ASummer Training Project ReportOnNET PERFORMING ASSETSConducted
atPunjab National Bank(Session2013-15) In partial fulfillment of
the requirement for the degree of MASTER OF BUSINESS
ADMINISTRATION(Session 2013 2015) Scholar Mr.Rajesh Kumar Pahwa
Vandna VermaIncharge of ladder section Department of Business
AdministrationPUNJAB NATIONAL BANK OFFICE NATIONAL INSTITUTE OF
TECHONOLOGY KurukshetraAugust 2014ACKNOWLEDGEMENT
First of all I would like to thank the management at Punjab
National Bank for giving me the opportunity to do my summer
training in their esteemed organization. I am highly obliged to Mr.
R.K. GUPTA(C.M) for granting me an opportunity to undertake
training in circle office, Kurukshetra.I express my thanks to all
managers under whose able guidance and direction, I was able to
give shape to my training. Their constant review and excellent
suggestions throughout the project highly commendable.My sincere
thanks to all executives who helped me gain knowledge about the
actual working and process involved in various departments.
VANDNA VERMA
DECLARATION
I, Vandna Verma, as a student of MBA (Master of Business
Administration), National Institute of Technology, Kurukshetra
solemnly declare that this project report entitled NON-PERFORMING
ASSETS is a bonafide record of work done independently by me during
the course of summer project and it has not previously formed the
basis of for the award to me for any degree/diploma, assosiateship,
fellowships or any other similar title of any other institute or
society.
VANDNA VERMA
Ch. No.
Name of the TopicPage no.
1.Preface 4
2.Executive summary5
3.Industry profile6-7
4.Project profile8-20
5.Study of the topic22-53
6.Objective of the study54
7.Research methodology 55
8.Limitation of the study56
9.Analysis and interpretation57-62
10.Conclusion63
11.Suggestions64-65
13.Bibliography66
14.Annexure67
INDEXPREFACEFor quite sometimes now, there is a growing
awareness in banks to bring down the level of non-performing
assets. NPAs are loans given to borrowers who do not pay the
interest of principal for a period of more than 90 days as on the
balance sheet of a bank. NPAs are having an adverse affect on
profitability of banks. This is mainly on two counts:1.
De-recognition of interest on such assets. In other words, the bank
cannot book interest on such assets to their income on accrual
basis. 2. And the requirement of heavy loan loss on such assets.To
bring the level of NPAs, the numerous strategies have been
initiated in the past and are being initiated at present by the
government and banks. These strategies include not only account
specific actions but also framing policy guidelines, which help in
effecting recoveries in such accounts.In this Endeavour for
reducing the level of NPAs, the banks have achieved quite
encouraging progress. Every year for the past few years, it has
been observed that the percentage of NPAs for previous banks in
getting reduced considerably, but simultaneously, there has been
fresh slippage of accounts from the standard category to NPA
category. However, the banks have realized that the only way to
check the standard assets to NPA category is to strengthen their
pre-sanction appraisal systems and their-up systems of loans and
taking timely corrective action in the accounts where some
deterioration are observed.The importance of the topic of NPA can
be judged from a recent development in the Indian economy in the
form of enactment of Securitization and Reconstruction of Financial
Assets and Enforcement of Security Interest (SARFEASI) act which
came into effect on 26th of November, 2002.the act seeks to empower
the banks to recover their dues from defaulting customer in an
effective manner. This new act is discussed in report.It hoped that
this report will prove to be of great help to develop a sense of
understanding of the topic and enhance the awareness of the topic.
August 2014KURUKSHETRA Vandna Verma EXECUTIVE SUMMARY Punjab
National Bank was registered on 19th may 1894 under the Indian
companies act with its office in Anarkali Bazaar, Lahore. The bank
is second largest government owned commercial bank in India with
about 6543 branches across the 3404 cities. It serves million of
customers the banks has ranked 248th biggest bank in the world by
Bankers Almanac, London. PNB has banking subsidiary in the UK, as
well as branches in Hongkong and Kabul, and representative of
offices in Almaty, Shanghai, and Dubai.The Circle Office,
Kurukshetra was started on 20th January 1986, 3 districts were
covered under circle office, Kurukshetra which were Kurukshetra,
Kaithal, Jind and 40 branches were covered and but afterwards
districts Yamunanagar was also included in the circle office,
Kurukshetra and now 105 branches are covered under circle office,
Kurukshetra.The circle head DGM A. K. MISHRA and AGM - A. K. GOYAL
and Chief Managers - B. S. GUPTA & R. K .GUPTA.The topic under
study is non performing assets an asset is classified as
non-performing assets(NPAs) if the borrower does not pay dues in
the form of principal and interest for a period of 180 days.however
with effects from march 2004, default status would be given to a
borrower if dues were not paid for 90 day. If any advance or credit
facilities granted by bank to a borrower become non-performing
,then the bank will have to treat all the advances/credit
facilities granted to that borrower as non-performing without
having any regard to the fact that there may still exist certain
advances/credit facilities having performing status
INDIAN BANKING SECTOR
Banking in India has its origin as early as the Vedic period. It
is believed that the transition from money lending to banking must
have occurred even before Manu, the great Hindu Jurist, who has
devoted a section of his work to deposits and advances and laid
down rules relating to rates of interest. During the Mogul period,
the indigenous bankers played a very important role in lending
money and financing foreign trade and commerce. During the days of
the East India Company, it was the turn of the agency houses to
carry on the banking business. The General Bank of India was the
first Joint Stock Bank to be established in the year 1786. The
others which followed were the Bank of Hindustan and the Bengal
Bank. The Bank of Hindustan is reported to have continued till 1906
while the other two failed in the meantime. In the first half of
the 19th century the East India Company established three banks; 1.
Bank of Bengal in 18092. Bank of Bombay in 1840, and 3. Bank of
Madras in 1843. These three banks also known as Presidency Banks
were independent units and functioned well. These three banks were
amalgamated in 1920 and a new bank The Imperial Bank of India was
established on 27th January 1921. With the passing of the State
Bank of India Act in 1955 the undertaking of the Imperial Bank of
India was taken over by the newly constituted State Bank of India.
The Reserve Bank which is the Central Bank was created in 1935 by
passing Reserve Bank of India Act, 1934. In the wake of the
Swadeshi Movement, a number of banks with Indian management were
established in the country namely:Punjab National Bank Ltd, Bank of
India Ltd, Canara Bank Ltd, Indian Bank Ltd, Bank of Baroda Ltd,
The Central Bank of India Ltd. On July 19, 1969, 14 major banks of
the country were nationalised and in 15th April 1980 six more
Commercial Private Sector Banks were also taken over by the
government.
THE INDIAN BANKING INDUSTRY
The origin of the Indian banking industry may be traced to the
establishment of the Bank of Bengal in Calcutta (now Kolkata) in
1786. Since then, the industry has witnessed substantial growth and
radical changes. As of March 2002, the Indian banking industry
consisted of 97 Commercial Banks, 196 Regional Rural Banks, 52
Scheduled Urban Co-operative Banks, and 16 Scheduled State
Co-operative Banks.
The growth of the banking industry in India may be studied in
terms of two broad phases: Pre Independence (1786-1947), and Post
Independence (1947 till date). The post independence phase may be
further divided into three sub-phases:Pre-Nationalisation Period
(1947-1969)Post-Nationalisation Period
(1969-1991)Post-Liberalisation Period (1991- till date)
The two watershed events in the post independence phase are the
nationalisation of banks (1969) and the initiation of the economic
reforms (1991). This section focuses on the evolution of the
banking industry in India post-liberalisation.
Banking Sector Reforms - Post- Liberalisation
In 1991, the Government of India (GOI) set up a committee under
the chairmanship of Mr. Narasimaham to make an assessment of the
banking sector. The report of this committee contained
recommendations that formed the basis of the reforms initiated in
1991.The banking sector reforms had the following objectives:1.
Improving the macroeconomic policy framework within which banks
operate;2. Introducing prudential norms;3. Improving the financial
health and competitive position of banks;4. Building the financial
infrastructure relating to supervision, audit technology and legal
framework; and4. Improving the level of managerial competence and
quality of human resources.BANK PROFILEBank opened for business on
12 April, 1895 in the building opposite the Arya Samaj Mandir in
Anarkali in Lahore. Authorised capital Rs. 2 lakhs, working capital
was Rs. 20000. Total staff strength of 9 and the total monthly
salary amounted to Rs. 320.Sardar Dayal Singh Majithia - founder of
Dayal Singh College and the Tribune; as First chairman.
THE FOUNDERLALA LAJPATRAI ((1865-1928)
ORIGIN
VISION
To be a Leading Global Bank with Pan India footprints and become
a household brand in the Indo- Gangetic Plains, providing entire
range of financial products and services under one roof.
MISSION
Banking for the unbankedThe first Board of 7 Directors
comprised:-
Lala Lalchand one of the founders of DAV College and President
of its Management Society;1. Kali Prosanna Roy, eminent Bengali
pleader & Chairman of the Reception committee of the INC at its
Lahore session in 1900; 2. Lala Harkishan Lal -first industrialist
of Punjab; 3. EC Jessawala, a Parsi merchant and partner of
Jamshedji & Co. of Lahore; 4. Lala Prabhu Dayal, a leading Rais
of Multan; 5. Bakshi Jaishi Ram, an eminent Civil Lawyer of Lahore;
Lala Harkishan Lal, the first secretary to the Board and Shri
Bulaki Ram Shastri Barrister at Lahore, was appointed Manager.
Performance ab-initio : Lala Lajpat Rai was the first to open an
account with the bank . A Maiden Dividend of 4% was declared after
only 7 months of operation. The first branch outside Lahore was
opened in Rawalpindi in 1900. In 1913, the banking industry in
India was hit by a severe crisis. Failure of the Peoples Bank of
India As many as 78 banks failed during this crisis but Punjab
National Bank survived. Mr. JH Maynard, the then Financial
Commissioner, Punjab, remarked ...."Your Bank survived...no doubt
due to good management".
The Journey Jalianwala Bagh Committee account was opened in the
Bank, which in the decade that followed, was operated by Mahatma
Gandhi and Pandit Jawaharlal Nehru. On March 31, 1947 - decided to
transfer the registered office to Delhi. PNB was then housed in the
precincts of Sreeniwas in the salubrious Civil Lines, Delhi The
Bank was forced to close 92 offices in West Pakistan constituting
33 percent of the total number and having 40% of the total
deposits.The SWADESHI BANK : Since inception in 1895, PNB has
always been a "People's bank" serving millions of people throughout
the country and also had the proud distinction of serving great
national leaders like Sarvshri Jawahar Lal Nehru, Gobind Ballabh
Pant, Lal Bahadur Shastri, Rafi Ahmed Kidwai, Smt. Indira Gandhi
etc. amongst other who banked with us.
YATRA THE JOURNEY : Registered on 19 May 1894 under the Indian
Companies Act , with its office inAnarkali Bazaar,Lahore. Started
Business from BAISAKHI , the 13th April ,1895 1900: PNB established
its first branch outside Lahore inRawalpindi. 1904: PNB established
branches in Karachi and Peshawar. 1940.absorbed Bhagwan Dass Bank,
a scheduled bank located inDelhiCircle 1947: at thePartition of
India forced PNB to close 92 offices in West Pakistan, 33% of the
total number, and which held 40% of the total deposits. 1951:
acquired the 39 branches of Bharat Bank (est. 1942); 1960: PNB
amalgamated 1961: PNB acquired Universal Bank of India. Indo
Commercial Bank (est. 1933) in a rescue 1963: The Government
ofBurma nationalized PNB's branch inRangoon(Yangon). 1965: After
the Indo-Pak war the government of Pakistan seized all the offices
in Pakistan of Indian banks, including PNB's head office, which may
have moved to Karachi.PNB also had one or more branches in East
Pakistan (Bangladesh). 1969: PNB Nationalised, on 19 July 1969.
1978: PNB opened a branch in London. 1986 TheReserve Bank of
Indiarequired PNB to transfer its London branch toState Bank of
India 1986: PNB acquired Hindustan Commercial Bank (est. 1943) in a
rescue. 142 branches . 1993: Acquired New Bank of India. 1998: PNB
set up a representative office inAlmaty, Kazakhstan. 2003, PNB took
overNedungadi Bank 2004: PNB established a branch inKabul,
Afghanistan and a representative office in Shanghai. Established an
alliance withEverest Bankin Nepal( PNB owns 20% of Everest Bank.)
2004: PNB opened a representative office inDubai. 2006: Established
PNBIL Punjab National Bank (International) in the UK, PNB also
opened a branch in Hong Kong. 2007: PNB established PNBIL - Punjab
National Bank (International) - in the UK, with two offices, one in
London, and one in South Hall, Middlesex. Since then it has opened
a third branch in Leicester, and is planning a fourth in
Birmingham. 2008: PNB opened a branch in Hong Kong. 2009:
Established a representative office in Oslo, Norway. 2010, PNB
purchased JSC Dena Bank in Kazakhstan. and now PNB owns 84% of what
has become JSC (SB) PNB. In 2010, PNB established a subsidiary
inBhutan. PNB owns 51% of Druk PNB Bank, 1 May, PNB opened its
branch in Dubai's financial center. September 2011: PNB opened a
representative office inSydney, Australia. December 2012: PNB
acquired 30% stake in US based life Insurance companyMetlife,
renamed PNB MetLife India Limited
Subsidiaries
A.Domestic: Sr No.Name of the Entity Country of Incorporation
Proportion of ownership% i)PNB Gilts Ltd. India 74.07ii)PNB Housing
Finance Ltd.India51.01iii)PNB Investment Services
Ltd.India100iv)PNB Insurance Broking Pvt. Ltd.#India81 PNB
Insurance Broking Company is non-functional. The Broking licence
has been surrendered and steps are being initiated for winding-up
of the Company.Domestic Joint Ventures :1. Principal PNB Asset
Management Company Pvt. Ltd2. Principal Trustee Company Pvt. Ltd3.
Assets Care & Reconstruction Enterprise Ltd.4. PNB Metlife
India Insurance Company Ltd
B. International: Sr. No Name of the Entity Country of
incorporation Proportion ofownership 1PNB (International) Ltd.
United Kingdom 100% 2Druk PNB Bank Ltd Bhutan 51% 3 JSC SB PNB
Kazakhstan Kazakhstan 84.375%
Associates: (Bank having 20% or more stake)A. Domestic:Sr.
No.Name of Regional Rural Banks / Other Associates Proportion of
ownership
1Madhya Bihar Gramin Bank, Patna35%
2 Sarva Haryana Gramin Bank, Rohtak35%
3Himachal Gramin Bank, Mandi35%
4Punjab Gramin Bank, Kapurthala35%
5Sarva UP Gramin Bank, Meerut35%
6Principal PNB Asset Management Co. Pvt. Ltd.30%
7Principal Trustee Co. Pvt. Ltd.30%
8Assets Care & Reconstruction Enterprise Ltd.30%
9 PNB Metlife India Insurance Company Ltd30%
B. Outside India:Sr. NoName of the Entity Country
ofincorporation Proportion ofownership1Everest Bank Ltd Nepal
20%
Name of Regional Rural Banks : Sponsored by PNB ( Having 35%
stake )1. Madhya Bihar Gramin Bank, Patna2. Haryana Gramin Bank,
Rohtak3. Himachal Gramin Bank, Mandi4. Punjab Gramin Bank,
Kapurthala5. Sarva UP Gramin Bank, Meerut
Corporate Social Responsibility
PNB Centenary Rural Dev. Trust :- Assist rural youth in gainful
employment. PNB Farmers Welfare Trust:- ( Detail in Next Slide )
PNB Rural Self Empl. Trg. Institutes ( PNBRSETIs ):- 30 in total
distt. FLCC in all 67 lead distt. PNB Vikas ( Village Adoption
Scheme) :- 117 villages in 60 lead + 50 non lead distt. Health
& Social Initiatives :- Education, Health, Wind Energy, Sports
etc. ASHA Project :- rehabilitation of Slum area in Delhi. Janmitra
Rickshaw Project, Vegetable Producers Project , Women weavers etc.
PNB Prerna PNB Farmers Welfare Trust
Established 10 FTCs :- Sachakhera ( Har.), Vidisha (M.P.),
Neemrana (Raj.), Shamsernagar (Pb), Saifai (UP), Labhandi (
Chhattisgarh), Mehraj ( Pb.), Pillayarpatti ( T.N.), Karapalli
(Orissa). 2 more under progress :- Jhalrapatan ( Raj.) and at Suti
( WB).- Trained more than 4 lac farmers & 1 lac women.
Scholarship to meritorious children :- For passing Matic, Inter,
Grad. With at least 60% marks ) Scholarship Rs. 5000, 8000, 10000
respectively + addl. 1000 to Girl student. Village
adoption,Financial Inclusion.AWARDS WON DURING THE YEAR 2013-14
Golden Peacock award for innovative Product/Servicefor the year
2014 Vigilance Excellence Award 2013-14 ABP News Global CSR
Excellence and Leadership Award forOrganisations with Best CSR
Practices Conferred with Appreciation Certificate in 6th Global CSR
Summit - cum Excellence Awards
BOARD OF DIRECTORS
Shri. K.R.Kamath ,Chairman & Managing Director Executive
Directors 1. Shri Gauri Shankar, Executive Director2. Shri K Veera
Brahmaji Rao, Executive Director3. Dr. Ram S. Sane, Executive
Director
Other Members of Board of Directors : 1. Shri. Anurag Jain, IAS,
Govt. of India Nominee Director2. Shri. B P Kanungo, Reserve Bank
of India Nominee Director3. Shri. B B Chaudhry,Part-time
non-official Director4. Shri. G P Khandelwal, Part-time
non-official Director5. Shri. Devinder Kumar Singla, Shareholder
Director6. Dr.Sunil Gupta, Shareholder Director7. Shri M. N.
Gopinath,Shareholder Director8. Shri. Dilip Kumar Saha, Officer
Employee Director9. Shri. Tara Chand Jhalani, Workmen Employee
Director
ORGANISATION SET UP
HEAD OFFICE
BUSINESS DIVISIONS Corporate Marketing Division Credit Division
CCD- Credit Card Financial Inclusion Gov. Business IBD Marketing
Division Marketing Services Division Merchant Bkg. MSME PSLB Retail
Assets Division Resource Mobi. Division Recovery Division(SAMD)
Treasury New Initiatives Division SUPPORT DIVISIONS Board &
Coordination Division General Admin Services. GAD - Branch
Expansion Human Resource Dev IT Division Law MASD Mgmt. Inf. Sys.
Pension & PF Personnel Administration Division Print &
Stat. PR & Publicity. Rajbhasha Security Strategic Planning
& Business Process Training Dept. Transaction Banking
Division
CONTROL DIVISIONS Compliance Division Credit Audit & Review
Finance Financial Products Fraud Prevention Inspection & Audit
Insurance Cell IRMD - ALM IRMD Integ. Risk Mgmt. IRMD - Loans &
Adv. MARD Share Vigilance Operations
Organisational Set up - FGMOs
No. of FGMOs :- 13 (Shall be controlling following circles) 1.
Patna :- for all 7 COs of Bihar & Jharkhand.2. Kolkata :- all 6
COs of West Bengal, North East and Orissa.3. Lucknow :- 5 COs.
Gorakhpur, Varanasi, Lucknow , Kanpur ,Faizabad.4. Meerut :- 2 COs
of UP viz. Meerut, Muz.ngr and 3 COs of 5. Agra :- 5 COs of West UP
and Central UP.6. Delhi :- COs viz. North, Central, South Delhi and
Noida.7. Chandigarh :- all 5 COs of Haryana and Chandigarh.8.
Ludhiana :- all 7 COs of Punjab. 9. Jaipur :- all 5 COs of
Rajasthan.10. Mumbai :- all 5 COs of Maharashtra & Gujarat.11.
Chennai :- all 6 COs of Kerala, AP, Karnataka, TN states.12. Shimla
:- 5 COs of J & K and Himachal Pradesh13. Bhopal :- 4 COs of
Madhya Pradesh and Chattisgarh.
Organisational set up : ZAOs
ZAOs are looking after the inspection of Branches and to ensure
that compliance of guidelines is being adhered to. One ZAO is
aligned one FGMO Accordingly total No. of ZAOs : 13 Headed by Dy.
General
CIRCLE OFFICE FUNCATIONAL STRUCTURE
Security
Inspection HRD
Circle Office
GAD Credit
ITMarketing
PRD
NON-PERFORMING ASSETS
The world is going faster in terms of services and physical
products. However it has been researched that physical products are
available because of the service industries. In the nation economy
also service industry plays vital role in the boosting up of the
economy. The nations like U.S, U.K, and Japan have service
industries more than 55%. The banking sector is one of appreciated
service industries. The banking sector plays larger role in
mobilizing money from one end to other end. It helps almost every
person in utilizing the money at their best. The banking sector
accepts the deposits of the people and provides fruitful return to
people on the invested money. But for providing the better returns
plus principal amounts to the clients; it becomes important for the
banks to earn. The main sources of income for banks are the
interest that they earn on the loans that have been disbursed to
general person, businessman, or any industry for its development.
Thus, we may find the input-output system in the banking sector.
Banks first, accepts the deposits from the people and secondly they
lend this money to people who are in the need of it. By the way of
mobilizing money from one end to another end, Banks earn their
profits.
However, Indian banking sector has recently faced the serious
problem of Non Performing Assets. This problem has been emerged
largely in Indian banking sector since three decade. Due to this
problem many Public Sector Banks have been adversely affected to
their performance and operations. In simple words Non Performing
Assets problem is one where banks are not able to recollect their
landed money from the clients or clients have been in such a
condition that they are not in the position to provide the borrowed
money to the banks.The problem of NPAs is danger to the banks
because it destroys the healthy financial conditions of them.
The trust of the people would not be any more if the banks have
higher NPAs. So the problem of NPAs must be tackled out in such a
way that would not destroy the operational, financial conditions
and would not affect the image of the banks. Recently, RBI has
taken number steps to reduce NPAs of the Indian banks. And it is
also found that the many banks have shown positive figures in
reducing NPAs as compared to the past years.MEANING OF NPAs
An asset is classified as non-performing assets (NPAs) if the
borrower does not pay dues in the form of principal and interest
for a period of 180 days. However with effect from March 2004,
default status would be given to a borrower if dues were not paid
for 90 days. If any advance or credit facilities granted by bank to
a borrower become non-performing, then the bank will have to treat
all the advances/credit facilities granted to that borrower as
non-performing without having any regard to the fact that there may
still exist certain advances / credit facilities having performing
status.
DEFINITIONS OF NPA
An asset, including a leased asset, becomes non-performing when
it ceases to generate income for the bank. A non-performing asset
is a loan or advance where:- Interest and / or installment of
principal remain overdue for a period of more than 90 days in
respect of a term loan. The account remains out of order for a
period of 90 days, in respect of an Overdraft/ Cash Credit (OD/CC).
The bill remains overdue for a period of more than 90 days in the
case of bills purchased and discounted. Any amount to be received
remains overdue for a period of more than 90 days in respect of any
other accounts. The installment of principal or interest thereon
remains overdue for two crops season for the long duration crops.
The amount of liquidity facility remains outstanding for more than
90 days, in respect of a securitization transaction undertaken in
terms of guidelines on securitization dated February 1,2006. In
respect of derivative transactions,the overdue receivables
representing positive mark to-market value of a derivative contract
,if these remain unpaid for a period of 90 days from the specified
due date for payment.CLASSIFICATION OF LOANS
In India the bank loans are classified on the following
basis.
Performing Assets:
Loans where the interest and/or principal are not overdue beyond
180 days at the end of the financial year.
Non-Performing Assets:
Any loan repayment, which is overdue beyond 180 days or two
quarters, is considered as NPA. According to the securitisation and
reconstruction of financial assets and enforcement of security
interest ordinance, 2002 non-performing asset(NPA) means an asset
or account of a 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
classifications issued by the Reserve Bank
Internationally, income from non-performing assets is not
recognized on accrual basis, but is taken into account as income
only when it is actually received. It has been decided to adopt
similar practice in our country also. Banks have been advised that
they should not charge and take to income account the interest on
all Non-performing assets. An asset becomes non-performing for a
bank when it ceases to generate income.
ASSET CLASSIFITION
ASSETS
PERFORMING ASSETS NON-PERFORMING OR ASSETS STANDERED ASSETS
SUB-STANDERED DOUBTFUL LOSS ASSETS ASSETS ASSETS
LESS THAN1 TO 3 ABOVE1 YEAR YEARS 3 YEARS
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 in to
following categories:STANDARD ASSETS:Standard assets are one which
does not carry any problems and which does not carry more than
normal risk attached to the business. Such assets should not be an
NPA.SUB-STANDARD ASSETS:These assets involved the two types of view
as follows In respect to the norms of March 31, 2005 an asset would
be classified as Sub standard if it remained NPA for a period less
than or equal to 12 months.An assets where the terms of the loan
agreement regarding interest & principal have been regenerated
or rescheduled after commencement of production, should be
classified as sub-standard and should remain in such category for
at least 12 months of satisfactory performance under the
re-negotiated terms.DOUBTFUL ASSETS:In respect to the norms of
March 31, 2005 an asset is required to be classified as doubtful,
if it has remained NPA for more than 12 months.A loan which is
classified as doubtful has all the weaknesses inherent as that
classified as Sub-standard with the added characteristic that the
weaknesses make collection or liquidation in full, on the basis of
the currently known facts, conditions and values, highly
questionable and improbable.Some types of these assets areLess than
1 year1 to 3 year3 year and aboveLOSS ASSETSA loss asset is one
where loss has been identified by the bank or internal or external
auditors or by the Co-operation department or by the RBI inspection
but the amount has not been written of, wholly or partly.Guidelines
for Classification of Assets
1. BASIC CONSIDERATION: In simple terms the classification of
assets should be done by considering the well defined credit
weaknesses & extent of dependence on collateral security for
realization of dues.In accounts where there is a potential threat
to recovery on account and existence of other factor such as fraud
committed by borrowers it will not be prudent for bank to classify
that account first as sub-standard and then as doubtful. Such
account should be straight away classified as doubtful asset or
loss asset, as appropriate, irrespective of the period for which it
has remained as NPA.2. ADVANCES GRANTED UNDER REHABILITATION
PACKAGES:Banks are not permitted to do classification of any
advances in respect of which the term have been re-negotiated
unless the package of re-negotiated terms has worked satisfactory
for a period of one year. A similar relaxation is also made in
respect of SSI units which are identified as sick by banks
themselves and where rehabilitation packages programs have been
drawn by the banks themselves or under consortium arrangements.3.
INTERNAL SYSTEM FOR CLASSIFICATION OF ASSETS AS NPA: 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 levels. The cut-off point should be valid
for the entire accounting year.Responsibility and validation level
for proper assets classification may be fixed by bank. The system
should ensure that doubts in asset classification due to any reason
are settled through specified internal channels with in one month
from the date on which the account would have been classified as
NPA as per extant guidelines.PROVISION NORMSGeneral: The primary
responsibility for making adequate provisions for any diminution in
the value of loan assets, investment or other assets is that of the
bank managements and the statutory auditors. The assessments made
by the inspecting officers of the RBI is furnished to the bank to
assist the bank management and the statutory auditors in taking a
decision 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 in to prescribed categories
as detailed in paragraphs 4 supra. 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 security charged to the bank , the banks should
make provision against substandard assets ,doubtful assets ,loss
assets as below:Loss assets:Loss assets should be written off. If
loss assets are permitted to remain in the books for any reason,
100 % of the outstanding should be provided for.Doubtful asset100%
of the extent to which the advance is not covered by the realizable
value of the security to which the bank has a valid resources and
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 25 % to 100 % of the secured portion
depending upon the period for which the asset has remained
doubtful:-Period for which the advanced has remained in doubtful
categories Provision requirement (%)
Up to one year20
One to three years 30
More than three years100
Substandard assets1) A general provision of 10 % on total
outstanding should be made without making an allowance for ECGC
guarantee cover and securities available.2) The unsecured exposures
which are identified as substandard would attract additional
provision of 10 per cent, i.e., a total of 25 per cent on the
outstanding balance. However, in view of certain safeguards such as
escrow accounts available in respect of infrastructure lending,
infrastructure loan accounts which are classified as sub-standard
will attract a provisioning of 20 percent instead of the aforesaid
prescription of 25 per cent. To avail of this benefit of lower
provisioning, the banks should have in place an appropriate
mechanism to escrow the cash flows and also have clear a legal
first claim on the cash flow. Provisioning requirement for
unsecured doubtful assets is 100 percent. Unsecured exposure is
defined as an exposure where the realizable value of the security,
as assessed by the bank/approved values/Reserve Banks inspection
officers is not more than 10 percent, abinitio, of the outstanding
exposure. Exposure shall include all funded and non funded
exposure. Security will mean tangible security properly discharged
to the bank and will not include intangible securities like
guarantees (including State government guarantees), comfort letters
etc.3) In order to enhance transparency and ensure correct
reflection of the unsecured advances in Schedule 9 of the banks
balance sheet, it is advised that the following would be applicable
from the financial year 2009-10 onwards:-a) For determining the
amount of unsecured advances for reflecting in schedule 9 of the
published balance sheet, the rights, licenses, authorization, etc.,
charged to the bann respeks as collateral in respect of projects
(including infrastructure projects) financed by them should not be
reckoned as tangible security. Hence such advances shall be
reckoned as unsecured.b) However, banks may treat annuities under
build-operate-transfer (BOT) model in respect of road-highway
projects and tool collection rights, where there are provisions to
compensate the project sponsor if a certain level of traffic is not
achieved, as tangible securities subject to the condition that
banks right to receive annuities and tool collection rights is
legally enforceable and irrecoverable.c) It is noticed that most of
the infrastructure projects, especially road/ highway projects are
user-charged based, for which the planning commission has published
model concession agreements (MCAs). These have been adopted by
various ministers and state governments for their respective
public-private partnership (PPP) projects and they provide adequate
comfort to the lenders regarding security of their debts. In view
of the above features , in case of PPP projects ,the debts due to
lenders may be considered as secured to extend assured by the
project authority in terms of the concessions agreement , subject
to the following conditions:- User charges/toll/tariff payments are
in an escrow account where senior lender have priority over
withdraws by the concessionaire ; There is sufficient risk
mitigation, search such as pre-determined increase in user charges
or increase in concession period, in case project revenue are lower
than anticipated; The lenders have right of substitution on case of
concessionaire default; The lenders have a right to trigger
termination in case of default in debt service; Upon termination,
project authority has obligation of Compulsory buy-out and
Repayment of debt due to pre-determined manner.d) In all such
cases, banks must satisfy themselves about the legal enforceability
of the provision of the tripartite agreement and factor in their
past experience in such contracts.Banks should also disclose the
total amount of advances for which intangible securities such as
charge over the rights, licenses, authority etc has been taken as
also the estimated value of such intangible collateral. The
disclosure may be made under a separate head in notes to accounts.
This would differentiate such loans from other entirely unsecured
loans.
Standard assets1) The provisioning requirements for all types of
types of standard assets stand as below. Banks should make general
provision for standard assets at the following rates for the funded
outstanding on global loan portfolio basis:a. Direct advances to
agriculture and small and micro enterprises (SMEs). Sectors at 0.25
%.b. Advances to commercial real Estate (CRE) sector at 1.00 %.c.
Advances to commercial real-Estate-residential housing sector
(CRE-RH) at 0.75 %.d. Housing loans extended as teaser rates and
restructured advances as indicated in Para 5.9.13 and 12.4
respectively.e. All other loans and advances not included in (a)
(b) and (c) above at .40 %2. The provisions on standard assets
should not be reckoned for arriving at net NPAs.3. The provisions
towards standard assets need not be netted from gross advances but
shown separately as contingent provision against standard assets
under other liabilities and provisions others in schedule 5 of the
balance sheet.4. It is clarified that the medium enterprises will
attract .40% standard asset provisioning. The definition of the
terms micro enterprises, small enterprises and medium enterprises
shall be in terms of master circular RPCD SME & NFS. BC.11
/06.02.31/2012-13 dated July 2, 2012 on lending to micro, small
& medium enterprises (MSME) sector.
INDIAN ECONOMY AND NPAs
Undoubtedly the world economy has slowed down, recession is at
its peak, globally stock markets have tumbled and business itself
is getting hard to do. The Indian economy has been much affected
due to high fiscal deficit, poor infrastructure facilities, sticky
legal system, cutting of exposures to emerging markets by FIIs,
etc.
Further, international rating agencies like, Standard & Poor
have lowered India's credit rating to sub-investment grade. Such
negative aspects have often outweighed positives such as increasing
forex reserves and a manageable inflation rate.
Under such a situation, it goes without saying that banks are no
exception and are bound to face the heat of a global downturn. One
would be surprised to know that the banks and financial
institutions in India hold non-performing assets worth Rs. 1,10,000
crores. Bankers have realized that unless the level of NPAs is
reduced drastically, they will find it difficult to survive.
The actual level of Non Performing Assets in India is around $40
billion much higher than governments estimation of $16 billion.
This difference is largely due to the discrepancy in accounting the
NPAs followed by India and rest of the world. The Accounting norms
of the India are less stringent than those of the developed
economies. the Indian banks also have the tendency to extend the
past dues. Considering the GDP of India nearly $470 billion, the
NPAs are 8% of total GDP, which was better than the many Asian
countries. the NPA of china was 45%of the GDP, while Japan had NPAs
of 25% of the GDP and Malaysia had 42%.
The aggregate level of the NPAs in Asia has increased from $1.5
billion in 2000 to $2 billion in 2002.looking to such overall
picture of the market, we can say that India is performing well and
the steps taken are looking favorable.
UNDERLYING REASONS FOR NPAs IN INDIA
An internal study conducted by RBI shows that in the order of
prominence, the following factors contribute to NPAs.
Internal Factors
Diversion of funds
fora)Expansion/diversification/modernizationb) Taking up new
projectsc) Helping / promoting associate concerns time/cost overrun
during the project implementation stage
Business (product, marketing, etc.) failure Inefficiency in
management Slackness in credit management and monitoring
Inappropriate technology/technical problems Lack of co-ordination
among lenders
External Factors
RecessionInput/power shortagePrice escalationExchange rate
fluctuationAccidents and natural calamities, etc.Changes in
Government policies in excise/ import duties, pollution control
orders, etc.
As mentioned earlier, we held discussions with lenders and
financial sector experts on the causes of NPAs in India and whilst
the above-mentioned causes were reaffirmed, some others were also
mentioned. A brief discussion is provided below.
Liberalization of economy/removal of restrictions/reduction of
tariffsA large number of NPA borrowers were unable to compete in a
competitive market in which lower prices and greater choices were
available to consumers. Further, borrowers operating in specific
industries have suffered due to political, fiscal and
social.compulsions, compounding pressures from liberalization
(e.g., sugar and fertilizer industries)
Lax monitoring of credits and failure to recognize Early Warning
SignalsIt has been stated that approval of loan proposals is
generally thorough and each proposal passes through many levels
before approval is granted. However, the monitoring of
sometimes-complex credit files has not received the attention it
needed, which meant that early warning signals were not recognised
and standard assets slipped to NPA category without banks being
able to take proactive measures to prevent this. Partly due to this
reason, adverse trends in borrowers' performance were not noted and
the position further deteriorated before action was taken.
Over optimistic promotersPromoters were often optimistic in
setting up large projects and in some cases 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 the funding would be arranged from the
capital markets, which were booming at the time of the project
appraisal. When the capital markets subsequently crashed, the
requisite funds could never be raised, promoters often lost
interest and lenders were left stranded with incomplete/unviable
projects.Directed lendingLoans to some segments were dictated by
Government's policies rather than commercial imperatives.
Highly leveraged borrowersSome 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.
Funding mismatchThere are said to be many cases where loans
granted for short terms were used to fund long term
transactions.
High Cost of FundsInterest rates as high as 20% were not
uncommon. Coupled with high leveraging and falling demand,
borrowers could not continue to service high cost debt.
EXISTING SYSTEMS/PROCEDURES FOR NPAIDENTIFICATION AND RESOLUTION
IN INDIA
Internal Checks & ControlSince high level of NPAs dampens
the performance of the banks identification of potential problem
accounts and their close monitoring assumes importance.
Though most banks have Early Warning Systems (EWS) for
identification of potential NPAs, the actual processes followed,
however, differ from bank to bank.The EWS enable a bank to identify
the borrower accounts which show 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 beforehand, accordingly. The early
warning signals, indicative of potential problems in the accounts,
viz. persistent irregularity in accounts, delays in servicing of
interest, frequent devolvement of L/Cs, units' financial problems,
market related problems, etc. are captured by the system. In
addition, some of these banks are reviewing their exposure to
borrower accounts every quarter based on published data which also
serves as an important additional warning system. These early
warning signals used by banks are generally independent of risk
rating systems and asset classification norms prescribed by
RBI.
The major components/processes of a EWS followed by banks in
India as brought out by a study conducted by Reserve Bank of India
at the instance of the Board of Financial Supervision are as
follows:i)Designating Relationship Manager/ Credit Officer for
monitoring account/s ii)Preparation of `know your client'
profileiii)Credit rating systemiv)Identification of
watch-list/special mention category accounts v)Monitoring of early
warning signals
1
Relationship Manager/Credit OfficerThe Relationship
Manager/Credit Officer is an official who is expected to have
complete knowledge of borrower, his business, his future plans,
etc. The Relationship Manager has to keep in constant touch with
the borrower and report all developments impacting the borrowal
account. As a part of this contact he is also expected to conduct
scrutiny and activity inspections. In the credit monitoring
process, the responsibility of monitoring a corporate account is
vested with Relationship Manager/Credit Officer.
Know your client' profile (KYC)Most banks in India have a system
of preparing `know your client' (KYC) profile/credit report. As a
part of `KYC' system, visits are made on clients and their places
of business/units. The frequency of such visits depends on the
nature and needs of relationship.
Credit Rating SystemThe credit rating system is essentially one
point indicator of an individual credit exposure and is used to
identify measure and monitor the credit risk of individual
proposal. At the whole bank level, credit rating system enables
tracking the health of banks entire credit portfolio.
Most banks in India have put in place the system of internal
credit rating. While most of the banks have developed their own
models, a few banks have adopted credit rating models designed by
rating agencies. Credit rating models take into account various
types of risks viz. financial, industry and management, etc.
associated with a borrowal unit. The exercise is generally done at
the time of sanction of new borrowal account and at the time of
review / renewal of existing credit facilities.
Watch-list/Special Mention CategoryThe grading of the bank's
risk assets is an important internal control tool. It serves the
need of the Management to identify and monitor potential risks of a
loan asset. The purpose of identification of potential NPAs is to
ensure that appropriate preventive / corrective steps could be
initiated by the bank to protect against the loan asset becoming
non-performing. Most of the banks have a system to put certain
borrowal accounts under watch list or special mention category if
performing advances operating under adverse business or economic
conditions are exhibiting certain distress signals. These accounts
generally exhibit weaknesses which are correctable but warrant
banks' closer attention. The categorisation of such accounts in
watch list or special mention category provides.early warning
signals enabling Relationship Manager or Credit Officer to
anticipate credit deterioration and take necessary preventive steps
to avoid their slippage into non performing advances.
Early Warning SignalsIt is important in any early warning
system, to be sensitive to signals of credit deterioration. A host
of early warning signals are used by different banks for
identification of potential NPAs. Most banks in India have laid
down a series of operational, financial, transactional indicators
that could serve to identify emerging problems in credit exposures
at an early stage. Further, it is revealed that the indicators
which may trigger early warning system depend not only on default
in payment of installment and interest but also other factors such
as deterioration in operating and financial performance of the
borrower, weakening industry characteristics, regulatory changes,
general economic conditions, etc.Early warning signals can be
classified into five broad categories viz. (a) financial (b)
operational (c) banking (d) management and (e) external factors.
Financial related warning signals generally emanate from the
borrowers' balance sheet, income expenditure statement, statement
of cash flows, statement of receivables etc. Following common
warning signals are captured by some of the banks having relatively
developed EWS.
Management related warning signals Evidence of aged
inventory/large level of inventory Lack of co-operation from key
personnel Change in management, ownership, or key personnel Desire
to take undue risks Family disputes Poor financial controls Banking
related signals
Declining bank balances/declining operations in the account
Opening of account with other bank Return of outward
bills/dishonored cheques Sales transactions not routed through the
account Frequent requests for loan Frequent delays in submitting
stock statements, financial data, etc.
Signals relating to external factors Economic recession
Emergence of new competition Emergence of new technology Changes in
government / regulatory policies Natural calamities
2. Management/Resolution of NPAsA reduction 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 SRFAESI Act, one time settlement schemes, setting up of
the CDR mechanism, strengthening of DRTs.
From the data available of Public Sector Banks as on March 31,
2003, there were1,522 numbers of NPAs as on March 31, 2003 which
had gross value greater than Rs. 50 million in all the public
sector banks in India. The total gross value of these NPAs amounted
to Rs. 215 billion.
The total number of resolution approaches (including cases where
action is to be initiated) is greater than the number of NPAs,
indicating some double counting. As can be seen, suit filed and
BIFR are the two most common approaches to resolution of NPAs in
public sector banks. Rehabilitation has been considered/adopted in
only about 13% of the cases. Settlement has been considered only in
9% of the cases. It is likely to have been adopted in even fewer
cases. Data available on resolution strategies adopted by public
sector banks suggest that Compromise settlement schemes with
borrowers are found to be more effective than legal measures. Many
banks have come out with their own restructuring schemes for
settlement of NPA accounts.
3.Credit Information BureauState Bank of India, HDFC Limited,
M/s. Dun and Bradstreet Information Services (India) Pvt. Ltd. and
M/s. Trans Union to serve as a mechanism for exchange of
information between banks and FIs for curbing the growth of NPAs
incorporated credit Information Bureau (India) Limited (CIBIL) in
January 2001. Pending the enactment of CIB Regulation Bill, the RBI
constituted a working group to examine the role of CIBs. As per the
recommendations of the working group, Banks and FIs are now
required to submit the list of suit-filed cases of Rs. 10 million
and above and suitfiled cases of willful defaulters of Rs. 2.5
million and above to RBI as well as CIBIL. CIBIL will share this
information with commercial banks and FIs so as to help them
minimize adverse selection at appraisal stage. The CIBIL is in the
process of getting operationalised.
4. Willful DefaultersRBI has issued revised guidelines in
respect of detection of willful default and diversion and siphoning
of funds. As per these guidelines a willful default occurs when a
borrower defaults in meeting its obligations to the lender when it
has capacity to honor the obligations or when funds have been
utilized for purposes other than those for which finance was
granted. The list of willful defaulters is required to be submitted
to SEBI and RBI to prevent their access to capital markets. Sharing
of information of this nature helps banks in their due diligence
exercise and helps in avoiding financing unscrupulous elements. RBI
has advised lenders to initiate legal measures including criminal
actions,wherever required, and undertake a proactive approach in
change in management, where appropriate.
5. Legal and Regulatory Regime
A. Debt Recovery TribunalsDRTs were set up under the Recovery of
Debts due to Banks and Financial Institutions Act, 1993. Under the
Act, two types of Tribunals were set up i.e. Debt Recovery Tribunal
(DRT) and Debt Recovery Appellate Tribunal (DRAT). The DRTs are
vested with competence to entertain cases referred to them, by the
banks and FIs for recovery of debts due to the same. The order
passed by a DRT is appealable to the Appellate Tribunal but no
appeal shall be entertained by the DRAT unless the applicant
deposits 75% of the amount due from him as determined by it.
However, the Affiliate Tribunal may, for reasons to be received in
writing, waive or reduce the amount of such deposit. Advances of
Rs. 1 mn and above can be settled through DRT process.
An important power conferred on the Tribunal is that of making
an interim order (whether by way of injunction or stay) against the
defendant to debar him from transferring, alienating or otherwise
dealing with or disposing of any property and the assets belonging
to him within prior permission of the Tribunal. This order can be
passed even while the claim is pending. DRTs are criticised in
respect of recovery made considering the size of NPAs in the
Country. In general, it is observed that the defendants approach
the High Country challenging the verdict of the Appellate Tribunal
which leads to further delays in recovery. Validity of the Act is
often challenged in the court which hinders the progress of the
DRTs. Lastly, many needs to be done for making the DRTs stronger in
terms of infrastructure.
B. LokadalatsThe institution of Lokadalat constituted under the
Legal Services Authorities Act,1987 helps in resolving disputes
between the parties by conciliation, mediation, compromise or
amicable settlement. It is known for effecting mediation and
counselling between the parties and to reduce burden on the court,
especially for small loans. Cases involving suit claims upto Rs. l
million can be brought before the Lokadalat and every award of the
Lokadalat shall be deemed to be a decree of a Civil Court and no
appeal can lie to any court against the award made by the
Lokadalat.Several people of particular localities/ various
socialorganisationsare approaching Lokadalats which are generally
presided over by two or three senior persons including retired
senior civil servants, defense personnel and judicial officers.
They take up cases which are suitable for settlement of debt for
certain consideration. Parties are heard and they explain their
legal position. They are advised to reach to some settlement due to
social pressure of senior bureaucrats or judicial officers or
social workers. If the compromise is arrived at, the parties to the
litigation sign a statement in presence of Lokadalats which is
expected to be filed in court to obtain a consent decree. Normally,
if such settlement contains a clause that if the compromise is not
adhered to by the parties, the suits pending in the court will
proceed in accordance with the law and parties will have a right to
get the decree from the court.
In general, it is observed that banks do not get the full
advantage of the Lokadalats. It is difficult to collect the
concerned borrowers willing to go in for compromise on the day when
the Lokadalat meets. In any case, we should continue our efforts to
seek the help of the Lokadalat.C.Enactment of SRFAESI ActThe "The
Securitisation and Reconstruction of Financial Assets and
Enforcement of Security Interest Act" (SRFAESI) provides the formal
legal basis and regulatory framework for setting up Asset
Reconstruction Companies (ARCs) in India. In addition to asset
reconstruction and ARCs, the Act deals with the following largely
aspects, viz.Securitisation and Securitisation CompaniesEnforcement
of Security InterestCreation of a central registry in which all
securitization and asset reconstruction transactions as well as any
creation of security interests has to be filed.
The Reserve Bank of India (RBI), the designated regulatory
authority for ARCS has issued Directions, Guidance Notes,
Application Form and Guidelines to Banks in April 2003 for
regulating functioning of the proposed ARCS and these Directions/
Guidance Notes cover various aspects relating to registration,
operations and funding of ARCS and resolution of NPAs by ARCS. The
RBI has also issued guidelines to banks and financial institutions
on issues relating to transfer of assets to ARCS, consideration for
the same and valuation of instruments issued by the ARCS.
Additionally, the Central Government has issued the security
enforcement rules ("Enforcement Rules"), which lays down the
procedure to be followed by a secured creditor while enforcing its
security interest pursuant to the Act.
The Act permits the secured creditors (if 75% of the secured
creditors agree) to enforce their security interest in relation to
the underlying security without reference to the Court after giving
a 60 day notice to the defaulting borrower upon classification of
the corresponding financial assistance as a non-performing asset.
The Act permits the secured creditors to take any of the following
measures:Take over possession of the secured assets of the borrower
including right to transfer by way of lease, assignment or
sale;Take over the management of the secured assets including the
right to transfer by way of lease, assignment or sale;Appoint any
person as a manager of the secured asset (such person could be the
ARC if they do not accept any pecuniary liability); andRecover
receivables of the borrower in respect of any secured asset which
has been transferred.
After taking over possession of the secured assets, the secured
creditors are required to obtain valuation of the assets. These
secured assets may be sold by using any of the following routes to
obtain maximum value.By obtaining quotations from persons dealing
in such assets or otherwise interested in buying the assets;By
inviting tenders from the public;By holding public auctions; orBy
private treaty.Lenders have seized collateral in some cases and
while it has not yet been possible to recover value from most such
seizures due to certain legal hurdles, lenders are now clearly in a
much better bargaining position vis-a-vis defaulting borrowers than
they were before the enactment of SRFAESI Act. When the legal
hurdles are removed, the bargaining power of lenders is likely to
improve further and one would expect to see a large number of NPAs
being resolved in quick time, either through security enforcement
or through settlements.
Asset Reconstruction CompaniesUnder the SRFAESI Act ARCS can be
set up under the Companies Act, 1956. The Act designates any person
holding not less than 10% of the paid-up equity capital of the ARC
as a sponsor and prohibits any sponsor from holding a controlling
interest in, being the holding company of or being in control of
the ARC. The SRFAESI and SRFAESI Rules/ Guidelines require ARCS to
have a minimum net-owned fund of notless than Rs. 20,000,000.
Further, the Directions require that an ARC should maintain, on an
ongoing basis, a minimum capital adequacy ratio of 15% of its risk
weighted assets.
ARCS have been granted a maximum realisation time frame of five
years from the date of acquisition of the assets. The Act
stipulates several measures that can be undertaken by ARCs for
asset reconstruction. These include:a)Enforcement of security
interest;b)Taking over or changing the management of the business
of the borrower;c)The sale or lease of the business of the
borrower;d)Settlement of the borrowers' dues; and e)Restructuring
or rescheduling of debt.
ARCS are also permitted to act as a manager of collateral assets
taken over by the lenders under security enforcement rights
available to them or as a recovery agent for any bank or financial
institution and to receive a fee for the discharge of these
functions. They can also be appointed to act as a receiver, if
appointed by any Court or DRT.
D. Institution of CDR MechanismThe RBI has instituted the
Corporate Debt Restructuring (CDR) mechanism for resolution of NPAs
of viable entities facing financial difficulties. The CDR mechanism
instituted in India is broadly along the lines of similar systems
in the UK, Thailand, Korea and Malaysia. The objective of the CDR
mechanism has been to ensure timely and transparent restructuring
of corporate debt outside the purview of the Board for Industrial
and Financial Reconstruction (BIFR), DRTs or other legal
proceedings. The framework is intended to preserve viable
corporates affected by certain internal/external factors and
minimise losses to creditors/other stakeholders through an orderly
and coordinated restructuring programme.
RBI has issued revised guidelines in February 2003 with respect
to the CDR mechanism. Corporate borrowers with borrowings from the
banking system of Rs. 20 crores and above under multiple banking
arrangement are eligible under the CDR mechanism. Accounts falling
under standard, sub-standard or doubtful categories can be
considered for restructuring. CDR is a non-statutory mechanism
based on debtor-creditor agreement and inter-creditor
agreement.Restructuring helps in aligning repayment obligations for
bankers with the cash flow projections as reassessed at the time of
restructuring. Therefore it is critical to prepare a restructuring
plan on the lines of the expected business plan alongwith projected
cash flows.
The CDR process is being stabilized. Certain revisions are
envisaged with respect to the eligibility criteria (amount of
borrowings) and time frame for restructuring. Foreign banks are not
members of the CDR forum, and it is expected that they would be
signing the agreements shortly. However they attend meetings. The
first ARC to be operational in India- Asset Reconstruction Company
of India (ARGIL) is a member of the CDR forum. Lenders in India
prefer to resort to CDR mechanism to avoid unnecessary delays in
multiple lender arrangements and to increase transparency in the
process. While in the RBI guidelines it has been recommended to
involve independent consultants, banks are so far resorting to
their internal teams for recommending restructuring programs.As of
March 31, 2003, 60 cases worth Rs. 44,369 crores had been referred
to theCDR, of which 29 cases worth Rs. 29,167 crores have been
approved for restructuring.
E. Compromise Settlement SchemesOne Time Settlement SchemeRBI
has issued guidelines under the one time settlement scheme which
will cover all NPAs in all sectors, which have become doubtful or
loss as on 31st March 2000. The scheme also covers NPAs classified
as sub-standard as on 31st March 2000, which have subsequently
become doubtful or loss. All cases on which the banks have
initiated action under the SRFAESI Act and also cases pending
before Courts/DRTs/BIFR, subject to consent decree being obtained
from the Courts/DRTs/BIFR are covered. However cases of willful
default, fraud and malfeasance are not covered.As per the OTS
scheme, for NPAs upto Rs. 10 crores, the minimum amount that should
be recovered should be 100% of the outstanding balance in the
account. For NPAs above Rs. 10 crores the CMDs of the respective
banks should personally supervise the settlement of NPAs on a case
to case basis, and the Board of Directors may evolve policy
guidelines regarding one time settlement of NPAs as a part of their
loan recovery policy. As on March 31, 2003 under the OTS scheme for
NPAs upto Rs. 10 crores a total of52,669 applications amounting to
Rs. 519 crores were received. Of these recoveries affected were for
30,888 cases amounting to Rs. 168 crores. For OTS under banks' own
scheme the corresponding recoveries were for 1.62 lakh accounts
amounting to Rs. 1,583 crores.
Negotiated Settlement SchemesThe RBI/Government has been
encouraging banks to design and implement policies for negotiated
settlements, particularly for old and unresolved NPAs. The broad
framework for such settlements was put in place in July 1995.
Specific guidelines were issued in May 1999 to public sector banks
for one-time settlements of NPAs of small scale sector. This scheme
was valid until September 2000 and enabled banks to recover Rs 6.7
billion from various accounts. Revised guidelines were issued in
July 2000 for recovery of NPAs of Rs. 50 million and less. These
guidelines were effective until June2001 and helped banks recover
Rs. 26 billion.
F. Increased Powers to NCLTs and the Proposed Repeal of BIFRIn
India, companies whose net worth has been wiped out on account of
accumulated losses come under the purview of the Sick Industrial
Companies Act (SICA) and need to be referred to BIFR. Once a
company is referred to the BIFR (and even if an enquiry is pending
as to whether it should be admitted to BIFR), it is afforded
protection against recovery proceedings from its creditors. BIFR is
widely regarded as a stumbling block in recovering value fromNPAs.
Promoters systematically take refuge in SICA - often there is a
scramble to file a reference in BIFR so as to obtain protection
from debt recovery proceedings. The recent amendments to the
Companies Act vest powers for revival and rehabilitation of
companies with the National Company Law Tribunal (NCLT), in place
of BIFR, with modifications to address weaknesses experienced under
the SICA provisions.
The NCLT would prepare a scheme for reconstruction of any sick
company and there is no bar on the lending institution of legal
proceedings against such company whilst the scheme is being
prepared by the NCLT. Therefore, proceedings initiated by any
creditor seeking to recover monies from a sick company would not be
suspended by a reference to the NCLT and, therefore, the above
provision of the Act may not have much relevance any longer and
probably does not extend to the tribunal for this reason. However,
there is a possibility of conflict between the activities that may
be undertaken by the ARC, e.g. change in management, and the role
of the NCLT in restructuring sick companies.
The Bill to repeal SICA is currently pending in Parliament and
the process of staffing of NCLTs has been initiated. This is
expected to make recovery proceedings faster.
APPROPRIATENESS OF THE EXISTING SYSTEMS
Most of the participant lenders have special NPA management
cells at Head Offices for dealing with NPAs. The participants were
generally of the view that though time and resources were adequate
for dealing with NPAs, skills needed to be improved upon.
Within the constraints of the existing legal and regulatory
environment banks in India have done a commendable job in bringing
down the levels of NPAs in recent years. However, with the
tightening of NPA recognition norms, which would mean early
recognition and faster provisioning of NPAs, banks now need to
evolve systems that help them identify potential NPAs and take
quick action to:Prevent the potential NPA from actually becoming
non-performing, andAvoid increasing their exposure to such
potential NPAs.
INTERNATIONAL PRACTICES ON NPA MANAGEMENT
Subsequent to the Asian currency crisis which severely crippled
the financial system in most In addition to the above, some of the
more recent and aggressive steps to resolve NPAs have been taken by
Taiwan. Taiwanese financial institutions have been encouraged to
merge (though with limited success) and form bank based AMCs
through the recent introduction of Financial Holding Company Act
and Financial Institution
Asian countries, the magnitude of NPAs in Asian financial
institutions was brought to light. Driven by the need to
proactively tackle the soaring NPA levels the respective
Governments embarked upon a program of substantial reform.This
involved setting up processes for early identification and
resolution of NPAs. The table below provides a cross country
comparison of approaches used for NPA resolution.
Mergers Act. Alongside the Ministry of Finance has followed a
carrot and stick policy of specifying the required NPA ratios for
banks (5% by end 2003), while also providing flexibility in modes
of NPA asset resolution and a conducive regulatory and tax
environment. Deferred loss write-off provisions have been
instituted to provide breathing space for lenders to absorb NPA
write-offs. While it is too early to comment on'lhe success of the
NPA resolution process in Taiwan, the early signs are encouraging.
Detailed below are the some key NPA management approaches adopted
by banks in South East Asian countries.
1. Credit Risk MitigationAs part of the overall credit function
of the bank, early recognition of loans showing signs of distress
is a key component. Credit risk management focuses on assessing
credit risk and matching it with capital or provisions to cover
expected losses from default.
2. Early Warning SystemsLoan monitoring is a continuous process
and Early Warning Systems are in place for staff to continuously be
alert for warning signs.
3.Asset Management CompaniesTo resolve NPA problems and help
restore the health and confidence of the financial sector, the
countries in South East Asia have used one broad uniform approach,
i.e. they set up specialised Asset Management Companies (AMCs) to
tackle NPAs and put in place Debt Restructuring mechanism to bring
creditors and debtors together, often working along with
independent advisors. This broad approach was locally adapted and
used with a varying degree of efficacy across the region. For
example, while in some countries a centralised government sponsored
AMC model has been used, in others a more decentralized approach
has been used involving the creation of several "bank- based" AMCs.
Further different countries have allowed/used different approaches
(in- house restructuring versus NPA Sale) to resolve their NPAs.
Additionally, the efficacy of bankruptcy and foreclosure laws has
varied in various countries. A number of factors influenced the
successful resolution of NPAs through sale to AMCs and some of
these key factors are discussed below
Increasing willingness to sell NPAs to AMCsBottlenecks often
persist on account of reluctance of lenders to transfer assets to
the AMCs at values lower than the book value to prevent a hit to
their financials. Banks in Malaysia were encouraged to transfer
their assets to Danaharta - AMC in Malaysia by providing them with
upside sharing arrangements and the facility to defer the write-off
of financial loss on transfer for 5 years. These incentives coupled
with the directive of the Central Bank to make adjustments in the
book values of the assets not transferred to Danaharta (after
Danaharta identifies them) were sufficient to ensure effective sale
to the AMC. In Taiwan, there is a regulatory requirement to reduce
for banks to reduce NPAs to5% by the end of 2003. Consequently
there is an increasing number of NPA auctions by the banks.
Effective resolution strategyA significant dimension influencing
NPA resolution and investor participation is the ease of
implementation of recovery strategies. AMCs like Danaharta have
been provided with a strong platform to affect the resolution of
NPAs with clearly laid down creditor's rights. Danaharta has been
allowed to foreclose property without reference to the Court and
thus has been able to dispose collateral swiftly by using the
tender route. Special resolution mechanisms that have involved
minimal intervention of the Court have also served to entice
investor interest in the NPA market in certain countries like
Taiwan. On the other hand the operations of Thailand Asset
Management Corporation, the Government owned AMC, have been
hindered by deficiencies in the Bankruptcy Law provisions.
Appointment of Special AdministratorsIn Malaysia, it has been
able to exercise considerable influence over the restructuring
process through the appointment of special administrators that have
prepared workout plans and have exercised management control over
the assets of the borrower during plan preparation and
implementation stages. The restructuring process affected by the
automatic moratorium that comes into place at the time of the
administrators appointment.
4. out of court restructuringMost Asian countries adopted out of
court restructuring mechanism to minimize
courtinterventionandspeeduprestructuringofpotentiallyviableentities.
Internationally, restructuring of NPAs often involves significant
operational restructuring in addition to financial restructuring.
The operational restructuring measures typically include the
following areas:Revenue enhancementCost reductionProcess
improvementWorking capital managementSale of redundant/surplus
asstsOnce the restructuring measures have been agreed by
stakeholders, a complete restructuring plan is prepared which takes
into account all the agreed restructuring measures. This includes
establishment of a timetable and assignment of responsibilities.
Usually, lenders will also establish a protocol for monitoring of
progress on the operational restructuring measures. This would
typically involve the appointment of an independent monitoring
agency.As seen from the Asian experience, in general, NPA
resolution has been most successful whenFlexibility in modes of
asset resolution (restructuring, third party sales)has been
provided to lenders.Conducive and transparent regulatory and tax
environment, particularly
pertainingtodeferredlosswriteoffs,ForeignDirectInvestmentand
bankruptcy/foreclosure processes has been put in place.Performance
targets set for banks to get them to resolve NPAs by a certain
deadline.
Objective of the study
The objective of the making report is:
To know why NPAs are the great challenge to the Public Sector
bank.
To know what steps are being taken by the Indian banking sector
to reduce the NPAs?
To evaluate the comparative ratios of the Public Sector Banks
with concerned to the NPAs.
RESEARCH METHODOLOGY
TYPE OF STUDYDESCRIPTIVE
SAMPLEPUNJAB NATIONAL BANK
DATA COLLECTIONSECONDARY DATA
SAMPLING UNIT5 YEARS DATA FROM ANNUAL
REPORT OF PANJAB NATIONAL BANK
Limitations of the study
The limitations that I felt in my study are:
It was critical for me to gather the financial data of the every
bank of the Public Sector Banks so the better evaluations of the
performance of the banks are not possible.
Since my study is based on the secondary data, the practical
operations as related to the NPAs are adopted by the banks are not
learned.
Since the Indian banking sector is so wide so it was not
possible for me to cover all the banks of the Indian banking
sector.
RATIO ANALYSIS
The relationship between two related items of financial
statements is known as ratio. A ratio is just one number expressed
in terms of another. The Ratio is customarily expressed in three
different ways. It may be expressed as a proportion between the two
figures. Second it may be expressed in terms of percentage. Third,
it may be expressed in terms of rates.
The use of ratio has become increasingly popular during the last
few years only. Originally, the bankers used the current ratio to
judge the capacity of the borrowing business enterprises to repay
the loan and make regular interest payments. Today it has assumed
to be important tool that anybody connected with the business turns
to ratio for measuring the financial strength and the earning
capacity of the business.
RATIOS CALCULATED IN REPORT:-
1. Gross NPA Ratio.2. Net NPA Ratio.3. Provision Ratio.4.
Capital Adequacy Ratio.
GROSS NPA RATIO
Gross NPA ratio is the ratio of gross NPA to gross advances of
the bank.Gross NPA is the sum of all loan assets that are
classified as NPA as per the RBI guidelines .the ratio is to be
counted in terms of % and formula for GNPA is as follows:
GROSS NPA RATIO100 GROSS NPAGROSS ADVANCES
INTERPRETATIONThe table above indicates the quality of credit
portfolio of the banks. High gross NPA ratio indicates the low
credit portfolio of bank and vice-a-versa. `NET NPA RATIOThe net
NPA % is the ratio of net NPA to net advances ,in which the
provision is to be deducted from the gross advance. The provision
is to be made for NPA account. The formula for that is:
NET NPA NET ADVANCE PROVISION
100 NET NPA RATIO
INTERPRITATIONThe ratio indicates the degree of risk in the
portfolio of the banks. High NPA ratio indicates the high quantity
of risky assets in the banks for which no provision are made.from
the table it becomes clear that the NPA ratio of almost all the
banks have been improved quite well as compared to the previous
year.PROVISION RATIO
Provisions are to be made for to keep safety against NPA , and
it directly affect on the gross profit of the banks. The provision
ratio is nothing but total provision held for NPA to gross NPA of
the banks .the formula for that is
TOTAL PROVISION GROSS NPAs PROVISION RATIO
100
INTERPRETATIONThis ratio indicates the degree of safety majors
adopted by the banks. It has direct bearing on theprofitability,
dividend and safety of shareholders fund. If the provision ratio is
less , it indicates that the banks has made under provision.CAPITAL
ADEQUACY RATIO
Capital adequacy ratio can be defined as ratio of the capital of
the bank, to its assets ,which are weighted/ adjusted according to
risk attached to them.
CAPITAL RISK WEIGHTED ASSETS
100 CAPITAL ADEQUACY RATIO
INTERPRETATION
As per prudential norms banks were required to achieve 14.16%
CAR increased to 9% by march 2010.for the purpose of capital
adequacy achievement , the capital base i.e. Tire1+Tire2 should not
be less than the prescribed % of total risk weighted assets of the
bank.Tire-I:Paid up capital, Statutory Reserve, Revenue capital
reserves (excluding revolution reserve) and other undisclosed
reserves LESS accumulated losses till the current year, investment
in subsidiaries, other intangible assets.
Tire-II: Property Revaluation discounted by 55%, Subordinate
Loans, Privately placed Bonds, Hybrid capital, Investment
Fluctuation Reserve, provisions on standard assets. & Capital
should not exceed Tire-I
CONCLUSION
A report is not said to be completed unless and until the
conclusion is given to the report. A conclusion reveals the
explanations about what the report has covered and what is the
essence of the study. What my project report covers is concluded
below.
The problem statement on which I focused my study is NPAs the
big challenge before the Public Sector Banks. The Indian banking
sector is the important service sector that helps the people of the
India to achieve the socio economic objective. The Indian banking
sector has helped the business and service sector to develop by
providing them credit facilities and other finance related
facilities. The Indian banking sector is developing with good
appreciate as compared to the global benchmark banks. The Indian
banking system is classified into scheduled and non scheduled
banks. The Public Sector Banks play very important role in
developing the nation in terms of providing good financial
services. The Public Sector Banks have also shown good performance
in the last few years. The only problem that the Public Sector
Banks are facing today is the problem of non performing assets. The
non performing assets means those assets which are classified as
bad assets which are not possibly be returned back to the banks by
the borrowers. If the proper management of the NPAs is not
undertaken it would hamper the business of the banks. The NPAs
would destroy the current profit, interest income due to large
provisions of the NPAs, and would affect the smooth functioning of
the recycling of the funds. If we analyse the past years data, we
may come to know that the NPAs have increased very drastically
after 2001. in 1997 the gross NPAs of the Indian banking sector was
47,300crore where as in 2001 the figure was 63,883 and which
increased at faster rate in 2003 with 94,905crore. The Public
Sector Banks involve its nearly 50% of share in the NPAs.Thus we
can imagine how Public Sector Banks are functioning. The RBI has
also been trying to take number of measures but the ratio of NPAs
is not decreasing of the banks. The banks must find out the
measures to reduce the evolving problem of the NPAs. If the concept
of NPAs is taken very lightly it would be dangerous for the Indian
banking sector.
SUGGESTION
Through RBI has introduced number of measures to reduce the
problem of increasing NPAs of the banks such as CDR mechanism. One
time settlement schemes, enactment of SRFAESI act, etc. A lot of
measures are desired in terms of effectiveness of these measures.
What I would like to suggest for reducing the evolutions of the
NPAs of Public Sector Banks are as under.
(1)Each bank should have its own independent credit rating
agency which should evaluate the financial capacity of the borrower
before than credit facility.
(2)The credit rating agency should regularly evaluate the
financial condition of the clients.
(3)Special accounts should be made of the clients where monthly
loan concentration reports should be made.
(4)It is also wise for the banks to carryout special
investigative audit of all financial and business transactions and
books of accounts of the borrower company when there is possibility
of the diversion of the funds and mismanagement.
(5)The banks before providing the credit facilities to the
borrower company should analyse the major heads of the income and
expenditure based on the financial performance of the comparable
companies in the industry to identify significant variances and
seek explanation for the same from the company management. They
should also analyse the current financial position of the major
assets and liabilities.
(6)Banks should evaluate the SWOT analysis of the borrowing
companies i.e. how they would face the environmental threats and
opportunities with the use of their strength and weakness, and what
will be their possible future growth in concerned to financial and
operational performance.
(7)Independent settlement procedure should be more strict and
faster and the decision made by the settlement committee should be
binding both borrowers and lenders and any one of them failing to
follow the decision of the settlement committee should be punished
severely.
(8)There should be proper monitoring of the restructured
accounts because there is every possibility of the loans slipping
into NPAs category again.
(9)Proper training is important to the staff of the banks at the
appropriate level with on going process. That how they should deal
the problem of NPAs, and what continues steps they should take to
reduce the NPAs.
(10)Willful Default of Bank loans should be made a Criminal
Offence.
(11)No loan is to be given to a Group whose one or the other
undertaking has become a Defaulter.
BIBLIOGRAPHY
M Y Khan and Public Sector Banks K Jain management Accounting
Tata McGraw-Hill Publishing Company Limited, new Delhi 1999.Banking
Finance (February 2003)Banking Finance (April 2003)IBA Bulletin
(January 2004), (February 2003), Monthly journal published by
Indian Banks Associations.Banking Annual (October 2003) published
by Business Standard.www.rbi.org.comwww.google.com
Search:o Indian Banking Sectoro Nonperforming assets and banking
sectorso Impact of NPAs on the working of the Public Sector Bankso
Steps taken by govt. to reduce the NPAs of the banks
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