Five-Day Banking, Seven-Day Access The Reform India Needs to Debate

JNU banking professor Dr. Brajesh Kumar Tiwari talks about the deferred strike, digital payments, employee workload and a viable route to ongoing customer service.

Much of Dr. Brajesh Kumar Tiwari’s academic career has been dedicated studying the evolution of Indian banks, particularly when institutions merge, technology develops and consumer expectations evolve. He is an Associate Professor at the Atal Bihari Vajpayee School of Management and Entrepreneurship, Jawaharlal Nehru University, New Delhi and finished his studies at Banaras Hindu University and obtained a UGC Post-Doctoral Fellowship on Make in India. His PhD thesis was on bank mergers. He teaches finance and accounting subjects such as Banking Laws and Practices, Business Finance and Management of Banking and Insurance Companies and Startups. “He is regularly featured in opinion and editorial columns on banking, finance and higher education across leading national publications.” His banking-related books include Changing Scenario of Indian Banking Industry, Consolidation in Indian Banking Sector: Evidence and Challenges Ahead and Doctrine of Mergers & Acquisitions. He also received a letter of appreciation from the Chairman of Indian Banks’ Association for his comments on banking policies and M. Narasimham, former Governor of Reserve Bank of India, acknowledged his Ph.D Thesis on bank mergers.

In light of recent discussions regarding a five-day banking week, this interview examines the impact on both staff and clients.

Q1. The three-day bank strike scheduled for September 28–30 was deferred following talks between the Indian Banks’ Association and bank unions. What does this development tell us?

The immediate disruption has been avoided, but the underlying question remains unsettled. Reports of the September 27 discussions indicate that a joint high-level committee will examine the demand to make the remaining Saturdays holidays. That is an opportunity, provided the committee has a clear timetable and considers customers as well as employees. The discussion should move beyond counting working days. We need to ask which banking functions genuinely require a branch to open, which can operate remotely, and where customers have no practical alternative to visiting a branch. I would distinguish a five-day working week for an individual employee from a five-day banking service. These are not necessarily the same arrangement. The challenge is to design staffing and service hours together rather than treat one as an afterthought.

Q2. With UPI growing so rapidly, is there still a strong case for keeping bank branches open on Saturdays?

UPI has changed the answer, but it has not eliminated the question. National Payments Corporation of India data show that UPI handled approximately 24.51 billion transactions worth ₹29.82 lakh crore in August 2026, with 752 banks live on the platform. That is powerful evidence that routine payments no longer depend on branch opening hours. Yet a payment application cannot resolve every pension query, loan documentation problem, disputed transaction or cash requirement. For a market trader, Saturday may be the only convenient time to deposit receipts. For an elderly customer, access may mean speaking to a person rather than navigating an application. I would therefore avoid a uniform rule. Branches with substantial weekend demand could offer limited, planned services, while low-demand branches remain closed and digital channels continue operating. We should remember that impressive payment volumes describe transactions, not the number of people who can resolve difficult banking problems independently.

Q3. Public sector banks have reported record profits. Does their improved performance strengthen the argument for a five-day working week?

It makes employee working conditions an important part of the discussion, but profitability alone cannot settle the policy. According to the Ministry of Finance, public sector banks earned approximately ₹1.98 lakh crore in aggregate net profit in 2025–26, while their gross non-performing asset ratio declined to 1.93 per cent. These results reflect several influences, including recoveries, recapitalisation, regulation, consolidation, credit growth and the efforts of banking staff. Employees now handle financial inclusion, compliance, digital onboarding, cyber-fraud complaints and increasingly complex customer expectations alongside conventional lending and deposit operations. Fatigue and excessive hours deserve attention because banking work carries considerable financial and regulatory responsibility. Equally, any revised schedule should be tested against service quality and actual staffing needs. A productive settlement protects employees without transferring the entire adjustment cost to customers. Banks also need transparent workload data: a change that reduces official working days but quietly increases unpaid overtime would achieve little.

Q4. What practical model would you recommend if India moves towards a five-day banking week?

I would begin with a phased model that separates employee rosters from customer access. Regular employees could have a five-day week, with weekday hours adjusted where negotiations permit. A limited number of branches in commercial centres and high-demand neighbourhoods could provide Saturday services using rotational teams that receive a compensatory weekday off. Rural business correspondents and customer service points need reliable cash, connectivity and referral arrangements, particularly before weekends. At the same time, cybersecurity, fraud response, payment operations, treasury and international banking require continuity regardless of branch holidays. The first phase should be evaluated openly after a defined period. Banks should publish changes in Saturday demand, complaints, cash shortages, transaction failures, overtime and access in rural areas. If the numbers expose gaps, the model should be corrected. Customers should know which nearby outlets offer assistance before a weekend begins, and banks must provide alternatives when an ATM or digital service fails.

ABOUT THE AUTHOR

Karthik Prasad

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Karthik Prasad is a versatile technology and digital content guest contributor with a strong passion for writing about technology, health, gaming, mobile applications, and emerging digital trends. With a deep interest in simplifying complex topics for everyday readers, he creates engaging, informative, and SEO-friendly content that resonates with both tech enthusiasts and general audiences. Karthik brings a multidisciplinary approach to content creation, covering a wide spectrum of topics including consumer technology, health innovations, mobile apps, gaming updates, software insights, and digital lifestyle trends. His writing style focuses on clarity, accuracy, and reader-friendly storytelling, making technical concepts easy to understand. He is known for staying updated with the latest developments in the digital ecosystem and transforming them into well-structured articles, news features, and explainer content. His ability to blend research with practical insights helps deliver content that is both informative and impactful. At The Hans India, Karthik aims to contribute high-quality articles that inform, educate, and engage readers across categories such as tech news, health awareness, gaming culture, app reviews, and general digital innovation.

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