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DEPARTMENT OF MANAGEMENT
Index
Sr. No. Particulars Page No.
1. Introduction 3-14
Non Performing Assets – Concept
Types of N.P.A
Difficulties with N.P.A
7. Bibliography 39
CHAPTER 1
Introduction
A strong banking sector is important for flourishing economy. One of the most important
and major roles played by banking sector is that of lending business. It is generally
encouraged because it has the effect of funds being transferred from the system to productive
purposes, which also results into economic growth. As there are pros and cons of everything,
the same is with lending business that carries credit risk, which arises from the failure of
borrower to fulfill its contractual obligations either during the course of a transaction or on
a future obligation. The failure of the banking sector may have an adverse impact on other
sectors.
Non- performing assets are one of the major concerns for banks in India. NPAs reflect the
performance of banks. A high level of NPAs suggests high probability of a large number of
credit defaults that affect the profitability and net-worth of banks and also erodes the value
of the asset. The NPA growth involves the necessity of provisions, which reduces the over all
profits and shareholders value. The issue of Non Performing Assets has been discussed at
length for financial system all over the world. The problem of NPAs is not only affecting the
banks but also the whole economy. In fact high level of NPAs in Indian banks is nothing but
a reflection of the state of health of the industry and trade.This project deals with
understanding the concept of NPAs, its magnitude and major causes for an account becoming
non-performing, projection of NPAs over next years in banks and concluding remarks.
The magnitude of NPAs have a direct impact on Banks profitability legally they are not
allowed to book income on such accounts and at the same time banks are forced to make
provisions on such assets as per RBI guidelines The RBI has advised all State Co-operative
Banks as well as the Central Co-operative Banks in the country to adopt prudential norms
from the year ending 31-03-1997. These have been amended a number of times since 1997.
As per their guidelines the meaning of NPAs, the norms regarding assets classification and
provisioningIts now very known that the banks and financial institutions in India face the
problem of amplification of non-performing assets (NPAs) and the issue is becoming more
and more unmanageable. In order to bring the situation under control, various steps have
been taken. Among all other steps most important one was the introduction of Securitisation
and Reconstruction of Financial Assets and Enforcement of Security Interest Act, 2002 by
Parliament, which was an important step towards elimination or reduction of NPAs.
RBI introduced, in 1992, the prudential norms for income recognition, asset
classification & provisioning – IRAC norms in short – in respect of the loan portfolio of the
Co operative Banks. The objective was to bring out the true picture of a bank’s loan portfolio.
The fallout of this momentous regulatory measure for the management of the CBs was to
divert its focus to profitability, which till then used to be a low priority area for it. Asset
quality assumed greater importance for the CBs when Maintenance of high quality credit
portfolio continues to be a major challenge for the CBs, especially with RBI gradually
moving towards convergence with more stringent global norms for impaired assets.The
quality of a bank’s loan portfolio can impact its profitability, capital and liquidity. Asset
quality problems are at the root of other financial problems for banks, leading to reduced net
interest income and higher provisioning costs. If loan losses exceed the Bad and Doubtful
Debt Reserve, capital strength is reduced. Reduced income means less cash, which can
potentially strain liquidity. Market knowledge that the bank is having asset quality problems
and associated financial conditions may cause outflow of deposits. Thus, the performance of a
bank is inextricably linked with its asset quality. Managing the loan portfolio to minimise
bad loans is, therefore, fundamentally important for a financial institution in today’s
extremely competitive and market driven business environment. This is all the more
important for the CBs, which are at a disadvantage of the commercial banks in terms of
professionalised management, skill levels, technology adoption and effective risk
management systems and procedures. Management of NPAs begins with the consciousness
of a good portfolio, which warrants a better understanding of risks in lending. The Board has
to decide a strategy keeping in view the regulatory norms, the business environment, its
market share, the risk profile, the available resources etc. The strategy should be reflected in
Board approved policies and procedures to monitor implementation. The essential
components of sound NPA management are
i) quick identification of NPAs,
ii) their containment at a minimum level,
iii) ensuring minimum impact of NPAs on the financials.
Types Of NPA:
The RBI has issued the guidelines to banks for classification of assets in to following
categories.
Standard assets:- Standard Asset is one which does not disclose any problems and
which does not carry more than normal risk attached to the business/banks. These are loans
which do not have any problem are less risk. Such an asset is not a non-performing asset. In
other words, it carries not more than normal risk attached to the business.
(ii) An asset where the terms of the loan agreement regarding interest and principal have
been re-negotiated 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 or rescheduled terms. In other words, the classification
of an asset should not be upgraded merely as a result of rescheduling, unless there is
satisfactory compliance of this condition
Doubtful NPA : An asset that has remained an NPA for a period exceeding 12 months
is a doubtful asset. These are NPA exceeding 12 months.
Under doubtful NPA there are three sub categories:
Loss Assets:- A 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 Reserve Bank of India
inspection but the amount has not been written off, wholly or partly. In other words, such
an asset is considered un-collectible and of such little value that its continuance as a
bankable asset is not warranted although there may be some salvage or recovery value. Here
loss is identified by the banks concerned, by internal auditors, by external auditors, or by the
Reserve Bank India upon inspection. These NPA which are identified unreliable by internal
inpector of bank or auditors or by RBI. Under this 100% provision is made.
1. Owners do not receive a market return on their capital. In the worst case, if the bank fails,
owners lose their assets. In modern times, this may affect a broad pool of shareholders.
2. Depositors do not receive a market return on savings. In the worst case if the bank fails,
depositors lose their assets or uninsured balance. Banks also redistribute losses to other
borrowers by charging higher interest rates. Lower deposit rates and higher lending rates
repress savings and financial markets, which hampers economic growth.
3. Non performing loans epitomize bad investment. They misallocate credit 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. The economy
performs below its production potential.
4. Non performing loans may spill over the banking system and contract the money stock,
which may lead to economic contraction. This spillover effect can channelize through
illiquidity or bank insolvency;
(a) when many borrowers fail to pay interest, banks may experience liquidity shortages.
These shortages can jam payments across the country,
(b) illiquidity constraints bank in paying depositors e.g. cashing their paychecks. Banking
panic follows. A run on banks by depositors as part of the national money stock
become inoperative. The money stock contracts and economic contraction follows
undercapitalized banks exceeds the banks capital base.
CHAPTER 2
Review of literature
A number of studies related to performance and overdues of banking sector have been
conducted by many researchers and institutions in India. An analytical attempt is being
made to review some related works done to organize them in a presentable form.
I. Studies Prior to Financial Sector Reforms (1991):
The Maclegan Committee (1914), which is the historical document in the annals of
cooperative movement, has examined the performance of credit cooperatives. It stated that
when the funds are kept rotating, any loaning function of the bank can gear up successfully
and serve very useful purpose. Unless the loans are repaid punctually, cooperation is both
financially and educationally an illusion.
Kalyani (1970) emphasized on a longer period for the repayment of long term loans in India.
He added that the total burden of interest would be relatively higher in the long period than
in the shorter period, but then this burden would be spread over quite a long period, making
it easier for the borrower to repay his loan in easy instalments, thereby resulting in lesser
overdues.
The All India Rural Credit Review Committee (1972) strongly stated that there is an utter
lack of administrative supervision, staff of right type and the requisite scale of and, therefore,
a full check on the utilization of loans is rather difficult. Further it pointed out that the
cooperative system had remained stagnant both in respect of coverage of credit as well as
borrowing members as proportion to the total number of members. Cooperative credit was
short of standards of timeliness, adequacy and dependability. Generally the overdues were
heavy and were rising from year to year.
Datey, the Chairman of the Report of the study team on overdues in cooperative credit
institutions (1974) studied the problem of overdues in cooperative banks and remarked.
About three fourths of overdues arose due to willful default besides internal reasons. And he
suggested that stern action on recalcitrant borrowers should be taken up.
Economic Survey (2005-2006), Monetary and Banking Developments: According to this
survey, the target for institutional credit for agriculture by all the agencies was fixed at
Rs.105,000 crores for the year 2004-05,ensuring 30% growth over previous year’s
achievement. The overall achievement by all agencies during 2004-05 was 1,15,243 crores,
equivalent to 32% growth over the previous year’s achievement. It further highlighted that
while the Commercial Banks and Regional Rural Banks over performed vis-à-vis their target
of Rs 57000 crores and 8500 crores, there was a shortfall of over Rs.8000 crores by
Cooperative Banks vis-à-vis their target of 39,000 crores, attributing the same to low
resource base and inefficient recovery system, thereby leading to excessive Overdues. The
position of NPAs has significantly improved in Scheduled Commercial Banks due to wider
options available to these for recovery of their dues on one hand and sale of their NPAs to
Asset Reconstruction Co(India) limited (ARCIL) on the other hand. This resulted in NPAs
declining by 6487 crores between March 2004 and end March 2005.
CHAPTER 3
Profile of the jalandhar central co operative bank
Cooperatives - An Introduction
Cooperatives have played a vital role in improving the economic conditions of farmers and
accelerating the pace of development in Punjab. Development through Cooperatives was a
dream cherished by freedom fighters of India ever since Independence. Cooperative
principles ensure harmonious development, through democratic management and
governance. Cooperatives have brought both the services and resources at the doorsteps of
villagers in Punjab. These have been enthusiastically serving the people of Punjab in area
such as agriculture, housing, spinning, sugar production, weaving and dairy etc.The
performance of Cooperative Movement in Punjab, is very impressive. Cooperatives
constitute the major source of institutional credit for agriculture. Cooperatives are playing
a pivotal role in socio-economic development of the State. These are key instruments of
the State to develop and sustain its rural economy, which is primarily agrarian. The
Department of Cooperation has accelerated Cooperative movement in Punjab during the
last three years.
Principles:-
MISSION
Promotion and sustainance of economic interest & providing easy finance, cost effective and
quality banking services ot customer & PACs.
AREA OF OPERATION:
In the area of this bank, there were five unions that were functioning as credit institutions
for co-operative societies. In 1956, all these unions were absorbed in the bank. The area of
the operation of the bank is jalandhar district that comprises three Tehsils i.e Nakodar,
Phillaur and Jalandhar. In 1956, the total number of branches of the bank were two in
number this number stands at 72 now out of these branches, 7 are in Urban areas, 22 in
semi- urban areas and 43 in rural areas.
Chapter 4
RESEARCH METHODOLOGY
For accomplishing the objectives of the study, both secondary and primary data
will be analyzed.
1. Secondary Data:
The Secondary Data for three years from 2006 to 2008 will be used for the purpose of
this study. The data will be collected from:
(1) The Annual Accounts, Audit Reports, and Inspection Reports of the selected DCCBs.
(2) Publications of Reserve Bank Of India.
(3) Publications of NABARD.
(4) Economic Surveys
(5) Existing literature and other scholarly works.
Tools of Analysis:
Consistent with the objectives of the study, different accounting techniques such as
Ratio analysis, etc., will be utilized. In addition to these, simple statistical techniques like
averages, graphs, percentages may be used aiming at the achievement of study objectives and
findings of the existing studies.
Chapter 5
Findings & recommendation
Causes of NPA’s in banks
Non-performing Assets (NPAs) are the smoking gun threatening the very stability of Indian
banks. NPAs wreck a bank's profitability both through a loss of interest income and write-off
of the principal loan amount itself. In a bid to stem the lurking rot, RBI issued in 1993
guidelines based on recommendations of the Narasimham Committee that mandated
identification and reduction of NPAs. Their implementation immediately pushed many
banks into the red. So serious is the problem that an RBI report suggested that reducing
NPAs be treated as a 'national priority'
The problem India Faces is not lack of strict prudential norms but
i. The legal impediments and time consuming nature of asset disposal proposal.
* Internal factors
* External factors
Internal factors:
1. Funds borrowed for a particular purpose but not use for the said purpose.
2. Project not completed in time.
3. Poor recovery of receivables.
4. Excess capacities created on non-economic costs.
5. In-ability of the corporate to raise capital through the issue of equity or other
debt instrument from capital markets.
6. Business failures.
7. Diversion of funds for expansion\modernization\setting up new projects\
helping or promoting sister concerns.
8. Willful defaults, siphoning of funds, fraud, disputes, management disputes,
mis-appropriation etc.
9. Deficiencies on the part of the banks viz. in credit appraisal, monitoring and
follow-ups, delay in settlement of payments\ subsidiaries by government bodies etc
External factors:
1. Sluggish legal system –
Long legal tangles
Changes that had taken place in labour laws
Lack of sincere effort.
‘Strategy for reducing provision – The extent of provision for doubtful asset is with
reference to secured and unsecured portion. Cent percent provision needs to be made for the
unsecured portion. If banks can ensure that the loan outstanding is fully secured by realisable
security, the quantum of provision to be made would be less. It takes one year for a sub
standard asset to slip into doubtful category. Therefore, as soon as an account is classified as
substandard, the banker must keep strict vigil over the security during the next one year
because in the event of the account being classified as doubtful, the lack of security would be
too costly for the bank.
Cash recovery – Banks, instead of organising a recovery drive based on overdues, must
short list those accounts, the recovery of which would provide impetus to the system in
reducing the pressure on profitability by reduced provisioning burden. Vigorous efforts need
to be made for recovery of critical amount (overdue interest and instalment) that can save
an account from NPA classification:
a) In case of a term loan, the banker gets 90 days after the date of default to take
appropriate action and to persuade the borrower to pay interest or instalment
whichever is due.
b) In case of a cash credit account, the banker gets 90 days for ensuring that the
irregularity in the account is rectified.
c) In case of direct agricultural loans, the account is classified NPA only after two crop
seasons (from sowing to harvesting) from the due date in case of short duration loans
and one crop season from the due date in case of long duration loans.
Up gradation of assets – Once accounts become NPA, then bankers should take steps to
up grade them by recovering the entire overdues. Close follow-up will generally ensure
success.
CONCLUSION
The Indian banking sector is facing a serious problem of NPA. The extent of NPA is
comparatively higher in public sectors banks. To improve the efficiency and profitability, the
NPA has to be scheduled. Various steps have been taken by government to reduce the NPA. It is
highly impossible to have zero percentage NPA. But at least Indian banks can try competing
with foreign banks to maintain international standard. I would suggest 3 ways of solving this
problem of NPAs. They are
Various steps have been taken by the government to recover and reduce NPAs. Some of them
are.
Chapter7
BiBliography
Data from the bank and internet from following links.
http://pbcooperatives.gov.in/DCCB.htm
http://www.thehindubusinessline.com/2005/07/09/stories/2005070902430600.htm
http://www.newkerala.com/nkfullnews-1-88540.html
http://www.scribd.com/doc/17156683/NPA-Management-project-in-state-bank-of-mysore
http://www.rbi.org.in/scripts/bs_viewmastercirculars.aspx
http://www.taxmann.net/FEMAOnlineweb/FEMA_Online/FemaRBImasterCircular.aspx?
pId=80502