: "If a poor man defaults a loan, his house is sold. When rich people default, the bank is sold" My innocent response was: "Naturally. The poor man owns the house, and rich people own banks!" By and large, since the time Supervision and Regulation of banks were statutorised and enforced seriously in India with the passing of Banking Companies Act, 1949 RBI and GOI have ensured the safety, security and liquidity of the resources mobilised by way of deposits from public by banks. During last year, Raghuram Rajan and Viral Acharya, former governor and former deputy governor of the Reserve Bank of India, published a research paper —‘Indian Banks: A Time to Reform?’ which had been widely reported. Because of their RBI background, when they write a paper, the contents are taken seriously by stakeholders. Rajan and Acharya said that due to the pandemic, India cannot afford to fund its banks. One of their prescriptions was the oft-repeated agenda of Big Capital, which is the privatisation of Indian banks and handing over the banking system to investors. According to them: “It might be especially valuable if these investors have financial sophistication (a foreign financial firm or a domestic private bank) and technology sophistication (a fintech firm or a technology-focused private equity investor)” The question of ownership has to be seen first from the perspective of the most important stakeholder in banks — the depositor. There are around 2.5 billion current and savings accounts in Indian banks. This is the source of money for the banks to lend. India has all along since the constitution of State Bank of India, managed the banking system with a mix of public sector and private sector banks. Post-nationalisation, the residual and new private sector banks in India have played a role complementing and supplementing the efforts of public sector banks. Wholesale privatisation of banking system is not yet on the agenda of GOI or RBI. Both public sector and private sector banks can coexist in the present Indian situation. Occasional change in ownership of some banks need not be seen as a change in policy. Private Sector Banks are also prone to failure, if mismanaged and loss ultimately gets transferred to the depositors or government. According to one source, in the 20 years from 2001 to 2020, as many as 559 private banks with assets of $721 billion failed in the US (see chart). What happened to the depositors? It was the problem of the FDIC to bail them out. To prevent Citigroup’s failure, the US government had to inject $45 billion of new capital into the bank and provided it with $500 billion of additional help in the form of asset and debt guarantees, and liquidity assistance. Citibank survives today thanks to its bailout with public money. India, since the beginning of First Five Year Plan has encouraged Public Sector-Private Sector-Participation and encouraged the growth of private sector, though, for obvious reasons opted to retain the hold on some core sectors in public sector. Considering the nature of the banking sector’s resource base (public deposits) GOI and RBI have been trying to provide a level playing field for carrying on business to both public and private sector banks. The developments that ended up in nationalisation of major private sector banks and decades later the emergence of new generation private sector banks are part of history. India has understood the significant role the banking system can play in economic development right from the early 1950’s. Present efforts at consolidation and realignment of ownership should be seen as a continuation of an ongoing process which started with the passing of the Banking Regulation Act (Originally titled Banking Companies Act, 1949), establishment of State Bank of India, consolidation of small banking institutions scattered in various parts of the country, bank nationalisation and introduction of apex level and grass-root level institutions for specific purposes (IDBI, SIDBI, NABARD, Regional Rural Banks, and new private sector banks to mention some categories of institutions). To get a feel of RBI’s role in reorganising the banking system in India during 1950’s and 1960’s I talked to Shri P R R Nayar from Thiruvananthapuram who was witness to the proceedings inside RBI during the period. His brief response in Box 1 together with a page from history copied in Box 2 will give an idea as to the role RBI played in bringing order in the Indian Banking System, which perhaps is comparable to the role played by Sirdar Patel in reorganisation of Indian states. ****** ****** ***** Box 1: How RBI handled the Banking Crisis of 1950’s Shri P R R Nayar from Thiruvanantapuram who was associated with the work of consolidation of commercial banks in Kerala during the 1950's and 1960's recalls: "With the extension of the Banking Companies Act to the then Part B States of Travancore and Cochin the RBI opened an Office of the Department of Banking Operaions in Thiruvananthapuram. It had under its operational jurisdiction 179 banks (five scheduled and 174 non-scheduled banks). Almost all were those awaiting licences to carry on banking business. The process of consolidation of banks evolved in the wake of the winding up of the Palai Bank in August1960. This bank had deposits of around Rs.5 crores which arithmetically accounted for an insignificant fraction of the total deposits with the system. Defying all theoretical assumptions, a.heavy run ensued necessitating an open declaration by the Finance Minister himself about the solvency of banks in general. The formation of Deposit Insurance Corporation and the vesting of powers for compulsory mergers of banks are some of the important changes necessitated by the resultant muddle. For the hardcore antagonists of private sector banks who revel in discrediting them as looters of the savings of the common man, the banking scene of Kerala in the former half of the last century would provide the right response. So too, not being bound by the compulsions of concepts of the like of Asset Liability Management, micro and macro financing etc the banks' credit portfolios contained essentials of the later concepts of social banking, like housing finance, personal loans and what not. It can be categorically stated that private sector banks in Kerala of the yesteryears had played a major role in keeping the private moneylenders at bay. It is not accidental that the State witnessed corporatisation of money lending closely following the elimination of these banks" Box 2: A page from History There were 103 functioning Kerala banks (i.e. banks incorporated in the state) at the time the Palai Central Bank downed its shutters. These had between them 476 offices. Only five of the 103 banks (which accounted between them for 128 offices) were scheduled and eight banks (with sixty[1]two offices) were licensed. But ninety-two banks were neither scheduled nor licensed. The total deposits of these 103 banks in July 1960 amounted to about Rs 50 crores. This figure fell by about Rs 6.68 crores between the end of July 1960 and the end of November that year. The bulk of the fall (to the extent of about Rs 4.25 crores) took place in August and September. Five banks in the Travancore region, viz. the Travancore Forward Bank, the Kottayam Orient Bank (which were both scheduled banks), the Bank of New India, the Trivandrum Permanent Bank, and the Seasia Midland Bank, felt thc brunt of the losses, their deposits alone going down by nearly Rs 4.8 crores between July and November. The other banks hit badly by the panic also belonged mainly to the 'central Travancore' area, and were based in Kottayam where the Palai Centxal Bank had many branches. It was reported that while a large part of the funds withdrawn from these banks was 'hoarded', the State 474 BANKING DEVELOPMENTS Bank of Travancore, the State Bank of India, and twenty-two other banks experienced a growth in their deposits during these months. However, if the experience of the State Bank of Travancore which saw an absolute decline in time deposits and a rise in demand deposits is anything to go by, the maturity structure of the deposits of even these banks may have grown shorter during these months. The Kerala banking crisis was not entirely unanticipated. The run on Palai began late in June, and the Bank had been alert to the likelihood of its spreading to other 'Kerala Banks'. It devoted close attention to the possible effects on them of any steps to wind up the troubled institution. A note by the Department of Banking Operations of 5 August pointed out that time deposits represented 'a major portion' of the deposits of Kerala banks. The only exception to this was the Palai Central Bank itself, less than half of whose deposits were in that form. Besides, their 'unencumbered liquid assets ... generally cover[ed] a major portion, if not the bulk of their demand deposits'. This note, which was seen the same day by C.S. Divekar, the Executive Director dealing directly with the emerging crisis in Kerala, and the Governor, H.V.R. Iengar, appears to have reassured them that while the Bank might have to step in to invoke section 18 of the Reserve Bank of India Act to extend emergency assistance to banks in Kerala, 'in theory at least', the banks were 'in a position to absorb the shock'. Nevertheless, the Bank issued a press statement on 9 August reassuring the public that despite Palai, there was no occasion for a banking scare in thc state, and that it stood by to grant assistance 'with utmost expedition' to any hank whose affairs were 'satisfactory'. The procedure for granting emergency advances as laid down in 1947 was somewhat elaborate, and contemplated among other things, an inspection of the applicant bank. This requirement, a carry-over from its early days, had considerably delayed the Bank's ability to help the TNQ Bank in 1938 and occasioned much comment at the timc. Officials now proposed that in the event of the Governor-certifying that a banking emergency had arisen in Kerala necessitating emergency advances from the Reserve Bank, they could dispense with inspections and instead undertake a 'rapid examination' of the books of accounts of banks applying for assistance. It was proposed, besides, that the Bank should not insist on applicant banks complying strictly with certain provisions of the Banking Companies Act if they could satisfactorily explain their violations and were able to offer an 'adequate quantum of eligible assets'. Although the Governor was willing to invoke section 18 of the Bank Act even on 9 August 1960, the anticipated banking emergency did not arise until eight days later. In the meantime, the Bank despatched M.V. Rangachari, CRISIS, CONSOLIDATION, AND GROWTH 475 Deputy Governor, to Trivandrum to take stock of the situation. On 13 August 1960, two scheduled Kerala banks (the Travancore Forward Bank and the Kottayam Orient Bank) and two non-scheduled banks (the Bank of New India and the Seasia Midland Bank) applied to the Trivandmm office of the Reserve Bank for emergency a&istance. According to officials of the Kottayam Orient Bank, it had lost deposits of about Rs 40 lakhs since the fall of the Palai Central Bank. They feared the outbreak of a 'general crisis' within a few days and for their ability to weather it despite being in possession of substantial liquid resources. The Bank, for its part, felt that there was nothing yet in the nature of a run on any bank in Kerala, but that the press and the politicians in the state were working up an atmosphere of crisis which might precipitate a flight of bank deposits. Five days after the two banks made their applications, on 18 August, M.L. Gogtay, the Deputy Chief Officer of the Bank in Trivandrum, urged the Bank that the time had come to invoke section I8 of the Bank Act, and the Governor accordingly passed orders the same day, in words which were cleared earlier with the Bank's legal advisers, that a 'special occasion' had arisen which made it necessary and expedient for the purpose of regulating credit in the interests of Indian trade, commerce, industry and agriculture, that action should be taken under section I8 of the Reserve Bank of India Act, 1934. Following this, the Trivandrum office of the Bank was asked, in the first instance, to grant accommodation 'against the applicant bank's advances secured by the pledge of government and other trustee securities, quoted shares and debentures and gold ornaments including bullion'. Requests for accommod+tion in respect of advances secured on pledge of merchandise were to be entertained only in special cases, with Bombay's prior approval. Banks were to be lent up to 70 per cent of borrowers' outstanding balances against these securities. Earlier, the Bank had appeared willing to consider granting advances against the pledge of 'immovable property mortgaged to ... banks or owned by them', but the instructions to Trivandmm remained silent on this aspect. The Deputy Chief Officer of the Bank in Trivandmm was authorized to sanction advances up to Rs 5 ldkhs in anticipation of approval from Bombay, while advances for larger amounts required prior approval by the central office. The first advances under section 18 were made on 29 August 1960, and the find advances two months later. In all five banks took emergency loans from the Reserve Bank aggregating Rs 1.03 crores during these weeks. Of these five banks, the two scheduled banks accounted for over three-quarters of the advances. *Submitted version of my article published in The Global ANALYST, April 2021 D Vathsala Jayaraman Parking Lot The real challenges in managing the parking lot are security aspects to protect the invaluable parked vehicles, managing incoming and outgoing vehicles, sufficient space for movement of the vehicles, marking prime locations for VIPs and challenged, valet parking space, tow truck to remove sick and unauthorized vehicles, sufficient lighting for better visibility, cleanliness of the parking lot, time management of parked vehicles and space management with signs such as “Closed for parking”. I was wonder-struck on seeing the management of Parking Lots in Disney World, US where thousands of cars arrive each day . I talked to the manager who gave me the following details. Optimizing the value of the real estate is the key element in the success of managing the parking lot. When we visit parking facilities, we always notice long-term parking and short-term parking garages are marked separately for the convenience of the drivers. Therefore, drivers are given an option to choose the best place for them to park their vehicles. The vehicles that need short-term space should be accommodated but it commands premium value. Every night, it is important to know how many vehicles came in, how many vehicles went out, what was the inventory that remained in the premises overnight, which vehicle remained unclaimed for a longer period, which vehicle is considered a security risk to the premises and therefore needs to be removed by a tow truck, proper control of the keys of the valet parked vehicles, sick vehicles requiring assistance, etc. Everyday, it is important to know how to manage the real estate with incoming and outgoing vehicles and managing the mission critical VIP, challenged and valet parking spaces. Suddenly an idea struck me. There is a great comparison between our mind and the parking lot. We have a gift called mind as our real estate and it has unlimited capacity of storing any amount of thoughts that a human being can handle in his/her life time. Thoughts come in and go out all day and we need to learn how to manage them very efficiently. Some of those thoughts might be very important requiring attention while others are concerns that we have requiring attention every day. We might have committed to give our opinion for someone who seeks our assistance on a matter and those commitments are like valet parking space. Once we think through and give our opinion, we can handover the key to the person concerned and remove that thought from our parking lot. Some of our thoughts might be a risk for our healthy mind and we should not hesitate to seek help from professionals to remove those thoughts forcefully out of our mind. It is important to take an inventory of our thoughts that might be under different categories such as important, urgent, long-term, short-term, sick, etc. All our actions associated with our thoughts should be reviewed every day once before putting them into action and once after the actions were made. Even though our mind has unlimited installed capacity to store several thoughts simultaneously, we have to realize that our analytical mind has the ability to analyze and interpret only a few thoughts every day. We have to realize that we have control over incoming as well as outgoing thoughts at the point of entry and exit respectively. When we analyze the inventory in the premises, we need to definitely know which thoughts are relevant for making our life better,which thoughts make our mind healthier and secured and which thoughts require immediate elimination from the premises through forceful professional action. It is our real estate and we have a right to allow, keep and remove thoughts at our will. We use the premises for our own development, for providing support to our relatives and friends and for the general well being of the world. It is an inter-dependent world and neither secluding ourselves from the world to be totally independent nor becoming a become successful.total dependent on others around us makes sense. More we sync our development with that of others around us and the general welfare of the world, we become successful. Vathsala Jayaraman E Martial Arts Kalaripayattu exponent Arifa Kodiyil on learning and teaching the ancient martial form of Kerala: https://thg.page.link/HRDjFAshWhgywL5t8 F Leisure 1) It's Cricket Season Funny Cricket Stories* Gavaskar had decided to relinquish his opening position and come in at no 4 for that test. But, Malcolm Marshall fired out Anshuman Gaekwad and Dilip Vengsarkar for ducks, setting the stage for Gavaskar to walk in at 0/2. And he thought there would be less pressure! "Man, it doesn't matter where you come in to bat, the score is still zero." - Viv Richards to Sunil Gavaskar at Madras 1983. Greg Thomas was bowling to Viv Richards in a county game. Viv missed a superb outswinger, and Thomas said "It's red, round and weighs about 5 1/2 ounces." Next ball Viv hits Greg Thomas out of the ground for 6 and replies, " Greg, you know what it looks like. Go ahead and find it!" Australia fighting for a win nearing the end of a Test Match, Fred Trueman at the crease. The Aus captain has plenty of close in fielders, whose shadows fall on the wicket. Fredie finds this objectionable, "Ere, if you lads don't back off, I'll appeal for bad light!" Tom Goddard, of Gloucestershire, once bowled 42 consecutive overs under heat wave conditions. Finally, he complained about his unthinking captain, "Why the hell! doesn't the bloody bugger take me off?` raved Goddard. At that moment it was gently pointed out to him, by amused team-mates, that skipper Basil Allen had left the field hours earlier. Allen had in fact asked a colleague to lead the side in his absence, the colleague being Goddard himself!! The best of the best (Incident described in "From the Pavilion End" by Harold "Dickie" Bird) "Bomber" Wells, a spin bowler and great character, played for Glocuestershire and Nottinghamshire. He used to bat at No.11 since one couldn't bat any lower. Of him, they used to paraphrase Compton's famous words describing and equally inept runner; "When he shouts 'YES' for a run, it is merely the basis for further negotiations!" Incidentally, Compton was no better. John Warr said, of Compton: "He was the only person who would call you for a run and wish you luck at the same time." Anyway, when Wells played for Gloucs, he had an equally horrendous runner as the No.10. During a county match, horror of horrors....... both got injured. Both opted for runners when it was their turn to bat. Bomber played a ball on the off, called for a run, forgot he had a runner and ran himself. Ditto at the other end. In the melee, someone decided that a second run was on. Now we had all four running. Due to the confusion and constant shouts of "YES"... "NO"..., eventually, all of them ran to the same end. Note at this point in time, the entire ground is rolling on the floor laughing their behinds out. One of the fielders - brave lad - stops laughing for a minute, picks the ball and throws down the wicket at the other end. Umpire Alec Skelding looks very seriously at the four and calmly informs them, "One of you buggers is out . I don't know which. You decide and inform the bloody scorers!" Got from my friend in another group,i thought the cricket lovers will enjoy this๐Ÿ™๐Ÿ™ *Forward received from Dr T V Surendran Mananthavady 2) Received from B Chandrasekharan A beautiful poem by Lee Tzu Pheng (Singapore Cultural Medallion winner) Alone I can 'Say' but together we can 'Talk'. Alone I can 'Enjoy' but together we can 'Celebrate' Alone I can 'Smile' but together we can 'Laugh' When I'm dead. Your tears will flow But I won't know Cry with me now instead. You will send flowers, But I won't see Send them now instead You'll say words of praise But I won't hear. Praise me now instead You'll forget my faults, But I won't know..... Forget them now instead. You'll miss me then, But I won't feel. Miss me now, instead. You'll wish You could have spent more time with me, Spend it now instead When you hear I'm gone, you'll find your way to my house to pay condolence but we haven't even spoken in years. Look for me now. Spend time with every person around you, and help them with whatever you have to make them happy, your families, friends and acquaintances. Make them feel Special because you never know when time will take them away from you forever. Alone I can 'Say' but together we can 'Talk'. Alone I can 'Enjoy' but together we can 'Celebrate' Alone I can 'Smile' but together we can 'Laugh' That's the BEAUTY of Human Relations. We are nothing without each other So Stay Connected!! G 1) Crime Documentaries https://www.thehindubusinessline.com/blink/watch/true-crime-documentaries-remain-an-eternal-favourite-on-ott-platforms/article34271638.ece 2) Quotes about Simple Life https://www.brainyquote.com/topics/simple-life-quotes Like: "To find the universal elements enough; to find the air and the water exhilarating; to be refreshed by a morning walk or an evening saunter... to be thrilled by the stars at night; to be elated over a bird's nest or a wildflower in spring - these are some of the rewards of the simple life." -John Burroughs


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