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INTRODUCTION
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1.1 INTRODUCTION
The Indian banking system with a large network of branches and
The banking industry has undergone a sea change after the first
loans, housing loans etc., in recent times the banks have become
received.
NPA also puts strain on a bank’s net worth because banks are under
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1.2. OBJECTIVES OF THE STUDY
* To evaluate the level of NPA in priority sector lending and to find a solution
for the continuous rise in the NPA level.
* To find out the sector wise NPA level in priority sector lending in UCO bank.
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1.5. CHAPTER PLAN:
The project “Reasons for growing NPA in priority sector lending in
banks and measures to improve recovery is divided into four chapters.
The first chapter starts with the introductory phrase followed by review
of literature, rationale, limitation, scope of the project, sources of data
collection and tools and used for analyzing the data. Then the second
chapter deals with various conceptual studies, it generally gives a vivid
description about UCO Bank, its services, specialized branches,
organization structure and its current market position. After that, it also
presents the basics of priority sector and non-performing assets. Third
chapter shows the analysis part of the project, it is generally represented
by movement of NPA, Sector wise NPA and pie charts, graphs and ratio
analysis. The fourth chapter fulfills the objectives by finding out the
reasons and providing suggestions. Lastly, chapter five provides a
conclusion and bibliography.
Some crucial information regarding the cause root was difficult to be found
out. As per the requirement of the project all the data were not available.
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CHAPTER -2
REVIEW OF LITERATURE
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2.1 LITERATURE REVIEWS
Bansal and Bansal (2001) in their study on banking sector reforms found
that the level of NPA is a contentious issue and a vital parameter in the
analysis of the financial health of banking industry. Public sector banks
account for a higher level of NPA as they hold a higher share in lending,
but contrary to general perception, the ratio of gross NPA to total
advances and total assets has come down.
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Narashiman committed. The Indian banking industry was dominated by
public sector banks. But now the situations have changed new generation
banks with used of technology and professional management has gained a
reasonable position in the banking industry.
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CHAPTER -3
ORGANISATION PROFILE
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3.1 ORGANISATION PROFILE:-
UCO bank is a commercial bank and a Government of India
undertaking. The bank has 34 regional offices spread all over India. UCO
bank head office is located in Kolkata. The bank has international
presence with four overseas branches in two important financial centers
in Singapore and Hong Kong and representative offices at Kuala Lumpur,
Malaysia and Guangzhou in China. The bank also has a NIR corner to
offer specialized services to its international customers. UCO Bank was
incorporated in the year 1943 as The United Commercial Bank Limited.
In July 1969, the Bank was nationalized and 100% ownership was taken
over by the Government of India. Thereafter the bank expanded rapidly.
In December 30, 1985 the name of the bank was changed to UCO Bank.
During the year 2001-02, the bank opened 1 new branch in pune, and 5
new extension counters. During the year 2004-05, the Bank opened 4
new branches and upgraded 7 extension counters into fledged branches.
They also opened 6 new extension counters. During the year 2005-06,
the bank opened 9 new branches and upgraded 8 extension counters
into full flanged branches. They opened 2 new extension counters and
closed 5 extension counters. The bank also opened one representative
office in Kuala Lumpur in Malaysia. During the year, in terms of the
Government directive the bank had effected merger of three Regional
Rural Banks in Bihar on September 9, 2005, two regional rural banks in
Odisha on January 2, 2006 and two regional rural banks in Rajasthan on
January 27, 2006. During the year 2006-07, the bank opened 57 new
branches, upgraded 53 extension counters into full fledged branches and
merged the 15 extension counters with the base branches. They also
started 4 flagship corporate branches and 9 mid corporate branches. In
February 26, 2007, three Regional Rural Banks in the state of west
Bengal were amalgamated and form a single entity named as Paschim
Banga Gramin Bank. During the year 2007-08, the bank opened 95
branches in which 66 branches were opened on January 6, 2008 to
commemorate the 65th Foundation Day of the bank. The bank opened
40 new branches, 12 mid corporate branches, upgraded 55 extension
counters into full fledged branches and merged the 13 extension
counters with the base branches. During the year, the company
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converted two of their existing branches at Kolkata and New Delhi
exclusively for catering to needs of senior citizens and named these
branches as ‘Senior Citizen branches’. In April 4, 2007, the bank opened
one representative office at Guangzhou in China. As at march 31, 2008
the bank has 1957 branches, two representative offices, 21 mid
corporate branches and 19 extension counters.
SERVICES PROVIDED:-
International banking services, services for NRIs, loan schemes, deposit
schemes and value added e-banking solutions. They also possess a host of
branches authorized for direct tax collection in India. The bank also has a NRI
corner to offer specialized services to its international customers.
The company also introduced Gold Card Scheme for exporters to facilitate easy
availability of export credit at remuneration terms.
BUSINESS FOCUS:-
UCO, SBI sign MoU to share ATM network.
UCO Bank seeks Rs 1,000 crore capital infusion from govt.
UCO Bank completes restructuring.
UCO Bank plans IPO.
SEBI move to revive retail participation; most PSUs can become
multibaggers.
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3.2 ORGANISATION STRUCTURE
BOARD OF DIRECTORS
Mr. Ravi Krishana Takkar ( Chairman & Managing Director )
Shri J K Garg (Executive Director )
Shri Charan Singh ( Executive Director )
Prof Sunil Kumar Maheshwari ( Director )
Shri D N Thakur ( Director )
Mr. Partha Chanda ( Director )
Mr. Salahuddin Ansari (Director )
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REGISTERED OFFICE:-
Re10, BTM Sarani,
Kolkata
West Bengal
700001
Fax:- 033-22485625
Email :- hosgr.calcutta@ucobank.co.in
Website:- http://www.ucobank.com
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3.3 Agriculture (Direct and indirect finance)
Direct finance to agriculture shall include short, medium and long term loans
given for agriculture and allied activities directly to individual farmers, self-help
groups (SHGs) or joint liability groups (JLGs) of individual farmers without limit
and to others (such as corporate, partnership firms and institutions ) up to Rs.
20 lakh, for taking up agriculture / allied activities.
Indirect finance to agriculture shall include given for agriculture and allied
activities as specified in section I, appended.
Indirectly finance to SSI shall include finance to any person providing inputs to
or marketing the output of artisans, village and cottage industries, handlooms
and to cooperatives of producers in this sector.
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3.7 Housing loans :-
Loans up to Rs.15 lakh for constructing of house by individuals, (excluding
loans granted by banks to their own employees) and loans given for repairs to
the damaged houses of individuals up to Rs. 1 lakh in rural and semi-urban
areas and up to Rs.2 lakh in urban areas.
Under Weaker Sections: Priority sector loans to the following borrowers are
considered under weaker sections category :-
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Computation of Adjusted Net Bank Credit (ANBS ):-
Bank Credit in India (As prescribed in item No.VI of form ‘A’ (Special Return as
on March 31st) under section 42(2) of the RBI act 1934.
ANBC
For the purpose of priority sector only. Banks should not deduct / net any
amount like provisions, accrued interest, etc. from NBC.
Banks loans to micro and small enterprises both manufacturing and service are
eligible to be classified under priority sector as per the following:
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Direct finance
Manufacturing Enterprises
The Micro small and medium enterprises engaged in the manufacture or
production of goods to industry specified in the first schedule to the Industries
(Development and regulation) act 1951. The manufacturing enterprises are
defined in terms of investment in plant and machinery.
Service Enterprises
Banks loans up to Rs.5 crore per borrower/unit to Micro and Small
Enterprises engaged in providing or rendering of servicers and defined in terms
of investment in equipment under MSMED Act, 2006.
All loans sanctioned to units in the KVI sector, irrespective of their size of
operations, location and amount of original investment in plant and
machinery. Such loans will be eligible for classification under the sub-target of
60 percent prescribed for micro enterprises within the micro and small
enterprises segment under priority sector.
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Indirect Finance
i. Loans to persons involved in assisting the decentralised sector in the
supply of inputs and marketing of outputs of artisans, village and
cottage industries.
ii. Loans to cooperatives of producers in the decentralised sector viz.
artisans village and cottage industries. iii. Loans sanctioned by banks
to MFIs for on-lending to MSE sector.
Education
Loans to individuals for educational purposes including vocational
courses up to Rs.10 lakh for studies in India and Rs. 20 lakh for studies abroad.
Housing
(i) Loans to individuals up to Rs. 25 lakh in metropolitan centres with
population above Ten lakh and Rs. 15 lakh in other centres for
purchase/construction of a dwelling unit per family excluding loans
sanctioned to bank's own employees.
(ii) Loans for repairs to the damaged dwelling units of families up to Rs. 2
lakh in rural and semi- urban areas and up to Rs. S lakh in urban and
metropolitan areas.
(iv) The loans sanctioned by banks for housing projects exclusively for the
purpose of construction of houses only to economically weaker sections
and low income groups, the total cost of which does not exceed Rs.10 lakh
per dwelling unit. For the purpose of identifying the economically weaker
sections and low income groups, the family income limit of Rs. 1,20,000 per
annum, irrespective of the location, is prescribed.
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Export Credit
Export Credit extended by foreign banks with less than 20 branches will be
reckoned for priority sector target achievement. For domestic and foreign
Banks with 20 and above branches, export credit to eligible activities under
agriculture and MSME will be reckoned under Priority Sector under
respective categories.
Others
Loans, not exceeding Rs. 50,000 per borrower provided directly by banks
to individuals and SHG/JLG, provided the borrower's household annual
income in rural areas does not exceed Rs.60,000/- and for non-rural areas
it should not exceed Rs. 1,20,000/-. Loans to distressed persons [other than
farmers-already included not exceed Rs. 50,000 per borrower to prepay
their debt to non-institutional lenders.
Weaker Sections
Priority sector loans to the following borrowers will be considered under
Weaker Sections category:-a) Small and Marginal Farmers; b) Artisans,
village and cottage industries where individual credit limits do not exceed
Rs. 50,000; c) Beneficiaries of Swarnajayanti Gram Swarozgar Yojana
(SGSY), now National Rural Livelihood Mission (NRLM); d) Scheduled
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Castes and Scheduled Tribes; e) Beneficiaries of Differential Rate of Interest
(DRI) scheme; f) Beneficiaries under Swarna Jayanti Shahari Rozgar Yojana
(SJSRY); g) Beneficiaries under the Scheme for Rehabilitation of Manual
Scavengers (SRMS); h) Loans to Self Help Groups; i) Loans to distressed
farmers indebted to non-institutional lenders; j) Loans to distressed
persons other than farmers not exceeding Rs. 50,000 per borrower to
prepay their debt to non-institutional lenders; k) Loans to individual
women beneficiaries' up to Rs. 50,000 per borrower;
(ii) Loan does not exceed Rs. 35,000/- in the first cycle and
Rs.50,000/- in the subsequent cycles.
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(iv) Tenure of loan is not less than 24 months when loan amount
exceeds Rs.1S,000/- with right to borrower of prepayment without penalty.
c) Further, the banks have to ensure that MFIs comply with the following
caps on margin and interest rate as also other 'pricing guidelines', to be
eligible to classify these loans as priority sector loans.
(i) Margin cap at 12% for all MFIs. The interest cost is to be calculated on
average fortnightly balances of outstanding borrowings and interest
income is to be calculated on average fortnightly balances of outstanding
loan portfolio of qualifying assets.
(ii) Interest cap on individual loans at 26% per annum for all MFIs to be
calculated on a reducing balance basis.
(iv) The processing fee is not to be included in the margin cap or the
interest cap of 26%.
(v) Only the actual cost of insurance i.e. actual cost of group
insurance for life, health and livestock for borrower and spouse can be
recovered; administrative charges may be recovered as per IRDA
guidelines.
d) The banks should obtain from MFI, at the end of each quarter, a
Chartered Accountant's Certificate stating, inter-alia, that (i) 85% of total
assets of the MFI are in the nature of "qualifying assets", (ii) the aggregate
amount of loan, extended for income generation activity, is not less than
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75% of the total loans given by the MFIs, and (iii) pricing guidelines are
followed.
1. Rate of interest
The rates of interest on various categories of priority sector loans will be as
per DBOD directives issued from time to time.
2. Service charges
No loan related and adhoc service charges/inspection charges should be
levied on priority sector loans up to Rs. 25,000.
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Applications Banks should provide acknowledgement for loan applications
received under priority sector loans. Bank Boards should prescribe a time
limit within which the bank communicates its decision in writing to the
applicants.
Amendments
These guidelines are subject to any instructions that may be issued by the
RBI from time to time.
Definitions
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3.9 NON PERFORMING ASSETS
Norms were differentiated in INCOME RECOGNITION AND ASSET
CLASSIFICATION Norms as per Narsihman Committe as on 31.03.1993
Banks are urged to ensure that while granting loans and advances, realistic
repayment schedules may be fixed on the basis of cash flows with
borrowers. This would go a long way to facilitate prompt repayment by the
borrowers and thus improve the record of recovery in advances.
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THE DEFINITION OF NPA
An asset, including a leased asset, becomes nonperforming when it ceases
to generateincome for the bank.
ii) The account remains 'out of order' as indicated at paragraph 1.3 below,
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;
'Overdue':
Any amount due to the bank under any credit facility is 'overdue' if it is not
paid on the due date fixed by the Bank. Example : Term Loan has been
disbursed on 15th of January with a condition to repay the installment on
monthly basis. The due date in this case is the 15th of each month.
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Agricultural advances
i) A loan granted for short duration crops will be treated as NPA, if the
installment of principal or interest thereon remains overdue for two crop
seasons. A loan granted for long duration crops will be treated as NPA, if
the installment of principal or interest thereon remains overdue for one
crop season. For the purpose of these guidelines, "long duration" crops
would be crops with crop season longer than one year and crops, which are
not "long duration" crops would be treated as "short duration" crops. The
crop season for each crop, which means the period up to harvesting of the
crops raised, would be as determined by the State Level Bankers'
Committee in each State. Depending upon the duration of crops raised by
an agriculturist, the above NPA norms would also be made applicable to
agricultural term loans availed of by him.
In respect of agricultural loans, other than those specified above and term
loans given to non agriculturists, identification of NPAs would be done on
the same basis as non-agricultural advances which, at present, is the 90
days delinquency norm.
iv) While fixing the repayment schedule in case of rural housing advances
granted to agriculturists under Indira Awas Yojana and Golden Jubilee
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Rural Housing Finance Scheme, it should be ensured that the
interest/installment payable on such advances are linked to crop cycles.
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ii) Corporate Debt Restructuring
iii) Debt Restructuring for Small & Medium Enterprises In order to ensure
proper scrutiny & analysis of restructuring proposals the sanctioning
powers shall vest with the various authorities as per the detailed guidelines
issued by HO, Credit Monitoring Department vide Circular No.
CHO/ADV/02/2013-14 dated 21.05.2013. It may be noted that account
where process of taking over possession of property under SARFAESI act
has been initiated i.e. accounts wherein bank has proceeded for further
action under SARFAESI Act when the borrower has not responded to the
notice under Sec 13(2) of SARFAESI Act or has not honored his
commitment made to the Bank in response to the notice is ineligible for
restructuring
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discounted will immediately be classified as NPA with effect from the date
when the other facilities had been classified as NPA.
Group Accounts:
Generally, for the purpose of identifying the borrower's account as NPA
Group account concept need not be adopted. If it is observed that some of
the group accounts are operated in a satisfactory manner as such
Individual account of the Group will be dealt separately for the purpose of
identifying the account as NPA.
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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 do not become NPA, with reference to the date of debit
of interest. They become overdue after due date for payment of interest, if
uncollected.
Project Loan' would mean any term loan which has been extended
for the purpose of setting up of an economic venture. The branches should
fix Date of Commencement of Commercial Operations (DCCO) for all
project loans at the time of sanction of the loan/financial closure (in the
case of multiple banking or consortium arrangements).
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Revised Guidelines on Asset Classification of Projects under
Implementation.
Project Loans for Infrastructure Sector
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a. In cases where there is moratorium for payment of interest,
branches should not book income on accrual basis beyond two years
from the original DCCO, considering the high risk involved in such
restructured accounts.
b. Banks should maintain following provisions on such accounts as
long as these are classified as standard assets in addition to provision for
diminution in fair value:
For the purpose of these guidelines, mere extension of DCCO would
not be considered as restructuring, if the revised DCCO falls within the
period of two years from the original DCCO. In such cases the
consequential shift in repayment period by equal or shorter duration
(including the start date and end date of revised repayment schedule)
than the extension of DCCO would also not be considered as restructuring
provided all other terms and conditions of the loan remain unchanged
.As such project loans will be treated as standard assets in all respects,
they will attract standard asset provision of 0.40 per cent
In case of infrastructure projects under implementation, where
Appointed Date (as defined in the concession agreement) is shifted due to
the in ability of the Concession Authority to comply with the requisite
conditions, change in date of commencement of commercial operations
(DCCO) need not be treated as 'restructuring', subject to following
conditions:
a) The project is an infrastructure project under public private
partnership model awarded by a public authority;
The loan disbursement is yet to begin;
b) The revised date of commencement of commercial operations is
documented by way of a supplementary agreement between the
borrower and lender Project viability has been reassessed and sanction
from appropriate authority has been obtained at the time of
supplementary agreement
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Project Loans for Non-Infrastructure Sector :
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ii. Banks should maintain following provisions on such accounts
as long as these are classified as standard assets apart from
provision for diminution in fair value due to extension of DCCO
For the purpose of these guidelines, mere extension of DCCO would
not be
considered as restructuring, if the revised DCCO falls within the period
of one year from the original DCCO. In such cases the consequential shift
in repayment period by equal or shorter duration (including the start
date and end date of revised repayment schedule) than the extension
of DCCO would also not be considered as restructuring provided all
other terms and conditions of the loan remain unchanged. As such
project loans will be treated as standard assets in all respects, they will
attract standard asset provision of 0.4 per cent.
Other Issues:
i) The increase in scope and size of the project takes place before
commencement of commercial operations of the existing project
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ii) The rise in cost excluding any cost-overrun in respect of the original
project is 25% or more of the original outlay
iii) The bank re-assesses the viability of the project before approving
the enhancement of scope and fixing a fresh DCCO.
On re-rating, (if already rated) the new rating is not below the previous
rating by more than one notch.
MERGER:
On the same lines, an NPA unit may request us to give our permission for
its merger with any other unit. In both the above-mentioned two cases, the
acquiring unit may or may not be our Bank's customer in both these cases,
Head Office/Zonal Office will decide the terms of acquisition of merger on a
case to case basis. Branches/Zonal Offices should encourage such
acquisitions/mergers which are in the interest of the Bank and help the
Bank to reduce NPAs.
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CATEGORIES OF NPAS STANDARD ASSETS
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.
Banks are required to classify non-performing assets further into the
following three categories based on the period for which the asset has
remained non-performing and the reliability of the dues: (1) Sub-standard
Assets (2) Doubtful Assets (3) Loss Assets
(1) SUB-STANDARD ASSETS: With effect from 31 March 2005, a sub
standard
asset would be one, which has remained NPA for a period less than or equal
to 12 month. The following features are exhibited by sub standard 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.
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would be classified as doubtful if it remained in the sub-standard category
for 12 months.
The banking sector has been facing the serious problems of the rising
NPAs. But the problem of NPAs is more in public sector banks when
compared to private sector banks and foreign banks. The NPAs in PSB are
growing due to external as well as internal factors.
EXTERNAL FACTORS
INEFFECTIVE RECOVERY
The Govt. has set of numbers of recovery tribunals, which works for recovery of
loans and advances. Due to their negligence and ineffectiveness in their work
the bank suffers the consequence of non-recover, their by reducing their
profitability and liquidity.
WILLFUL DEFAULTS
There are borrowers who are able to pay back loans but are intentionally
withdrawing it. These groups of people should be identified and proper
measures should be taken in order to get back the money extended to
them as advances and loans.
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NATURAL CALAMITIES
This is the measure factor, which is creating alarming rise in NPAs of the
PSBs. every now and then India is hit by major natural calamities thus
making the borrowers unable to pay back there loans. Thus the bank
has to make large amount of provisions in order to compensate those
loans, hence end up the fiscal with a reduced profit.
INDUSTRIAL SICKNESS
Improper project handling , ineffective management , lack of adequate
resources , lack of advance technology , day to day changing govt. Policies
give birth to industrial sickness. Hence the banks that finance those
industries ultimately end up with a low recovery of their loans reducing
their profit and liquidity.
LACK OF DEMAND
Entrepreneurs in India could not foresee their product demand and
starts production which ultimately piles up their product thus making
them unable to pay back the money they borrow to operate these
activities. The banks recover the amount by selling of their assets, which
covers a minimum label. Thus the banks record the non recovered part
as NPAs and has to make provision for it.
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INTERNAL FACTORS
40
MANAGERIAL DEFICIENCIES
The banker should always select the borrower very carefully and
should take tangible assets as security to safe guard its interests.
When accepting securities banks should consider the:
1. Marketability
2. Acceptability
3. Safety
TRANSFERABILITY
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RE LOANING PROCESS:
The efficiency of a bank is not reflected only by the size of its balance sheet
but also by the level of return on its assets. The NPAs do not generate
interest income for banks. At the same time, banks are required to
provide provisions for NPAs from their current profits. The NPAs have
deleterious impact on the return on assets in the following ways:
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CHAPTER -4
DATA ANALYSIS
&
INTERPRETATION
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4.1 DATA ANALYSIS
Present Scenario of Priority Sector
During the period 2001-2013, three distinct phases are discernible in terms of growth in gross
advances and growth in gross NPAs.
(a) First Phases 2001 to 2006: This period was marked by a sharp decline in the growth of
gross NPAs and gradual acceleration in the growth of credit . In fact, during the pre-crisis
period, bank credit expanded at a robust pace, averaging at over 25 per cent. Several factors,
such as increased financial deepening, increased competition, improvement in asset quality of
banks and rapid product innovations contributed to the rapid credit expansion. Infrastructure,
SMEs, farm credit and retail sectors primarily powered the growth of bank credit during this
period (RBI, RCF, 2008).
As a result of various reform measures, there was significant improvement in the asset
quality, particularly from the year 2000, partly as a result of expansion of loan volumes and
partly on account of vv-rite-offs and recovery of past dues. Thus, rapid credit expansion from
2002-03, to an extent, was encouraged by improvement in asset quality as credit
intermediation function was impaired in the mid-1990s on account of high level of NPAs
(RBI, RCF, 2007).
(b) Second Phase: 2006 to 2009: This period witnessed a reversal in the earlier trends with
growth in NPAs showing a sharp spurt and growth in credit registering a gradual slowdown.
This was also a period when the divergence between the growth in credit and NPAs narrowed
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down. In the post-crisis period, credit growth averaged at around 19 per cent partly on
account of the pressures from global financial crisis. Banks and other financial institutions
were impacted by the indirect spillovers of the crisis during 2008-09. Indian banks faced the
stress because foreign investors pulled out of the economy and created a liquidity crunch.
There was suddenly less money available to borrow or lend. The tight global liquidity
situation in the period immediately following the failure of Lehman Brothers in mid-
September 2008, coming as it did on top of a turn in the credit cycle, increased the risk
aversion of the financial system and made banks cautious about lending (Subbarao, 2009)
(c) Third Phase: 2009 to 2013: During this period, growth in credit as well as NPAs slowed
down in 2010. However, by end-March 2012, there was a sharp contrast in the movement of
both, with credit growth witnessing a sharp contraction and growth in NPAs trending up.
NPAs grew at around 46 per cent as at end March 2012, far outpacing credit growth of
around 17 per cent. This widening divergence in the growth of credit and NPAs has
implications for the asset quality in the near term. The decline in credit growth during this
period could be attributed to the general economic slowdown that set in as a result of
combination of domestic and global factors.
Accretion to NPAs is a critical indicator of efficiency in credit risk management Banks need
to bring down fresh additions to NPAs to improve the quality of their asset portfolio. In
consonance with the trends in gross NPAs, the accretions to NPAs was considerably curtailed
during the period 2003-2007, but increased significantly thereafter. The incremental NPAs
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remained negative in most of the years prior to the year 2008. A sharp decline in incremental
NPAs reflected significant improvement in credit appraisal, improved risk management and
better resource allocation process (RBI, RCF, 2007). The incremental NPAs as percentage of
incremental gross advances, which were as low as -0.3 per cent as at end-March 2007
increased significantly thereafter to over 6.6 per cent by end-March 2013.
Movement of NPA:
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NPA interpretation-in increased i 1 I(Amount 11 I I I II I I I50 include all assets that are
classified the year 2009 as non-performing by the bank. net npa to net advance% was 1.17
which was further increase in npa in the year 2011,In 2012 npa was a decrease in net npa in
the year 2013 ie 2.38. to L84 in 2010 there was 0/0 rised to very high ie 3.17 and there
Sector- wise NPAs.
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4.2 INTERPRETATION:
1- Agriculture
2- Industry
3- Services
4- Personal Loans
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Bank-wise and Bank Group-wise Gross Non-Performing Assets, Gross
Advances, and Gross NPA Ratio of Scheduled Commercial Banks - 2014
(Amount in Million)
Banks
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51
52
Source :Department of Banking Supervision, RBI
One of the reasons for the accumulation of large portfolio of NPAs with banks is that
the lending is not linked to productive investment and the recovery of credit is not linked to
product scale. The borrowers are mainly farmers and small scale industries owner whose
financial conditions are generally weak. The volume of bank credit tacked in sick industries
is the evidence of this malady. Sometimes it is found that an advice is given by BIFR or the
directions are given by the various courts to the banks' that they should provide loans to sick
industries. This type of practice is aggravating NPAs situation. Another reason for high NPAs
is the faulty lending policy and making lending compulsory to priority sector by banks. There
are many other causes which are also responsible for accumulation of NPAs. Many of these
causes are related to faulty credit management like defective credit recovery mechanism, lack
of professionalism in the work force, time lag between sanctions and disbursement of loan,
the borrowers regarding their due date, lack of sponge legal mechanism, politics at local
levels and waive-off policy of loan by government ( in year 1991 and 2008) etc have also
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4. Ensure Compliance Of Sanction Terms.
7. Assumptions And Progress Of The Unit As Per Accepted Credit Sanction Terms To Be
Adhered
CURATIVE MEASURES
Due to avoidable and or unavoidable reasons the performing accounts sometimes goes
bad and becomes NPA .
Causes of the account turning NPA may be scanned and suitable remedial measures
may be initiated to reduce NPA.
NON-LEGAL MEASURES
1. Reminder System.
3. Recovery Camps.
6. Loan Compromise.
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OTHER MEASURES
8. staff incentives.
9. Incentives to advocates.
10 loan write-offs.
13 Allotment of npa .
LEGAL MEASURES
3. Lok Adalat.
5. Civil Courts
6. Sarfaesi Act.
8. Bouncing Of Cheques.
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1. SARFAESI Act
The legal mechanism for recovery of default loans was so far cumbersome and time-
consuming. Thus, it was felt that banks and financial institutions should be given the power
to sell securities to recover dues. In this regard, the Government of India appointed a
committee under the chairmanship of Shri T R Andhyarujina, senior Supreme Court advocate
and former Solicitor General of India, in 1999 to look into these matters. The Committee
submitted four reports. One of them is related to securitization. Based on the
recommendations of the Andhyarujina Committee, The Securitization and Reconstruction of
Financial Assets and Enforcement of Security Interest (SARFAESI) Act, 2002, was passed
on December 17, 2002. The act provides enforcement of the security factor without recourse
to Civil suits. This act was passed with the aim of enabling banks and financial institutions to
realise long term assets, manage the problem of liquidity, reduce asset liability mismatches
and improve recovery by taking possession of securities, selling them and reducing NPAs.
The ordinance also allows banks and financial institutions to utilise the services of ARCs/SCs
for speedy recovery of dues from defaulters and to reduce their NPAs. The ordinance
contains provisions that would make it possible for ARCs/SCs to take possession directly of
the secured assets and/or the management of the defaulting borrower companies without
resorting to the time-consuming process of litigation and without allowing borrowers to take
shelter under the provisions of SICA/BIFR. In addition to passing the SARFAESI Act ,
certain other legal reforms were also introduced to speed up the loan recovery process.
2. Other Legal Reforms One of the important factors responsible for the ever-increasing level
of NPAs in the Indian banking industry is the weak legal system. According to an
international rating agency called FITCHIBCA, "The Indian legal system is sympathetic
towards the borrowers and works against the banks' interest. Despite most of their loans being
backed by security, banks are unable to enforce their claims on the collateral when the loans
turn non-performing, and therefore, loan recoveries have been insignificant." However,
efforts have been made to rectify these problems through the judicial process as well as by
enacting laws. In 1999, a standing committee under the aegis of Industrial Development Bank
of India (IDBI) was constituted to initiate a co-ordinate approach to the recovery of large
NPA accounts and for institutionalizing an arrangement between banks and financial
institutions for the systematic exchange of information in respect of large borrowers
(including defaulters and NPAs). Moreover, as mentioned above, in 2002 the SARFAESI Act
was passed and it empowered the creditors to foreclose non-performing loans and the
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underlying collateral without going through a lengthy judicial or tribunal process (Basu,
2005). All these efforts improved the recovery of NPAs by commercial banks, which in turn
has helped in reducing the NPA level. The total worth of NPAs recovered through various
channels was around Rs 4,039 crore during 2003-04, which increased many fold to Rs 20,578
crore during 2004- 05.
Using the new institutions and legal options, banks and financial institutions accelerated their
recovery of NPAs. Between 2003-04 and 2005-06, the total cases referred to various
institutions was 93,2377 which was worth about Rs 70,226 crores. Out of this, around Rs
19,075 crore was recovered. In terms of cases, the highest number (5,53,042) was referred to
the Lok Adalats and the lowest (15,812) to the DRTs. In terms of the amount involved, the
DRTs recovered the highest amount of around Rs 32,745 crore and Lok Adalats the least,
around Rs 2,965 crore. In terms of the recovery, 58 per cent of the amount involved was
recovered through one-time settlement/compromise schemes. DRTs recovered around 29 per
cent and Lok Adalats recovered around 16 per cent , while 22 per cent of the amount was
recovered under the SARFAESI Act.
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CHAPTER-5
FINDING &
SUGGESTIONS
CONCLUSION
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5.1 MAJOR FINDINGS:
On the study of important aspects of NPA level in Priority Sector of UCO bank of
The findings are based on the information provided by UCO Bank, Bhubaneswar
Main Branch, Bhubaneswar where the study has been done. The analysis does
The findings are focused on the performance of UCO Bank and the NPA level in
The Bank has been showing significant performance in lending to Priority sector
over the years and has been effectively servicing to the priority sector and
The Bank has two unique schemes - (1) "UCO Uthaan"-for upliftment of BPL
families & (2) "UCO Samagra Gramin Vikas Yojna" - Adoption of villages for its all
round development
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The Bank has two unique schemes - (1) "UCO Uthaan"-for upliftment of BPL
families & (2) "UCO Samagra Gramin Vikas Yojna" - Adoption of villages for its all
round development
The Bank has adopted 12 villages in 4 states i.e. Odisha, Rajasthan, Uttar Pradesh
& West Bengal for upliftment of BPL families under UCO Uthaan Scheme
Bank has adopted 10 villages in 6 states i.e. Gujarat, Himachal Pradesh, Odisha,
Kerala, Uttar Pradesh & West Bengal for its all round development under UCO
The increase in volume of impaired assets over previous years was due to fresh
slippages during the period over its previous years on account of various reasons
which include legacy angle. ❖ Main reason of high level of NPA is due to the
Moreover, the Bank has changed its business model from its earlier Bulk
business to Retail business for last two-three years which has likely helped in
•The NPA level in the UCO bank is quite low and also the lowest from all other banks.
•NPA statements are reviewed every fortnight to have a check on the amount of NPA
generated.
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5.2 SUGGESTIONS
More business tie ups with various companies and other banks can yield better
results
ABC analysis of NPA portfolio is done for minimizing NPAs through up-gradation
and cash recovery, particularly for freshly generated NPAs wherever immediate
Initiation of actions under SARFAESI Act immediately in case the unit is not
viable after the account becomes NPA in all eligible accounts followed by taking
Decreed cases, where details of assets of borrowers and/or guarantors are not
available, are being handed over to the detective agency for identification of their
actions should be taken for the defaulters for the repayment of loans. •:. High
level of verification including KYC forms and Adhaar cards should be mandated
for the customers by the banks. ❖ High level of security verification can be
achieved by outsourcing to some Third- Party Company. This will decrease the
number of defaulters.
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5.3 CONCLUSION
UCO Bank, the banking arm of UCO is expected to go on stream. The bank already
has good number of employees on board and is recruiting personal banker heavily to
take the headcount to many more. It is on the brim of increasing its customers through
its attractive schemes and offer. The NPA level of the bank in the country as well as the
state is lowest among all other private and public sector banks.
The NPA is the root cause of the global financial crisis that we observed recently.
The world is still trying to recover from the after-effects of the crisis. The problem of
NPA has received considerable attention after the liberalization of the financial sector in
India. Accounting norms have been modified substantially and mechanisms are in place
NPA in the state is increasing highly due to the recent scam of mining. The State
bank of India has the highest defaulter. Therefore there should be proper verification
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BIBLIOGRAPHY
BANK DOCUMENTS
WEBSITES REFERRED:
www.ucobank.com
www.wiki: edia.com
www.reportbuyer.com
www.moneycontrol.com
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