CREDIT APPRAISAL and NPA MANAGEMENT

CREDIT APPRAISAL AND
NPA MANAGEMENT
Submitted by
Arkadip Gupta
(PGDMB14-101)
In partial fulfillment for the award of the degree of
POST GRADUATE DIPLOMA IN MANAGEMENT
INSTITUTE FOR FINANCIAL MANAGEMENT AND RESEARCH
24, Kothari Road, Nungambakkam, Chennai - 600 034
(2013-15)

CREDIT APPRAISAL AND NPA MANAGEMENT
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ACKNOWLEDGEMENT
I would like to thank Indian Overseas bank for giving me this opportunity to intern in
GeorgeTown Branch of Indian Overseas Bank. I would like to thank Mr. K K DurgaPrasad Rao,
Chief Manager, for his guidance and support throughout my stint. Mr. Purushottam, Senior
Employee (Advances) for his guidance and motivation right from Day one. I would like to
sincerely thank Mr. Sunil Sharma, Assistant Manager for providing me valuable insight in the
general banking functions throughout my internship period and patiently clarifying all my
queries. I would like to thank Prof. C V Krishnan, President IFMR for mentoring me throughout
my stint at IFMR since the first day. I would like to thank Prof. Ramesh Subramanian, faculty
IFMR for his guidance during my internship days.
Last but not the least, my words of gratitude remains incomplete unless I thank my
parents, who have stood by me and have given me the gift of life and learning.
Signature
__________________________
Date:__________________ Name of the student
____________________________

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TABLE OF CONTENTS
Chapter No Title Page
Number
Executive Summary
1 Introduction to Indian Overseas Bank
I. IOB growth in multiple chronological periods
II. Recent Achievements by IOB
III. SWOT analysis of IOB
IV. Current Scenario and Structure of Banking Sector
V. Objective of Study
VI. Purpose of Study
1-7
2 Credit Appraisal – Methodology
I. Introduction
II. Defining Credit Appraisal
III. Basic Types of Credit
IV. Conducting feasibility study
V. Brief Overview of Loans( both Fund and non-fund
based)
VI. Credit Appraisal process flowchart and workflow
VII. Some special features and loans restructuring
8-27
3 NPA Evaluation – Methodology
I. Introduction
II. Defining NPA
III. NPA categorization and provisioning
IV. RBI guidelines for Asset Classification
V. New norms to modify the NPA pact
VI. Trend Analysis of NPAs of the SCBs
VII. Impact of NPA on banking performances
VIII. Measures for NPA management
IX. SARFAESI Act
X. NPA issues and resolution by IOB
XI. Payment terms and their timeframe
XII. Accounting policy
28-54
4 Conclusion
I. Recommendations

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55-57
5 Appendix- Work Diary :
1. WC loan extension of ABC Papers
2. WC loan extension and recovery of ABC Graphics
3. Sources of tables and References
4. IOB Financial Statements and NPA volumes
58-81
82-97
98-98
99-101

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EXECUTIVE SUMMARY
This project deals with defining the credit appraisal and the process involved in the appraisal of
Working capital loans and Term Loans and also the process of recovering the loans in case the
account degrades to a substandard or doubtful category.
Credit Appraisal is the process by which the financing authority approves the loan requirement of
an organization (or an individual) by assessing his credit, capital, collateral, capacity and condition
either approves or rejects the loan. So for assessing one’s requirement the institution has to follow
a systematic procedure comprising of a series of steps. Often these loans are given either based out
of funds or they may be non-fund based. For a long term loan often the economic, financial,
technical as well as management viabilities are well defined and the borrower should invest in a
viable project. Often loans lend out on exorbitant projections get reduced to NPA. When the loan
gets degraded to a non-performing one; it acts as a double edged sword on the bank itself. While
the bank will not earn any interest, at the same time they have to make provisions for those
accounts. Provisioning eats out from the profit and for recovering those, bank have to hire DRA
agents and often the banks end up getting less as they settle for OTS. With the country recovering
from economic recession, the banks are particularly very careful with the loan sanctions and the
PSB already weighed down with huge volumes of NPA, are maneuvering new strategies to
increase their profits.
Credit Appraisal process measures both a company's efficiency and its short-term financial health.
These funds are used for day to day operations of the company. The bank is giving working capital
loans in the form of cash credit, miscellaneous cash credit, packing credit, Easy Trade Finance.
Term loans are a loan from a bank for a specific amount that has a specified repayment schedule
and a floating interest rate. Term loans almost always mature between one and 10 years. Many
banks specialize in financial guarantees and similar products that are used by exporters as a way
of attracting importer. The guarantee provides importers with an additional level of comfort that
the money will be repaid in the event that the exporters would not be able to fulfill the contractual
obligation to make timely shipments of goods. Often due to unforeseen circumstances, the parties

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start defaulting and then the bank has to follow certain norms while recovering the loans. Despite
of the loans being backed against collaterals, the banks prefer repayment of the loans with incurred
interest. In case a account degrades to NPA, then high value of provisioning eats into the profit
and even now the SCBs are weighed down by a huge percentage of NPAs. The Benchmark amount
discounted to Present Value is the least amount a bank settles upon either by one- time settlement
or by annual installments. Often for high value corporate loans, following economic crunches ,
CDR or flexi payments are done to reduce the NPA volume.
During my tenure at IOB, GeorgeTown I discussed the technical feasibility, financial
feasibility, industrial feasibility and managerial competency of companies before giving the loan.
Despite of following the norms while sanctioning the loans, there was one instance of a current
account which turned to NPA. The recovery procedure was elucidated to me and the analysis of
the case has been incorporated in my report. The other case was of the WC capital extension of a
current account. Other than these two case study analysis, I was informed about the normal banking
activities like CTS lodging and returns, funds transfer. Lastly I was also walked through the
banking IT system which was an in-house development based on C++.

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INDIAN OVERSEAS BANK:
Introduction:
Indian Overseas Bank (IOB) was founded in February 10th of the year 1937 by
Shri.M.Ct.M.Chidambaram Chettyar, a pioneer in many fields Banking, Insurance and Industry
with the twin objectives of specializing in foreign exchange business and overseas banking. IOB
had the unique distinction of commencing business in 10th February 1937 (on the inaugural day
itself) in three branches simultaneously - at Karaikudi and Chennai in India and Rangoon in Burma
(presently Myanmar) followed by a branch in Penang. Indian Overseas Bank has an ISO certified
in-house Information Technology department, which has developed the software that 900 branches
use to provide online banking to customers. At the dawn of Independence, IOB had 38 branches
in India and 7 branches abroad. The Products & Services of the bank includes NRI Services,
Personal Banking, Forex Services, Agri-Business Consultancy, Credit Cards, Any Branch Banking
and ATM Banking.
Saga of the IOB is covered into four categories, such as Pre-nationalization era (1947- 69),
at the time of Nationalization (1969), Post - nationalization era (1969-1992) and Post-Reform
Period - Unprecedented developments (1992 & after).
In Pre-nationalization era (1947- 69), IOB expanded its domestic activities and enlarged
its international banking operations. As early as in 1957, the Bank established a training center,
which has now grown into a Staff College at Chennai with 9 training centers all over the country.
IOB was the first Bank to venture into consumer credit. It introduced the popular Personal Loan
scheme during this period. In 1964, the Bank made a beginning in computerization in the areas of
inter-branch reconciliation and provident fund accounts. In 1968, IOB established a full-fledged
department to cater exclusively to the needs of the Agriculture sector. At the time of
Nationalization (1969), IOB was one of the 14 major banks that was nationalized in 1969. On the
eve of Nationalization in 1969, IOB had 195 branches in India with aggregate deposits of Rs. 67.70
Crs. and Advances of Rs. 44.90 Crs.
In Post - nationalization era (1969-1992), during the year 1973, IOB had to wind up its
five Malaysian branches as the Banking law in Malaysia prohibited operation of foreign
Government owned banks. This led to creation of United Asian Bank Berhad in which IOB had
16.67% of the paid up capital. In the same year Bharat Overseas Bank Ltd was created in India

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with 30% equity participation from IOB to take over IOB's branch at Bangkok in Thailand. In
1977, IOB opened its branch in Seoul and the Bank opened a Foreign Currency Banking Unit in
the free trade zone in Colombo in 1979. The Bank sponsored 3 Regional Rural Banks viz. Puri
Gramya Bank, Pandyan Grama Bank and Dhenkanal Gramya Bank. The Bank had setup a separate
Computer Policy and Planning Department (CPPD) to implement the programme of
computerization, to develop software packages on its own and to impart training to staff members
in this field. In the year 1988, IOB acquired Bank of Tamil Nadu in a rescue.
In Post-Reform Period - Unprecedented developments (1992 & after), IOB formulated
its Web site during the month of February in 1997. The Bank got autonomous status during the
year 1997-98. IOB had the distinction of being the first Bank in Banking Industry to obtain ISO
9001 Certification for its Computer Policy and Planning Department from Det Norske Veritas
(DNV), Netherlands in September 1999. IOB started its STAR services in December of the year
1999 for speedy realization of outstation cheques. Now the Bank has 14 STARS centres and one
Controlling Centre for providing this service and in the same year started tapping the potential of
Internet by enabling ABB cardholders in Delhi to pay their telephone bills by just logging on to
MTNL web site and by authorizing the Bank to debit towards the telephone bills. The Bank made
a successful debut in raising capital from the public during the financial year 2000-01, despite a
subdued capital market. IOB bagged the NABARD's award for credit linking the highest number
of Self Help Groups for 2000-2001 among the Banks in Tamil Nadu.
Mobile banking under SMS technology was implemented in Ahmedabad and Baroda. Pilot run of
Phase I of the Internet Banking commenced covering 34 branches in 5 Metropolitan centers. IOB
was one among the first to join Reserve Bank of India's negotiated dealing system for security
dialing online. The Bank has finalized an e-commerce strategy and has developed the necessary
Internet banking modules in-house. For the first time a Total Branch Automation package
developed in-house has been customized in one of the Overseas Branches of the Bank. Most
software developed in-house.
During May of the year 2007, Indian rating agency ICRA assigned an 'A1+' rating to the
proposed 20 bln rupee certificates of deposit programme of Indian Overseas Bank, citing the
bank's consistent and measured growth, the improvement in its asset quality through effective
monitoring and collection systems, and improving core profitability. During June of the year
2008, IOB launched two new products namely IOB Gold' and IOB Silver' in savings account and

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IOB Classic' and IOB Super' under current account. IOB have a network of more than one
thousand eight hundred branches all over India located in various metropolitan cities, urban,
suburban and rural areas. IOB plans to set up banking operations in Malaysia in a joint venture
with two other India-based banks Bank of Baroda and Andhra Bank with a minimum capital
investment of RM320 million (US$100 million).
RECENT ACHIEVEMENTS (includes only the fiscal period 2013-
14):
3000th Branch Vaniangudi opened on 17.8.2013 by Hon. Finance Minister.
No. of Branches as on 31.3.2014 -3272
IOB adjudged Best Public Sector Bank in Priority Sector Lending by Dun & Bradstreet.
IOB's Official Facebook, launched by CMD M Narendra
The New Indian Express and Sunday Standard's Best Bankers' Award presented to IOB
Agriculture Leadership Award 2013 conferred to IOB
Award for "BEST RSETI IN THE COUNTRY received by RSETI Thanjavur
IBA Technology Award 2012-2013 for Best use of Business Intelligence awarded to IOB
IOB has bagged Best bank Award from Govt of Tamil Nadu for its support to Self Help Group (SHGs) in
the State.
IOB bagged the National Award for Effective Implementation of PMEGP 2012 -13 (South Zone)
IOB awarded Customer Focus Award for constantly delivering industry leading service standards.
IOB received “Banking Excellence Award “ from Finance Ministry,GOI
IT ACHIEVEMENTS OF IOB:
I. Core banking solutions
II. Internet banking
III. Mobile bank
IV. Payment Gateway
V. Alternate banking solutions
VI. CTS implementation
Table1. Achievements of IOB in 2013-14
Table2. Developments in the IT infrastructure

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SWOT ANALYSIS OF THE BANK:
Fig1. SWOT analysis of IOB

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CURRENT SCENARIO AND STRUCTURE OF BANKING
SECTOR:
Banking is the heart of India's financial services sector. Presently, the overall banking in India is
considered as fairly mature in terms of supply, product range and reach - even though reach in rural India
still remains a challenge for the private sector and foreign banks. Even in terms of quality of assets and
Capital adequacy, Indian banks are considered to have clean, strong and transparent balance sheets - as
compared to other banks in comparable economies in its region. The Reserve Bank of India is an
autonomous body, with minimal pressure from the Government.
The banking industry has undergone numerous changes over the past few years to be at par with
international banking norms and standards. While the banks' motive has shifted from social banking to
profit banking, dependence on ledgers, documents, cheques and slips has been replaced by electronic
initiatives or cashless banking. Earlier customers used to approach banks to avail their services, but now
banks approach them to market their offerings. With increasing competition and better quality of services,
customized service solutions seem to be the future of banking.
Mr Fred Hochberg, the US Exim Bank Chief, feels strong about India's long-term growth prospects. Exim
Bank's exposure to India is US$ 8.5 billion of its total portfolio of US$ 108 billion and the concentration in
India is expected to get bigger in 2013-14.
With the growth in the Indian economy expected to be strong for quite some time especially in its services
sector, the demand for banking services especially retail banking, mortgages and investment services are
expected to be strong. Mergers & Acquisitions., takeovers, are much more in action in India.
Fig 2: The commercial Banking Structure in India

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One of the classical economic functions of the banking industry that has remained virtually unchanged over
the centuries is lending. On the one hand, competition has had considerable adverse impact on the margins,
which lenders have enjoyed, but on the other hand technology has to some extent reduced the cost of
delivery of various products and services.
Bank is a financial institution that borrows money from the public and lends money to the public for
productive purposes. The Indian Banking Regulation Act of 1949 defines the term Banking Company as
"Any company which transacts banking business in India" and the term banking as "Accepting for the
purpose of lending all investment of deposits, of money from the public, repayable on demand or otherwise
and withdrawal by cheque, draft or otherwise".
Banks play important role in economic development of a country, like:
 Banks mobilize the small savings of the people and make them available for productive purposes.
 Promotes the habit of savings among the people thereby offering attractive rates of interests on
their deposits.
 Provides safety and security to the surplus money of the depositors and as well provides a
convenient and economical method of payment.
 Banks provide convenient means of transfer of fund from one place to another.
 Helps the movement of capital from regions where it is not very useful to regions where it can be
more useful.
 Banks advances exposure in trade and commerce, industry and agriculture by knowing their
financial requirements and prospects.
 Bank acts as an intermediary between the depositors and the investors. Bank also acts as mediator
between exporter and importer who does foreign trades.
Thus Indian banking has come from a long way from being a sleepy business institution to a highly pro-
active and dynamic entity. This transformation has been largely brought about by the large dose of
liberalization and economic reforms that allowed banks to explore new business opportunities rather than
generating revenues from conventional streams (i.e. borrowing and lending). The banking in India is highly
fragmented with 30 banking units contributing to almost 50% of deposits and 60% of advances.
OBJECTIVE OF STUDY:
The objective of the given project is to understand the entire process involved in successful lending
by the bank beginning from the financial analysis of lending, identification of reliable potential customer,
legal sanction to monitoring of those accounts and final recovery procedure through scheduled EMI
structure. This aims at analyzing the ways in which the bank manages its NPA. It includes identification of
problems associated with pre and post advances and simultaneously finding out viable solutions and
alternatives to address those issues.
The project is likely to help organization understand the various issues related to the advances, giving it
certain solutions to reduce the losses due to non-recovery of loans and maintain a healthy trend line of
decreasing net NPA there by helping it to maintain a balance between its deposits and advances and an
increase in its percentage yield.

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PURPOSE OF STUDY:
The purpose of preparation of this report is to focus on the lending function of banks with specific reference
to Indian Overseas Bank. The report states the following points.
I. The study gives an insight into the procedure followed by the Bank as per the norms of the Reserve
Bank of India and the authority that governs the functioning of Indian Overseas Bank. It also
explains certain technologies commonly used in banking industry.
II. The report states the different types of advances that are financed by the bank and their
classification as fund and non-fund based advances.
III. Further the documentation of proposed advances and their final sanction forms another major area
that is taken into consideration.
IV. Credit monitoring, identification of Non-Performing Assets (NPA) and legal procedure adopted by
the bank in recovery of those advances forms the most significant part of the study. The same is
exhibited in various case studies that are included in the project to give a better view, comprising
of an integral part of the report.
V. The last topic discussed as per the schedule of the project involves an in depth study of the problems
related to pre and post sanction of advances and their possible solutions. Certain conclusions and
recommendations are made as per the analysis of the cases.

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CREDIT APPRAISAL
INTRODUCTION:
Credit Appraisal is a process to estimate and evaluate the risks associated with the
extension of the credit facility. It is generally carried by the financial institutions which are
involved in providing financial funding to its customers. The risk involved here is the non-
repayment of the credit obtained by the customer of a bank. Thus it is necessary to appraise the
credibility of the customer in order to mitigate the credit risk. Proper credit evaluation of the
customer has to be performed; this measures the financial condition and the ability of the
customer to repay back the loan in future. Generally the credit facilities are extended against the
security know as collateral. But even though the loans are backed by the collateral, banks are
normally interested in the actual loan amount to be repaid along with the interest. Thus, the
customer's cash flows are ascertained to ensure the timely payment of principal and the interest.
So while appraising the credit worthiness of a loan applicant a multitude of factors like age,
income, number of dependents, nature of employment, continuity of employment, repayment
capacity, previous loans, credit cards, etc. come into play. Every bank or lending institution has
its own panel of officials for this purpose.
However the 6 ‘C’ of credit are crucial & relevant to all borrowers/ lending which is
relevant for all the borrowers. They are namely:
I. Character
II. Capacity
III. Collateral
IV. Capital
V. Cash flow
VI. Condition
In case any of the above mentioned factor is missing, then the bankers face a serious problem.
The serious doubt which looms in their mind is about the viability of the loan being repaid in the
correct scheduled time. Following a proper and transparent credit monitoring policy the credit

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defaulting could be minimized. So, a credit is a legal contract where one party receives resource
or wealth from another party and promises to repay him on a future date along with interest. In
simple terms, a credit is an agreement of postponed payments of goods bought or loan. With the
issuance of a credit, a debt is formed. Credit is provisioning of resources (such as granting a
loan) by one party to another party where that second party does not reimburse the first party
immediately, thereby generating a debt, and instead arranges either to repay or return those
resources (or material(s) of equal value) at a later date. Credit allows the borrower to buy goods
or commodities now, and pay for them later. Credit can be used to buy things with an agreement
to repay the loans over a period of time. The most common way to avail credit is by the use of
credit cards. Other credit plans include personal loans, home loans, vehicle loans, student loans,
small business loans, trade.
So there are two parties in a credit transaction -- the first party is called a creditor, also
known as a lender, while the second party is called a debtor, also known as a borrower.
CHARACTER
CAPACITY
COLLATERAL
CONDITIONS
CASH FLOW
CAPITAL
FLOWCHART
6 C’s OF CREDIT
Fig3. 6C’s of credit

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DEFINING CREDIT APPRAISAL:
The assessment of the various risks that can impact on the repayment of loan is credit appraisal.
Depending on the purpose of loan and the quantum, the appraisal process may be simple or
elaborate. For small personal loans, credit scoring based on income, life style and existing
liabilities may suffice. But for project financing, the process comprises technical, commercial,
marketing, financial, managerial appraisals as also implementation schedule and ability.
So credit appraisal can be defined as “a means of an investigation/assessment done by the
bank prior before providing any loans & advances/project finance & also checks the commercial,
financial & technical viability of the project proposed its funding pattern & further checks the
primary & collateral security cover available for recovery of such funds.”
BASIC TYPES OF CREDIT:
There are four basic types of credit. By understanding how each works, you will be able to get
the most for your money and avoid paying unnecessary charges.
Service credit is monthly payments for utilities such as telephone, gas, electricity, and water.
You often have to pay a deposit, and you may pay a late charge if your payment is not on time.
Loans let you borrow cash. Loans can be for small or large amounts and for a few days or
several years. Money can be repaid in one lump sum or in several regular payments until the
amount you borrowed and the finance charges are paid in full. Loans can be secured or
unsecured.
Installment credit may be described as buying on time, financing through the store or the easy
payment plan. The borrower takes the goods home in exchange for a promise to pay later. Cars,
major appliances, and furniture are often purchased this way. You usually sign a contract, make a
down payment, and agree to pay the balance with a specified number of equal payments called
installments. The finance charges are included in the payments. The item you purchase may be
used as security for the loan.
Credit cards are issued by individual retail stores, banks, or businesses. Using a credit card can
be the equivalent of an interest-free loan--if you pay for the use of it in full at the end of each
month.

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CONDUCTING FEASIBILITY STUDY:
The success of a feasibility study is based on the careful identification and assessment of all of
the important issues for business success. A detailed Project Report is submitted by an
entrepreneur, prepared by a approved agency or a consultancy organization. Such report provides
indepth details of the project requesting finance. It includes the Technical aspects, Managerial
Aspect, the Economic Condition and Projected Financial performance of the company. It is
necessary for the appraising officer to cross check the information provided in the report for
determining the worthiness of the project. They are
I. Financial feasibility
II. Technical feasibility
III. Economic feasibility
IV. Management feasibility
BRIEF OVERVIEW OF LOANS:
Credit can be of two types fund base & non-fund base:
FUND BASED includes:
I. Working Capital
II. Term Loan
NON-FUND BASED includes:
I. Letter of Credit
II. Bank Guarantee
III. Bill Discounting
FUND BASED FUNDING:
A. WORKING CAPITAL:
The objective of running any industry is earning profits. An industry will require funds to
acquire “Fixed assets” like land, building, plant, machinery, equipment, vehicles, tools etc., &
also to run the business i.e. its day to day operations.

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Funds required for day to-day working will be to finance production & sales. For
production, funds are needed for purchase of raw materials/ stores/ fuel, for employment of
labour, for power charges etc., for storing finishing goods till they are sold out & for financing
the sales by way of sundry debtors/ receivables.
Capital or funds required for an industry can therefore be bifurcated as fixed capital &
working capital. Working capital in this context is the excess of current assets over current
liabilities. The excess of current assets over current liabilities is treated as net working capital or
liquid surplus & represents that portion of the working capital which has been provided from the
long term source.
So working capital can be defined as:
“the funds required to carry the required levels of current assets to enable the unit to carry
on its operations at the expected levels uninterruptedly.”
Thus Working Capital Required is dependent on
(a) The volume of activity (viz. level of operations i.e. Production & sales)
(b) The activity carried on viz. manufacturing process, product, production programme, the
materials & marketing mix.
Different Methodologies for calculating Working Capital:
I. MPBF Method (Maximum permissible bank finance) as per Tandon Committee is
used for limits between ₹ 2-10Cr. (₹ 7.5-10Cr for SMEs)
II. Turnover Method as per Nayak Committee. It is used for approving advances upto
2Cr. (₹ 7.5 Cr in case of SMEs)
III. Cash Budget Method. It is used for limits above 10 Cr and for seasonal industries
like tea,sugar,etc.
OPERATING CYCLE:
Any manufacturing activity is characterized by a cycle of operations consisting of purchase
of purchase of raw materials for cash, converting these into finished goods & realizing cash by
sale of these finished goods.

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The time that lapses between cash outlay & cash realization by sale of finished goods and
realization of sundry debtors is known as the length of the operating cycle.
That is, the operating cycle consists of:
I. Time taken to acquire raw materials & average period for which they are in store.
II. Conversion process time
III. Average period for which finished goods are in store and
IV. Average collection period of receivables (Sundry Debtors)
Operating cycle is also called the cash-to-cash cycle & indicates how cash is converted into
raw material, stocks in process, finished goods, bills (receivables) & finally back to cash.
Working capital is the total cash that is circulating in this cycle. Therefore, working capital can
be turned over or redeployed after completing the cycle.
So, the length of the operating cycle = (I+II+III+IV)
TANDON COMMITTEE:
A committee headed by Sh. P.L.Tandon suggested three methods of lending in August 1974.
1st method of Lending
Banks can work out the working capital gap (total current assets less current liabilities other
than bank borrowings) and finance a maximum of 75 per cent of the gap; the balance to come out
Fig4. Diagrammatic representation of
Operating Cycle

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of long-term funds, i.e., owned funds and term borrowings. This approach was considered suitable
only for very small borrowers i.e. where the requirements of credit were less than ₹.10 Crs.
2nd method of lending
Under this method, the borrower should provide for a minimum of 25% of total current
assets out of long-term funds i.e., owned funds plus term borrowings. A certain level of credit for
purchases and other current liabilities will be available to fund the build up of current assets and
the bank will provide the balance. Consequently, total current liabilities inclusive of bank
borrowings could not exceed 75% of current assets.
3rd method of lending
Under this method, the borrower's contribution from long term funds will be to the extent
of the entire CORE CURRENT ASSETS (representing the absolute minimum level of raw
materials, process stock, finished goods and stores which are in the pipeline to ensure continuity
of production) and a minimum of 25% of the balance current assets should be financed out of the
long term funds plus term borrowings. This method was never used by RBI since its inception.
Fig5. Tandon Committee method of calculation

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METHOD 1 METHOD 2 METHOD 3
0.75 *( CA – CL ) 0.75*CA –CL 0.75*(CA-CCA)-CL
0.75*18,26,924 – 5,58,461
=13,70,193
0.75*17,89,039 -5,58,461
=12,30,578
0.75*17,89,039 – 5,58,461 &
==7,83,318
& It has been assumed that CCA constitutes 25% of the Current Assets.
NAYAK COMMITTEE:
The Committee headed by Sh.P.R.Nayak was appointed by RBI in 1991; they examined
the adequacy of institutional credit to SME sector and recommended that for aggregate fund based
working capital limits up to ₹. 200 Lakhs will be computed on the basis of minimum of 20% of
Table3. Tandon Committee method of calculation

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the projected annual turnover for new as well as existing units. These SSI units would be required
to bring 5% of their turnover as the margin money.
CASH BUDGET METHOD:
Particulars ESTIMATED PROJECTED
31.03.11 31.03.12
AS PER NAYAK COMMITTEE
A Net Sales 44.88 51.09
B Accepted Sales 44.88 51.09
C 25% on accepted sales 11.22 12.77
D 5% margin 2.244 2.55
E Actual margin available 3.15 2.80
F C-D 8.796 10.22
G C-E 8.07 9.97
H Bank Finance Sought 36.81 41.12
Fig6. Flowchart of Nayak Committee
Table4. Calculation as per Nayak Committe

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Cash budget containing cash receipts and cash payments for a particular period is obtained from
the borrower. The difference of cash receipt and payments for individual month represents surplus/
deficit. The opening cash surplus/deficit and the surplus /deficit for individual months are carried
forward from month to month, with cumulative effect. The limit is fixed based on the peak
cumulative deficit and drawings for individual months are allowed within the deficit for the
respective month. However this procedure is yet to be made a part of the banking system.
B. TERM LOAN:
A term loan is granted for a fixed term of not less than 3 years intended normally for
financing fixed assets acquired with a repayment schedule normally not exceeding 8 years. A
term loan is a loan granted for the purpose of capital assets, such as purchase of land,
construction of, buildings, purchase of machinery, modernization, renovation or rationalization
of plant, & repayable from out of the future earning of the enterprise, in installments, as per a
prearranged schedule. From the above definition, the following differences between a term loan
& the working capital credit afforded by the Bank are apparent:
I. The purpose of the term loan is for acquisition of capital assets.
II. The term loan is an advance not repayable on demand but only in installments ranging over
a period of years.
III. The repayment of term loan is not out of sale proceeds of the goods & commodities per se,
whether given as security or not. The repayment should come out of the future cash accruals
from the activity of the unit.
IV. The security is not the readily saleable goods & commodities but the fixed assets of the
units.
It may thus be observed that the scope & operation of the term loans are entirely different from
those of the conventional working capital advances. The Bank’s commitment is for a long period
& the risk involved is greater. An element of risk is inherent in any type of loan because of the
uncertainty of the repayment. Longer the duration of the credit, greater is the attendant uncertainty
of repayment & consequently the risk involved also becomes greater. However, it may be observed
that term loans are not so lacking in liquidity as they appear to be.

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These loans are subject to a definite repayment program unlike short term loans for working
capital (especially the cash credits) which are being renewed year after year. Term loans would be
repaid in a regular way from the anticipated income of the industry/ trade. These distinctive
characteristics of term loans distinguish them from the short term credit granted by the banks & it
becomes necessary therefore, to adopt a different approach in examining the applications of
borrowers for such credit & for appraising such proposals.
The repayment of a term loan depends on the future income of the borrowing unit. Hence, the
primary task of the bank before granting term loans is to assure itself that the anticipated income
from the unit would provide the necessary amount for the repayment of the loan. This will involve
a detailed scrutiny of the scheme, its financial aspects, economic aspects, technical aspects, a
projection of future trends of outputs & sales & estimates of cost, returns, flow of funds & profits.
NON-FUND BASED FUNDING:
A. LETTER OF CREDIT:
A Letter of Credit (LC) is an arrangement whereby a bank (the issuing bank) acting at the
request & on the instructions of the customer (the applicant) or on its own behalf,
I. is to make a payment to or to the order of a third party (the beneficiary), or is to
accept & pay bills of exchange (drafts drawn by the beneficiary); or
II. authorize another bank to effect such payment, or to accept & pay such bills of
exchanges (drafts); or
III. authorize another bank to negotiate against stipulated document(s), provided that the
terms & conditions of the credit are complied with.
Basic Principle:
The basic principle behind an LC is to facilitate orderly movement of trade; it is therefore necessary
that the evidence of movement of goods is present. Hence documentary LCs is those which contain
documents of title to goods as part of the LC documents. Clean bills which do not have document
of title to goods are not normally established by banks. Bankers and all concerned deal only in

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documents & not in goods. If documents are in order issuing bank will pay irrespective of whether
the goods are of expected quality or not. Banks are also not responsible for the genuineness of the
documents & quantity/quality of goods. If importer is your borrower, the bank has to advise him
to convert all his requirements in the form of documents to ensure quantity & quality of goods.
Parties to the LC
1) Applicant – The buyer who applies for opening LC
2) Beneficiary – The seller who supplies goods
3) Issuing Bank – The Bank which opens the LC
4) Advising Bank – The Bank which advises the LC after confirming authenticity
5) Negotiating Bank – The Bank which negotiates the documents
6) Confirming Bank – The Bank which adds its confirmation to the LC
7) Reimbursing Bank – The Bank which reimburses the LC amount to negotiating bank
8) Second beneficiary – The additional beneficiary in case of transferable LCs
Confirming bank may not be there in a transaction unless the beneficiary demand
confirmation by own bankers & such a request is made part of LC terms. A bank will confirm an
LC for his beneficiary if opening bank requests this as part of LC terms. Reimbursing bank is
used in an LC transaction by an opening bank when the bank does not have a direct
correspondent/branch through whom the negotiating bank can be reimbursed. Here, the opening
bank will direct the reimbursing bank to reimburse the negotiating bank with the payment made
to the beneficiary. In the case of transferable LC, the LC may be transferred to the second
beneficiary & if provided in the LC it can be transferred even more than once.

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B. BANK GUARANTEE:
A contract of guarantee is defined as ‘a contract to perform the promise or discharge the
liability of the third person in case of the default’. The parties to the contract of guarantees are:
a) Applicant: The principal debtor – person at whose request the guarantee is executed
b) Beneficiary: Person to whom the guarantee is given & who can enforce it in case of default.
c) Guarantee: The person who undertakes to discharge the obligations of the applicant in case
of his default.
Thus, guarantee is a collateral contract, consequential to a main contract between the applicant
& the beneficiary.
Purpose of Bank Guarantees
Fig7. Letter of credit schematic diagram

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Bank Guarantees are used to for both preventive & remedial purposes. The guarantees executed
by banks comprise both performance guarantees & financial guarantees. The guarantees are
structured according to the terms of agreement, viz., security, maturity & purpose.
Branches may issue guarantees generally for the following purposes:
I. In lieu of security deposit/earnest money deposit for participating in tenders;
II. Mobilization advance or advance money before commencement of the project by the
contractor & for money to be received in various stages like plant layout,
design/drawings in project finance;
III. In respect of raw materials supplies or for advances by the buyers;
IV. In respect of due performance of specific contracts by the borrowers & for obtaining
full payment of the bills;
V. Performance guarantee for warranty period on completion of contract which would
enable the suppliers to realize the proceeds without waiting for warranty period to be
over;
VI. To allow units to draw funds from time to time from the concerned indenters against
part execution of contracts, etc.
VII. Bid bonds on behalf of exporters
VIII. Export performance guarantees on behalf of exporters favoring the Customs
Department under EPCG scheme.
Guidelines on conduct of Bank Guarantee business:
Branches, as a general rule, should limit themselves to the provision of financial guarantees
& exercise due caution with regards to performance guarantee business. The subtle difference
between the two types of guarantees is that under a financial guarantee, a bank guarantee’s a
customer financial worth, creditworthiness & his capacity to take up financial risks. In a

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performance guarantee, the bank’s guarantee obligations relate to the performance related
obligations of the applicant (customer).
While issuing financial guarantees, it should be ensured that customers should be in a position to
reimbursethe Bank in case the Bank is required to make the payment under the guarantee. In case
of performance guarantee, branches should exercise due caution & have sufficient experience with
the customer to satisfy themselves that the customer has the necessary experience, capacity,
expertise, & means to perform the obligations under the contract & any default is not likely to
occur.
Branches should not issue guarantees for a period more than 18 months without prior reference to
the controlling authority. Extant instructions stipulate an Administrative Clearance for issue of
BGs for a period in excess of 18 months. However, in cases where requests are received for
extension of the period of BGs as long as the fresh period of extension is within 18 months. No
bank guarantee should normally have a maturity of more than 10 years. Bank guarantee beyond
maturity of 10 years may be considered against 100% cash margin with prior approval of the
controlling authority. More than ordinary care is required to be executed while issuing guarantees
on behalf of customers who enjoy credit facilities with other banks. Unsecured guarantees, where
furnished by exception, should be for a short period & for relatively small amounts. All deferred
payment guarantee should ordinarily be secured.
Fig8. Schematic diagram of Bank Guarantee

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C. BILL DISCOUNTING:
Business activities across borders are done through letter of credit. Letter of credit is an
instrument issued in the favor of the seller by the buyer bank assuring that payment will be made
after certain timer frame depending upon the terms and conditions agreed, it could be either sight,
30 days from the Bill of Lading or 120 days from the date of bill of lading. Now when the seller
receives the letter of credit through bank, seller prepares the documents and presents the same to
the bank. The most important element in the same is the bill of exchange which is used to negotiate
a letter of credit. Seller discounts that bill of exchange with the bank and gets money. Discounting
bill terminology is used for this purpose. Now it is seller's bank responsibility to send documents
and bill of exchange to buyer's bank for onward forwarding to the buyer for the acceptance and
the buyer finally, accepts bill of exchange drawn by the seller on buyer's bank because he has
opened that LC. Buyers bank than get that signed bill of exchange from the buyer as guarantee and
release payment to the sellers bank and waits for the time span.
STEP 1  APPRAISAL
I. Preliminary Appraisal
II. Detailed Appraisal
III. Present relationship with the bank
IV. Credit Risk Rating
V. Opinion reports
VI. Existing charges on the assets of the unit
VII. Structure of facilities and terms of Sanction
VIII. Review of the proposal
IX. Proposal for sanction
X. Assistance to assessment
STEP 2 ASSESSMENTS
I. Review the draft
II. Interact with borrower
III. Carry out pre-sanction visit to the borrower’s company

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IV. Examine criticality of the project
V. Recommend / modify/ add further inputs into the proposal
VI. Final drafting of the proposal with the appraiser
VII. Recommendation for sanction
STEP 3 SANCTIONS
I. Peruse the proposal
II. Examine the proposed exposure in accordance with the banking guidelines,
norms, etc
III. Accord sanction/ defer the decision/ reject the application
STEP 4  POST SANCTION PROCESS
The post-sanction credit process can be broadly classified into three stages viz., follow-
up, supervision and monitoring, which together facilitate efficient and effective credit
management and maintaining high level of standard assets. The objectives of the three stages of
post sanction process are detailed below.
CREDIT APPRAISAL PROCESS FLOWCHART:
Fig9. Post Sanction processes

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Time frame for loan disbursal:
NATURE OF CREDIT
PROPOSALS
REVISED MAXIMUM TIME FRAME FOR
DISPOSAL OF LOAN APPLICATION
Credit Limit : Above 2 lacs
Sanction of Fresh/Renewal /Enhanced
Credit Limit. (Incuding Export Credit)
30 Days
Sanction of Ad-hoc Credit Limits 15 Days (15 Days)
Credit Limit: Upto Rs. 2.00 Lac – All
Types
15 Days
Proposal falling under Zonal Head 15 Days with in the max. period of 30 Days
Reasons for rejections for loan up to Rs.
2 Lacs
Convey in writing the main reason
• Receipt of application from applicant
1
• Receipt of documents (Balance sheet, KYC papers, Different govt. registration no.,
MOA, AOA, and Properties documents)
2
• Pre-sanction visit by bank officers
3
• Check for RBI defaulters list, willful defaulters list, CIBIL data, ECGC caution list, etc.
4
• Title clearance reports of the properties to be obtained from empanelled advocates
5
• Valuation reports of the properties to be obtained from empanelled engineers
6
• Preparation of financial data
7
• Proposal preparation
8
• Assessment of proposal
9
• Sanction/approval of proposal by appropriate sanctioning authority
10
• Documentations, agreements, mortgages
11
• Disbursement of loan
12
• Post sanction activities such as receiving stock statements, review of accounts, renew of
accounts, etc (On regular basis)
13
Fig10. Workflow of credit appraisal

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I. Review of all borrowable account will be completed on yearly basis
II. Where complete review is not possible, the review may be undertaken based on last
available data, conduct of account.
III. Operational review can be done maximum two times.
IV. Audited Balance sheet must be insisted in all borrowal accounts having limits of Rs.10
Lakhs & above
V. Limits to be utilized within 6 months of sanction, availing beyond 6 months have to be
authorized by the sanctioning authority.
VI. In case of PSU pending CAG audit report operational review may be done subject to
satisfactory conduct & good track record.
SOME SPECIAL FEATURES AND LOANS RESTRUCTURING :
A. Ad-hoc facility
Adhoc facility can be permitted for 90-days. Adhoc Limit + existing Limit should not exceed
respective delegated authority. In case of excess drawing allowed that should be advised to
sanctioning authority on the same day with proper reference.
B. Maturity norms
For Asset-Liability Management, the classification of loan assets (based on the remaining
maturity) will be as under:
Short Term Loan: All loans below 3 years.
Medium Term Loan: Maturity range form 3 years to below 5 years.
Long Term Loans: Term loans in the maturity range of 5 years and above.
C. Standard for new proposal
Table5. Tabular representation of loan disbursal

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In case the borrower is defaulter of any bank including us or the account is classified NPA,
the prior permission from H.O. is required. However in case of existing account, we will continue
to finance / enhance the facility after giving justification.
D. Documentation Standards
The debt taken by the borrower is clearly established by the documents. The charge created
on the assets (security) against the debt is maintained and enforceable. The bank’s right to enforce
the recovery is exercised before the account becomes time barred as per limitation act.The account
having funded & non-funded facility more than Rs.10.0 lacs and above Legal Audit should be
done within 30-days from the first disbursement of loan.
To examine the compliance with extant sanction & post sanction processes / procedures laid down
from time to time.
E. Loan Audit
Loan audit is done for the limit to Rs.5.0 crores and above.
F. CDR
CDR is applicable for limits of Rs10 Cr and above.

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NPA MANAGEMENT
INTRODUCTION:
The Indian banking system has undergone significant transformation following financial
sector reforms as laid out by Shri M.Narasimham Committee in 1991. It is adopting international
best practices with a vision to strengthen the banking sector and its operations in the economy.
Several prudential and provisioning norms have been introduced, and these are expecting the
banks to usher overall efficiency, bring down Non Performing Assets (NPA), to improve the
profitability and overall financial health in the banks, in general. In the background of these
developments, this research paper attempts to analyze the managing of the NPA of Indian
OverseasBank (George Town Branch) in recent times. This paper assumes significance with the
recent proposal by RBI to introduce Basel III norms in the banking sector from January 2013.
Basel III framework of guidelines formulated by Bank for International Settlements (BIS) in
consultation with central bank expecting that both the public and private banks abide by the
norms to follow a stricter adherence to the principles thus resulting in healthy financial and
operational management policies. A stricter banking system has been ushered in, gradually
through a phased manner, prudential norms for income recognition, asset classification and
provisioning for the advances portfolio of the banks so as to move towards greater consistency
and transparency in the published accounts. RBI has been adopting international best practices
with a vision to strengthen the banking sector and its operations in the economy. Several
prudential and provisioning norms have been introduced, and these are expecting the banks to
usher overall efficiency, bring down Non Performing Assets (NPA), to improve the profitability
and overall financial health in the banks, in general.
The Basel III capital regulation has been implemented in India from April 1, 2013 in
phases and will be fully implemented as on March 31, 2018. These norms lay more focus and
importance on quality, consistency and transparency of the capital base. The Reserve Bank has
estimated the additional capital requirements of domestic banks for full Basel III implementation
till March 2018. These estimates are based on two broad assumptions:
(i) increase in the risk weighted assets of 20 per cent per annum;
(ii) internal accrual of the order of 1 per cent of risk weighted assets.

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The estimates suggest that public sector banks will require an additional capital to the
tune of 4.15 trillion, of which equity capital will be of the order of 1.4 - 1.5 trillion, while non-
equity capital will be of the order of 2.65 - 2.75 trillion. Being the majority stakeholder,
Government has been infusing capital in these banks. During the last five years, the Government
has infused 477 billion in the public sector banks. The Government will infuse `140 billion in the
public sector banks during 2013-14. The present level of government share-holding in these
banks ranges from 55 per cent to 82 per cent. Thus, there is sufficient headroom available to the
Government for dilution of its stake in a number of public sector banks. Following the financial
turmoil post 2008 and GDP coming down to single digit figures, the NPA value swelled. The
major factors which contributed to the deterioration of the asset quality were mainly the domestic
economic slowdown, the contribution of other factors like delays in obtaining statutory and other
approvals as well as lax credit appraisal / monitoring by banks was also significant. Further,
credit concentration in certain sectors and higher leverage among corporates also increased stress
on asset quality. In recent years there has also been a sharp increase in the amount of debt
restructured under the corporate debt restructuring mechanism. This has implications for the
banks’ already stressed asset quality in the period ahead.
DEFINING NPA:
The RBI defines the NPA as “A ‘non-performing asset’ (NPA) was defined as a credit
facility in respect of which the interest and/ or installment of principal has remained ‘past
due’ for a specified period of time. An amount due under any credit facility is treated as "past
due" when it has not been paid within 30 days from the due date. Due to the improvements in the
payment and settlement systems, recovery climate, up-gradation of technology in the banking
system, etc., it was decided to dispense with ‘past due’ concept, with effect from March 31,
2001. Further, all the commercial banks are subject to regulatory and supervisory frame work by
RBI in accordance with switch over to Risk Based Supervision (RBS) in 2003-04 which has
concurrently ushered in CAMELS(Capital adequacy, Asset quality, Management, Earnings,
Liquidity, Systems and Controls ) approach and Basel II norms. In accordance with asset
classification norms brought in with effect from March 31, 2004, a non-performing asset (NPA)
shell be a loan or an advance Accordingly, as from that date, a Non-performing Asset (NPA)
shall be an advance where:

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i. interest and/or installment of principal remain overdue for a period of more than 90 days
in respect of a Term Loan,
ii. the account remains ‘out of order’ for a period of more than 90 days, in respect of an
Overdraft/Cash Credit (OD/CC),
iii. the bill remains overdue for a period of more than 90 days in the case of bills purchased
and discounted,
iv. interest and/or installment of principal remains overdue for two harvest seasons but for
a period not exceeding two half years in the case of an advance granted for agricultural
purposes,
v. any amount to be received remains overdue for a period of more than 90 days in respect
of other accounts.
NPA CLASSIFICATION, ASSET CATEGORIZATION AND
THEIR PROVISIONING:
Gross NPA:
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 nonstandard 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
Net NPA:
Net NPAs are those type of NPAs in which the bank has deducted the provision
regarding NPAs. Net NPA shows the actual burden of banks. 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:
Net NPAs = Gross NPAs – Provisions / Gross Advances – Provisions
Standard Assets:

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Standard assets are the ones in which the bank is receiving interest as well as the
principal amount of the loan regularly from the customer. Here it is also very important that in
this case the arrears of interest and the principal amount of loan do not exceed 90 days at the end
of financial year. If asset fails to be in category of standard asset that is amount due more than 90
days then it is NPA and NPAs are further need to classify in sub categories.
Sub Standard Assets:
With effect from 31 March 2005, a substandard asset would be one, which has remained
NPA for a period less than or equal to 12 month. The following features are exhibited by
substandard assets: the current net worth of the borrowers / guarantor or the current market value
of the security charged is not enough to ensure recovery of the dues to the banks in full; and the
asset has well-defined credit weaknesses that jeopardize the liquidation of the debt and are
characterized by the distinct possibility that the banks will sustain some loss, if deficiencies are
not corrected.
Doubtful Assets:
A loan classified as doubtful has all the weaknesses inherent in assets that were classified
as sub-standard, with the added characteristic that the weaknesses make collection or liquidation
in full, on the basis of currently known facts, conditions and values– highly questionable and
improbable. With effect from March 31, 2005, an asset would be classified as doubtful if it
remained in the sub-standard category for 12 months.
Loss Assets:
A loss asset is one which considered uncollectible and of such little value that its
continuance as a bankable asset is not warranted- although there may be some salvage or
recovery value. Also, these assets would have been identified as” loss assets “by the bank or
internal or external auditors or the RBI inspection but the amount would not have been written-
off wholly.
Provisioning Norms of Standard Assets:
From the year ending 31.03.2000, the banks should make a general provision of a
minimum of 0.40 percent on standard assets on global loan portfolio basis. The provisions on
standard assets should not be reckoned for arriving at net NPAs. The provisions towards
Standard Assets need not be netted from gross advances but shown separately as 'Contingent

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Provisions against Standard Assets' under 'Other Liabilities and Provisions - Others' in Schedule
5 of the balance sheet.
Provisioning Norms of Sub Standard Assets:
A general provision of 10 percent on total outstanding should be made without making
any allowance for DICGC/ECGC guarantee cover and securities available.
Provisioning Norms for Loss Assets:
The entire asset should be written off. If the assets are permitted to remain in the books
for any reason, 100 percent of the outstanding should be provided for.
Floating provisions
Some of the banks make a 'floating provision' over and above the specific provisions
made in respect of accounts identified as NPAs. The floating provisions, wherever available,
could be set-off against provisions required to be made as per above stated provisioning
guidelines. Considering that higher loan loss provisioning adds to the overall financial strength
of the banks and the stability of the financial sector, banks are urged to voluntarily set apart
provisions much above the minimum prudential levels as a desirable practice.
Fig11. Asset Provisioning for different categories of asset

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GUIDELINES FOR CLASSIFICATION OF ASSETS:
RBI recommends 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 levels for ensuring proper asset classification may be fixed by
the banks.
Accounts with temporary deficiencies:
The classification of an asset as NPA should be based on the record of recovery. Bank
should not classify an advance account as NPA merely due to the existence of some deficiencies
which are temporary in nature such as non-availability of adequate drawing power based on the
latest available stock statement, balance outstanding exceeding the limit temporarily, non-
submission of stock statements and non-renewal of the limits on the due date, etc.
Accounts regularized near about the balance sheet date:
The asset classification of borrowed accounts where a solitary or a few credits are
recorded before the balance sheet date should be handled with care and without scope for
subjectivity. Where the account indicates inherent weakness on the basis of the data available,
the account should be deemed as a NPA. In other genuine cases, the banks must furnish
satisfactory evidence to the Statutory Auditors/Inspecting Officers about the manner of
regularisation of the account to eliminate doubts on their performing status.
Asset Classification to be borrower-wise and not facility-wise:
It is difficult to envisage a situation when only one facility to a borrower becomes a
problem credit and not others. Therefore, all the facilities granted by a bank to a borrower will
have to be treated as NPA and not the particular facility or part thereof which has become
irregular.
If the debits arising out of devolvement of letters of credit or invoked guarantees are parked in a
separate account, the balance outstanding in that account also should be treated as a part of the

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borrower’s principal operating account for the purpose of application of prudential norms on
income recognition, asset classification and provisioning.
Advances under consortium arrangements:
Asset classification of accounts under consortium should be based on the record of
recovery of the individual member banks and other aspects having a bearing on the
recoverability of the advances. Where the remittances by the borrower under consortium lending
arrangements are pooled with one bank and/or where the bank receiving remittances is not
parting with the share of other member banks, the account will be treated as not serviced in the
books of the other member banks and therefore, be treated as NPA. The banks participating in
the consortium should therefore, arrange to get their share of recovery transferred from the lead
bank or get an express consent from the lead bank for the transfer of their share of recovery, to
ensure proper asset classification in their respective books.
Accounts where there is erosion in the value of security:
A NPA need not go through the various stages of classification in cases of serious credit
impairment and such assets should be straightaway classified as doubtful or loss asset as
appropriate. Erosion in the value of security can be reckoned as significant when the realizable
value of the security is less than 50 per cent of the value assessed by the bank or accepted by RBI
at the time of last inspection, as the case may be. Such NPAs may be straightaway classified
under doubtful category and provisioning should be made as applicable to doubtful assets.
If the realizable value of the security, as assessed by the bank approved valuers / RBI is less than
10 per cent of the outstanding in the borrowal accounts, the existence of security should be
ignored and the asset should be straightaway classified as loss asset. It may be either written off
or fully provided for by the bank.
Advances to PACS/FSS ceded to Commercial Banks:
In respect of agricultural advances as well as advances for other purposes granted by
banks to ceded PACS/ FSS under the on-lending system, only that particular credit facility
granted to PACS/ FSS which is in default for a period of two harvest seasons (not exceeding two
half years)/two quarters, as the case may be, after it has become due will be classified as NPA
and not all the credit facilities sanctioned to a PACS/ FSS. The other direct loans & advances, if
any, granted by the bank to the member borrower of a PACS/ FSS outside the on-lending

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arrangement will become NPA even if one of the credit facilities granted to the same borrower
becomes NPA.
Advances against Term Deposits, NSC’s, KVP/IVP, etc:
Advances against term deposits, NSCs eligible for surrender, IVPs, KVPs and life
policies need not be treated as NPAs. Advances against gold ornaments, government securities
and all other securities are not covered by this exemption.
Loans with moratorium for payment of interest:
In the case of bank finance given for industrial projects or for agricultural plantations etc.
where moratorium is available for payment of interest, payment of interest becomes 'due' only
after the moratorium or gestation period is over. Therefore, such amounts of interest do not
become overdue and hence NPA, with reference to the date of debit of interest. They become
overdue after due date for payment of interest, if uncollected.
In the case of housing loan or similar advances granted to staff members where interest is
payable after recovery of principal, interest need not be considered as overdue from the
firstquarter onwards.
Such loans/advances should be classified as NPA only when there is a default in repayment of
installment of principal or payment of interest the respective due dates.
Agricultural advances:
In respect of advances granted for agricultural purpose where interest and/or installment
of principal remains unpaid after it has become past due for two harvest seasons but for a period
not exceeding two half years, such an advance should be treated as NPA. The above norms
should be made applicable only in respect of short term agricultural loans for production and
marketing of seasonal agricultural crops such as paddy, wheat, oilseeds, sugarcane etc. In respect
of other activities like horticulture, floriculture or allied activities such as animal husbandry,
poultry farming etc., assessment of NPA would be done as in the case of other advances.
Where natural calamities impair the repaying capacity of agricultural borrowers, banks
may decide on their own as a relief measure / conversion of the short-term production loan into a
term loan or re-schedulement of the repayment period; and the sanctioning of fresh short-term
loan, subject to various guidelines contained in RBI circulars
The asset classification of these loans would thereafter be governed by the revised terms &
conditions and would be treated as NPA if interest and/or installment of principal remains

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unpaid, after it has become past due, for two harvest seasons but for a period not exceeding two
half years.
Government guaranteed advances:
The credit facilities backed by guarantee of the Central Government though overdue may
be treated as NPA only when the Government repudiates its guarantee when invoked. This
exemption from classification of Government guaranteed advances as NPA is not for the purpose
of recognition of income. With effect from 1st April 2000, advances sanctioned against State
Government guarantees should be classified as NPA in the normal course, if the guarantee is
invoked and remains in default for more than two quarters. With effect from March 31, 2001 the
period of default is revised as more than 180 days.
Restructuring/ Rescheduling of Loans:
A standard asset where the terms of the loan agreement regarding interest and principal
have been renegotiated or rescheduled after commencement of production should be classified as
sub-standard and should remain in such category for at least one year of satisfactory performance
under the renegotiated or rescheduled terms. In the case of sub-standard and doubtful assets also,
rescheduling does not entitle a bank to upgrade the quality of advance automatically unless there
is satisfactory performance under the rescheduled / renegotiated terms. Following representations
from banks that the foregoing stipulations deter the banks from restructuring of standard and sub-
standard loan assets even though the modification of terms might not jeopardize the assurance
of repayment of dues from the borrower, the norms relating to restructuring of standard and sub-
standard assets were reviewed in March 2001. In the context of restructuring of the accounts, the
following stages at which the restructuring / rescheduling / renegotiation of the terms of loan
agreement could take place, can be identified:
a. before commencement of commercial production;
b. after commencement of commercial production but before the asset has been classified
as sub-standard,
c. after commencement of commercial production and after the asset has been classified as
sub-standard.
Availability of security/ net worth of borrower/guarantor:

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The availability of security or net worth of borrower/ guarantor should not be taken into
account for the purpose of treating an advance as NPA or otherwise, as income recognition is
based out on record of recovery.
Take-out Finance:
Takeout finance is the product emerging in the context of the funding of long-term
infrastructure projects. Under this arrangement, the institution/the bank financing infrastructure
projects will have an arrangement with any financial institution for transferring to the latter the
outstanding in respect of such financing in their books on a pre-determined basis. In view of the
time-lag involved in taking-over, the possibility of a default in the meantime cannot be ruled out.
The norms of asset classification will have to be followed by the concerned bank/financial
institution in whose books the account stands as balance sheet item as on the relevant date. If the
lending institution observes that the asset has turned NPA on the basis of the record of recovery,
it should be classified accordingly. The lending institution should not recognise income on
accrual basis and account for the same only when it is paid by the borrower/ taking over
institution (if the arrangement so provides). The lending institution should also make provisions
against any asset turning into NPA pending its takeover by taking over institution. As and when
the asset is taken over by the taking over institution, the corresponding provisions could be
reversed. However, the taking over institution, on taking over such assets, should make
provisions treating the account as NPA from the actual date of it becoming NPA even though the
account was not in its books as on that date.
Post-shipment Supplier's Credit:
In respect of post-shipment credit extended by the banks covering export of goods to
countries for which the ECGC’s cover is available, EXIM Bank has introduced a guarantee cum-
refinance programme whereby, in the event of default, EXIM Bank will pay the guaranteed
amount to the bank within a period of 30 days from the day the bank invokes the guarantee after
the exporter has filed claim with ECGC. Accordingly, to the extent payment has been received
from the EXIM Bank, the advance may not be treated as a nonperforming asset for asset
classification and provisioning purposes.
Export Project Finance:

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In respect of export project finance, there could be instances where the actual importer
has paid the dues to the bank abroad but the bank in turn is unable to remit the amount due to
political developments such as war, strife, UN embargo, etc.
In such cases, where the lending bank is able to establish through documentary evidence that the
importer has cleared the dues in full by depositing the amount in the bank abroad before it turned
into NPA in the books of the bank, but the importer's country is not allowing the funds to be
remitted due to political or other reasons, the asset classification may be made after a period of
one year from the date the amount was deposited by the importer in the bank abroad.
NEW NORMS TO MODIFY THE NPA ACT:
The Reserve Bank of India has offered some leeway to banks for early detection and
resolution of bad loans. Under the new regime kicking off from April 1, lenders can finance 50
per cent of the outstanding loan value, RBI said in Framework for Revitalizing. Distressed
Assets in the Economy, released on Thursday. Earlier, RBI had proposed to allow takeover of
existing loans by new financiers at 60 per cent or more of the loan value. The central bank also
diluted rules for accelerated provisioning it had proposed for non-performing accounts. Now
lenders will make 25 per cent provision for unsecured loans that remain unpaid for six months.
Initially, RBI had proposed 30 per cent provisions. Plus, for loans that have remained unpaid for
two years, banks have to set aside 40 per cent, instead of 50 per cent. The new framework calls
for early formation of a lenders' committee with the timeline to agree to a plan for resolution. It
also offers incentives for lenders to agree collectively and quickly to a restructuring plan. It will
give better regulatory treatment of stressed assets if a resolution plan is underway. However, it
will attract accelerated provisioning if no agreement can be reached. Seeking improvements in
the current debt restructuring process, the framework allows independent evaluation of large
value restructuring. This is for purpose of framing viable plans and a fair sharing of losses
(and future possible upsides) between promoters and creditors. It also mooted steps to enable
better functioning of asset reconstruction companies. This is apart from encouraging sector-
specific companies and private equity firms to play active role in stressed assets market. It has
offered liberal regulatory treatment provided for asset sales. Lenders can spread loss on sale over
two years, provided the loss is fully disclosed. Leveraged buyouts will be allowed for

45 | P a g e
specialized entities for acquisition of 'stressed companies'.
RBI predicts that there will be a net rise in the total worth of NPA will rise to 4.26% in
September, 2014 from 4.2% in the last year which corresponds to about ₹ 0.62 trillion in one
year.
Key features of the pact:
I. Early formation of Joint Lender's Forum for action plan
II. Carrot for lenders to agree collectively and quickly to a plan
III. Penalty of higher provisioning for delayed actions
IV. Independent evaluation for large recast deals
V. Take-out and refinancing will not be treated as restructuring
VI. Losses from selling of NPAs can be spread over two years
VII. Buying and selling of NPAs between asset recast firms
TREND ANALYSIS OF THE NPAs OF THE SCBs:
Now coming back to India, there was a significant decline in the non-performing assets
(NPAs) of SCBs from 2000-01, despite adoption of 90 day delinquency norm from March 31,
2004. The gross NPAs of SCBs declined from 4.9 per cent of total assets in 2000-01 to 3.3 per
cent in 2003-04. The corresponding decline in net NPAs was from 2.72 per cent to 1.2 per cent.
Both gross NPAs and net NPAs declined in absolute terms also. While the gross NPAs declined
from ₹.68,717 crores in 2002-03 to ₹. 64,785 crore in 2003-04, net NPAs declined from ₹.
32,632 crores to ₹. 24,396 crores in the same period. The gross NPAs of SCBs declined by
₹.7,309 crores during 2005-06 over and above the decline of ₹.6, 561 crores in the previous
year. Increased recovery of NPAs, decline in fresh slippages and a sharp increase in gross loans
and advances by SCBs led to a sharp decline in the ratio of gross NPAs to gross advances to 3.3
per cent at end-March 2006 from 5.2 per cent at end-March 2005. Likewise, net NPAs as
percentage of net advances declined to 1.2 per cent from 2.0 per cent at end-March 2005 and
gross NPAs to total assets 1.83 percent at end-March 2006 from 2.52 at end-March 2005. The

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setting up of the Asset Reconstruction Corporation of India (ARCIL) has provided a major boost
to banks‘efforts to recover their NPAs. Indian banks recovered a higher amount of NPAs during
2007-08 than that during the previous year. Though the total amount recovered and written-off at
₹.28, 283 crores in 2007-08 was higher than ₹.26, 243 crores in the previous year, it was lower
than fresh addition of NPAs (₹.34, 420 crores) during the year. As a result, the gross NPAs of
SCBs increased by ₹.6, 136 crores in 2007-08. The hardening of interest rates might have made
the repayment of loans difficult for some borrowers, resulting in some increase in NPAs in this
sector. Notwithstanding increase in gross NPAs of the banking sector, The gross NPAs as a
percent of total assets per cent is declined to 1.3 during the year 2006-07 and net NPAs to total
assets percent is also declined to 0.57. In the year 2008-09 provisioning made was higher than
write-back of excess provisioning, net NPAs increased during the year due to increase in gross
NPAs, the gross NPAs to gross advances ratio for SCBs is 2.25 per cent and the gross NPAs to
total assets, net NPAs to total assets per cent is 1.3 & 0.6. The SRFAESI Act has, thus, been the
most important means of recovery of NPAs. However, there has been a steady fall in the amount
of NPAs recovered under SRFAESI Act as per cent of the total amount of NPAs involved under
this channel in recent years, a trend which could also be seen between 2008-09 and 2009-10.
During the crisis year 2008-09, the gross NPA ratio remained unchanged for Indian banks.
However, during 2009-10, the gross NPA ratio showed an increase to 2.39 per cent. After netting
out provisions, there was a rise in the net NPA ratio of SCBs from 1.05 per cent at end-March
2009 to 1.12 per cent at end-March 2010. The growth in NPAs of Indian banks has largely
followed a lagged cyclical pattern with regard to credit growth, the pro-cyclical behaviour of the
banking system, wherein asset quality can get compromised during periods of high credit growth
and this can result in the creation of NPAs for banks in the later years. At end- June 2010, there
were 13 registered Securitization Companies /reconstruction companies in India. Of the total
amount of assets securitized by these companies at end-June 2010, the largest amount was
subscribed to by banks. The net NPAs to net advances ratio of each of the public sector banks at
end-March 2009 was less than 2 per cent. This suggests overall improvement in the financial
wealth of Indian banks in recent years.
That shocking figure of ₹ 2.06 trillion, is the gross non-performing assets (advances gone
bad) of Indian banks. By the end of June 2013, 3.85 per cent of the banks’ advances to the
industry were non-performing assets (NPAs). Warming sounded when State Bank of India, the

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largest bank in India, declared that its NPAs had crossed the 5 per cent mark. Given the size of
SBI, that is a huge figure. Some other banks have performed worse in terms of percentages,
though given their smaller size, the absolute number is lower. So despite of being a part of
EMDE, India’s ₹ 80 trillion banking industry is under severe stress and analysts warn that banks
will be able to recover only half their NPAs due to the current economic depression.
However, the silver lining is profits in most banks are rising and retail segment NPAs are coming
down.
Bank Group FY2007-08 FY2008-09 FY2009-10 FY2010-11 FY2011-12
Gross NPAs to Gross
Advances (%)
Scheduled Commercial
Banks
2.30 2.30 2.40 2.50 3.10
Public Sector Banks 2.20 2.00 2.20 2.40 3.30
Old Private Sector Banks 2.30 2.40 2.30 1.90 1.80
NewPrivate Sector
Banks
2.20 3.10 2.90 2.70 2.20
Foreign Banks 1.80 4.00 4.30 2.50 2.60
Net NPAs to Net
Advances (%)
Scheduled Commercial
Banks
1.00 1.10 1.10 1.10 1.40
Public Sector Banks 1.00 0.90 1.09 1.20 1.70
Old Private Sector Banks 0.70 0.90 0.80 0.50 0.60
New Private Sector Banks 1.20 1.40 1.00 0.60 0.50
Foreign Banks 0.80 1.80 1.90 0.60 0.60
Table6. NPA to Advances in Scheduled Commercial Banks

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Two banks whose gross NPA as a percentage of their gross advances places them among the
worst performers are the State Bank of Mysore (5.61%) and UCO Bank (5.58%). But since the
absolute figure is on the lower side, they do not figure in the list. PNB the 2nd
largest commercial
bank had a stunning NPA of ₹ 99.88B in June, 2012. The majority of their NPA was owing to
the unsecured loans issued out to gem and jewellery sector. For IOB the outcome is on the
pessimistic side. The gross NPA of the Chennai-based bank stood at ₹ 7,431.69 crore (₹ 74.31
billion), compared to ₹ 4,409.70 crore (₹ 44.09 billion) for the same quarter last year. The gross
NPA is 4.45 per cent of advances. The massive rise in NPA saw its net profit drop by 46 per cent
to ₹ 125.8 crore (₹ 1.25 billion) compared to ₹ 233.4 crore (₹ 2.33 billion) in the same quarter
last fiscal. IOB’s total income nevertheless did rise to ₹ 6,187.02 crore (₹ 61.87 billion) from ₹
5,402.85 crore (₹ 54.02 billion) in June 2012.
IMPACT OF NPA ON BANKING PERFORMANCE:
The problem of NPAs in the Indian banking system is one of the foremost and the most
formidable problems that had impact the entire banking system. Higher NPA ratio trembles the
confidence of investors, depositors, lenders etc. It also causes poor recycling of funds, which in
turn will have deleterious effect on the deployment of credit. The non-recovery of loans effects
not only further availability of credit but also financial soundness of the banks.
Profitability: NPAs put detrimental impact on the profitability as banks stop to earn income on
one hand and attract higher provisioning compared to standard assets on the other hand. On an
average, banks are providing around 25% to 30% additional provision on incremental NPAs
which has direct bearing on the profitability of the banks.
Asset (Credit) contraction: The increased NPAs put pressure on recycling of funds and reduces
the ability of banks for lending more and thus results in lesser interest income. It contracts the
money stock which may lead to economic slowdown.

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Liability Management: In the light of high NPAs, Banks tend to lower the interest rates on
deposits on one hand and likely to levy higher interest rates on advances to sustain NIM. This
may become hurdle in smooth financial intermediation process and hampers banks’ business as
well as economic growth.
Capital Adequacy: As per Basel norms, banks are required to maintain adequate capital on risk-
weighted assets on an ongoing basis. Every increase in NPA level adds to risk weighted assets
which warrant the banks to shore up their capital base further. Capital has a price tag ranging
from 12% to 18% since it is a scarce resource.
Shareholders’ confidence: Normally, shareholders are interested to enhance value of their
investments through higher dividends and market capitalization which is possible only when the
bank posts significant profits through improved business. The increased NPA level is likely to
have adverse impact on the bank business as well as profitability thereby the shareholders do not
receive a market return on their capital and sometimes it may erode their value of investments.
As per extant guidelines, banks whose Net NPA level is 5% & above are required to take prior
permission from RBI to declare dividend and also stipulate cap on dividend payout.
Public confidence: Credibility of banking system is also affected greatly due to higher level
NPAs because it shakes the confidence of general public in the soundness of the banking system.
The increased NPAs may pose liquidity issues which is likely to lead run on bank by depositors.
Thus, the increased incidence of NPAs not only affects the performance of the banks but also
affect the economy as a whole.
In a nutshell, the high incidence of NPA has cascading impact on all important financial ratios of
the banks viz., Net Interest Margin, Return on Assets, Profitability, Dividend Payout, Provision
coverage ratio, Credit contraction etc., which may likely to erode the value of all stakeholders
including Shareholders, Depositors, Borrowers, Employees and public at large.
MEASURES FOR NPA MANAGEMENT:

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NPA management is a matter of concern for the entire banking system. Before preparing
an action plan for the NPA management, one has to see the background of NPA and reasons for
its origin. There are certain factors, which are beyond the control of the borrowers as well as
banks. But, constant and effective monitoring and control will definitely minimize this problem.
Few measures for reduction of NPA can be as follows.
Preventive Measures:
Preventive measures are aimed at preventing the 'Standard assets' from turning into a
'Sub-standard asset'. This objective is achieved by robust appraisal system while sanctioning
loans & advances and proper follow up. These include mainly:
I. Extending need based finance.
II. Proper selection of the borrower and financing only in viable schemes.
III. Following up with the borrowers about the irregularities in audit and inspection
immediately and arranging for their rectification.
IV. Periodic visit to the borrower's business unit for the verification of stocks and Plant
& machinery, Proper scrutiny of the quarterly financial statements and projections
received from the borrower.
V. Renewing and reviewing the credit facilities at least once a year alongwith
conducting fresh appraisal and assessment of the productivity, profitability and
financial strength of the unit.
Corrective Measures:
These are aimed at reducing and minimizing the outstanding of the NPA. These mainly
include various recovery or write-off measures as follows:
I. Recovery of dues by regular follow- ups with the borrowers or guarantors.
II. If the unit is financial viable and its management is capable enough to turn around
the unit by additional assistance, the bank should grant a financial package, subject
to the borrower agreeing to certain terms and condition involving some additional
securities charged by the bank and adhering to a strict control by the bank. If the

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unit turns around, the irregularities in the account gets adjusted due to improved
cash flow/profits and the account becomes performing.
III. Legal enforcement of the securities charged to the bank, sale or auction them and
appropriating the sale proceeds towards the dues.
IV. Compromise with the borrower by reducing some portion of interest or principal
due if a borrower is ready/promises to pay the agreed sum under one time
settlement. The balance amount is written off against the provisions made.
V. Write off loss assets
SARFAESI ACT:
Sections 7 (1) & (2) of the SARFAESI Act provide for issue of Security Receipts after
acquisition of any financial asset under sub-section (1) of section 5 to qualified institutional
buyers (QIBs) and raising of funds from the qualified institutional buyers by formulating
schemes for acquiring financial assets. The scheme for the purpose of offering Security Receipts
under sub-section (1) or raising funds under sub-section (2) of Section 7 of the SARFAESI Act
may be in the nature of a trust to be managed by the Securitization Company or Reconstruction
Company (SC/RC):
(i) The trusts shall issue Security Receipts only to QIBs; and hold and administer the financial
assets for the benefit of the QIBs;
(ii) The trusteeship of such trusts shall vest with the SC/RC;
(iii) A SC or RC proposing to issue SRS, shall, prior to such an issue, formulate a policy, duly
approved by the Board of Directors, providing for issue of Security Receipts under each scheme
formulated by the trust ;
(iv) The policy referred to in sub-paragraph (iii) above shall provide that the Security Receipts
issued would be transferable /assignable only in favour of other QIBs. (QIBs is defined under
Section 2(1)(u) of the SARFAESI Act).
Objective of the Guidelines
The objective of these guidelines is to enable Securitization Company/Reconstruction

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Company (SC/RC) registered with the Reserve Bank under the Securitization and Reconstruction
of Financial Assets and Enforcement of Security Interest Act, 2002 (SARFAESI Act) to declare
NAV of the Security Receipts (SRS) so that the Qualified Institutional Buyers (QIBs) can value
their investment in SRS issued by the SC/RC in accordance with applicable guidelines. For the
purpose of arriving at NAV, the SRS should be rated as rating is an important objective tool.
Rating / Grading by Credit Rating Agencies
Rating should be obtained from SEBI registered Rating Agencies to begin with. The
SC/RC should supply the necessary information to rating agencies. Commonality and conflict of
interest if any, between the SC/RC and Rating Agency should be disclosed.
(a) The rating/ grading should be based on `recovery risk’ as against `default’ which is the basis
for rating assignments in normal assets, i.e. how much more can be recovered instead of timely
payment. Rating should reflect present value of the anticipated recoverability of future cash
flows.
(b) The ratings will be assigned on a new, specifically developed rating scale called “Recovery
Rating (RR) scale”. Each rating category in the recovery scale will have an associate range of
recovery, expressed in percentage terms, which can be used for arriving at NAV of SRS.
Symbols should be assigned by rating agencies to the associated range of recovery, which would
inter-se not deviate by a specified percentage points, say (+/ -) 10%. The rating would be
indicative.
(c) The Recovery Rating should be assessed after factoring in any other relevant obligation and
not on the original debt obligation.
(d) The other key factors that should be factored in while assigning Recovery Rating are extent
of debt acquired, composition of lenders, collaterals available, security and seniority of debt,
individual lender vis-à-vis institutional lender, estimated cash flows, uncertainty in realising
expected cash flows in initial period, management, business risk, financial risk, etc.
(e) The Recovery Rating should reflect changes like change in resolution strategy of the SC/RC
that take place from time to time.
(f) The Recovery Rating will factor in likely cash flows from the underlying impaired assets till
the maturity of the SRS.

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(g) The Recovery Rating should comprise of rating of not only the SRS of the scheme as a whole
but wherever feasible a desegregation of each component in the scheme, which means the
underlying assets of each entity in the scheme forming the basket should also be rated.
(h) The Rating agency should disclose the rationale for rating on request.
Methodology for valuation of SRS for declaration of NAV
Each rating category in the recovery scale will have an associate range of recovery,
expressed in percentage terms, which can be used for computing NAV of SRS. The NAV should
be restricted within the recovery range associated with the rating assigned to the SRS. The
SC/RC based on its recovery experience should choose a particular percentage within the
recovery range indicated by the Rating Agency. The Recovery Rating percentage so picked by
the SC/RC multiplied by the face value of the SR will give the NAV. The SC/RC should provide
the rationale for selection of the particular percentage of Recovery Rating. For example, if range
is between 81% - 90%, SC/RC may pick up 87% based on its judgement. The face value of say ₹
10 multiplied by the recovery percentage i.e. 87% would give the NAV as ₹ 8.70.
Frequency of rating
The initial rating/grading would be assigned within one year from acquisition of assets by SC/RC
or finalization of resolution strategy, whichever is earlier. Thereafter, rating/grading shall be
reviewed at half-yearly intervals, i.e. as on June 30 and December 31 every year. However, the
review would be on a continuous basis so that any further deterioration in the value of SRS is
declared immediately for the information of the investors and necessary adjustment in their
valuation of the same. The SC/RC should declare NAV within two months from the date of half-
yearly review i.e. by August 31 and February 28 respectively.
Disclosure to investors:
Disclosure to investors of the quality of assets underlying the SRS as per disclosure
norms prescribed by the Bank under “The Securitization Companies and Reconstruction
Companies (Reserve Bank) Guidelines and Directions, 2003” is a must. Further, investors can
request for information at any point of time from the SC/RC and obtain the same.

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Amendment to SARFAESI Act, 2013 :
The Amendment Act (except Section 8 and Section 15 (b)) was brought into force with
effect from January 15, 2013. The Act amends the Securitization and Reconstruction of Financial
Assets and Enforcement of Security Interest Act, 2002 (SARFAESI Act) and the Recovery of
Debts due to Banks and Financial Institutions Act, 1993 (RDDBFI Act). The definition of
“bank” both in the SARFAESI Act and in the RDDBFI Act is amended to include ‘multi state
co-operative bank’ so that the provisions of said Acts apply to multistate co-operative banks and
the measures for recovery through the Debt Recovery Tribunals (DRTs) would now be available
to them. Securitization and reconstruction companies can now convert any part of the debt into
equity/shares of a borrower company. Secured creditors can acquire the immovable property in
full or partial satisfaction of their claim against the defaulting borrower, in times when no buyer
for the amount of reserve price is available.
NPA ISSUES AND RESOLUTION BY IOB:
Indian OverseasBank has reported a 35 per cent drop in net profit at ₹75 crore for the
quarter ended December 31, 2013, against ₹116 crore posted for the comparable previous year
quarter. Poor credit appraising and monitoring attributed the fall in net profit to higher
provisioning towards bad debts and restructured accounts. IOB suffered a slippage of ₹1,615
crore during the quarter. the bank provided ₹690 crore for bad debts this quarter against ₹486
crore in the previous quarter, and hence the coverage ratio was close to 57 per cent.
Total income went up by 6 per cent to ₹6,190 crore (₹ 5,846 crore). “The year so far has
been very challenging. The bank’s net interest margin went down to 2.26 per cent for the period,
from 2.39 per cent in the previous year period. Gross non-performing assets rose to ₹9,168 crore
(5.27 per cent) during the quarter from ₹6,515 crore (4.13 per cent) last year. Net NPAs
increased to ₹5,481 crore (3.24 per cent) for the quarter under consideration from ₹3,595 crore

55 | P a g e
(2.33 per cent). IOB’s gross NPA rose to 4.02 per cent by the end of March 2013 from 2.74 per
cent in FY12. Net NPA increased to 2.50 per cent from 1.35 per cent reported a year ago.
From debt-ridden Kingfisher Airlines account, the bank had retrieved around ₹ 11 crore
from this loan account from a total exposure of ₹ 143 crore. On low-cost deposit base, the bank
would try to ramp up its CASA base in the current fiscal. The bank’s low—cost deposit base, or
CASA, stood at 26.51 per cent by the end of March 2013. In FY14, the bank expected an
expansion of 15-18 per cent in advances though this will depend on the overall interest rate
environment.
SETTLEMENT FORMULA AND CALCULATION OF SACRIFICE:
The authority for approval of compromise settlement proposals (OTS/OCS) shall be determined
based on the “SACRIFICE” involved in the proposal. SACRIFICE under OTS/OCS is always
the difference between NOTIONAL DUES and OTS/OCS OFFER. Notional Dues (minus)
OTS/OCS Offer = SACRIFICE.
(Sacrifice is the basis for deciding the sanctioning authority)
1. NOTIONAL DUES CALCULATION :
a) Outstanding as on the date upto which interest was last debited
Date of interest last debited/Date of NPA
whichever is earlier
ADD:
b) Simple interest to be added from the date of interest last
debited or date of NPA whichever is earlier till date of sub-
mission of compromise Proposal at the Bank’s base rate
prevailing on the date of submitting the proposal / contract rate /
decreed rate of interest which ever is less.
c) Debits such as Bills returned unpaid, DPGs invocation of
Guarantees or any other business debits made after the date
mentioned in col.(a) above
d) Interest on the (c ) above at the rate mentioned in col.(b)
e) Other Expenses viz. ECGC/DICGC premium, Godown rent,

56 | P a g e
Insurance premium paid, charges paid to Security agencies/
Personnel etc., subsequent to the date of NPA.
f) Legal and Other Expenses incurred subsequent to date
mentioned in col. (a) above
SUBTOTAL: A
LESS:
a) Recoveries made after the date mentioned in col. (a) and
Countervailing Interest :
Date Amount CV Interest Total
X
b) CV Interest on ECGC / CGTMSE claim received amount.
CV Interest Y
Sub Total Z=X+Y
NOTIONAL AMOUNT DUE FROM THE PARTY (A - Z )
BENCH MARK AMOUNT:
For Secured Advances: In all cases where the advance is secured by tangible assets, the
minimum acceptable amount should be arrived by using Net Present Value Method which will
be the Minimum Acceptable Amount. The present value of the recovery made today should be
greater than the present value (discounted value) of the recovery that may be made at a later date.
To arrive at the future recoverable value, the value of the securities (Fair Market Value, FMV)
and other enforceable assets (net of expenses) should be taken into account along with the
approximate time for realizing those securities.
For Unsecured Advances: Though the endeavor shall be to recover the book outstanding as on
the date of proposal to avoid write off, decision may be taken on the basis of the tangible net
worth of the borrower / guarantor. Under unavoidable circumstances write off may be permitted
after recording proper justification for the same. Unsecured loans include credit card dues. For
credit card settlements, the follow up is ensured by the crdit card division by OTS.
Table7 Calculation of Notional Dues

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