Professional Documents
Culture Documents
PERFORMING ASSETS OF
PUNJAB AND SIND BANK
Submitted by:Shivli Chhabra
MBA Sem-III
(finance)
Sind bank .
To examine how far the bank has been
successful in reducing the NPA level.
To suggest measures for efficient management
of NPAs.
To bring out an explorative & descriptive report
on Analysis of NPA in banks, with special
reference to Punjab and Sind bank , Lucknow.
To analyze the NPA level of Punjab and Sind bank.
THREATS
INCREASED COMPETITION FROM
INNOVATIVE SERVICE PROFILE OF
PRIVATE SECTOR BANKS LIKE ICICI,HDFC
ETC,COMPETITION IN CORE SECTORS
LIKE RURAL DVANCES ,SSI LOANS FROM
UCBs AND OTHER PUBLIC SECTOR
BANKS
OPPORTUNITIES
INTRODUCTION OF NEW AND
INNOVATIVE LOAN SCHEMES LIKE
DAIRY LOAN SCHEME FOR PURCHASE
OF COW ,ADVANCES TO SALARY
EARNERS
SWOT
WEAKNESSES
NO PROVISION OF NEW AGE
SERVICES,LACK OF ATM DEBIT CARD
FACILITIES, LIMITED BRANCH
NETWORK,PARTIAL COMPUTERIZATION
OF OPERATIONS
STRENGHTHS
DIVERSIFIED PORTFOLIO WITH
INOVATIVE SCHEMES,WELL-LAID
ORG.STRUCTURE,WELL QUALIFIED
STAFF,EFFECTIVE LEADERSHIP
REVIEW OF LITERATURE
Caprio & Klingebiel (1996), studied the Bank insolvency is more costly in the
METHODOLOGY OF
STUDY
The research methodology adopted
for carrying out the study were:
In this project Descriptive research
Sind bank.
This study will help to know the drawbacks of the present
recovery strategies.
This study will help them to think about new innovative
recovery strategy.
For this purpose I have covered officials of the bank from
various department
NPA AND
PROVISIONING
Definitions:
An asset, including a leased asset,
becomes non-performing when it ceases to
generate income for the bank.
A non-performing asset (NPA) was
defined as a credit facility in respect of
which the interest and/ or instalment of
principal has remained past due for a
specified period of time.
IDENTIFICATION OF NPAs
account whether it is:a) Operative-A cash credit / over draft account will have to be treated as NPA
if account remains out of order for more than 180 days.
b) Non operative-If interest / installment of principal remain overdue for a
period of more than 180 days .
c) Bills-A bill purchased / discounted / negotiated becomes NPA, if it remains
overdue and unpaid for two quarters or more
d) Agricultural advances-Agricultural advances where interest and or
installments of principal remains unpaid after it has become past due for two
harvest season but for a period exceeding to half years should be treated as
NPA.
TYPES OF NPA
A]
IMPACT OF NPA
Profitability:-NPA doesnt affect current profit but also
Contd.
Involvement of management:-Time and
[ B ] External Factors:External factors are those, which are external to banks they are not
controllable by banks.
Socio political pressure
Change in industry environment:
Natural calamities
Industrial sickness
Diversion of funds and wilful defaults
Time/ cost overrun in project implementation
Labor problems of borrowed firm
Endangers macroeconomic disturbances
Business failure
Inefficient management
Obsolete technology
Product obsolete
Early symptoms to
recognize a performing
asset turning in to NPA
PREVENTIVE MEASURES
FOR NPA
Early Recognition of the Problem
Identifying Borrowers with Genuine Intent
Timeliness and Adequacy of response
Focus on Cash Flows
Management Effectiveness
MEASURES INITIATED BY
RBI AND GOI FOR
REDUCTION OF NPAs
Compromise settlement schemes
Lok Adalats
Debt Recovery Tribunals
Circulation of information on defaulters
Recovery action against large NPAs
Asset Reconstruction Company:
Legal Reforms
Corporate Debt Restructuring (CDR)
Credit Information Bureau
Corporate Governance
Year
NET NPA
993.3
890.84
781.94
727.70
984.69
799.85
2008-09 2009-10 2010-11
2011-12
2012-13 2013-14
PARTICULARS:
NET NPA
993.3
890.84
781.94
727.70
984.69
799.85
ANALYSIS &INTERPRETATION
ANALYSES
The aggregate net non-performing asset of the bank is at decreasing trend. But
taking on a yearly basis, not much trend could be identified out of the six years
of data considered for analysis, net non-performing asset, has decreased from
year 2009 to 2012 but has increased in year 2013 .
INTERPRETATION
It can be seen from the trend that net NPA is decreasing from year 2009 to 2012. So
from data analyzed above, it can be assumed that the bank has taken stringent
steps to reduce the NPA or it might not have given more advances during that year.
In crores
Year
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
48271.60
56810.81
84868.22
66648.85
PARTICULARS:
Net
Advances
39567.33
40834.71
to 20012-13 but has decreased during year 2014. This can be seen from the
data regarding the advances of the bank during this period .The decrease in
advances in the year 2014 due to increase in NPAs as compared to last
year as NPA is directly related to amount of loan advanced.
INTERPRETATION
Non-performing assets being a direct result of advances, it may have
resulted from increase in the net advances. While increasing advances may
be necessary for the survival & progress of the bank itself, it should not
mean increase justification for the higher incidence of non-performing assets.
If recovery were good, perhaps, NPA could have been reduced. In other
words, increased NPA can be directly attributed to non-recovery advances
made to borrowers, in time.
Year
2008-09
2009-10
2010-11
2.18
1.62
2011-12
2012-13
2013-14
PARTICULARS:
2.51
1.28
1.16
1.20
ANALYSIS
To understand the real impact of non-performing assets, the chart is drawn
taking the net non-performing assets of the bank as a percentage of the net
advances. From such chart, what can be seen is that the said percentage (the
net non performing assets as percentage of net advances) is nearly constant
from year 2010 to 2014.
INTERPRETATION
Even though there was a sharp increase in the advances given by the bank in
the year 2013, it can be seen that Net NPA has maintained a constant level in
that year. From this we can assume that bank must have taken up fruitful efforts
to recover money from the willful defaulters. During the year 2008-09 to 2013-14,
there has been steady and considerable decrease in percentage of net NPA to
net Advances. The trend line also show that there is a decreasing trend and net
NPAs over subsequent years would decrease consideration.
Increase / Decrease
over the previous
years figure
2008-09
11844.02
---
2009-10
12591.50
6.31
2010-11
13877.06
10.20
2011-12
15656.46
12.81
Year
2012-13
2013-14
19351.26
22939.56
23.60
18.54
NET PROFIT AND PROVISION TOWARDS NONPERFORMING ASSETS OF PUNJAB AND SIND
BANK
(FROM 200809 TO 2013-14)
Year
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
PARTICULARS:
Provision towards
NPA
N.A
637.24
295.3
262.43
632.58
237.26
642.65
103.65
669.26
117.36
697.01
75.54
(FROM
2008-09 TO 2013-14)
Year
2008-09
2009-10
6.25
7.45
2010-11
2011-12
2012-13
2013-14
PARTICULARS:
RECOVERY AS
a% OF GROSS
NPAs
8.1
6.45
5.8
Year
Percentage
cost
previous year
2008-09
6.06
---
2009-10
5.67
(0.39)
2010-11
5.68
0.01
2011-12
7.38
1.7
2012-13
7.84
0.46
2013-14
6.95
(0.89)
Net Profit of
the Bank
Increase /
Decrease over
the previous
years figure
% Increase /
decrease over the
previous years
figure
2008-09
295.31
---
---
2009-10
262.43
(33.88)
(11.2)
2010-11
237.26
(24.43)
(9.35)
2011-12
103.65
(134.61)
(56.51)
2012-13
117.36
13.71
13.50
2013-14
75.54
(41.82)
(35.57)
Year
Productivity /
Business per
employee
Increase /
Decrease over the
previous years
figure
% Increase /
decrease over
the previous
years figure
2008-09
571.47
---
---
2009-10
670.18
98.71
17.2
2010-11
723.84
53.66
2011-12
914.25
190.41
26
2012-13
1238.76
324.51
35.4
2013-14
1374.74
135.98
10.97
RECOVERY PROCEDURE
COMPLIANCE ADVICE FOR BRANCH
FUNCTIONARIES
The bank as its recovery policy follows the
measures like ;
Conduct over recovery melas
Offer compromise proposal or
Filing suits
SUGGESTION FOR
MANAGEMENT OF NPAs
PREVENTIVE FRAMEWORK
Maintenance and regular upgradation of client
profile.
Credit rating of clients.
Computerization of loan accounts.
Strong inter-department management information
system among loans, operations and
Contd.
FOLLOW-UP OF DEBT RECOVERY TRIBUNAL (DRT) CASES.
COMPROMISE AND ONE TIME SETTLEMENT
WRITE OFFS
HUMAN RESOURCE DEVOLOPMENT
IDENTIFICATION OF PROBLEM LOAN
RECOVERY CAMP
REHABILITATION
NARROW BANKING
BANK SHOULD REDUCE DEPENDENCE ON INTEREST INCOME
GENERAL STRATEGIES
THANK YOU