Final Npa Management

8/9/2019 Final Npa Management

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PREFACE

In order to understand what is the impact of Non

Performing Assets on the banking sector in terms of

banks' asset quality. A high level of NPAs in the

banking system can severely affect the economy in

many ways. Management and financial resources ofthe banking system are diverted to resolution of NPA

causing an opportunity loss for productive use of

resources. Large scale NPAs, when left unattended,

cause continued economic and financial

degradation.

The study will be undertaken based on literature

preview from various resources like national daily

newspapers, financial news papers, web sites of

various entities like RBI, World Bank, and Indian

Bankers association and internet research and a

report got a shape.


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This Report will help the reader to understand impact

of NPAs, various measures taken to improve the

efficiency and profitability and for finding out the real

solution to making realistic provisions based on

assessment of realizations from NPAs towards their

dues.

TABLE OF CONTENTS

11 IInnttrroodduuccttiioonn ttoo NNPPAAss

22 RReesseeaarrcchh MMeetthhooddoollooggyy

33 OObbjjeeccttiivvee aanndd SSccooppee ooffSSttuuddyy

44 FFaaccttoorrss ffoorrRRiissee iinn NNPPAAss

55 IImmppaacctt,, RReeaassoonnss && SSyymmppttoommss ooffNNPPAA


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66 PPrreevveennttiivvee MMeeaassuurreess

77 TToooollss ffoorrRReeccoovveerryy

88 OObbsseerrvvaattiioonn aanndd FFiinnddiinnggss99 AAnnaallyyssiiss

1100 FFiinnddiinngg,, SSuuggggeessttiioonnss && CCoonncclluussiioonnss

1111 BBiibblliiooggrraapphhyy

INTRODUCTION

TO

THEPROJECT


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The accumulation of huge non-performing assets in banks has

assumed great importance. The depth of the problem of bad debts

was first realized only in early 1990s. The magnitude of NPAs in

banks and financial institutions is over Rs.1,50,000 crores.

While gross NPA reflects the quality of the loans made by banks,

net NPA shows the actual burden of banks. Now it is increasingly

evident that the major defaulters are the big borrowers coming

from the non-priority sector. The banks and financial

institutions have to take the initiative to reduce NPAs in a time

bound strategic approach.

Public sector banks figure prominently in the debate not only

because they dominate the banking industries, but also since they

have much larger NPAs compared with the private sector banks.

This raises a concern in the industry and academia because it is

generally felt that NPAs reduce the profitability of a bank,

weaken its financial health and erode its solvency.

For the recovery of NPAs a broad framework has evolved for the

management of NPAs under which several options are provided for

debt recovery and restructuring. Banks and FIs have the freedom

to design and implement their own policies for recovery and

write-off incorporating compromise and negotiated settlements.

WWhhaatt iiss NNPPAA??????

The three letters NPA Strike terror in banking sector and

business circle today. NPA is short form of Non Performing

Asset. The dreaded NPA rule says simply this: when interest or

other due to a bank remains unpaid for more than 90 days, the

entire bank loan automatically turns a non performing asset. The

recovery of loan has always been problem for banks and financial

institution. To come out of these first we need to think is it


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possible to avoid NPA, no can not be then left is to look after

the factor responsible for it and managing those factors.

DDEEFFIINNIITTIIOONNSS::

An asset, including a leased asset, becomes non-performing when

it ceases to generate income for the bank.

A non-performing asset (NPA) was defined as a credit facility

in respect of which the interest and/ or instalment of principal

has remained past due for a specified period of time.

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, from 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;

Interest and/ or instalment of principal remain overduefor a period of more than 90 days in respect of a

term loan,

The account remains out of order for a period of morethan 90 days, in respect of an Overdraft/Cash Credit

(OD/CC),

The bill remains overdue for a period of more than 90days in the case of bills purchased and discounted,

Interest and/or instalment of principal remains overduefor two harvest seasons but for a period not exceeding

two half years in the case of an advance granted for

agricultural purposes, and

Any amount to be received remains overdue for a periodof more than 90 days in respect of other accounts.


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OOuutt ooff oorrddeerr

An account should be treated as out of order if the outstanding

balance remains continuously in excess of sanctioned limit /drawing

power. in case where the out standing balance in the principal

operating account is less than the sanctioned amount /drawing power,

but there are no credits continuously for six months as on the date

of balance sheet or credit are not enough to cover the interest

debited during the same period ,these account should be treated as

out of order.

OOvveerrdduuee

Any amount due to the bank under any credit facility is overdue if

it is not paid on due date fixed by the bank. As a facilitating

measure for smooth transition to 90 days norm, banks have been advised

to move over to charging of interest at monthly rests, by April 1,

2002. However, the date of classification of an advance as NPA should

not be changed on account of charging of interest at monthly rests.

Banks should, therefore, continue to classify an account as NPA only

if the interest charged during any quarter is not serviced fully

within 180 days from the end of the quarter with effect from April 1,

2002 and 90 days from the end of the quarter with effect from March

31, 2004.

RREESSEEAARRCCHH MMEETTHHOODDOOLLOOGGYY

Type of Research:

The research methodology adopted for carrying out the study

were


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In this project Descriptive research methodologies were use. At the first stage theoretical study is attempted. At the second stage Historical study is attempted. At the Third stage Comparative study of NPA is undertaken.

SSCCOOPPEEOOFFTTHHEE SSTTUUDDYY

Concept of Non Performing Asset Guidelines Impact of NPAs Reasons for NPAs Preventive Measures Tools to manage NPAs

SAMPLING PLAN

To prepare this Project we took five banks from public sector as well

as five banks from private sector.

OBJECTIVES OFTHE STUDY

The basic idea behind undertaking the Grand Project on NPA was to:

To evaluate NPAs (Gross and Net) in different banks. To study the past trends of NPA To calculate the weighted of NPA in risk management in

Banking


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To analyze financial performance of banks at different levelof NPA

To evaluate profitability positions of banks To evaluate NPA level in different economic situation. To Know the Concept of Non Performing Asset To Know the Impact of NPAs To Know the Reasons for NPAs To learn Preventive Measures

Types of NPA

AA.. GGrroossss NNPPAA::

Gross NPAs are the sum total of all loan assets that are

classified as NPAs as per RBI guidelines as on Balance Sheet

date. Gross NPA reflects the quality of the loans made by banks.

It consists of all the non standard assets like as sub-standard,

doubtful, and loss assets.

It can be calculated with the help of following ratio:Gross NPAs Ratio = Gross NPAs

Gross Advances

BB.. NNeettNNPPAA::

Net NPAs are those type of NPAs in which the bank has deducted

the provision regarding NPAs. Net NPA shows the actual burden ofbanks. Since in India, bank balance sheets contain a huge amount

of NPAs and the process of recovery and write off of loans is

very time consuming, the provisions the banks have to make

against the NPAs according to the central bank guidelines, are

quite significant. That is why the difference between gross and

net NPA is quite high.It can be calculated by following:


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Net NPAs = Gross NPAs Provisions

Gross Advances - Provisions

INCOMERECOGNITION

IInnccoommee rreeccooggnniittiioonn PPoolliiccyy

The policy of income recognition has to be objective andbased on the record of recovery. Internationally income from non-

performing assets (NPA) is not recognised on accrual basis but is

booked as income only when it is actually received. Therefore,

the banks should not charge and take to income account interest

on any NPA.

However, interest on advances against term deposits, NSCs,IVPs, KVPs and Life policies may be taken to income account on

the due date, provided adequate margin is available in the

accounts.

Fees and commissions earned by the banks as a result of re-negotiations or rescheduling of outstanding debts should be

recognised on an accrual basis over the period of time covered by

the re-negotiated or rescheduled extension of credit.

If Government guaranteed advances become NPA, the intereston such advances should not be taken to income account unless the

interest has been realised.

Reversal of income:

If any advance, including bills purchased and discounted,becomes NPA as at the close of any year, interest accrued and

credited to income account in the corresponding previous year,

should be reversed or provided for if the same is not realised.

This will apply to Government guaranteed accounts also.


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Leased Assets

The net lease rentals (finance charge) on the leased assetaccrued and credited to income account before the asset

became non-performing, and remaining unrealised, should be

reversed or provided for in the current accounting period.

The term 'net lease rentals' would mean the amount offinance charge taken to the credit of Profit & Loss Account

and would be worked out as gross lease rentals adjusted by

amount of statutory depreciation and lease equalisation

account.

As per the 'Guidance Note on Accounting for Leases' issuedby the Council of the Institute of Chartered Accountants of

India (ICAI), a separate Lease Equalisation Account shouldbe opened by the banks with a corresponding debit or credit

to Lease Adjustment Account, as the case may be. Further,

Lease Equalisation Account should be transferred every year

to the Profit & Loss Account and disclosed separately as a

deduction from/addition to gross value of lease rentals

shown under the head 'Gross Income'.

Appropriation of recovery in NPAs

Interest realised on NPAs may be taken to income accountprovided 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 theborrower for the purpose of appropriation of recoveries in

NPAs (i.e. towards principal or interest due), banks should

adopt an accounting principle and exercise the right of

appropriation of recoveries in a uniform and consistentmanner.

Interest Application:

There is no objection to the banks using their own discretion in

debiting interest to an NPA account taking the same to Interest


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Suspense Account or maintaining only a record of such interest in

performa accounts.

Reporting of NPAs

Banks are required to furnish a Report on NPAs as on 31stMarch each year after completion of audit. The NPAs would

relate to the banks global portfolio, including the

advances at the foreign branches. The Report should be

furnished as per the prescribed format given in the Annexure

I.

While reporting NPA figures to RBI, the amount held ininterest 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 technicalwrite 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.

FACTORS FORRISEIN NPAs

The banking sector has been facing the serious problems of the rising

NPAs. But the problem of NPAs is more in public sector banks when

compared to private sector banks and foreign banks. The NPAs in PSB

are growing due to external as well as internal factors.

EXTERNALFACTORS :-

Ineffective recovery tribunal


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The Govt. has set of numbers of recovery tribunals, which works

for recovery of loans and advances. Due to their negligence and

ineffectiveness in their work the bank suffers the consequence of

non-recover, their by reducing their profitability and liquidity.

Willful Defaults

There are borrowers who are able to payback loans but are

intentionally withdrawing it. These groups of people should be

identified and proper measures should be taken in order to get back

the money extended to them as advances and loans.

Natural calamities

This is the measure factor, which is creating alarming rise in

NPAs of the PSBs. every now and then India is hit by major

natural calamities thus making the borrowers unable to pay back

there loans. Thus the bank has to make large amount of provisions

in order to compensate those loans, hence end up the fiscal with

a reduced profit.

Mainly ours farmers depends on rain fall for cropping. Due to

irregularities of rain fall the farmers are not to achieve the

production level thus they are not repaying the loans.

Lack of demand

Entrepreneurs in India could not foresee their product demand and

starts production which ultimately piles up their product thus

making them unable to pay back the money they borrow to operate

these activities. The banks recover the amount by selling of

their assets, which covers a minimum label. Thus the banks record

the non recovered part as NPAs and has to make provision for it.

Change on Govt. policies

With every new govt. banking sector gets new policies for its

operation. Thus it has to cope with the changing principles and

policies for the regulation of the rising of NPAs. The fallout of

handloom sector is continuing as most of the weavers Co-operative

societies have become defunct largely due to withdrawal of state

patronage. The rehabilitation plan worked out by the Central


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government to revive the handloom sector has not yet been

implemented. So the over dues due to the handloom sectors are

becoming NPAs.

INTERNAL FACTORS :-

Defective Lending process

There are three cardinal principles of bank lending that have

been followed by the commercial banks since long.

i. Principles of safetyii. Principle of liquidityiii. Principles of profitability

Principles of safety :-

By safety it means that the borrower is in a position to repay

the loan both principal and interest. The repayment of loan

depends upon the borrowers:

Capacity to pay depends upon:

y Tangible assetsy Success in business

Willingness to pay depends on:

y Charactery Honesty Reputation of borrower

The banker should, there fore take utmost care in ensuring that the

enterprise or business for which a loan is sought is a sound one and

the borrower is capable of carrying it out successfully .he should be

a person of integrity and good character.

Inappropriate technology

Due to inappropriate technology and management information

system, market driven decisions on real time basis can not be

taken. Proper MIS and financial accounting system is not


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implemented in the banks, which leads to poor credit collection,

thus NPA. All the branches of the bank should be computerized.

Improper SWOT analysis

The improper strength, weakness, opportunity and threat analysis

is another reason for rise in NPAs. While providing unsecured

advances the banks depend more on the honesty, integrity, and

financial soundness and credit worthiness of the borrower.

y Banks should consider the borrowers own capital investment.y it should collect credit information of the borrowers

from:-

a.From bankers.b.Enquiry from market/segment of trade, industry,

business.

c.From external credit rating agencies.y Analyze the balance sheet.True picture of business will be

revealed on analysis of profit/loss a/c and balance

sheet.

When bankers give loan, he should analyze the purpose of the

loan. To ensure safety and liquidity, banks should grant loan for

productive purpose only. Bank should analyze the profitability,

viability, long term acceptability of the project while

financing.

Poor credit appraisal system

Poor credit appraisal is another factor for the rise in NPAs. Due

to poor credit appraisal the bank gives advances to those who are

not able to repay it back. They should use good credit appraisal

to decrease the NPAs.

Managerial deficiencies

The banker should always select the borrower very carefully and

should take tangible assets as security to safe guard its

interests. When accepting securities banks should consider the:-

1. Marketability

2. Acceptability


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3. Safety

4. Transferability.

The banker should follow the principle of diversification of risk

based on the famous maxim do not keep all the eggs in one

basket; it means that the banker should not grant advances to a

few big farms only or to concentrate them in few industries or in

a few cities. If a new big customer meets misfortune or certain

traders or industries affected adversely, the overall position of

the bank will not be affected.

Absence of regular industrial visit

The irregularities in spot visit also increases the NPAs.

Absence of regularly visit of bank officials to the customer

point decreases the collection of interest and principals on the

loan. The NPAs due to willful defaulters can be collected by

regular visits.

Re loaning process

Non remittance of recoveries to higher financing agencies and re

loaning of the samehave already affected the smooth operation of

the credit cycle.

Due to re loaning to the defaulters and CCBs and PACs, the NPAs

of OSCB is increasing day by day.

PROBLEMS DUE TO NPA

1.Owners do not receive a market return on there capital .in theworst case, if the banks fails, owners loose their assets. In

modern times this may affect a broad pool of shareholders.

2.Depositors do not receive a market return on saving. In the worstcase if the bank fails, depositors loose their assets or

uninsured balance.

3.Banks redistribute losses to other borrowers by charging higherinterest rates, lower deposit rates and higher lending rates

repress saving and financial market, which hamper economic

growth.


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4.Non performing loans epitomize bad investment. They misallocatecredit from good projects, which do not receive funding, to

failed projects. Bad investment ends up in misallocation of

capital, and by extension, labour and natural resources.

Non performing asset may spill over the banking system and

contract the money stock, which may lead to economic contraction.

This spill over effect can channelize through liquidity or bank

insolvency:

a) When many borrowers fail to pay interest, banks may experience

liquidity shortage. This can jam payment across the country,

b) Illiquidity constraints bank in paying depositors

.c) Undercapitalized banks exceeds the banks capital base.

The three letters Strike terror in banking sector and business

circle today. NPA is short form of Non Performing Asset. The

dreaded NPA rule says simply this: when interest or other due to

a bank remains unpaid for more than 90 days, the entire bank loan

automatically turns a non performing asset. The recovery of loan

has always been problem for banks and financial institution. To

come out of these first we need to think is it possible to avoid

NPA, no can not be then left is to look after the factor

responsible for it and managing those factors.

Interest and/or instalment of principal remains overduefor two harvest seasons but for a period not exceedingtwo half years in the case of an advance granted for

agricultural purposes, and

Any amount to be received remains overdue for a period ofmore than 90 days in respect of other accounts.

As a facilitating measure for smooth transition to 90 days norm,

banks have been advised to move over to charging of interest at

monthly rests, by April 1, 2002. However, the date of

classification of an advance as NPA should not be changed on

account of charging of interest at monthly rests. Banks should,therefore, continue to classify an account as NPA only if the

interest charged during any quarter is not serviced fully within

180 days from the end of the quarter with effect from April 1,

2002 and 90 days from the end of the quarter with effect from

March 31, 2004.


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Impact of NPA

PPrrooffiittaabbiilliittyy::--

NPA means booking of money in terms of bad asset, which occurreddue to wrong choice of client. Because of the money getting

blocked the prodigality of bank decreases not only by the amount

of NPA but NPA lead to opportunity cost also as that much of

profit invested in some return earning project/asset. So NPA

doesnt affect current profit but also future stream of profit,

which may lead to loss of some long-term beneficial opportunity.

Another impact of reduction in profitability is low ROI (return

on investment), which adversely affect current earning of bank.

LLiiqquuiiddiittyy::--

Money is getting blocked, decreased profit lead to lack of enough

cash at hand which lead to borrowing money for shot\rtes period

of time which lead to additional cost to the company. Difficulty

in operating the functions of bank is another cause of NPA due to

lack of money.

IInnvvoollvveemmeenntt ooff mmaannaaggeemmeenntt::--

Time and efforts of management is another indirect cost which

bank has to bear due to NPA. Time and efforts of management in

handling and managing NPA would have diverted to some fruitful

activities, which would have given good returns. Now days banks

have special employees to deal and handle NPAs, which is

additional cost to the bank.

CCrreeddiitt lloossss::--

Bank is facing problem of NPA then it adversely affect the value

of bank in terms of market credit. It will lose its goodwill and

brand image and credit which have negative impact to the people

who are putting their money in the banks.


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SYMPTOMS OF NPAs

Four categories of early symptoms:-

( 1 ) Financial:

%Non-payment of the very first installment in case of term loan.

% Bouncing of cheque due to insufficient balance in the accounts.% Irregularity in installment.% Irregularity of operations in the accounts.% Unpaid over due bills.% Declining Current Ratio.% Payment which does not cover the interest and principal amountof that installment.

% While monitoring the accounts it is found that partial amount isdiverted to sister concern or parent company.

( 2 ) Operational and Physical:

% If information is received that the borrower has eitherinitiated the process of winding up or are not doing the business.

% Overdue receivables.% Stock statement not submitted on time.% External non-controllable factor like natural calamities in thecity where borrower conduct his business.

% Frequent changes in plan.% Non payment of wages.

( 3 ) Attitudinal Changes:

% Use for personal comfort, stocks and shares by borrower.

% Avoidance of contact with bank.

% Problem between partners.

( 4 ) Others:


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% Changes in Government policies.

% Death of borrower.

% Competition in the market.

Preventive Measurement For NPA

'EEaarrllyyRReeccooggnniittiioonn oofftthhee PPrroobblleemm::--

Invariably, by the time banks start their efforts to get

involved in a revival process, its too late to retrieve the

situation- both in terms of rehabilitation of the project andrecovery of banks dues. Identification of weakness in the very

beginning that is : When the account starts showing first signs

of weakness regardless of the fact that it may not have become

NPA, is imperative. Assessment of the potential of revival may be

done on the basis of a techno-economic viability study.

Restructuring should be attempted where, after an objective

assessment of the promoters intention, banks are convinced of a

turnaround within a scheduled timeframe. In respect of totally

unviable units as decided by the bank, it is better to facilitate

winding up/ selling of the unit earlier, so as to recover

whatever is possible through legal means before the security

position becomes worse.

'IIddeennttiiffyyiinnggBBoorrrroowweerrss wwiitthh GGeennuuiinneeIInntteenntt::--

Identifying borrowers with genuine intent from those who are non-

serious with no commitment or stake in revival is a challenge

confronting bankers. Here the role of frontline officials at the

branch level is paramount as they are the ones who has


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intelligent inputs with regard to promoters sincerity, and

capability to achieve turnaround. Base don this objective

assessment, banks should decide as quickly as possible whether it

would be worthwhile to commit additional finance.

In this regard banks may consider having SpecialInvestigation

of all financial transaction or business transaction, books of

account in order to ascertain real factors that contributed to

sickness of the borrower. Banks may have penal of technical

experts with proven expertise and track record of preparing

techno-economic study of the project of the borrowers.

Borrowers having genuine problems due to temporary mismatch in

fund flow or sudden requirement of additional fund may be

entertained at branch level, and for this purpose a special limit

to such type of cases should be decided. This will obviate the

need to route the additional funding through the controlling

offices in deserving cases, and help avert many accounts slipping

into NPA category.

'TTiimmeelliinneessss aannddAAddeeqquuaaccyyooffrreessppoonnssee::--

Longer is the delay in response, greater the injury to the

account and the asset. Time is a crucial element in any

restructuring or rehabilitation activity. The response decided on

the basis of techno-economic study and promoters commitment, has

to be adequate in terms of extend of additional funding and

relaxations etc. under the restructuring exercise. The package of

assistance may be flexible and bank may look at the exit option.

'FFooccuuss oonnCCaasshhFFlloowwss::--

While financing, at the time of restructuring the banks may not

be guided by the conventional fund flow analysis only, which

could yield a potentially misleading picture. Appraisal for fresh

credit requirements may be done by analyzing funds flow in

conjunction with the Cash Flow rather than only on the basis of

Funds Flow.


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' MMaannaaggeemmeennttEEffffeeccttiivveenneessss::--

The general perception among borrower is that it is lack of

finance that leads to sickness and NPAs. But this may not be the

case all the time. Management effectiveness in tackling adversebusiness conditions is a very important aspect that affects a

borrowing units fortunes. A bank may commit additional finance

to an aling unit only after basic viability of the enterprise

also in the context of quality of management is examined and

confirmed. Where the default is due to deeper malady, viability

study or investigative audit should be done it will be useful

to have consultant appointed as early as possible to examine this

aspect. A proper techno- economic viability study must thus

become the basis on which any future action can be considered.

'MMuullttiipplleeFFiinnaanncciinngg::--

A. During the exercise for assessment of viability and

restructuring, a Pragmatic and unified approach by all the

lending banks/ FIs as also sharing of all relevant information on

the borrower would go a long way toward overall success of

rehabilitation exercise, given the probability of

success/failure.

B. In some default cases, where the unit is still working, the

bank should make sure that it captures the cash flows (there is a

tendency on part of the borrowers to switch bankers once they

default, for fear of getting their cash flows forfeited), and

ensure that such cash flows are used for working capital

purposes. Toward this end, there should be regular flow of

information among consortium members. A bank, which is not part

of the consortium, may not be allowed to offer credit facilities

to such defaulting clients. Current account facilities may also

be denied at non-consortium banks to such clients and violation

may attract penal action. The Credit Information Bureau of India

Ltd.(CIBIL) may be very useful for meaningful information


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exchange on defaulting borrowers once the setup becomes fully

operational.

C. In a forum of lenders, the priority of each lender will be

different. While one set of lenders may be willing to wait for a

longer time to recover its dues, another lender may have a much

shorter timeframe in mind. So it is possible that the letter

categories of lenders may be willing to exit, even a t a cost

by a discounted settlement of the exposure. Therefore, any plan

for restructuring/rehabilitation may take this aspect into

account.

D. Corporate Debt Restructuring mechanism has been

institutionalized in 2001 to provide a timely and transparent

system for restructuring of the corporate debt of Rs. 20 crore

and above with the banks and FIs on a voluntary basis and outside

the legal framework. Under this system, banks may greatly benefit

in terms of restructuring of large standard accounts (potential

NPAs) and viable sub-standard accounts with consortium/multiple

banking arrangements.

TOOLS FOR RECOVERY OF NPAS

CCrreeddiittDDeeffaauulltt

IInnaabbiilliittyyttooPPaayyWiillll ullddeeaaullt


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UUnnvviiaabbllee VViiaabbllee

LLookkAAddaallaatt

DDeebbttRReeccoovveerryy

SSeeccuurriittiizzaattiioonnAAcctt

AAsssseett

RReeccoonnssttrruuccttiioonn

mmpprroommiissee

RReehhaabbiilliittaattiioonn

CCoonnssoorrttiiuummFFiinnaannccee

SSoolleeBBaannkkeerr

oorrppoorraatteeDDeebbttRReessttrruuccttuurriinngg

hhIIssssuueeooff

a

CCoonnvveerrssiioonn

i CT

FFrreesshhWWCCLLiimmiittRReepphhaasseemmeennttooff

RReepaaymmeennttPPeerriioodd


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MANAGEMENT OF NPAS: SECURITIZATION

1. NPAs in India - The Current Scenario

For the past few years, the Indian Banking system has been

struggling to manage the vast portfolio of bad loans, popularly

known as Non-Performing Assets (NPAs). The problem is more acute

in the case of PSU banks. As of March 2003, the total NPAs of the

private and public sector banks put together stood at a whopping

Rs 65,000 crore (Source: Trend and Progress of Banking in India,

RBI).

NPAs, simply defined, are those loans and advances in respect of

which interest and/or principal instalment have not been paid for

180 days from the due date. From April 1, 2004, however, any loan

on which interest or principal installment is not paid for more

than 90 days would be reckoned as NPA. The banking system is,

therefore, sure to see a swelling NPA portfolio in the coming

years. This poses a serious liquidity and credit risk on the

banking system, which unless managed effectively would jeopardize

the same.

Thus, to prevent the collapse of the whole system due to non-

payment of loans by the borrowers, there ought to be some

mechanism in place. Two major steps were taken in this regard -

1.The RBI directed the banks to maintain compulsory provisionsfor different types of NPAs;

2.The Securitization and Reconstruction of Financial Assetsand Enforcement of Security Interest Act, 2002 was enacted.


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The SARFAESI Act allowed the banks and financial institutions to

take possession of the collateral security given by the

defaulting borrowers and sell these assets without having to go

through protracted legal procedures.

2. Securitization

Securitization is the process of conversion of existing assets or

future cash flows into marketable securities. For the purpose of

distinction, the conversion of existing assets into marketable

securities is known as asset-backed securitization and the

conversion of future cash flows into marketable securities is

known as future-flows securitization.

The purpose of the Securitization Act is to promote the setting

up of asset reconstruction / securitization companies to take

over the Non Performing Assets (NPA) accumulated with the banks

and public financial institutions. The Act provides special

powers to lenders and securitization / asset reconstruction

companies, to enable them to take over of assets of borrowers

without first resorting to courts.

The Act was welcomed by the banking community, but resisted by

the borrower community. The validity was challenged in various

courts on the ground that it was predominantly in favor of

lenders. Hence, lenders were unable to enforce the provisions in

full. But the crux of the issue was whether the Act would be an

effective tool to make a drastic difference to the NPA menace.

3. Securitization - Relevance to the Banking Sector

The growth in credit off take of banks has been the second

highest in the last 55 years. But at the same time the

incremental credit deposit ratio for the past one-year has been

greater than one. Thus, for every Rs 100 worth of deposit coming


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into the system more than Rs 100 is being disbursed as credit.

So, the mismatch between the credit given and the funds received

creates an issue of proper management of increased credit off-

take.

One of the measures adopted by the banks to cater to this credit

boom is by selling their investments in government securities and

giving the amount raised as loans. But there is a limit to such

credit funding due to minimum SLR requirements of 25% in

government and semi government securities.

Once the banks reach this level of 25 per cent, they cannot sell

any more government securities to generate liquidity. And giventhe pace of credit off take, some banks could reach this level

very fast. So banks, in order to keep giving credit, need to

ensure that more deposits keep coming in.

Securitization also helps banks to sell off their NPAs to asset

reconstruction companies (ARCs). ARCs, which are typically

publicly / government owned, act as debt aggregators and are

engaged in acquiring bad loans from the banks at a discounted

price, thereby helping banks to focus on core activities. On

acquiring bad loans ARCs restructure them and sell them to other

investors as 'Pass Through Certificates' (PTCs), thereby freeing

the banking system to focus on normal banking activities.

4. Future Outlook

Securitization is expected to become more popular in the near

future in the banking sector. Banks are expected to sell off a

greater amount of NPAs toARCIL by 2007, when they have to shift

to Basel-II norms. Blocking too much capital in NPAs can reduce

the capital adequacy of banks and can be a hindrance for banks to

meet the Basel-II norms. Thus, banks will have two options -


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either to raise more capital or to free capital tied up in NPAs

and other loans through securitization

BASEL II Primer: New Capital Adequacy Framework for

Banks.

Banking industry is the backbone of any country's economy; the

sounder it is, the better the performance of the financial

markets and the economy as a whole. Just like any other industry,

banking industry is susceptible to various types of risks which

might occasionally occur in losses, and at times they tend to be

so severe that they take entire firm down with them. To hedge

against such risks, banks keep a minimum buffer of equity and

provisions (regulatory capital), given a certain amount of

various kinds of risks.

The size of this regulatory capital was determined by Based

Accord (Basel I) earlier and now by Basel II Framework. Basel

Committee on Banking Supervision (BCBS) is responsible to frame

these rules; the committee has members from various (13)

countries that are represented by their respective central banks

or equivalent authority.

Basel II Framework on capital adequacy takes into account the

elements of credit risk in various types of assets in the balance

sheet as well as off-balance sheet business and also attempts to

strengthen the capital base of banks. BCBS released the

"International Convergence of Capital Measurement and Capital

Standards: ARevisedFramework" on 26 June 2004. This was then

updated in November 2005 to include trading activities and the

treatment of double default effects. The revised framework seeks

to arrive at significantly more risk-sensitive approaches to


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viz. sub standard, doubtful, and loss assets. A loan asset is

classified as sub standard if it remains NPA up to a period of 18

months; doubtful if it remains NPA for more than 18 months; and

loss, without any waiting period, where the dues are considered not

collectible or marginally collectible.

Net NPA is gross NPA less provisions. Since in India, bank balance

sheets contains a huge amount of NPAs and the process of recovery and

write off of loans is very time consuming, the provisions the banks

have to make against the NPA according to the central bank guidelines,

are quite significant.

Here, we can see that there are huge difference between gross and net

NPA. While gross NPA reflects the quality of the loans made by banks,

net NPA shows the actual burden of banks. The requirements for

provisions are :

100% for loss assets 100% of the unsecured portion plus 20-50% of the secured portion,depending on the period for which the account has remained in the

doubtful category

10% general provision on the outstanding balance under the substandard category.

FINDINGS & SUGGESTIONS

After the global financial turmoil in 2008, Indian banks begin the new

year with a lurking fear that their Non Performing Assets would go up

with their portfolios coming under severe stress.

There is already a visible strain on consumer, credit card and vehicle

loan portfolios and many banks have taken conscious decision to scale

down their advances to risky sectors. Some banks have also revised

their credit growth targets downwards as the year has come to a close.


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The ongoing financial crisis has had its toll on export-related

sectors like IT, textile and SMEs. This may indirectly impact

banks' asset quality. There is, therefore, a pressing need to

ensure adequate risk-management mechanisms to overcome this

challenge. Indian banks witnessed a sharp jump in their gross

NPAs for the first time in six years in FY08, compelling many of

them to enhance their existing risk assessment tools. Gross NPAs

of commercial banks in FY08 escalated by Rs 6,136 crore (Rs 61.36

billion), according to figures released by the Reserve Bank.

Despite pressures emanating from global financial markets, Indian

banks witnessed a healthy 25 to 29 per cent average growth in

credit disbursals, primarily in housing, auto and infrastructure

loans. Banks witnessed a huge credit demand from their corporate

clients who found their foreign funding sources drying up in the

aftermath of the global meltdown which originated with the

subprime-crisis in America in mid-2007. The growth in credit in

the industry in 2008 was in the range of 25 to 29 per cent on

account of working capital requirements of small, mid and large-

sized industries, bankers expect an average 25 per cent in their

credit in 2009.

While government-owned banks were quick to respond to the recent

signals from policy-makers by reducing interest rates periodically,

many private banks are yet to follow suit, mainly owing to pressure on

their margins.

Government-owned banks have effected an up to 1 to 1.5 per cent

reduction in their Prime Lending Rates in the recent past heeding

calls from the government and the Reserve Bank to do so in order to

ensure a credit pick-up. PLR is the benchmark rate, based on which

private banks lend to their customers.

Documents

Final Npa Management