Inaugural ceremony of new Offsite ATM Objectives NPA and Net NPA - The NPA may be Gross NPA or Net...

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Transcript of Inaugural ceremony of new Offsite ATM Objectives NPA and Net NPA - The NPA may be Gross NPA or Net...

  • Advisory Board:Mr. Sivakumar G.Executive Vice President (Credit)Mr. Paul V.L.General Manager (Admin)Mr. John ThomasGeneral Manager (Business Development)

    Members:Mr. Sibi P.M.Dy. General Manager (IRMD)Mr. Krishnadas P.B.Dy. General Manager (Credit)Mr. Roy Dominic P.Asst. General Manager (Personnel)Mr. Bino GeorgeManager P&D

    Layout, Typeset & Printing:Lumiere Printing Works, Thrissur

    Objectives:

    To instil in the bank staff a sense of belonging and involvement in the banks affairsTo appreciate and applaud the individual achievements of our members of staffTo act as a communication medium between management and the staffTo increase the professional competence of our bank staff

    Corporate Family Magazine of

    South Indian Bank

    INSIDE

    Messages

    Articles

    Non Performing Assets & Recovery Procedures Romita ChakrabortyRecovery- A Slow but Steady Process Sandeep SinghStaying Afloat When The Wind Shifts: Digital Transformation Nidish SebastianMeet the CEO in YOU Badri AlapatiOde to a bicycle Narayanan V.CE.S.G aka Elder Siblings Group!!!!! Radhika R.B.Selfie with a difference Bino GeorgeThe Misadventures that make a master chef!!! Radhika R.B.

    Regular Features

    Publisher:Mr. Thomas Joseph K.,Executive Vice President (Admin)

    Editor:Mr. Francy Jos E.Chief Manager & Faculty SIB STC

    Inaugural ceremony of new Offsite ATM at Tayas Hypermarket, Thiruvananthapuram attached to Kumarapuram Branch, by Padmashree Madhu (CineActor) in the presence of Mr. Mohammed Noohu Nazeer (Managing Partner, Tayas Hypermarket), Mr. K. S. Satheeshkumar (Deputy General Managerand Regional Head, RO Thiruvananthapuram), Ms. Mercy Thanikkal (Senior Manager and Kumarapuram Branch Head) and other esteemed customers

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  • VISIONTo be the most preferred bank in the areas of customer service,

    stakeholder value and corporate governance.

    MissionTo provide a secure, agile, dynamic and conducive banking environment

    to customers with commitment to values and unshaken confidence,deploying the best technology, standards, processes and procedures

    where customer convenience is of significant importanceand to increase the stakeholders value.

    Inaugural function of Training Programmes for the FY 2016-17

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  • Kalamassery

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    EVP(Credit) Mr Sivakumar S. with Film Star Surya. Also seen are JGM Mr. Shelly Joseph and AGM Mr. Mohan V.

    Dr. Viswanathan, Director TKM Institute of Management receiving a copy of 5th combined volume of Students Economic Forum

  • MD & CEO Speaks ....

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    The latest Financial Stability Report of RBIshows that the GNPA of All ScheduledCommercial Banks stood at 9.1% as ofSeptember 2016, with the total stressed assetsadding up to 12.30 %.

    This is indeed a difficult phase for bankingsector in our country. The lead topic for thecurrent issue of Siblink is therefore very relevantand timely.

    Stressed assets, as we know, depletesprof itability by de-recognition of interestincome on the one hand and by regulatoryprovisioning, on the other. Such assets putpressure on quality time and human resourcesof the Bank, which in the normal course wouldhave been spent on acquiring and managingnew profitable business.

    Stressed assets are generated by inadequatecredit underwriting standards and also by widerproblems in the economy and operatingenvironment. We have little control over thelatter. But even in poor economic conditions,good underwriting standards and practices canhelp the Bank in avoiding high level stress.

    In short, credit skills of our managers and creditdiscipline as a cultural norm of the Bank arethe bulwark against the onslaught of stress. Weas a team, from top to bottom, need to develophigh credit skills and ensure development andreinforcement of a culture of credit disciplinein our organization. Let us all work towards that.

    I wish you all a glorious New Year!

    V.G. MathewManaging Director & CEO.

    Credit skills of our managers and credit discipline as acultural norm of the Bank are the bulwark against theonslaught of stress. We as a team, from top to bottom, needto develop high credit skills and ensure development andreinforcement of a culture of credit discipline in ourorganization

  • INTRODUCTION:A Man without money is like a bird withoutwings, the Romanian proverb implicates theimportance of money. A bank is an entity, whichdeals with money. The main function of a bankis to accept deposits from public and lend thesame for generating profit. In general there aremany constraints encountered by thecommercial banks in its everyday operations.One of the major constraints faced is the properdisbursement of funds in quality assets (Loansand Advances) or otherwise it leads to non-performing assets. Now a days, cases of NonPerforming Assets (NPA) are on an increasingtrend in the banking sector which is a matterof serious economic concern for the banks. Ifthis alarming growth of NPAs in banks is notcontrolled on time then it will prove to be achallenge for the future existence of the banks.The entire credit distribution structure of theeconomy can be destroyed and the countrycould be in a major financial turmoil.

    Over the next ten years Asia could emerge asthe worlds growth engine, led by China andIndia.This is basically supported by the inflowof global capital, technological upgradations,export boom, and increased domesticconsumption. However to achieve the saidposition, it is very much necessary to focus onthe cleanup of Non-Performing Loans. Suchan alarming increase in the number of NPA ofthe banks is the main consequence of economiccrisis that took place in many Asian countries.At the same time non-performing assets of thebanks in many Asian countries can be seen asthe probable cause of the potential bankingcrisis that could be occurred in the future inthese countries. In order to prevent this bankingcrisis, the NPA of the banks are required to bemanaged and cleared off effectively. Hence itis very important to strategically manage theNPA and also focus on effective NPA recoveryprocedures.

    Our Indian banking sector is also encounteringvarious problems out of which one majorproblem is NPA of banks. In the era ofglobalization it is very much necessary for thebanks to reduce their bad loan (NPA) portfolioin order to meet the challenges ofglobalization. The improper provision of NPAadversely affects the balance sheet of the bank.

    NPA recoveries are a matter of concern for banksas they not only reduce the value of the assets,but also hampers the profit generation. NPAgrowth involves the necessity of provisioning,which reduces overall level of profits and hence,shareholder value. Therefore, NPA recoveryprocesses are of tremendous importance as itcan free the capital that can be investedprofitably in the creation of new assets.

    MEANING OF NPA:The assets of the banks which dont perform(that is dont generate any return) are calledNPA or bad loans. Banks assets are the loansand advances given to customers. If customersdont pay either interest or part of principal orboth, the loan turns into bad loan.

    As per the RBI master circular (Master CircularNo. DBOD.No.BP.BC.12/21.04.048/2011-12dated July 1, 2011 ) an asset, including a leasedasset, becomes non- performing when it ceasesto generate income for the bank. A NPA is aloan or an advance where;

    Interest and/ or installment of principalremain overdue for a period of more than90 days in respect of a term loan.The account remains in out of order status,in respect of an Overdraft/Cash Credit (OD/CC),The bill remains overdue for a period ofmore than 90 days in the case of billspurchased and discounted,The installment of principal or interestthere on remains overdue for two cropseasons for short duration crops.The installment of principal or interestthereon remains overdue for one cropseason for long duration crops,The amount of liquidity facility remainsoutstanding for more than 90 days, inrespect of a securitisation transactionundertaken in terms of guidelines onsecuritisation dated February 1, 2006.In respect of derivative transactions, theoverdue receivables representing positivemark-to-market value of a derivative

    contract, if these remain unpaid for a periodof 90 days from the specified due date forpayment.

    Banks should, classify an account as NPA only ifthe interest due and charged during any quarteris not serviced fully within 90 days from theend of the quarter.

    Out of Order statusAn account is considered as out of order if theoutstanding balance remains continuously morethan the sanctioned limit/drawing power. Incases where the outstanding balance in theprincipal operating account is less than thesanctioned limit/drawing power, but there areno credits continuously for 90 days as on thedate of Balance Sheet or credits are not enoughto cover the interest debited during the sameperiod, these accounts should be treated as outof order.

    OverdueAny amount due to the bank under any creditfacility is overdue if it is not paid on the duedate fixed by the bank.

    Its a known fact that the banks and financialinstitutions in India face the problem of increasein NPA and this problem is becoming more andmore complicated and unmanageable. In orderto bring the situation under control, some stepshave been taken recently. The Securitization andReconstruction of Financial Assets andEnforcement of Security Interest Act, 2002 waspassed by Parliament, which is an important steptowards elimination or reduction of NPAs.

    IMPLICATIONS OF NPAs ON BANK:The major effect of the NPA is that a bank canneither credit the income nor debit to loss,unless either recovered or identified as loss. Ifa borrower has multiple accounts, all accountswould be considered NPA if one accountbecomes NPA.

    Gross NPA an