final introduction to non
TRANSCRIPT
-
7/27/2019 Final Introduction to Non
1/77
-
7/27/2019 Final Introduction to Non
2/77
PHIMSR
CERTIFICATE
This is to certify that the project titled Study & Management of Non performing assets
Bank of Maharashtra (Kamothe Branch ) is successfully done by ROHIT
MAHADEV KOLI In partial fulfilment of the degree of Masters in Management Studies
Finance specialization for the academic year 2013-2014
The work has not been copied from anywhere else and has not been submitted to any
other University/Institute for an award of any degree/diploma.
Date:
Place: Rasayani
Project Guide Director
-
7/27/2019 Final Introduction to Non
3/77
PHIMSR
DECLARATION
I am ROHIT MAHADEV KOLI, currently pursuing Master in Management Studies from
Pillais HOC Institute of Management Studies and Research, Rasayni Campus.
I hereby want to declare that I have completed the project on STUDY & MANAGEMENT
NON-PERFORMING ASSETS With Special Reference to Bank of
Maharashtra(KAMOTHE BRANCH) in the acadmic year 2012-2013. The information
submitted is genuine and practical to the best of our knowledge.
I also declare that this project report is the result of my own effort and has not been submitted
to
any other institute or University.
ROHIT M. KOLI
Roll no- (MMS Part 1)
-
7/27/2019 Final Introduction to Non
4/77
PHIMSR
ACKNOWLEDGEMENT
I am going to make a modest attempt to thank everybody who helped me doing this project
directly or indirectly.
My sincere thanks to Mrs.Sangeeta Desai (Branch Manager ), Mrs.Dumani Maru
( Dy. Manager ) for guiding me and giving me a support in carrying this project. And also
my
project guide of PHIMSRMr. Mallya sir, for giving his support.
I would also like to give thanks to the whole organization as they gave me opportunity to
conduct this project and also extending hours in doing this project.
Lastly I would like to give thanks to all my friends who helped and took initiative in my
project.
Thanking You,
ROHIT M. KOLI
-
7/27/2019 Final Introduction to Non
5/77
PHIMSR
EXECUTIVE SUMMARY
Report is prepared on the topic Study & Management of Non-performing Assets at Bank
of Maharashtra. The purpose behind preparing this report is to study the present situation of
NPAs and to provide suggestions to reduce it. Initially the information was collected about
the topic from the organization.
The concept of Non-Performing Assets was introduced for the first time in the Narasimham
Committee report that was tabled in parliament on Dec.17 1991.The Committee Studied the
prevailing financial system, identified its short comings and weakness and made various
recommendations with regard to non-performing assets, their identification, disclosure and
the extent of provisioning same. The need was felt because the prevalent accounting and
disclosure practices did not always reflect the true state of affairs of banks and Financial
Institutions.
NPA is an important concept in the Banking industry. The financially bank has less NPA.
The concept of NPA can be understood by the rules and regulations provided by the RBI
which are studied in while preparing this project. The banks have to follow RBI norms and
guidelines being published by RBI in this regard constantly.
In the theoretical aspects some of the General reasons of assets becoming NPAs, Causes of
NPAs, Some of the indicators suggesting slippages to NPAs and General methods of
management of NPAs has been given in the project.
-
7/27/2019 Final Introduction to Non
6/77
PHIMSR
TABLE OF CONTENT
Chapter 1
I. IntroductionII. Objective of the study
III. Scope of the projectIV. Research MethodologyV. Limitation of the project
Chapter 2
I. Company ProfileII. Organisation Chart
III. Benefits given by companyChapter 3
I. Theoratical BackgroundII. Data Analysis and Interpretations
Chapter 4
I. FindingsII. Suggestions / Recommendations
III. Conclusion
BIBILIOGRAHY
-
7/27/2019 Final Introduction to Non
7/77
PHIMSR
CHAPTER I
INTRODUCTION TO NON-PERFORMING ASSETS
A Man without money is like a bird without wings, the Rumanian proverb insists the
importance of the money. A bank is an establishment, which deals with money. The basic
functions of commercial banks are the accepting of all kinds of deposits and lending of
money. In general there are several challenges confronting the commercial banks in its day-
to-day operations. The main challenges facing the commercial banks is the disbursement of
funds in quality assets (Loans and Advances) or other wise it leads to Non-performing assets.
Since the dawn of independence, Indian financial sector in general and banking in
particular has leaped giant strides into a systematized growth environment. Indian Banks
have consolidated their growth year after year. Measures like setting up of Reserve Bank of
India as the regulator, bank nationalization and other reforms have worked as catalyst in the
development drive. There was always a need to have regulated, uniform and prudent
accounting policies for the banks with special reference to the credit risk involved in lending
activities so that the significant growth in the business volumes of banks was ably supported
by a well set regulatory norms.
As per the traditional frame of mind, banks tended to lean towards security-oriented
approach in assessment of credit proposal as also subsequent classification of the assets in
their books. Overemphasizing the security interest and other charges debited to a borrowers
account was taken into income on the basis of accrual irrespective of the fact whether such
interest and charges accrued earlier were actually realized or not. Such income was taken to
Profit & Loss Account and dividend was declared on the basis of profits so arrived at. Loans
were treated as realizable without actually looking into the record of recovery. All these
resulted in overstating of profit and distorted depiction of the state of affairs of the banks in
their books of accounts.
-
7/27/2019 Final Introduction to Non
8/77
PHIMSR
The business of banking eventually is mobilization of low cost deposits and investment
and making loans, advances and investments at higher rates of interest to generate surplus.
Deposits are Liabilities and loans and advances are the assets of the bank. Interest on deposits
is required to be paid by bank in regular period; hence, the assets of the bank must also
generate a regular income by way of interest earnings. If an asset does not generate income at
fixed intervals quarterly or half yearly, it becomes a Non-Performing asset. The asset is
deemed to be performing only if it yields timely returns because time is essence in
maintaining the liquidity, which enables the bank to make timely payment of interest on
deposits. It is of poor consolation to know that the asset is fully secured as the availability of
security does not mitigates the liquidity risk. The imbalance is cash flows due to irregular
income may necessitate temporary market borrowings at high rate of interest cutting in to
business profits.
Non Performing Asset means an asset or account of borrower, which has been classified
by a bank or financial institution as sub-standard, doubtful or loss asset, in accordance with
the directions or guidelines relating to asset classification issued by The Reserve Bank of
India.
With a view to move towards internationally accepted norms for asset classification and
income recognition, RBI has been tightening the definition of NPAs in a phased manner.
Thus, from the norm of classifying only those assets as non-performing which are four
quarters past due, which was applicable until 1993, RBI moved to the norm of three quarters
past due in 1994 and then two quarters (90 days) past due in 1995. In 2001, RBI tightened
this further by removing the past due concept. As a result, NPAs are to be recognized 30
days earlier than they were before 2001. RBI has now advised banks to move to the 90 days
norm for recognizing loans as non-performing with the effect from March 31, 2004.This
tightening of norms, coupled with some years of economic recession, resulted in an increase
in the recognized stock of NPAs in the Indian Financial System over the last several years.
The same time, the ratio of gross NPAs in to gross advances has shown a declining trend.
http://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_India -
7/27/2019 Final Introduction to Non
9/77
PHIMSR
The definition of NPAs is prescribed in the prudential norms on asset classification and
advances laid down by RBI. An advance is classified as NPAs where in case of:
An amount due under any credit facility is treated as "past due" when it has not been paid
within 30 days from the due date. Due to the improvement in the payment and settlement
systems, recovery climate, upgradation of technology in the banking system, etc., it was
decided to dispense with 'past due' concept, with effect from March 31, 2001. Accordingly, as
from that date, a Non performing asset (NPA) shall be an advance where:
1. Interest and /or installment of principal remain overdue for a period of more than 180days in respect of a Term Loan.
2. The account remains 'out of order' for a period of more than 180 days, in respect of anoverdraft/ cash Credit(OD/CC).
3. The bill remains overdue for a period of more than 180 days in the case of billspurchased and discounted.
4. Interest and/ or installment of principal remains overdue for two harvest seasons butfor a period not exceeding two half years in the case of an advance granted for agricultural
purpose, and
5. Any amount to be received remains overdue for a period of more than 180 days inrespect of other accounts.
With a view to moving towards international best practices and to ensure
greater transparency, it has been decided to adopt the '90 days overdue' norm for
identification of NPAs, form the year ending March 31, 2004. Accordingly, with effect from
March 31, 2004, a non-performing asset (NPA) shall be a loan or an advance where:
1. Interest and /or installment of principal remain overdue for a period of more than 90days in respect of a Term Loan.
2. The account remains 'out of order' for a period of more than 90 days, inrespect of anoverdraft/ cash Credit(OD/CC).
3. The bill remains overdue for a period of more than 90 days in the case of billspurchased and discounted.
-
7/27/2019 Final Introduction to Non
10/77
PHIMSR
4. Interest and/ or installment of principal remains overdue for two harvest seasons butfor a period not exceeding two half years in the case of an advance granted for agricultural
purpose, and
5. Any amount to be received remains overdue for a period of more than 90 days inrespect of other accounts.
An account should be treated as 'out of order' if the outstanding balance remains
continuously in excess of the sanctioned limit/ drawing power. In case where the outstanding
balance in the principal operating account is less than the sanctioned limit/ drawing power,
but there are no credits continuously for six months as on the date of balance sheet or credits
are not enough to cover the interest debited during the same period, these account should be
treated as 'out of order.
Indian Bank have, for a long time, treated all the sticky loan assets as Non-Performing
Assets (NPAs). The accrual concept of accounting convention has also been followed
without reckoning (counting) the amount actually realized. The word Realized is
noteworthy, which is distinct from the word Reliability. It means that if a loan given by a
bank fails to fetch a return in the form of interest realized from the borrower, it (the Bank)
has no right to debit the borrowal account with the interest chargeable following the accrual
principal. In that event, it then truly signifies that the asset is notperforming i.e; not yielding
any profit/income to the bank. This is the essence of income recognition norms, based on the
recommendation of the committee on financial sector reforms (popularly known as
Narsimhan Committee), adopted by Indian Banks.
An asset, which ceases to yield income for the bank, should be treated as NPA, and
any income from loan assets should not be booked as income until it is actually recovered.
So, banks, which charge interests to loan Accounts Park it in Interest Not Collected
Account (INCA) until recovery, and on recovery, reverse it from INCA and credit interest
account.
In liberalizing economy banking and financial sector get high priority. Indian banking
sector is having a serious problem due to non-performing assets. The earning capacity and
profitability of the bank are highly affected due to this; NPA is defined as an advance for
which interest or repayment of principal or both remain out standing for a period of more
than two quarters.
The level of NPA act as an indicator showing the bankers credit risks and efficiency of
-
7/27/2019 Final Introduction to Non
11/77
PHIMSR
allocation of resources.
Reasons:
Various studies have been conducted to analyse the reasons for NPA. Whatever may
be the case, complete elimination of NPA is impossible. The reasons may be broadly
classified into two:-
1). Over hang component
Over hang component is due to the environment reasons, business cycle,
Wilful Defaulters, etc..
2). Incremental component.
Incremental component may be due to internal bank management, credit policy, terms of
credit, etc.
NPA Ratio:-
The net Non-Performing Assets to loan (advances) ratios are used as a measure of the
overall quality of the banks.Net NPAs are calculated by reducing cumulative balance of
provisions outstanding at a period end from gross NPAs. Higher ratio reflects rising bad
quality of loans.
NPAs Ratio= Net Non-Performing Assets
Total Loans Disbursed
RBI GUIDELINES ON CLASSIFICATION OF BANK ASSETS
Reserve Bank of India (RBI) has issued guidelines on provisioning requirement with
respect to bank advances. In terms of these guidelines, bank advances are mainly, classified
into:-
1). Standard Assets:-
Such an asset is not a non-performing asset. In other words, it carries not more than normalrisk attached to the business.
-
7/27/2019 Final Introduction to Non
12/77
PHIMSR
2). Sub-Standard Assets:-
It is classified as non-performing assets for a period not exceeding 12 months.
3). Doubtful Assets:- An asset that has remained NPA for a period exceeding 12 months
is a doubtful asset.
4). Loss Assets:-
Here loss is indentified by the bank concerned or by the internal auditors or by the external
auditors or by Reserve Bank of India (RBI) inspection. In terms of RBI guidelines, as and
when an asset become a NPA, such advance would be first classified as a sub-standard one
for a period that should not exceed 12 months and subsequently as doubtful assets. It should
be noted that the above classification is only for the purpose of computing the amount of
provision that should be made with respect to banks advance and certainly not for the purpose
of presentation of advance in the Bank Balance Sheet.
TYPES OF LOANS PROVIDED BY BANK OF MAHARASHTRA
1). Cash Credits/Overdrafts:
When an account is not in order for any One quarter out of Four quarters of the year ending
31st March, the account will be treated as NPA / Out of Order:-
Out standings- exceeding the limit / drawing power for any One quarter. (continuousor otherwise)
Out standings- are well within the limit / drawing power, BUT(a) No credit in the account for the last 6 months.(b) Credits in the accounts are not sufficient to meet interest debits for any 1quarter.
2). Term loans:
If interest/instalments of principal remain unpaid for any One quarter of the year ending
31st March the account will be NPA.
-
7/27/2019 Final Introduction to Non
13/77
PHIMSR
Past Due Grace period of 30 days is Not to be reckoned in your bank It means that
quarters interest / instalments up to 31st December should be recovered before 31st March , as
otherwise account will be treated as NPA.
3). Agricultural Term Loans/Cash Credits:
If interest/instalments of principal (after it has become due) has not been paid duringthe last two seasons of harvest (covering 2 half years), the account will be NPA.
Past Due- Grace period of 30 days is not applicable in our bank to agricultural loans. Date for reckoning interest/instalment due is the date as stipulated in the sanction.
4). Advanced secured by Term Deposits, National Savings Certificates Indira Vikas
Patras Surrender Values of LIC Policies:
Advance accounts against these securities need not be treated as NPAs and no provisions
made need be made even though interest there on as not been paid for One quarter or more on
a balance sheet date. Interest on such accounts may be taken to income account on due date
provided adequate margins is available in the accounts (i.e. the out standing, after interest
application, must be less than advance value of security). However, advance against gold
ornaments and government securities do not qualify for this relaxation.
5). Bills Purchased and Discount:
The bills purchased will become NPA if they remain overdue and unpaid for One quarter as
on 31st March.
OVERDUE INTEREST
Overdue interest should not be charged and taken to income account in respect of overdue
bills unless it is realized.
6). Other Accounts:
The account becomes NPA if the account remains unpaid for any One quarter or more as on
31st March.
7). Consortium Advance:
Each member bank will classify the account in accordance with the conduct in its books.
8). Government Guaranteed Advances:
-
7/27/2019 Final Introduction to Non
14/77
PHIMSR
Though, credit facilities backed by the government guarantee may become past due with the
income not being booked, they need not be treated as NPAs. In some cases it is observed that
banks have to file suit against the borrower after invoking the government guarantees with a
view to overcome the limitation period. In such circumstances, the branches may treat the
advances guaranteed by the government as NPAs only when the government concerned when
invoked.
PROCEDURES FOR INDENTIFICATION OF NPA AND RESOLUTION
1).Internal Checks and Control:-
Since high level of NPAs dampens the performance of the bank identification of potential
problem accounts and their close monitoring assumes importance.
The EWS enable a bank to identify the borrower accounts, which show the signs of credit
deterioration and initiate remedial action. Many banks have evolved and adopted an elaborate
EWS, which allows them to identify potential distress signals and plan their options before
hand, accordingly. The major components/process of EWS followed by Banks of India as
brought out by study conducted by Reserve Bank of India at the instance of the Board of
Financial Supervision as follows:
a). Designing Relationship Manager/Credit Officer for Monitoring Account.
b). Preparation of Know Your Client Profile.
c). Credit Rating System.
d). Identification of Watch-List/Special Mention Category Accounts.
e). Monitoring of early Warning Signals.
2). Management/Resolution of NPAs:-
Re-education in the total gross and net NPAs in the Indian Financial System indicates a
significant improvement in management of NPAs. This is also on account of various
resolution mechanisms introduced in the recent past, which include the SARFESI Act,
One-time settlement schemes, setting of the CDR mechanism, strengthening of DRTs.
3). Credit Information Bureau:-
-
7/27/2019 Final Introduction to Non
15/77
PHIMSR
Bank of Maharashtra, State Bank of India, HDFC Limited, M/s Dun incorporated Credit
Information Bureau (India) Limited (CIBIL) in Jan 2001 and Bradstreet Information Services
(India) Pvt. Information between banks and FIs for curbing the growth of NPAs. The CIBIL
is in the process of getting operationalised.
4). Wilful Defaulters:-
RBI has revised guidelines in respect of detection of wilful default and diversion and
siphoning of funds. As per these guidelines a wilful default occurs when a borrower defaults
in meeting its obligations to the leader when it has the capacity to honour the obligations or
when funds have been utilized for the purposes other than those for which finance was
granted. RBI has advised the lenders to initiate legal measures including criminal actions,
wherever required, and undertake a proactive approach in change in management, wherever
appropriate.
5). Legal and Regulatory Regime:-
(1) Debt Recovery Tribunals
(2) Lokadalats
(3) Enactments of SARFESI Act
(4) Assets Reconstruction Companies
(5) Institution of CDR Mechanism
(6) Compromise Settlement Schemes
(7) Increased power to NCLTs and the proposed Repeal of BIFR
UNDERLYING REASONS FOR NPAs
An internal study conducted by RBI shows that in order of prominence, the following factorscontribute to NPAs:-
Internal Factors:-
1). Diversion of funds for expansion/diversification/modernization taking
up new projects, helping/promoting associate concerns.
2). Time/Cost overrun during the project implementation stage.
3). Business (product, marketing, etc) failure.
-
7/27/2019 Final Introduction to Non
16/77
PHIMSR
4). Inefficiency in management.
5). Slackness in credit management and monitoring.
6). Inappropriate technology/technical problems.
7). Lack of co-ordination among leaders.
External Factors:-
1). Recession.
2). Input/Power shortage.
3). Price Escalation.
4). Exchange Rate Fluctuation.
5). Accidents and Natural Calamities, etc.
6). Changes in government policies in excise/import duties, pollution
control orders.
The above mentioned cause were reaffirmed, some other were also mentioned. A brief
discussion is provided below:
a). Liberalization of Economy/Removal of Restrictions/Reduction of Tariffs:
A large number of NPA borrowers were unable to compete in a competitive market in which
lower prices and greater choice were available to consumers. Further borrower operating in
specific industries has suffered due to political, fiscal and social compulsions, compounding
pressures from liberalization.
b). Lax Monitoring of Credit and Failure to Recognize Early Warning Signal:
It has been stated that the approval of loan proposals is generally through many levels beforeapproval is granted. However, the monitoring of some time complex credit files has not
received the attention it needed, which meant that early warning signals were not recognized
and standard assets slipped to NPA category without banks being able to take proactive
measures to prevent this. Partly due to these reasons, adverse trends in borrowers
performance were not noted and the position further deteriorated before action was taken.
c). Direct Lending:
Governments policies rather than commercial imperatives dictated loans to some segments.
-
7/27/2019 Final Introduction to Non
17/77
PHIMSR
d). Over Optimistic Promoters:
Promoters were often optimistic in setting up large projects and in some cases they were not
fully above board in their intentions. Screening procedures did not always highlight these
issues. Often projects were set up with the expectation that part of funding would be arrange
from the Capital Market, which were booming at the time of project appraisal. When the
capital market subsequently crashed, the requisite funds could never be raised, promoters
often lost interest and lenders were left stranded (cut off) with incomplete/unviable projects.
e). Highly Leveraged Borrowers:
Some borrowers were under capitalized and over burdened with debt to absorb the changing
economic situation in the country. Operating within a protected market resulted in low
appreciation of commercial/market risk.
f). Funding Mismatch:
There are said to be many cases where loans granted for short term were used to fund long
term transactions.
g). High Cost of Funds:
Interest rates as high as 20% were not uncommon. Coupled with high leveraging and falling
demand, borrowers could not continue to service high cost debt.
h). Wilful Defaulters:
There are a number of borrowers who have strategically defaulted on their debt service
obligations realizing that the legal recourse available to creditors is slow in achieving results.
Analysis of Factors Contributing to NPAs
An analysis of the contributory factor resulting in the emergence of NPAs on stupendous
scale amongst Commercial Banks and Financial Institutions in the preceding decade and
particularly in the early Nineties would lead to the following conceptualization:-
PSBs performed creditably all through in respect of all parameters set for them. But inthe early Nineties the truth emerged that PSBs were suffering from acute capital inadequacy
and many of them were depicting negative profitability. This is because the parameters set for
they are functioning were deficient and they did not project the paramount needs for thesecorporate goals. Incorrect goals perception and identification led them to wrong destination.
-
7/27/2019 Final Introduction to Non
18/77
PHIMSR
Pre-reform era witnessed PSBs functioning under the overall control and direction ofthe Finance Ministry. Along with Reserve Bank of India (RBI) it decided/directed all aspects
of working of the Bank. Banks were not free to price their products in competition with each
other. They could not freely cater their funds in the best interest as they considered. It was
thus a directed and the role of bank management was executory.
Since the 70s, the SCBs of India function totally as captive capsule units cut off frominternational banking and unable to participate in the structural transformations, the sweeping
changes, and the new type of leading products training and knowledge resources required to
compete with international industry had resulted in the accumulation of assets, which are
termed as non-unprecedented level 8.
Major policy decision was taken externally by the Finance Ministry/RBI. Thoughdirectors were to be appointed based on their possession of specialized knowledge in banking
and related discipline, the environment of receiving decisions from a political background as
distinguished from a professional outfit, prevented the best talents coming to occupy theposition as Directors of PSBs and taking part in an active role in the deliberation of the
Boards of these Banks.
Audit and Inspections remained as functions under the control of ExecutiveOfficers, which were not independent and were thus unable to correct the effects of serious
flaws in policies and directions of the higher level.
The quantum of credit extended by the PSBs increased by about 360 times in threedecades after nationalization (from around 3000 crores in 1970 to 475113 crores on 31-03-
2000). The bank was not developed in terms of skills and expertise to regulate such
stupendous growth in the volume and manage to diverse the risk that emerged in the process.
The need for organizing an effective mechanism to gather and disseminate credit information
amongst the commercial banks was never felt or implemented. The archaic laws of secrecy of
-
7/27/2019 Final Introduction to Non
19/77
PHIMSR
customers-information that was binding banking India, disable bank to public names of
defaulters for common knowledge of the other bank in the system.
Effective recovery of defaulters and overdue of borrowers was hampered. But inIndia legal remedies were beset wilful defaulters and the banks were left helpless. Effective
corporate management was a concept alien to the corporate houses then. In respect of PSBs
the board were ineffective and the only/main shareholder was the government of India.
Government exercised multiple role and concerns, and the instinct to act as a watchful
shareholder and increase the shareholders value of these corporate bodies (banks and
financial institutions) was never felt/experienced by the government.
Credit management on the part of the leader to the borrower to secure their genuineand bonfire interests was not based on pragmatically calculated anticipated cash flows of the
borrower concern, while recovery of instalments of term loan was not out of profit and
surplus generated but through recourses to the corpus of working capital of the borrower
concerns. This eventually led to the failure of the project financed leaving idle assets.
Functional inefficiency was also caused due to over-staffing, manual processing of over-
expanded operations and failure to computerize banks in India, when elsewhere throughout
the world the system was to switch over to computerization of operations.
Action Plan for the Operating Functionaries:
a). Analyse the NPAs and Delineate them into sub-groups.
b). Do age-wise sub-grouping.
c). ABC-analysis of advances.
d). Targets for recovery of various categories.
e). Monthly reporting and monitoring in preview meetings.
PREVENTIVE MEASURES:-
1). Regular/Timely contact with the borrowers should be maintained on one-to-one basic inorder that the loans/advances are monitored effectively.
-
7/27/2019 Final Introduction to Non
20/77
PHIMSR
2). The recovery work should be specifically entrusted to the identified loan officers/
clerks who will have regular contacts with the borrowers particularly at the time,which is
more suitable for recovery, like pre and post-harvest period in case of agricultural advance.
3). The high value advance should be specifically monitored and in case of advance,
which displays signals of slipping to sub-standard category, intensive follow-up is necessary.
4). The repayment programmes should be fixed up realistically keeping in view the
probability of cash accruals taking place as per the projections.
5). In case where units are facing genuine difficulty in adhering to the repayment
schedule fixed while sanctioning the loan, the loan can be rescheduled so that the advance
does not turn out of order or past due.
6). Borrower should be counselled to route the sales proceeds through the account which will
ensure that the account does not turn out of order merely on account of interest application.
7). A written communication be sent to all the borrowers advising them about the need to
ensure that their advance remain standard assets to enable the bank to consider favourably
their future request for financial assistance, if needs.
8). Pre-disbursement and post-disbursement inspection, beside the periodical inspections are
very important to ensure proper utilization of bank funds as also the assets acquired there
from.
9). A system for settlement of goals for recovery of periodical loan instalments and
quarterly interest and monitoring performance there against should be set up.
10).Timely renewal/review of advance will be very effective in monitoring the position of
advance and taking safeguarding steps before an advance turns sub- standard.
-
7/27/2019 Final Introduction to Non
21/77
PHIMSR
11). The unit displaying disquieting features may be studied by experts/consultants for
suggesting steps to prevent deterioration of their condition and to revitalize their
operations.
CONCLUSION:-
The situation calls for an urgent action by all concerned for improvement. Based on our
experience we consider that the branches will have to constantly work to prevent the NPA
virus from contaminating the new credit portfolio. Also concurrently they will have to
reinforce effective strategies to remove the virus from the existing NPA portfolio. The task
although difficult is achievable. Monitoring and follow-up are the key watchwords in the task
of managing and reducing NPAs.
REMEDIAL MEASURES:
1) Regular meetings with the borrowers and interaction with them on their businessprospects and their position of their accounts should take place.
2) Periodical meetings with group of borrowers particularly those finance undergovernment-sponsored schemes and in rural areas should be held in which the need for
prompt payments of dues should be explained. It needs to be made clear to these borrowers
that there will not be any further debt relief scheme in future and that they will benefit in the
long run by paying the banks dues.Recovery camps/recovery workshops can be organized in
co-ordination with the government authorities in rural areas or in respect of SBI advance
under government sponsored schemes.
3) In case of sick units, viability studies need to be conducted promptly and quickdispensation of rehabilitation packages is essential so that the advance to them can be
upgraded.
-
7/27/2019 Final Introduction to Non
22/77
PHIMSR
4) Close monitoring of sick units, which are under nursing is important to ensurethat they abide by the stipulation made under the nursing program and thereby there borrowal
account are upgraded.
5) Target for recovery should be fixed for individual functionaries and theirperformance should be closely monitored.
6) Periodical inspection of the units financed and follow-up for recovery of theoverdue amount should be closely monitored.
7) Village level workers be instructed to maintain register for details of variousborrowers under the government sponsored schemes to ensure regular follow-up.
8) For smaller advance, Lok Adalat is an effective avenue for on the spot settlementof bank loan case and this mechanism should be used effectively.
9) As regards cases involving debt for over Rs.10 lakhs, the forum of DebtRecovery Tribunal should be effectively used.
10) Periodical meetings should be held with the lawyers handling Banks cases todiscuss various issue connected with the ending loans case with a view to reducing the delays
in settlement of the cases.
11) Settling the cases out of court and entering into compromises, whereverconsidered appropriate, may rove to be quicker and more effective than legal action.
However, any tendency to get undue advantage from the bank should be guarded against.
12) Realization of securities in cases of advances under litigation needs greaterattention. It should be our endeavour to obtain permission of the court for attachments and
disposal of securities charged to the bank before judgement. where such permission is granted
or where suit is decreed in banks favours, the securities covered by the suit should promptly
realize.
13) The portfolio of the loss assets has to be critically examined to weed out all suchassets where there is no hope of any recovery. In such cases, the ultimate step of
writing off the advance needs to be taken and any delay in matter is of no benefit.
14) The services of Non-Government Organization (NGOs) may also be utilized inarea where these are active, for counselling the small borrowers. These borrowers may be
organized in group and financed, if considered appropriate and prudent, through the NGOsconcerned.
-
7/27/2019 Final Introduction to Non
23/77
PHIMSR
TACKLING NPAs
The major tools for tackling assets, which have already turned into non-performing assets, are
the following:-
1). Recovery through legal action including the forum of debt recovery tribunals and
lokadalats.
2). Utilizing the machinery of state government for recovery of rural death.
3). Entering into compromises through negotiations.
4). Rescheduling/rephrasing of dues in case of irregular advances of viable units.
5). Rehabilitation packages for potentially viable sick units.
6). Recovery of over due amount through persistent follow-up and by
Counselling/educating the borrower
FOCUSED STRATEGIES
1) Constant follow-up and periodically dialogue with the borrower to know the prospectsof his business and difficulties, if any, faced. Case to case review of NPAs and replacementof loan to suit the revised income generation pattern so that he is able to repay dues of the
bank as per his generation capacity.
2) Branch recovery team consisting of 2/3 resourceful staff members/officials, should beformed (if not so) at each critical branch. The team member should be exhorted to set up
recovery endeavours and produce quick tangible results.
3) Establishment of District Recovery Team at each District Headquarter with thehelp of District Headquarters, with the help of District Co-ordinates/Lead Bank
Officers/Nodal Officers of the concerned district to liaise (link) with the Local Government
functionaries/Lok Adalats/Certificate Officers, etc. This team may co-ordinate the activities
of the Branch Recovery Team within the District.
4) Lawyer Meet may be organized at all district headquarters by the concerned Asst.General Manager and AGM (law) where other officials from local head Office may also
participate. Suit field case of high value loan amount should be reviewed individually to
-
7/27/2019 Final Introduction to Non
24/77
PHIMSR
expedite the recovery process. Involvement of the law officers in follow-up recovery efforts
through debt recovery tribunals is necessary.
5) To ensure that Target of Recovery have been allotted to all the critical branches forreducing NPAs/INC/AUC by their respective controlling authorities and the controllers
concerned monitor their performance. The Dy. General Manager should oversee the position
on monthly basis.
6) One time settlement (OTS) has been found to be another method whereby thebank would finally recover its due depending upon the repayment capacity of the borrower
from all sources.
7) To consider, in consultation with controllers, on selective basis in decreed cases, theneed for biding in Banks name for sale of mortgaged properties (secured for our loans) in
auction with the permission of court for expediting the recovery
-
7/27/2019 Final Introduction to Non
25/77
PHIMSR
OBJECTIVE OF THE STUDY
(1)To know the working of Bank of Maharashtra.
(2)To know the types of loans offered by Bank of Maharashtra.
(3)To know about the Non-Performing Assets management of Bank of Maharashtra.
(4)To find out the category of advances which has the highest degree of NPA and thereasons undertaken to tackle it.
(5)To make the suggestions to overcome the problems of NPA in Bank of Maharashtrain kamothe branch
-
7/27/2019 Final Introduction to Non
26/77
PHIMSR
SCOPE OF THE PROJECT
The study has the following scope:
The study could suggest measures for the banks to avoid future NPAs & to reduceexisting NPAs.
The study may help the government in creating & implementing new strategies tocontrol NPAs.
The study will help to select appropriate techniques suited to manage the NPAs anddevelop a time bound action plan to arrest the growth of NPAs.
-
7/27/2019 Final Introduction to Non
27/77
PHIMSR
LITERATURE SURVEY :-
The concept of Non-Performing Assets was introduced for the first time in the Narasimham
Committee report that was tabled in parliament on Dec.17 1991.The Committee Studied the
prevailing financial system, identified its short comings and weakness and made various
recommendations with regard to non-performing assets, their identification, disclosure and
the extent of provisioning same. The need was felt because the prevalent accounting and
disclosure practices did not always reflect the true state of affairs of banks and Financial
Institutions. Based on the Narasimham Committee recommendations, RBI has implemented
the prudential norms for improving the financial heath of commercial banks and the quality
of their loan portfolio.
-
7/27/2019 Final Introduction to Non
28/77
PHIMSR
RESEARCH METHODOLOGY
Exploratory / Formulative Research:-Exploratory research is a preliminary study of the subject matter. It aims to delve into the
nuances of the problem. It is usually a preliminary study and is followed by descriptive,
experimental research. It does not have a formal and rigid design as the researcher may have
to change his focus or direction, depending on the availability of new ideas and relationships
among variables. It attempts to see what is there, rather than trying to predict the underlying
relationships. An exploratory study usually involves three steps- a review of pertinent
literature, an experience survey, and an analysis of insight stimulating cases.
Data Collection
The secondary data has been used during the project for collection of data (information) the
companies internal records were explored as well as the external sources like electronic
media (web sites) were used. The Exploratory Type of Research has used in this project.
Interpreting the Data:-The data which was analyzed with various Graphs thereafter it have been Interpreted with
various techniques by taking into consideration the ups & downs of the Graphs.
Mapping potential of the Company:-The data which was interpreted with various techniques, thereafter it has been given
various suggestions for mapping the potential of the company.
Data Analysis
With the help of Annual Report of the Bank of Maharashtra & figures made available for
kamothe branch of the bank of Maharshatra in navi mumbai present NPA of the kamothe
branch of the bank of Maharshatra in navi mumbai are studied and analysis has been made in
-
7/27/2019 Final Introduction to Non
29/77
PHIMSR
the project. On the basis of that analysis some Findings and Suggestions are given at the end
of the project.
Conclusion
However, the conclusion behind the project is, Bank has to keep tab on fresh additions by
increasing quality advances and monitoring them. Critical care has to be taken of stressed
accounts to keep control on fresh additions. Bank has to gear up efforts for upgrading S.S.A
and recovery in D.A & Loss Assets. Staff in Bank of Maharashtra has gained good
experience to fight the menace of NPAs.
Finally with the help of some Reference Books and Secondary Datathe report is finalized.
-
7/27/2019 Final Introduction to Non
30/77
PHIMSR
LIMITATION OF THE STUDY
The study is limited to the functions of Bank of Maharashtra kamothe branch navi Mumbai
pertaining to its management of NPAs and profitability. Thus, the important limitations are as
follows;
The study on management of non-performing assets is limited to the Bank ofMaharashtra kamothe branch navi Mumbai.
The data are collected from Indian Bank till the end of March, 2013.
The basis for identifying non-performing assets is taken from the Reserve Bank ofIndia circulars.
Since non-performing assets are critical, bank officials are not willing to part with allthe information with them.
Reasons for NPAs and Management of NPAs are changing with the time. The study isdone in the present environment without foreseeing future developments.
-
7/27/2019 Final Introduction to Non
31/77
PHIMSR
CHAPTER II
BANK OF MAHARASHTRA
PhilosophyTECHNOLOGY WITH PERSONAL TOUCH
It is this philosophy that enables Bank of Maharashtra to reach out to its customers and cater
to the needs of the classes and masses.
EMBLEM
The Deepmal- With its many lights rising to greater heights.
The Pillar- Our institution- symbolizing strength.
The Diyas- Our branches-Symbolizing services.
3Ms
MOBILISATION OF MONEY
MOTIVATION
MODERNISATION
AIM
The bank wishes to cater all types of needs of the entire family, in the whole country. Its
motto is One Family, One Bank, Maha Bank.
-
7/27/2019 Final Introduction to Non
32/77
PHIMSR
CENTRAL BOARD MEMBERS LIST
DESIGNATION NAME
Chairman & managing director ShriNarendra singh
Executive director ShriCVR Rajendran
Director Ms. Kamgal Rajan
Director Dr. D.S. Patel
Director Dr. S.V. Deshpande
Director ShriS.D.Dhamak
Director Dr. Naresh Kumar
Director ShriRamesh C. Agrwal
Director ShriAteesh Singh
Director Dr-Rajkumar Agrawal
-
7/27/2019 Final Introduction to Non
33/77
PHIMSR
Bank of Maharashtra, established on 16th September, 1935. It is a Public Sector Bank. It came
into commencement on 8th February 1936. First branch was opened at Bajirao Road, Pune, on
6th February, 1936. Thereafter it was shifted to new corporate office at LOKMANGAL,
ShivajiNagar, Pune in 1978. At todays date Bank of Maharashtra has 1345 Branches and 13
extension counter spread over 22 States and 2 Union territories. The Bank of Maharashtra has
a network of 302 ATMs with VISA connectivity.
Bank of Maharashtra provides facilities in area like Agriculture High Tech, Overseas,
Industrial financing, V Sat facility, Remote access, Query terminal, Tele banking facility and
ATM, etc. Bank of Maharashtra also provides banking and other financial services to
corporate and private customers. The Bank offers personal banking, cash management, retail
loans and other financial services. These services include deposits, savings/current bank
account, vehicle loans, personal loans, retail trade finance, global banking, lending to priority
sector and small scale sector, foreign exchange and export finance, corporate loans and
equipment loans. Bank of Maharashtra has full-fledged Training College, Information
Technology Training Institute and Staff Training Centers.
The objectives behind establishing Bank of Maharashtra were to mobilize the savings of
household and extend financial support to persons of small means who were then not
considered for credit facilities by banks. In a nutshell, the philosophy of founder fathers of
the Bank was something more than what has been emphasized about the role of Public Sector
Banks in the economic upliftment of rural poor and neglected segments of the society.
The bank has fine tuned its services to cater to the needs of the common man and
incorporated the latest technology in banking offering a variety of customized services. The
Aim for Bank is to cater to all types of needs of the entire family, in the whole country. Its
-
7/27/2019 Final Introduction to Non
34/77
PHIMSR
dream is "One Family, One Bank, Maharashtra Bank". The 3 Ms of the Bank are,
Mobilization of Money, Modernization of Methods and Motivation of Staff.
Company Profile: Bank Of Maharashtra
Exchanges: BOM
Total Deposits: Above Rs.1,00,000/- Cr.
Total Advances: Above Rs.67,000/- Lack
Major Industry: Financial Sector
Sub Industry: Commercial Banks
Country: INDIAEmployees: Above 30000
BENEFITS GIVEN BY BANK OF MAHARSHATRA :-
All India help line numbers are 1800-222-340 & 1800-220-888.
Credit card and Visa Debit Card facilities, keeping the pace with the marketconditions. Maharashtra Bank has tied up with Master card International and Visa Card to
impart plastic money facility to the customers.
The Maharashtra executor trustees company (METCO) performs business rangingfrom investment management to consultancy and managing various trusts efficiently.
ATM facility, Tele banking, Depository services, Touch screen facility and MobileVan information center facility for rural areas.
-
7/27/2019 Final Introduction to Non
35/77
PHIMSR
Bank has established its own corporate Networking MAHANET connecting 562locations i.e. more than 1700 branches, 32 regional offices, 5 circle offices, training colleges,
training centers and central offices.
Bank is establishing its own Data Center at IT Park, Kharadi, and Pune.
1000 Rural and semi urban branches are to be computerized with small TBA solutionsup to march 2013.
Bank has implemented Real Time Gross Settlement (RTGS) system for customertransactions and inters bank payments in 368 branches.
Maharashtra Bank has full-fledged Training College, Information TechnologyTraining Institute and 3 Staff Training Centers.
Cheque Truncation System is run on pilot basis and will be implementing as RBI timeschedule.
Bank of Maharashtra is now working as corporate agent for life and non life insuranceproducts of LIC of India and United India Insurance Company.
Bank has entered in to agreement with Mrs. TCS for providing Core Banking Solution"BANCS" and has appointed Mrs. Ernst & Young as consultants for implementation of CBS
in 600 branches.
-
7/27/2019 Final Introduction to Non
36/77
PHIMSR
The Bank has established Rural Development Centers at Hadpsar & Bhigwan. It hasalso established MESETI at Pune, Aurangabad and Nagpur Centers for training the new
entrepreneurs. Gramin Mahila VA BAL Vikas Mandal is established at Pune for the
development of the women and children in rural areas and forming Self Help Groups.
Bank of Maharashtra acts as Lead Banker in 6 Districts and works as State Levelconvener of Banker's committee for Maharashtra State.
Bank of Maharashtra has sponsored 3 regional rural Banks, Marathwada GraminBank, Aurangabad-Jalna Gramin Bank, and Thane Gramin Bank.
Future Plans: -
Systematic approach for reducing Net NPA level to below .05%. Consolidation of Regional Rural Banks sponsored by Bank of Maharashtra. Establishing ATM network of more than 745 ATMs with on-line connectivity acrossthe country.
Extensive use of Wide Area Network-MAHANET inter-connectivity of branches byproviding more customer-centric applications like Any Branch Banking Service, Demat etc.
Extending RTGS facility to 368 branches. Moving towards Core Banking Solution (CBS) by implementing in 1200 branches.
-
7/27/2019 Final Introduction to Non
37/77
PHIMSR
SHGs with special reference to agriculture to be promoted and financing beimplemented so as to increase financing to small and marginal farmers.
-
7/27/2019 Final Introduction to Non
38/77
PHIMSR
CHPTER III
Data Collection
Primary Data: -Primary Data is one, which is collected by the investigator himself for the purpose of a
specific inquiry or study. Such data is original in character and is generated by surveys
conducted by individuals or research institution. In this research there is no need of primary
data.
Secondary Data:-When an investigator uses the data, which has been already collected by others, such data is
called secondary data. Secondary sources of data provide wealth of information to the
researcher.
Collecting the Data:-
Collecting sources of data is of two types, i.e. Primary Data & Secondary Data. Data used in
this project is Secondary Data, which is collected from Pune City Region of Bank of
Maharashtra. Various articles like Annual Report, Reference Books have been collected.
During this project for the collection of data (information) the companies internal
records were explored as well as the external sources like electronic media (web sites)
were used.
-
7/27/2019 Final Introduction to Non
39/77
PHIMSR
Data Classification & Tabulation
The Narasimham Committee gave a thought that income recognition should be done on
scientific basis. The screening should be done to expose the bad and doubtful assets. This
would help in preventing further deterioration in the value of asset. The Recommendations of
Narasimham Committee were divided in to Three parts which are as follows:-
(1) INCOME RECOGNITION:-
The policy of Income Recognition should be objective and based on record of recovery rather
than any subjective considerations like availability of security, net worth of borrower /
guarantor etc.
Income accounting in case of NPA is, therefore, based on actual realization.
Government Guaranteed Advances:-If any income with respect to advances guaranteed by Governments remain overdue for
specified period and thereby advance becomes NPA, interest on such advances should not be
taken to income account, unless the same is realized.
Renegotiated / Rescheduled Advances:-Fees and Commission earned by the banks due to renegotiation or rescheduling of
outstanding advances should be recognized on accrual basis over the period of time covered
by the renegotiated or rescheduled extension of credit.
Appropriation of recovery in NPAs:-
-
7/27/2019 Final Introduction to Non
40/77
PHIMSR
Interest realized on NPAs may be taken to income account provided the credits in the
accounts towards interest are not out of fresh / additional credit facilities sanctioned to the
borrower concerned.
In the absence of a clear agreement between the bank and the borrower for the purpose of
appropriation of recoveries in NPAs, banks should adopt an accounting principle and exercise
the right of appropriation of recoveries in a uniform and consistent manner.
Reporting of NPAs:-
Banks are required to furnish a report on NPAs as on 31 st March each year after completion
of audit. The NPAs would relate to the banks global portfolio, including the advances at the
foreign branches.
While reporting NPA figures to RBI, the amount held in interest suspense account, should be
shown as a deduction from gross NPAs as well as gross advances while arriving at the net
NPAs. Banks which do not maintain Interest Suspense Account for parking interest due on
non-performing advance accounts, may furnish the amount of interest receivable on NPAs as
a foot note to the Report.
Whenever NPAs are reported to RBI, the amount of technical write off, if any, should be
reduced from the outstanding gross advances and gross NPAs to eliminate any distortion in
the quantum of NPAs being reported.
(2) ASSETS CLASSIFICATION:-
-
7/27/2019 Final Introduction to Non
41/77
PHIMSR
Classification of Assets should be done on the basis of objective criteria with uniform and
consistent application of norms duly ensured. There are generally three ways of classification
of assets, which are given as under:
Assets classification under Health Code System:-Under the Health Code system, bank are required to classify the advances under any one of
the heads depending upon the status of the account, dealings, availability of security cover,
etc.
Asset Classification for Final Accounts:-Banks are required to prepare their final accounts as per Third Schedule to the Banking
Regulation act, 1949 which bankers / auditors are well conversant with.
Assets Classification under Prudential Norms:-Under the prudential norms of asset classification, banks are now required to classify their
advances in the following four broad groups:-
(a) Standard Assets:-
These are assets which are Performing and do not disclose any weakness and do not carry
more than normal business risk.
(b) Sub-Standard Assets:-
These are assets which have ceased to Perform but which have not completed a period of 18
months (now 12 Months) after getting classified as Non-performing and there is no threat to
recovery on account of erosion in the realizable value of security or due to non-availability of
security or due to other factors, to the extent that the account is to be classified either as
-
7/27/2019 Final Introduction to Non
42/77
PHIMSR
Doubtful Assets or as Loss Assets. With effect from 31st March, 2005, a sub-standard
asset would be one, which has remained NPA for a period less than or equal to 12
months.
(c) Doubtful Asset:-
These are accounts which have completed a period of 18months (now 12 Months) after
getting classified as Sub-standard Assets. A loan classified as doubtful has all the weakness
inherent in assets that were classified as sub-standard, with the added characteristic that the
weakness make collection or liquidation in full on the basis of currently known facts,
conditions and values-highly questionable and improbable. With effect from March 31st,
2005, an asset would be classified as doubtful if remained in the sub-standard category
12 months.
(d) Loss Assets:-
A Borrower account in which a loss has been identified by the internal or external auditors or
by the RBI inspectors. The releasable value of security in the accounts is very little.
Guidelines for Classification of Assets:-
Classification of Assets in to above categories should be done taking into account the degree
of well-defined credit weakness and the extent of dependence on collateral security for
realization of dues.
-
7/27/2019 Final Introduction to Non
43/77
PHIMSR
Banks should establish appropriate internal systems to eliminate the tendency to delay or
postpone the identification of NPAs, especially in respect of high value accounts. The banks
may fix a minimum cut off point to decide what would constitute a high value account
depending upon their respective business level. The cut of point should be valid for the entire
accounting year. Responsibility and validation levels for ensuring proper asset classification
may be fixed by the banks. The system should ensure that doubts in asset classification due to
any reason are settled through specified internal channels within one month from the date on
which the account would have been classified as NPA as per extant guidelines.
Upgradation of Loan Accounts classified as NPAs:-.If arrears of interest and principal are paid by the borrower in the case of loan accounts
classified as NPAs, the account should no longer be treated as non-performing and may be
classified as standard accounts.
Accounts regularized near about the balance date:-The asset classification of borrowal account where a solitary or a few credits are recorded
before the balance sheet date should be handled with care and without scope for subjectivity.
Where the account indicates inherent weakness on the basis of the data available, the account
should be deemed as a NPA. In other genuine cases, the banks must furnish satisfactory
evidence to the Statutory Auditors / Inspecting Officers about the manner of regularization of
the account to eliminate doubts on their performing status.
Asset Classification to be borrower-wise and not facility-wise:-
-
7/27/2019 Final Introduction to Non
44/77
PHIMSR
It is difficult to envisage a situation when only one facility to a borrower becomes a problem
credit and not others. Therefore, all the facilities granted by a bank to a borrower will have to
be treated as NPA and not the particular facility or part thereof which has become irregular.
If the debits arising out of devolvement of letters of credit or invoked guarantees are parked
in a separate account, the balance outstanding in that account also should be treated as a part
of the borrowers principal operating account for the purpose of application of prudential
norms on income recognition, asset classification and provisioning.
Government guaranteed Advances:-The credit facilities backed by guarantee of the Central Government though overdue may be
treated as NPA only when the Government repudiates its guarantee when invoked. This
exemption from classification of Government guaranteed advances as NPA is not for the
purpose of recognition of income. With effect from 1st, April, 2000, advances sanctioned
against State Government Guarantees should be classified as NPA in the normal course, if the
guarantee is invoked and remains in default for more than two quarters. With effect from
March 31st, 2001 the period of default is revised as more than 180 days and with effect from
March 31st, 2004 the period of default would be revised as more than 90 days.
Advances under rehabilitation approved by BIFR / TLI:-Banks are not permitted to upgrade the classification of any advance in respect of which the
terms have been renegotiated unless the package of re-negotiated terms has worked
satisfactorily for a period of one year. While the existing credit facilities sanctioned to a unit
under rehabilitation packages approved by BIFR / Term Lending Institutions will continue to
be classified as sub-standard or doubtful as the case may be, in respect of additional facilities
-
7/27/2019 Final Introduction to Non
45/77
PHIMSR
sanctioned under the rehabilitation packages, the Income Recognition, Asset Classification
norms will become applicable after a period of one year from the date of disbursement.
(3) PROVISIONING NORMS:-
In order to narrow down the divergences and adequate provisioning by banks, it was
suggested that banks statutory auditors, if they so desire, could have a dialogue with RBIs
Regional Office / Inspectors who arrived out for banks inspection during the previous year
with regard to the accounts contributing to the difference.
Pursuant to this, regional offices were advised to forward a list of individual advances, where
the variance in the provisioning requirements between the RBI and the bank is above certain
cut off levels so that the bank and the statutory auditors take into account the assessment of
the RBI while making provisions for loan loss, etc.
The primary responsibility for making adequate provision for any diminution in the value of
loan assets, investment of other assets is that of the bank managements and the statutory
auditors The assessment made by the inspecting officer of the RBI is furnished to the bank to
assist the bank management and the statutory auditors in taking a decision in regard to
making adequate and necessary provisions in terms of prudential guidelines.
In conformity with the prudential norms, provisions should be made on the non-performing
assets on the basis of classification of assets into prescribed categories as detailed above.
Taking into account the time lag between an account becoming doubtful of recovery, its
recognition as such, the realization of the security and the erosion over time in the value of
-
7/27/2019 Final Introduction to Non
46/77
PHIMSR
security charged to the bank, the banks should make provision against loss assets, doubtful
assets and sub-standard assets as below:
(a) Loss Assets:-
The entire assets should be written off after obtaining necessary approval from the competent
authority. If the assets are permitted to remain in the books for any reason, 100 per cent of
the outstanding should be provided.
In respect of an asset identified as a loss asset, full provision at 100 per cent should be made
if the expected salvage value of the security is negligible.
(b) Sub-standard Assets:-
A general provision of 10 per cent on Total Outstanding should be made without making any
allowance for DICGC / ECGC guarantee cover and securities available.
20% provision in case of advances where there was no security/clean form at the time of
sanction.
(c) Standard Assets:-
Banks are providing for Standard Assets @ 0.25% till 2012. Now the provisions are as under
with effect from 2013-14.
(1) Direct Advances to agriculture & SME sectors: 0.25%
(2) Residential housing loans beyond 20 Lakhs: 0.40%
(3) Personal Loans, Advances qualifying as capital market 2.00%
Exposures & Commercial real estate loans:
(4) Other standard advances: 0.40%
-
7/27/2019 Final Introduction to Non
47/77
PHIMSR
(d) Doubtful Assets:-
100 per cent of the extent to which the advance is not covered by the realizable value of the
security to which the bank has a valid recourse should be made and the realizable value is
estimated on a realistic basis.
In regard to the secured portion, provision may be made on the following basis, at the rates
ranging from 20 per cent to 100 per cent of the secured portion depending upon the period for
which the asset has remained doubtful:
Floating Provisions:-
Some of the banks made a floating provision over and above the specific provisions made
in respect of accounts identified as NPAs. The floating provisions, wherever available, could
be set off against provisions required to be made as per above stated provisioning guidelines.
Considering that higher loan loss provisioning adds to the overall financial strength of the
banks and the stability of the financial sector, banks are urged to voluntarily set apart
provisions much above the minimum prudential levels as a desirable practice.
Provisions on Leased Assets:-
Sub-Standard Assets:-(1) 10 percent of net book value.
(2) As per the Guidance Note on Accounting for Leases issued by the
ICAI, Gross book value of a fixed asset is its historical cost or other amount substituted for
historical cost in the books of account of financial statements. Statutory depreciation should
be shown separately in the profit and loss Account. Accumulated depreciation should be
deducted from the Gross Book Value of the leased asset in the balance sheet of the lessor to
arrive at the net book value.
-
7/27/2019 Final Introduction to Non
48/77
PHIMSR
(3) Also, balance standing in Lease Adjustment Account should be adjusted in the net
book value of the leased assets. The amount of adjustment in respect of each class of fixed
assets may be shown either in the main balance sheet or in the Fixed Assets Schedule as a
separate column in the section related to leased assets.
Doubtful Assets:-100 percent of the extent to which the finance is not secured by the realizable value of the
leased assets. Realizable value to be estimated on a realistic basis. In addition to the above
provision, the following provision on the net book value of the secured portion should be
made, depending upon the period for which the asset has been doubtful.
Loss Assets:-The entire asset should be written off. If for any reasons, an asset is allowed to remain in
books, 100 percent of the net book value should be provided for.
Write Off of NPAs:-
In terms of Section 43(D) of the Income Tax Act, 1961, income by way of u\interest in
relation to such categories of bad and doubtful debts as may be prescribed having regard to
the guidelines issued by the RBI in relation to such debts, shall be chargeable to tax in the
previous year in which it is credited to the banks profit and loss account or received,
whichever is earlier. This stipulation is not applicable to provisioning required to be made as
indicated above. In other words, amounts set aside for making provision for NPAs as above
are not eligible for tax deductions. Therefore, the banks should either make full provision as
per the guidelines or write off such advances and claim such tax benefits as are applicable, by
-
7/27/2019 Final Introduction to Non
49/77
PHIMSR
evolving appropriate methodology in consultation with their auditors/ tax consultant.
Recoveries made in such accounts should be offered for tax purposes as per the rules.
GENERAL REASONS FOR ASSETS BECOMING NPAs:-
A multiplicity of factor is responsible forever increasing size of NPAs in banks. A few
prominent reasons for assets becoming NPAs are as under.
Poor credit appraisal system.
Lack of proper monitoring.
Reckless advances to achieve the budgetary targets.
Change in economic policies/ environment.
No transparent accounting policy and poor auditing practices.
Lack of coordination between banks.
Directed lending to certain sectors.
There is no or lack of corporate culture in the Bank. In adequate legal provisions onforeclosure and bankruptcy.
-
7/27/2019 Final Introduction to Non
50/77
PHIMSR
CAUSES OF NPA:-
There are many causes for performing assets becoming Non-performing. The following are
some of the general causes which Contribute to creation of NPAs and the same can be
categorized under three Classes:-
(1) Causes attributable to the Promoter / Borrower:-
Bad intention of securing wrongful gains from banks by availing advances bymisrepresentation of facts.
Financial indisciplinediversion of funds for unapproved purposes. Mismanagement of Units / Projects will full or otherwise.
Lack of professional management.
Death / disability of the chief promoter / person behind the show. Inability to tie up the funds required as margin (promoters contribution) as per the
projection furnished.
Problems due to adverse exchange fluctuations faced by exporters/ importers. Inadequate control / supervision resulting in time and cost overrun. Low priority to technology upgradation and inadequate attention to research anddevelopment, quality control etc.
Differences / disputes amongst promoters---family splits, lack of co-ordination amongpartners, groupings among the directors of the company etc.
Huge deviation in the demand
-
7/27/2019 Final Introduction to Non
51/77
PHIMSR
(2) Causes attributable to the Bank:-
Delay in decision making and sanction of credit facilities. Defective / deficient monitoring and supervision of advance accounts. Improper /poor credit appraisal due to lack of expertise and scales required for critical
pre-sanction scrutiny of loan proposals.
Non-availability of reliable market and industry relevant data on demand / supplyscenario.
Compromise on project viability with overemphasis on security while assessing theloan proposals.
Disbursement of advance facilities before compliance of terms ad condition ofsanction and incomplete / defective documentation.
Delayed and / or non detection / diagnosis of warning signals and inaction in theinitiation of the remedial measures.
Long pending judicial proceedings and protracted legal battles in courts act more as acover to the defaulting borrowers.
Lack of government support and apathy of public to banks recovery efforts. Non observance of banks well laid down norms and systems and of preventive /
precautionary measures facilitating perpetration of frauds by insiders / outsiders.
(3) Causes beyond the control of banks and borrowers:-
-
7/27/2019 Final Introduction to Non
52/77
PHIMSR
Political uncertainties. Frauds committed by outsiders, with or without the collusion of outsiders. Inadequate infrastructure facilities such as supply of power and other essential inputs. Debt Relief Schemes introduced by some states for political mileage have vitiated therepayment culture and has resulted in a large number of willful defaulters.
Inconsistency in judicial verdicts as a result of improper presentation of facts. Outdated laws, labour unrest / lockouts / strikes, riots etc. Law and order problems affecting commercial and industrial activity in certain partsof the country.
Natural calamities like earthquakes, draughts and floods, etc., resulting in large-scaledestruction of properties and life.
SOME OF THE INDICATORS SUGGESTING SLIPPAGES TO NPA:-
A borrower account will not become NPA overnight. Like a major disease to human body, it
does give symptoms beforehand. It is only up to the banker to take sight of these symptoms
and initiate timely remedial measures to prevent the account from actually slipping in to
NPA.
On the basis of auditors experience of banks, the following notable indications would be
available in different types of borrowers accounts:-
(1) Cash Credit / Overdraft:-
Increasing number of goods returned by the clients. Increasing number of un reconcilied book debts. Increasing number of incidences of debit / credit notes in the books of accounts.
-
7/27/2019 Final Introduction to Non
53/77
PHIMSR
Self Cheques presented through some other bank. Huge cash withdrawals without proper explanation. Frequent requests for temporary overdrawing. Frequent requests for release / exchange of securities. Increase in transactions in personal accounts of proprietor / partner / directors. Unexplained delay in submission of financial statements and tax returns.
(2) Bills Discounted / Purchased:-
Incidences of accommodation bills. Gradual increase in realization period. Frequent incidences of partial realization of bills. Gradual increase in dishour of bills discounted and return of bills purchased. Asguidance, dishonor / return of bills in excess of 5% of bills may be taken as the danger signal.
Frequent requests for discount / purchase of bills draw on parties outside the list ofdrawers approved by the bank.
Requests for meeting the amount of dishonored / returned bills from out of discount /purchase of fresh bills.
(3) Letter of Credits / Bank Guarantees:-
Invocation of Bank Guarantees / development of Letter of Credit. Non receipt of original LC / BGs bonds after expiry and several reminders.
(4) Term Loans:-
Misconception of the project. Undue and unreported delay in project implementation.
-
7/27/2019 Final Introduction to Non
54/77
PHIMSR
Non-introduction of margin from time to time and mis-utilisation of loan proceeds. Default in payment of installments / interest. Frequent breakdowns in plant and machinery. Drastic fluctuations in operational efficiency and capacity utilization. Labour unrest in the plant. Disposal / replacement of vital plant and machineries without the consent of the bankand without putting an effective alternative arrangement in place.
(5) Foreign Exchange Finance:-
Incidences of accommodation and kite flying. Frequent overdue in PCL without genuine reasons. Frequent cancellation of orders by the overseas buyers. Increasing delay in realization of export bills. Huge uncovered Foreign Exchange position. Frequent return of goods. Drastic changes in the economic / political atmosphere in the importers country. Serious violation of FEMA / RBI Guidelines by the exporters attracting penal action.
(6) Other General Warning Signals:-
Opening of bank accounts with other banks without the consent of the lending banker. Unrecoccilied branch accounts where borrowers have branches elsewhere. Unexplained swing in the behavioral pattern of the borrower. Noticeable reduction in ancillary business like DDs, TTs, etc. Notice by partner / director of the borrowing firm / company of irregularities. Death of key person in the conduct of business of the borrowers.
-
7/27/2019 Final Introduction to Non
55/77
PHIMSR
Suits filed against the borrowers other than in normal course of business. Issuance of notices to the borrowers from the respective body for not meetingstatutory dues like Income Tax, Sales tax, Excise, ESIC etc
Receipt of attachment orders as a result of non payment of any of the above duties. Material changes in the demand / supply scenario and supply of raw material potentenough to pose serious threat to the economic viability of the project / business.
The above list is not exhaustive and each case of advance may require special attention
depending on each case. As the saying goes, a stitch in time saves nine. It is the alertness
and constant vigil exercised at the operational levels along with quality monitoring and
timely follow-up of borrower accounts that will prevent fresh slippages from performing to
non-performing. The practical banker should develop necessary skill to take note of the
warning signals and initiate necessary corrective action.
In order to build-up and maintain a portfolio of quality advances, it is essential to
meticulously follow the good and time-tested systems and procedures. The best way to
tackle NPA menace is to prevent fresh additions to this undesirable club and, at the
same time, putting vigorous efforts to reduce the size of existing NPA segment.
-
7/27/2019 Final Introduction to Non
56/77
PHIMSR
GENERAL METHODS OF MANAGEMENT OF NPAs:-
The management of NPA is the difficult task in practice. Management of NPAs means, how
to settle the NPAs account in the books. In simple it focuses on the methods of settlement of
NPAs account. The methods are differs from bank to bank. The following paragraph explains
some general methods of Management of NPAs by the bank. The same information is given
in the chart.
(1) Compromise:-
The dictionary meaning of the term compromise is settlement of dispute reached by mutual
concessions. The following are the detailed guidelines for compromise/negotiated settlements
of NPAs.
Compromise
Legal remedies
Regular Training Program
Recovery Camps
Write offs
Spot Visit
Rehabilitation of potentially viable
Other Methods
General Methods of Management of NPAs
-
7/27/2019 Final Introduction to Non
57/77
PHIMSR
The compromise should be a negotiated settlement under which the bank shouldensure recovery of its dues to the maximum extent possible of minimum expenses.
Proper distinction should be made between willful defaulters and borrowersdefaulting in repayments due to circumstances beyond their control.
Where security is available for assessing the realizable value, proper weight ageshould be given to the location, condition and marketable title and possession of such
security.
An advantage in settlement cases is that banks can promptly recycle the funds insteadof resorting to expensive recovery proceedings spread over a long period.
All compromise proposals approved by any functionary should be promptly reportedto the next higher authority for post facto scrutiny.
Proposal for write off/ compromise should be first by a committee of seniorexecutives of the bank.
(2) Legal remedies:-
The legal remedies are one of the methods of management of NPAs. The banks observed that
the borrower is making willful default; no more time should be lost instituting appropriate
recovery proceedings. The legal remedies are:
Filing civil suits. Filing criminal suits under sec.138. Filing suits in DRT.
-
7/27/2019 Final Introduction to Non
58/77
PHIMSR
Use of SARFAESI Act for quick recovery. Putting cases to Lokadalat.
(3) Regular Training Program:-
The all levels of Staff, Officers should undergo the regular training program on credit and
NPA management. It is very useful and helpful to the Staff, Officers & Executives for
dealing with proper appraisal of advances & using correct techniques for NPA recovery &
reduction.
(4) Recovery Camps:-
The banks should conduct the regular or periodical recovery camps in the bank premises or
some other common places; such type of recovery camps reduces the level of NPAs in the
Banks.
(5) Write offs:-
Write offs is also one of the common management techniques of NPAs. The assets are treated
as loss assets, when the bank writes off the balances. The ultimate aim of the write off is to
clean the Balance sheet.
(6) Spot Visit:-
The bank officials should visit to the borrowers business place or borrowers field regularly
or periodically & should have continuous meaningful dialogue, it will help in proper
-
7/27/2019 Final Introduction to Non
59/77
PHIMSR
diagnosis of reasons and deciding correct course of action for recovery. It is also help full to
the bank to control or reduce the NPAs limit.
(7) Rehabilitation of potentially viable units:-
Technically feasible & economically viable NPA units can be rehabilated through
rescheduling, rephrasing, additional financial support, interest rebate, etc. This will help the
units to come back on the track & start generating income to banks overdue & come out of
NPA status.
(8) Other Methods:-
Persistent phone calls. Media announcement. Help of recovery agents. Help of advocates for speedy disposals. Upgradation of account through recovery of overdue amount.
-
7/27/2019 Final Introduction to Non
60/77
PHIMSR
SECURITIZATION AND RECONSTRUCTION OF FINANCIAL
ASSETS ANDENFORCEMENT OF SECURITY INTEREST
ACT 2002 (SARFESI)
SARFESI- The Security Interest Legislation
SARFESI provides for the enforcement of security interests in movable/tangible or
intervention of court, by way of a simplistic, expeditious and a cost effective process. Where
any borrower makes any default in repayment of secured debt or nay instalment there of, and
his account in respect of such debt has been classified by the secured creditor as non-
performing asset, then, the secured creditor may call upon the borrower by way of a written
legal notice to discharge in full his liabilities within 60 days from the date of notice failing
which the secured creditor would be entitled to exercise all or any of the rights set out under
the SARFESI Act. The notice must contai details of debt and secured assets.
Any bank or public financial institution or any other institution or non-banking financial
company as specified by central government or international finance corporation or a
consortium there of, and his account in resects of such debt has been classified by the secured
creditor as non-performing assets, then the secured creditor may call upon the borrower by
the way of a written legal notice to discharge in full, his liabilities within 60 days from the
date of the notice failing which the secured creditor would be entitled to exercise all or any of
the rights set out under SARFESI. The provision of SARFESI relating to security of interest
can be invoked by any bank or public financial institution under section 4A of the Companies
Act, 1956 or any institution specified by the central government under sub clause (2) of
clause (h) of section 2 of recovery of debt due to banks and Financial Institutions Act, 1993
or any other institution or non-banking financial company as specified by central
government or international finance corporation or a consortium there of.
-
7/27/2019 Final Introduction to Non
61/77
PHIMSR
NPA REDUCTION TECHNIQUES:-
Slotting NPAs of various size and type can be made as follows at branches for
working out specific/appropriate strategies individual cases. Besides it will also help us in
taking stock of the situation at given point of time.
CATEGORY TECHNIQUES
1). Small NPA Loans
(Agricultural Loans, Priority
sector Loans, Government
sponsored Loans upto Rs. 1
lakhs.)
a) Asset created out of bank loan may beascertained.
b) Asset created out of bank loan may beascertained.
c) Repaying capacity can be easily gauged.d) Mobilizing liquid cash for meeting thedebt is not difficult.
e) Written reminder and repeat personal callhelp mostly; written reminder is a powerful
weapon.
f) Legal action is time consuming.
g) Influence of other local persons contactshelpful especially in rural/semi urban areas.
-
7/27/2019 Final Introduction to Non
62/77
PHIMSR
2). NPAs-Larger than small but
medium. (Above Rs. 1 lakhs
upto Rs. 5 lakhs)
a) Branch team can talk to the borrower andwork out the repayment programme.
b) In Non-Agricultural NPAs, quick solutionshould be worked out through long draw work out
sessions with borrowers, because the value of
assets may get eroded fast or the borrower may
decamp or shift his activity.
c) In Non-Agricultural NPAs, quick solutionshould be worked out through long draw work out
sessions with borrowers, because the value ofassets may get eroded fast or the borrower may
decamp or shift his activity.
d) Debts can be settled through Lok Adalats.
e) Influence of trade professional circles,associates useful.
3). Medium sized NPAs
(Over Rs. 5 lakhs upto
Rs. 25 lakhs)
a) As the size of NPAs grows, the branchexperiences levels of incapacity to take a view
regarding the ability/recover rabidity of the loans.
b) SWOT analysis and of security, will behelpful.
c) Whether to waive legal action to go for
-
7/27/2019 Final Introduction to Non
63/77
PHIMSR
compromise.
d) Call for intervention at all the stages by amulti-tier team workout specialists.
e) Recovery is effort-inelastic to a lesserdegree.
f) Call for legal/technical advice.
g) If default is wilful, watch on borrowers
business growth plans and using leverage at
appropriate.
4). Large NPAs
(over Rs. 25 lakhs)
a) It is highly effort-inelastic.
b) Calls for intervention abilities not