Changing Issues Related to Declining of Non-Performing Assets in Banks

International Journal of Trend in Scientific Research and Development (IJTSRD)
Volume 4 Issue 1, December 2019 Available Online: www.ijtsrd.com e-ISSN: 2456 – 6470
@ IJTSRD | Unique Paper ID – IJTSRD29684 | Volume – 4 | Issue – 1 | November-December 2019 Page 768
Changing Issues Related to Declining of
Non-Performing Assets in Banks
Dr. Mohan S. Rode
Assistant Professor, BOS Member in SRTMU & HOD in Business Studies,
Department of Commerce & Management Sciences, People’s College Nanded, Maharashtra, India
ABSTRACT
This paper explores an empirical approachtotheanalysisofNon-Performance
Assets (NPAs) of public, private, and foreign sector banks in India. the NPAs
are considered as an important parameter to judge the performance and
financial health of banks. The level of NPAs is one of the drivers of financial
stability and growth of the banking' sector. This paper aims to find the
fundamental factors which impact NPAs of banks. A model consisting oftivo
type's of factors, viz., macroeco - nomie factors and bank-specific parameters,
is developed arid the behavior of NPAs of the three categories of banks is
observed. The empirical analysis assesses how macroeconomic factors and
bank-specific parameters affect NPAs of a particular category of banks. The
results show that movement in NPAs over the years can be explained well by
the factors considered in the model for the public and private sector banks.
The other important result's derived from the analysisincludethefindingthat
banks' exposure to priority 'sector lending educes NPAs. The Impact of
competitive culture of public,, private, and foreign sector banks in India with
in themselves helpes in declining of NPA's from banks.
KEYWORDS: non performaing of asset, banking sector survival, changing
scenario
How to cite this paper: Dr. MohanS.Rode
"Changing Issues Related to Declining of
Non-Performing Assets in Banks"
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INRODUCTION
Banking sector reforms in India have progressed promptly
on aspects like interest rate deregulation, reduction in
statutory reserve requirements, prudential norms for
interest rates, asset classification, income recognition and
provisioning. But it could not match the pace with which it
was expected to do. 1 he accomplishment of these norms at
the execution stages without restructuring the banking
sector as .such is creating havoc. This research paper deals
with the problem of having non-performing assets, the
reasons for mounting non-performing assets and the
practices in present situation for dealing with non-
performing assets. Indian banking sector is having a serious
problem due to non performing. The financial reforms have
helped largely to clean NPA around Rs. 52,000 crores in the
year 2004. The earning capacity and profitabilityofthebank
are highly affected due to this. 'NPA is defined as an advance
for which interest or repayment of principal or both remain
outstanding for a period of more than two quarters. The
level of NPA acts as an indicator showing the bankers credit
risks and efficiency of allocation of resource. During pre-
nationalization period and after independence, the banking
sector remained in private hands. Large industries who had
control in the management of the banks wereutilizingmajor
portion of financial resources of the banking systemandasa
result low priority was accorded to priority sectors.
Government of India nationalized the banks to make them
both from as an instrument of economic and social change
and the mandate given to the banks was to expand their
networks in rural areas and to give loans to priority sectors
such as small scale industries, self-employed groups, agri-
culture and schemes involving women.
To a certain extent the banking sector has achieved this
mandate. Lead Bank Scheme enabled the banking system to
expand its network in a planned way and make available
banking series to the large number of population and touch
every strata of society by extending credit to their
productive endeavors. This is evident from the fact that
population per office of commercial bank has come down
from 66,000 in the year 1969 to 11,000 in 2004, Similarly,
share of advances of public sector banks to priority sector
increased from 14.6% in 1969 to 44% of the net bank credit.
The number of deposit accounts of the banking system in-
creased from over 3 crores in 1969 to over 30 crores.
Borrowed accounts increased from 2.50 lakhs to over 2.68
crores.
Meaning of NPAs
An asset is classified as Non-performing Asset (NPA) if due
in the form of principal and interest are not paid by the
borrower for a period of 180 days. However witheffectfrom
March 2004, default Reader & Head, School of Commerce &
Management Sciences **Research Student, both from SRTM
University, Nanded-431 606 (Maharashtra).
IJTSRD29684

International Journal of Trend in Scientific Research and Development (IJTSRD) @ www.ijtsrd.com eISSN: 2456-6470
Status would be given to a borrower if dues are not paid for
90 days. If any advance or credit-facilities granted by banks
to a borrower becomes non-performing, then the bank will
have to treat all the advances/credit facilitiesgrantedtothat
borrower as non-performing without having any regard to
the fact that there may still exist certain advances/credit
facilities having performing status.
Though the term NPA connotes a financial asset of a
commercial bank, which has stopped earning an expected
reasonable return, it is also a reflection of theproductivity of
the unit, firm, concern, industry and nation where that asset
is idling. Viewed with this perspective, the NPA is a result of
an environment that prevents it from performing up the
expected levels. The definition of NIP As in Indian context is
certainly more liberal with two quarters normbeingapplied
for classification of such assets. The RBI is moving over to
one-quarter norm from 2004 onwards.
Magnitude of NPAs
In India, the NPAs that are considered to be at higher levels
then those in other countries have of late, attracted the
attention of public. The India banking system hadacquireda
large quantum of NPAs which can be termed as legacyNPAs.
NPAs seem to be growing in public sector banks over the
years.
Causes for Non Performing Assets
A strong banking sector is important for a flourishing
economy. The failure of the banking sector may have an
adverse impact on other sectors. TheIndian bankingsystem,
which was operating in a closed economy, now faces the
challenges of an open economy.
On one hand a protected environment ensured that banks
never needed to develop sophisticated treasury operations
and sset Liability Management skills.
On the other hand a combination of directedlendingandson
banking relegated profitability and competitiveness to the
background. The net result was unsustainable NPAs and
consequently a higher effective cost of banking services.
One of the main causes of NPAs into banking sector is the
directed loans system under which commercial banks are
required a prescribed percentage of their credit (40%) to
priority sectors. As of today nearly 7 percent of Gross NPAs
are locked up in 'hard-core' doubtful and loss assets,
accumulated over the years.
The problem India faces is not lack of strict prudential norms but
1. The legal impediments and time consuming nature of asset disposal proposal.
2. Postponemen! of problem in • order to show higher earnings.
3. Manipulation of debtors using political influence.
Causes for an Account becoming NPA
Those attributable to borrower Causes attributable to banks Other causes
a) Failure to bring in required capital a) Wrong selection of borrower a) Lack of infrastructure
b) Too ambitious project b) Poor credit appraisal b) Fast- changing technology
c) Longer gestation period c) Unhelpful in supervision c) Unhelpful attitude of Government
d) Unwanted expenses d) Tough stand on issues d) Changes in consumer preferences
e) Over trading e) Too inflexible attitude e) Increase in material cost
f) Imbalances of inventories f) Systems overloaded f) government policies
g) Lack of proper planning g) Non inspection of units g) Credit policies
h) Dependence on single customer h) Lack of motivation h) Taxation laws
i) Lack of expertise i) Delay in sanction i) Civil commotion
j) Improper working capital Mgmt j) Lack of trained staff j) Political hostility
k) Mis management k) Lack of delegation of work k) Sluggish legal system
l) Diversion of funds l) Sudden credit squeeze by banks
l) Changes related to Banking
amendment Act
m) Poor quality management m)Lack of commitment to recovery
n) Heavy borrowings
n) Lack of technical, personnel &
zeal
o) Poor credit collection
p) Lack of quality control
Macro perspective behind NPAs
A lot of practical problems have been found in Indian banks, especially in public sector banks. For example, the governmentof
India hand given a massive wavier of Rs. 15,000 Crs. under the Prime MinistershipofMr.V.P.Singh,for rural debtduring1989-
90. This was not a unique incident in India and left a negative impression on the payer of the loan.Povertyeleviationprograms
like IRDP, RKEP, SUME SEPUP, JRY, PMRY etc., failed on various grounds in meeting their objective. The huge amount of loan
granted under these schemes were totally unrecoverable by banks due to political manipulation, misuse of funds and non-
reliability of target audience of these sections. Loans given by banks are their assets and as the repayment of several of the
loans were poor, the quality of these assets were steadily deteriorating. Credit allocation became 'Lon Melas', loan proposal
evaluations were slack and as a result repayments were very poor.
There are several reasons for an account becoming NPA
Internal factors
External factors

Internal factors
1. Funds borrowed for a particular purpose but not used for the said purpose.
2. Project not completed in time.
3. Poor recovery of receivables.
4. Excess capacities created on non-economic costs.
5. In-ability of the corporate to raise capital through the issue of equity or other debt instrument from capital markets.
6. Business failures.
7. Diversion of funds for expansion, modernization, setting up new projects/helping or promoting sister concerns.
8. Willful defaults, siphoning of funds, fraud, disputes, management disputes, misappropriation etc.
9. Deficiencies on the part of the banks viz. in credit appraisal, monitoring and follow-ups, delay in settlement of
paymentssubsidiaries by government bodies etc.
External factors
1. Sluggish legal system-
a. Long legal tangles
b. Changes that had taken place in labour laws
c. Lack of sincere effort.
2. Scarcity of raw material, power and other resources.
3. Industrial recession.
4. Shortage of raw material, raw materialXinputprice escalation, power shortage, industrial recession,excesscapacity,natu-
ral calamities like floods, accidents.
5. Failures, nonpaymentover dues in other countries, recession in other countries, externalization problems, adverse
exchange rates etc.
6. Government policies like excise duty changes, import duty changes etc.,
Asset classification
The RBI has issued guidelines to banks for classification of assets into four categories.
1. Standard assets
These are loans which do not have any problem are less risk.
2. Substandard assets
These are assets which come under the category of NPA for a period of less then 12 months.
3. Doubtful assets
These are NPA exceeding 12 months.
4. Loss assets
These NPA which are identified as unreliable by internal inspector of bank or auditors or by RBI. (see Table 1)
Income recognition and provisioning
Income from NPA is not recognized on accrued basis but is booked as income only when it is actually received. RBI has also
tightened the provisions norms against asset classification. It ranges from 0.25% to 100% from standard asset to loss asset
respectively, (see Table 2 & 3)
Table 1:The classification of assets of scheduled commercial bank (Amount Rs. crorss)
Assets 2001 2002 2003 2004
Standard Assets 494716 (88.6) 609972 (89.6) 709260 (91.3) 837130 (92.8)
Sub Standard assets 18206 (3.3) 21382 (3.1) 20078 (2.6) 21026 (2.3)
Doubtful assets 37756 (6.8) 41201 (6.10 39731 (5.1) 36247 (4.36)
Loss assets 8001 (1.4) 8370 (1.2) 8971 (1.2) 7625 (0.8)
Total NPA 63963 (11.4) 70953 (10.4) 68780 (8.8) 902027 (100)
Table 2: Gross and net NPA of different banks, secterwise (end of March 31)(in%)
Category
Gross NPA/Gross Advance
2001 2002 2003 2004
Public sector bank 12.37 11.09 9.36 7.79
Private sector 8.37 9.64 8.07 5.84
Foreign bank 6.37 9.64 8.07 5.54
Table 3 (end of March 31)(in%)
Category Net NPA/Net Advance
2001 2002 2003 2004
Public sector bank 6.74 5.82 4.53 2.98
Private sector 2.27 2.49 2.32 1.32
Foreign bank 1.82 1.89 1.76 1.49

The table II and III show that the percentage of gross NPA/gross advance and net NPA/net advance are in a decreasing trend.
This shows the sign of efficiency in public and private sector banks but still if compared to foreign banks, Indian privatesector
and public sector banks have a higher NPA.
Management of NPA
The table II & III show that during initial sage the percentage of NPA was higher. This was due to slow ineffective recovery of
bank credit, lacuna in credit recovery system, inadequate legal provisionetc.Variousstepshavebeentakenbythegovernment
to recover and reduce NPAs. Some of them are:
1. One time settlement/compromise scheme
2. Lok adalats
3. Debt Recovery Tribunals
4. Securitization and reconstruction of financial assets and enforcement of security Interest Act 2002
5. Corporate Reconstruction companies.
6. Credit information on defaulters and role of credit information bureaus
Difficulties with the non-performing assets
1. Owners do not receive a market return on their capital. In the worst case, if the bank fails, owners lose their assets. In
modem times, this may affect a ' broad pool of shareholders.
2. Depositors do not receive a market return on savings. In the worst case if the bank fails, depositors lose their assets or
uninsured balance. Banks also redistributelossestoother borrowersbycharginghigherinterestrates.Lowerdepositrates
and higher lending rates repress savings and financial markets, which hampers economic growth.
3. Non performing loans epitomize bad investment.They misallocatecreditfromgoodprojects,whichdonotreceivefunding,
to failed projects. Bad investment ends up in misallocation of capital and, by extension, labour and natural resources. The
economy performs below its production potential.
4. Non performing loans may spill over the banking system and contract the money stock, which may lead to economic
contraction. This spillover effect can channellise through illiquidity or bank insolvency; (a) when many borrowers fail to
pay interest, banks may experience liquidity shortages. These shortages can jam payments across the country, (b)
illiquidity constraints bank in paying depositors e.g. cashing their pay-checks. Banking panic follows. A run on banks by
depositors as part of the national money stock become inoperative. The money stock contracts and economic contraction
follows (c) undercapitalized banks exceed the banks capital base.
Lending by banks has been highly politicized. It is common knowledge that loans are given to various industrial housesnoton
commercial considerations and viability of projectbuton political considerations;somepolitician wouldask thebank toextend
the loan to a particular corporate and the bank would oblige. In normal circumstancesbanks,beforeextendinganyloan,would
make a thorough study of the actual need of the party concerned, the prospects of the of the business in which it is engaged,its
track record, the quality of management and so on. Since this is not looked into, many of the loans become NPAs.
The loans for the weaker sections of the society and the waiving of the loans to farmers are another dimension of the
politicization of bank lending.
Non-performing assets of banks on the decline
Non-performing assets on banks on the decline (In rupee crore)
Group-wise movements in non-performing assets 2003-04
Position
Scheduled
Commercial Banks
Public Sector
banks
Old private
sector banks
Now private
sector banks
Foreign
Banks
Gross NPAs as at
end March 2003
68,698 54,090 4,291 7,492 2,826
Gross NPAs as at
end March 2004
64,486 51,538 4,392 5,963 2,894
Gross NPAs as at
end March 2003
32,657 24,867 2,547 4,335 907
Gross NPAs as at
end March 2004
24,617 18,860 2,140 2,717 900
1. The asset quality of scheduled commercial banks (SCBs) has shown a remarkable improvement in 2003-04, according to
the RBI report on Trends and Progress of Banking in India' released on Monday.
2. The central bank has noted that the gross non-performing assets (NPAs) of SCBs have declined in absolute terms for a
second year in succession, despite the switchover to the 90-day delinquency norm, effective March 2004.
3. Gross NPAs of scheduled commercial banks declined by 5.6 per cent in 2003-04, against a declineof3percentin2002-03.
Due to significant -provisioning, the net NPAs declined substantially by 24.7 per centduring2003-04againsta declineof8
per cent in 2002-03, the report said.
4. The decline in NPAs is evident across bank groups. During 2003-04, reductions outpaced additions in the NPAs account.
For SCBs, the decline in NPAs was accompanied by the decline in doubtful and loss assets by 8.8 per cent and 15 per cen
respectively, the central bank has observed.

5. The ratio of net NPAs to net advances of SCBs declined from 4.4 per cent in 2002-03 to 219 per cent in 2003-04. All bank
groups witnessed a decline in the ratio of net NPAs to net advances in 2003-04.
6. Among bank groups, the old private sector banks had the highest net NPAs ratio at 3.8 per cent, followed by public sector
banks, new private banks and foreign banks. During 2003-04, the share of NPAs in the priority sector to total NPAs of
public sector banks increased marginally. However, there was a decline in the share of NPAs of agriculture sector and
small-scale industries but an increase in the share of other priority sectors.
7. The share of NPAs on account of public sector undertakings declined while the share of NPA of non-priority sectors
increased during 2003-04.
8. For private sector banks, the share of NPAs on account of agriculture sector was lower when compared with 2002-03.
However, there was an increase in the shares of NPAs on account of small-scaleindustriesandotherprioritysector aswell
as their overall NPAs for the priority sector.
9. The share of non-priority sector NPAs in total NPAs of private sector banks was lower than that in 2002-03.
10. According to the report, the gross non-performing assets ratio of public sector banks has declined to 7.8 per cent in2003-
04 from 23 per cent in 1992-93.
11. As on June 30, 2004, 27 public sector banks had issued 61,263 noticesinvolvinganoutstandingamountofRs.19,744crore
and had recovered an amount of Rs. 1,748 crore, under the Securitisarion and Reconstruction of Financial Assets and
Enforcement of Security Interest Act 2002.
12. The number of cases and value of assets restructured under CDR mechanism as on June 30, 2004 stood at 94 and Rs.
64,017 crore respectively.
Resolution of Non-Performing Assets
At present, local banks are saddled with the management of
non-or sub-performing loans (NPLs), real estate properties
and other fixed assets (NPAs) for which they do not havethe
management time nor the resources for a proper resolution
process.
As a result, they are reluctant to make new loans to
industrial or commercial enterprises as both the NPLs and
NPAs have put a strain on their resources. Theunavailability
of new loans has therefore hindered economic growth and
development.
ADB intends to assist local banks resolve their problems
with NPLs/ NPAs by facilitating the financing of special
purpose vehicles and other mechanisms designedtoacquire
and service such assets. This will enable the local banking
system to focus on its core operations and provide financing
to productive sectors of the economy.
In addition, ADB will assist distressed companies in their
restructuring and rehabilitation efforts.
The economic fundamentals of a country will also
significantly improve as the NPLs/NPAs are transformed
into productive uses by organizations or professionals with
the expertise and the systems to manage such distressed
assets.
Turning-down or declining Non-Performing-Assets in
Indian context
In is now well know that the banks and financial institutions
in India face the problem of amplification of non-performing
assets (NPAs) and the issue is becoming more and more
unmanageable. In order to bring the situation undercontrol,
various steps have been taken. Among all other steps most
important one was the introduction of Securitisation and
Reconstruction of Financial Assets and Enforcement of
Security Interest Act, 2002 by Parliament, which was an im-
portant step towards elimination or reduction of NPAs.
One of the most important and major roles played by
banking sector is that of lending business. It is generally
encouraged because it has the effect of funds being trans-
ferred from the system to productive purposes, which also
results into economic growth. As there are pros and cons of
everything, the same is with lending business that carries
credit risk, which arises from thefailureof borrowertofulfill
contractual obligations either during the course of a
transaction or on a future obligation.
The origin of the problem of burgeoning NPAs lies in the
quality of managing credit risk by the banks concerned.
Imperative thing that we lack is having adequate preventive
measures in place viz, fixing pre-sanctioning appraisal
responsibility and having an effective post-disbursement
supervision. Banks concerned should continuously monitor
loans to identify accounts thathavepotential tobecomenon-
performing. The global norm of gross NPAs of the banking
sector is about 5% whereas in India it is much higher than
this. Hence, there is a long way to go before we can say that
the NPAs of our banks are under control.
It is to be noted that quite often, genuine borrowers 'facethe
difficulties in raising funds from banks due to mounting
NPAs. Either the bank is reluctant in providing the requisite
funds to the genuine borrowers or if the funds are provided,
they come at a very high cost to compensate the lender
losses caused due to high level of NPAs. Therefore, quite
often corporates prefer to raise funds through commercial
papers (CPs) where the interest rate on working capital
charged by banks is higher.
With the enactment of the SecuritisationandReconstruction
of Financial Assets and Enforcement of Security InterestAct,
2002, banks can issue notices to the defaulters to pay up the
dues and the borrowers will have to clear their dues within
60 days. Once the borrower receives a notice from the
concerned bank and the financial institution, the secured
assets mentioned in the notice cannot be sold or transferred
without the consent of the lenders.
The main purpose of this notice is to inform the borrower
that either the sum due to the bank or financial institutionbe
paid by the borrower or else the former will take action by
way of taking over the possession of assets. Besides assets,
banks can also take over the management of the company.
Thus the bankers under the aforementioned Act will have
the much-needed authority to either sell .the assets of the
defaulting companies or change their management.

But the protection under the said Act only provides a partial
solution. What banks should ensureisthattheyshouldmove
with speed and charged with momentumindisposingoffthe
assets. This is because as uncertainty increases with the
passage of time, there is all possibility that the recoverable
value of asset also reduces and it cannot fetch good price. If
faced with such a situation than the very purpose of getting
protection under the Securitisation Act, 2002 would be
defeated and the hope of seeing a growing banking sector
can easily vanish.
However with the introduction of Securitisation Act, 2002
banks can now issue notices to theirdefaulterstorepaytheir
dues or else make defaulters face hard and tough actions
under the aforementioned Act. This enables banks to get rid
of sticky loans thereby improving their bottom-lines. The
formulation of Asset Reconstruction companies under this
Act has also helped in disposal of debt-ridden assets in a
very smooth manner. The most effective way of removing
NPAs from the books of the weak banks would be to move
these out to a separate agency which will buy the loans and
make its own efforts for their recovery. The ARC'S
operations will be profit-oriented and its aim will be to
recover from the acquired assets (NPAs)morethantheprice
paid for it. These companies will be registered with the RBI
with a minimum capital base of two crores.
References:
[1] A. V. Aruna Kumari (2002), “Economic Reforms and
Performance of Indian Banking: A Cross Structural
Analysis”, Indian Economic Panorama, A Quarterly
Journal of Agriculture, Industry, Trade and Commerce,
Special Banking Issue, pp.19-21.
[2] A. K. Trivedi (2002), “Economic Reforms and Banking
Scenario: An Analysis”, Indian Economic Panorama, A
Quarterly Journal of Agriculture, Industry, Trade and
Commerce, Special Banking Issue, pp.6-8
[3] Dr. Vibha Jain: Non-Performing Assets incommercial
Banks: Regal Publication, New Delhi,1stEdition2007p
p78-79
[4] Hallinan, Joseph T. (2003), “Bigger Banks. Better
Deals?”, Wall Street Journal - Eastern Edition, Vol. 242,
Issue 84, pp.D1-D3
[5] Reserve Bank of India, master circular on prudential
norms on income recognition. Asset classification and
provisioning.
[6] Subramanium, K. 1997. Banking Reformsinindia. TMH
Publishing Co. Ltd., New Delhi.

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