Project On NPA 27032013.

A Study on Non Performing Asset in SBI
CHAPTER I
INTRODUCTION
HISTORY OF BANKING
A banker or bank is a financial institution that acts as a payment agent for customers, and
borrows and lends money. In some countries such as Germany and Japan banks are the
primary owners of industrial corporations while in other countries such as the United States
Banks are prohibited from owning non financial companies.
Banks act as payment agents by conducting current accounts for customers paying
chequesdrawn by customers on the bank, and collection cheques deposited to customers
current accounts for customer payment via other payment methods such as telegraphic
transfer. Banks borrow money by accepting funds deposited on current account, accepting
term deposit and by issuing debt securities such as banknotes and bonds. Banks lend money
by making advances to customers on current account, by making installment loans, and by
investing in marketable debt securities and forms of lending.
Banks provide almost all payment services, and a bank account is considered indispensable
by most businesses, individuals and governments. Non-banks that provide payment services
such as remittance companies are not normally considered an adequate substitute for having a
bank account.
Banks borrow most funds borrowed from households and non-financial businesses,and lend
most funds lent to households and non-financial businesses,but non-bank lenders provide a
significant and in many cases adequate substitute for bank loans ,and money market funds,
cash management trusts and other non-bank financial institution in many cases provide an
adequate substitute to banks for lending saving to.
SESHADRIPURAM ACADEMY OF BUSINESS STUDIES
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GROWTH OF BANKING IN INDIA:

Banking in India back to 1786 where the first bank that was established in India. Then the
nationalization of banks in 1969 liberalisation in 1991.In India, Banking sector is segregated
as public sector banks, private sector banks and co-operative banks.
Banks can be categorized into non-scheduled banks and scheduled banks. Scheduled banks
constitute of commercial banks and co-operative banks. There are about 67,000 branches of
scheduled banks spread across India. During the first phase of financial reforms, there was a
nationalization of 14 major banks in 1969. This crucial step led to a shift from Class banking
to Mass banking. Since then the growth of the banking industry in India has been a
continuous process.
As far as the present scenario is concerned the banking industry is in a transition phase. The
Public Sector Banks (PSBs), which are the foundation of the Indian Banking System account
for more than 78 percent of total banking industry assets. On the other hand the Private
Sector Banks in India is witnessing immense progress. They are leaders in Internet banking,
mobile banking, phone banking, ATMs. On the other hand the Public Sector Banks are still
facing the problem of unhappy employees. There has been a decrease of 20 percent in the
employee strength of the private sector in the wake of the Voluntary Retirement Schemes
(VRS). As far as foreign banks are concerned they are likely to succeed in India.
Indus land Bank was the first private bank to be set up in India. IDBI, ING Vysya Bank, SBI
Commercial and International Bank Ltd., Dhanalakshmi Bank Ltd., KarurVysya Bank Ltd.,
Bank of Rajasthan Ltd etc are some Private Sector Banks. Banks from the Public Sector
include Punjab National Bank, Vijaya Bank, UCO Bank, Oriental Bank, Allahabad Bank.
Banking industry has revolutionized the transactions and financial services system
worldwide. Through the development in technology, banking services has been availed to
customers at all times, even after the normal banking hours. Banking industry services is
nothing but the access of most of banking related services (Verification of account details,
going with transaction, etc.).
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DEFINITION OF BANKING:
Sec(1)(b) defines banking as accepting for the purpose of lending or investments of deposits
of money from the public repayable on demand or otherwise and withdrawal by cheque ,
draft, order, or otherwise.
IMPORTANCE OF BANKING IN INDIA:

Banking plays a very important role in economic development of a country. They touch every
aspect of the modern banking. Some of the important roles played by banking for the
developments of Indian economy are as follows.
Banking mobilizes the small, scattered and ideal saving of the people and
make available for the productive purpose i.e. they help in the process of
capital formation.
By offering interest banks attracts depositors and promote the habit of thrift
and saving among people.

Bank is a convient and economic means payment and transfer of funds i.e.
cheques, DD, bankdrafts.

Bank helps the movement of funds from region where they are not very useful
to regions where they can be more usefully employed.

Though the supply of money (bank money and credit money)bank exert a
powerful influence on the interest rates in the money market.

Banks helps trade and commerce. Industry and agriculture by meeting their
financial needs.
Bank directs flow of funds into productive channels. While lending money
they discriminate in favor of essential activities and against non-essential
activities.
In the modern economy people who save people who undertakes investment
are different hence there is aneed for financial intermediaries like banks that
should help the flow of funds from savers to investors.
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INDIAN BANKING SYSTEM

The Indian banking system can be broadly classified into nationalized, private banks and
specialized banking institution, the RESERVE BANK OF INDIA acts as a centralized body
monitoring any discrepancies and shortcoming in the system. Since the nationalization of
bank in 1969 the public sector banks like THE SBI BANK have acquired a place of
prominence and has since then seen tremendous progress.
The need to become highly CUSTOMER FOCUSSED has forced the slow moving
public sector banks to adopt a fast track approach, the varieties of products and services
through e-banking has increased the scope of our banking system.
The conservative banking practices allowed Indian. Banks to be insulted partially from the
Asian currency crisis. Indian banks are now quoting all higher valuation when compared to
banks in other Asian countries (Via, Hong Kong, Singapore, Philippines etc.) that have major
problems linked to huge Non-performing assets (NPAs) and payments defaults. The SBI are
growing its revenue through the efficient branch networks mainly focused on the retail
segments like car finance, housing loans, track finance etc.
The Indian banking has finally worked up to face the competitive dynamics of the new Indian
market and is addressing the relevant issues to take on the multifarious challenges of
globalization. Banks that employ INFORMATION TECHNOLOGY SOLUTION are
perceived to be FUTURISTICS and PROACTIVE players capable of meeting the
multifarious requirement of the large customers base.
Now the private banks have been fast on the uptake and are reorienting their strategies using
E-BANKING as a medium, the E-BANKING has emerged as the new a challenging frontier
of marketing with the conventional physical world being just as applicable like in any other
marketing medium.
The Indian banking has come from a long way from being a sleepy business institution to
a highly proactive and dynamics entity. This transformation has been largely brought about
by the large close of liberalization and economic reforms that allowed banks to expose new
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business opportunities rather then 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 advance.
Indian nationalized banks (i.e. Governmentowned) continue to be the major lenders
in the economy due to their sheer size and penetrative networks which assures them high
deposit mobilization.
ESSENTIAL CHARACTERISTICS OF BANK:

The essential characteristics of a bank are:
Acceptance of deposits from the public on fixed, current or savings bank account
Allowing of withdrawal of such deposits by cheques, drafts, orders or otherwise.
Utilization of deposits in hand for the purpose of lending or investments.
FUNCTIONS OF BANKING
The most important functions of banking may be classified as follows:
To assemble capital and make it effective.
To receive deposits and make collections.
To check out and transfer funds.
To discount or lend.
To exercise fiduciary or trust powers.
To issue circulating notes.
Every bank which expects to succeed must first of all prove its value to the community. The
services which a bank performs are so generally taken for granted that the public is unaware
of the real extent of the facilities offered. Banks are equipped to utilize funds, for either a
short or long period of time, safely, and with some profit.
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CLASSIFICATION OF BANKS
Banks are classified into several types based on the function they perform. Generally the
banks are classified:
Commercial banks
Investment or industrial banks
Exchange banks
Co-operative banks
Land Mortgage banks
Saving banks
Central banks
Commercial banks.
1. Commercial banks:
Commercial banks perform all types of business transactions and accept three
types of deposits fixed deposits, saving bank deposits and current deposits. They accept these
deposits which are repayable on demand or on short notice. They provide funds only for short
term needs.
2. Investment bank /industrial banks:

Investment bank is those banks, which provide funds on long term for
industries. The investment banks are specialized in providing long term loans to industries
with a view to buy plant and machinery. The investment banks obtain funds through share
capital, debentures and long term deposits from the public.
3. Exchange banks:
Exchange banks are known as foreign banks or foreign exchange banks, which provide
foreign exchange for import trade. Their main function is to make international payments
through the purchase and sale of exchange bills. They convert home currency into foreign
currency and foreign currency into home currency.
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4. Co-operative banks:
Co-operative banks are promoted to meet the banking requirements of
consumer not only in urban areas and rural areas. They are formed on the co-operative banks
principle and as such they are more service oriented than profit oriented.
5. Central banks:
Central banks are an apex bank in the country, which brings the entire banking system
unified, controlled and regulated. In our country the central bank is the Reserve Bank of India
(RBI).
6. Land Mortgage banks:

Land Mortgage bank provides long term loans on the security of the land to initiate
permanent improvements on the land to buy agriculture machineries.
BANKER AND A CUSTOMER

BANKER
A banker is a person or company carrying on the business of receiving money and collecting
drafts, for customers subject to the obligation of honoring cheques drawn upon them time to
time by the extent of the available in their current accounts.
CUSTOMER
A person becomes a customer of a bank, when he makes a regular transaction with the bank
and has maintained his accounts regularly with the banker, the moment his cheques is
accepted for collection and there must be some recognizable course of habit of dealing
between the person and the bank.
FINANCE
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A branch of economics concerned with resource allocation as well as resource management,

acquisition and investment. Simply finance deals with matters related to money and the
market. The term Finance may thus incorporate any of the following:
The study of money and other assets;
The management and control of those assets;
Profiling and managing project risks;
The science of managing money;
Finance is defined as the provision of money at the time when it is required. Every
Enterprise, whether big, medium or small, needs finance to carry on its operation achieve its
targets finances is some indispensable today that it is rightly said that it is the life blood of an
enterprise.
DEFINITION OF FINANCE:
According to OXFORD DICTIONARY finance may be defined as:
The management of money.

Monetary support for an organization.
As a verb, to finance is to provide funds for business or for an individuals large purchase
(car, home, etc)
The activity of finance is the application of a set of technique that individual
and organizations (entities) use to manage their money, particularly the differences between
income and expenditure and the risks of their investments.
Finance is used by individuals (personal finance) by governments (public
finance), by business (corporate finance), as well as by a wide variety of organization
including schools and non profit organization.
In general, the goals of each of the above activities are achieved through the
use of appropriate financial instruments, with consideration to their institutional setting.
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Finance is one of the most important aspects of business management without proper
financial planning a new enterprise is unlikely to be successful. Managing money (a liquid
asset) is essential to ensure a secure future, both for the individual and an organization.
OBJECTIVES OF FINANCE
Profit maximization.
Wealth maximization.
Maintaining balanced asset structure.
Long-term Liquidity.
Judicious planning of funds.
Innovation and efficiently.
Financial discipline like capital budgeting, fund flow and cash flow analysis and
performance budgeting.
FEATURES OF FINANCE
Finance or Financing is an essential business activity.
Finance may be short-term finance, medium-term finance or long-term finance,
depending upon the nature of the activities to be financed.
Business Finance includes owned funds or owned capital and ploughed back
profits, and borrowed funds or borrowed capital like Debentures issued, public
deposits accepted, loans from financial institutions accepted and banks.
Finance estimates the financial requirements of the undertakings, profitable use of
the funds.
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TPYES OF FINANCE
Depending upon the nature of nature of activities to be finance, the financial requirements
or needs of a business enterprise may be classified into three types of finance:
1
Short-term finance.
Medium-term finance.
Long-term finance.
Short-Term Finance:
Short-term finance refers to the financial required by a firm for a period of one year or less. It
is a finance required for the purchase of raw materials, payment of wages and salaries and for
meeting the other day-to-day expenditure like manufacturing, administrative, marketing and
other expenses of a firm.
Short- term finance is also known as working capital finance, as it is required for
investment in working capital or current assets like cash and bank balances, inventories and
accounts receivables and marketable securities.
Medium-Term Finance:
Medium-Term Finance refers to finance required for period of one year to five years. It is the
finance required for permanent or regular working capital, replacement of worn-out
machines, heavy repairs to buildings, heavy advertising campaign, small expansion and
modernization and also for meeting long-term needs for which long-term finance cannot be
quickly arranged.
Long-Term Finance:
Long-term finance refers to the finance required for a period exceeding five years, usually for
five to twenty years. It is required for financing the fixed capital, like, for procurement of
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fixed assets required for the establishment of a new undertaking and for major expansion and
modernization of an existing undertaking.
FUNCTIONS OF FINANCE
The functions of finance includes:
Benchmarking of Finance processes and practices to identify performance gaps and

issues;
Visioning of the overall Finance Function, considering organization, process, people

and technology;
Developing Finance policies and control frameworks, factoring in all relevant

business, regulatory, governance and internal control requirements;
Designing best of breed Finance organizations, including mapping of roles and

responsibilities of corporate, business unit and shared services Finance groups;
Identifying opportunities for shared services and outsourcing/co-sourcing delivery

models
Designing detailed Finance transaction processing and reporting processes including

business intelligence; and
Delivering programs for large-scale, multi-work stream transformational initiatives.
Meaning of Financial Management

The term Financial Management has a number of meanings including the
administration and maintenance of financial assets. The process of financial management
may also include identifying and trying to work around the various risks to which a particular
project may be exposed.
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Definition of Financial Management

According to Prof. Bradley, "Financial management is the area of business management,
devoted to a judicious use of capital and a careful selection of sources of capital, in order to
enable a spending unit to move in the direction of reaching its goals."
According to Phillip hates: FM is concerned with the managerial decisions that results in
acquisition and finance of long term and credit for the firm as such it deals with solution that
require selection of specific assets selection of liabilities as well as problems of size and
growth of enterprise. The analysis of these decisions is based on the expected inflow and
outflow of funds and their effect upon management function.
Financial management is that part of management which is concerned mainly with raising
funds in the most economic and suitable manner, using these funds as profitable as
possible, planning future operations and controlling current performance and future
development through financial accountancy , cost accountancy , budgeting ,statistics and
other means.
Financial Management provides the best guide for the future resources allocation of firm.
It provides relatively uniform yardstick for judging most of the enterprises operations and
projects.
In short Financial Management is the operational activity of a business that is responsible for
obtaining and effectively utilizing of funds
OBJECTIVES OF FINANCIAL MANAGEMENT

Profit maximization:
Profit earningis the main aim of every economic activity. A business being an
economic institution must earn profit to cover its cost and provide funds for
growth. No business can survive without earning profit. Profit is a measure of
efficiency of a business enterprise .Profit also serves as a protection against risk
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which cannot be ensured. Thus, profit maximization is considered as the main

objective of the business.
Wealth maximization:
Wealth maximization is the appropriate objective of an enterprise.
Financial theory asserts that wealth maximization is a single substitute for a stockholders
utility. When the firm maximizes the stockholders wealth, the individual stockholders can
use this wealth to maximize his individual utility. It means that by maximizing stockholders
wealth the firm is operating consistently towards maximizing stockholders utility.
1
Financial management is a distinct area of business management - i.e. financial

manager has a key role in overall business management.
To select the prudent or rational use of capital resources.
To make proper allocation and utilization of funds.
To have a careful selection of the source of capital.
To determining the debt equity ratio and designing a proper capital structure for the
corporate goal achievement.
To ensuring the achievement of business objectives viz. wealth or profit

Maximization.
To make fair returns to the investors.
Capital Budgeting.
IMPORTANCE OF FINANCIAL MANAGEMENT:
It is necessary for the smooth running of an Enterprise.

Financial management provides complete coordination between various functional
areas such as purchase, stores, production, marketing, etc.

Financial management helps the top management to evaluate the profitability of
operational activities of the organization.

Financial management is important to all level of management for decisions.
Financial management helps to determine the financial soundness of a firm.
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DUE AND OVERDUE :

Any amount becomes due on the fixed time of payment. It becomes overdue if it is not paid
on that due date .In the same manner in customer banker relationship any amount due to the
bank under any credit facility, if not paid by the due date fixed by the bank becomes overdue.
HISTORY OF NON PERFORMING ASSET

The concept of NPA is introduced by RBI to reflect a banks actual financial health in its
balance sheet and as per the recommendations made by the committee on Financial System
(Chairman shriM.Narasimham). The provisioning should be made on the basis of the
classification of assets into different categories.
Before 31-03-2001, the concept of PAST DUE was in practice to consider any asset as Non
Performing Asset. An amount is considered as past due, when it
remains outstanding for 30 days beyond the due date. An asset becomes non-performing
when it ceases to generate income for the bank. A non performing asset was defined as credit
in respect of which interest and / or installment of principal has remained past due for a
specific period of time. The specific period was reduced in a phased manner as under:
Year ended March,31
Specific period
1993
4 quarters
1994
3 quarters
1995
2 quarters
MEANING OF NON-PERFORMING ASSETS

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An asset is classified as non-performing asset (NPAs) if dues in the form of principal and
interest are not paid by the borrower for a period of 180 days. However with effect from
March 2004, default status would be given to a borrower if dues are not paid for 90 days. If
any advance or credit facilities granted by bank to a borrower become non-performing, then
the bank will have to treat all the advances/credit facilities granted to that borrower as nonperforming without having any regard to the fact that there may still exist certain advances /
credit facilities having performing status.
NPA CLASSIFICATION
With effect from 31-03-2001, With a view to moving towards international best practices and
to ensure greater transparency, 90 days overdue norms for identification of NPAs have been
made applicable from the year ended March 31, 2004. As such, with effect from March
31,2004, a non performing asset shall be a loan or an advance where:
1. Interest and/ or installment of principal remain overdue for a period of more than 90
days in respect of a term loan,
2. The account remains out of order as indicated at paragraph 2.2 below , in respect
of an Overdraft/Cash Credit (OD/CC),
3. The bill remains overdue for a period of more than 90 days in the case of bills
purchased and discounted,
4. The installment of principal or interest thereon remains overdue for two crop seasons
for short duration crops,
5. The installment of principal or interest thereon remains overdue for one crop season
for long duration crops,
6. The amount of liquidity facility remains outstanding for more than 90 days , in respect
of a securitisation transaction undertaken in terms of guidelines on securitisation
dated February 1,2006.
7. In respect of derivatives transactions , the overdue receivables representing positive
mark-to-market value of a derivative contract, if these remain unpaid for a period of
90 days from the specified due date for payment.
8. An account should be treated as out of order if the outstanding balance remains
continuously in excess of the sanctioned limit / drawing power. In case where the
outstanding balance in the principal operating account is less than the sanctioned limit
/ drawing power, but there are no credits continuously for 90 days or credits are not
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enough to cover the interest debited during the same period , these accounts should be
treated as .out of order.
Regular and ad-hoc credit limits need to be reviewed / regularised not later than three
months from the due date / date of ad-hoc sanction. In case of constraints such as non
availability of financial statements and other data from the borrowers , the branch
should furnish evidence to show that renewal / review of credit limits is already on
and would be completed soon. In any case, delay beyond six months is not considered
desirable as a general discipline. Hence, an account where the regular / ad-hoc credit
limits have not been reviewed or have not been renewed within 180 days from the due
date/date of ad-hoc sanction will be treated as NPA, which period will be reduced to
90 days with effect from March 31,2004.
Banks should ensure that drawings in the working capital accounts are covered by the
adequacy of current assets, since current assets are first appropriated in times of
distress.
Considering the practical difficulties of large borrowers, stock statements relied upon
by the banks for determining drawing power should not be older than three months.
The outstanding in the account based on drawing power calculated from stock
statements older than three months would be deemed as irregular. A working capital
borrowal account will become NPA if such irregular drawings are permitted in the
account for a continous period of 90days (with effect from March 31,2004).
If the government guaranteed advances become NPA, the interest on such advances
should not be taken to income account unless the interest has been realised.
Advances against term deposits ,NSCs eligible for surrender , IVPs ,KVPs and Life
policies need not be treated as NPAs although interest thereon may not have been paid
for more than 90 days provided adequate margin is available in the accounts .
The investments are also subject to the prudential norms on income recognition.
Banks should not book income on accrual basis in respect of any security irrespective
of the category in which it is included , where the interest / principal is in arrears for
more than 90 days.
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The system of identification of NPA should be ongoing basis. Banks should also make
provision for NPAs at the end of each calendar quarter i.e. as at the end of March
/June /September/December, so that the income and expenditure account for the
respective quarters as well as the P&L account and balance for the year end reflects
the provision made for NPAs.
Interest realised on NPAs may be taken to income account provided the credits in the
accounts towards interest are not out of fresh/additional credit facilities sanctioned to
the borrower concerned.
In the absence of a clear agreement between the bank and the borrower for the
purpose of appropriation of recoveries in NPAs (i.e. towards principal or interest
due), banks should adopt an accounting principal and exercise the right of
appropriation of recoveries in a uniform and consistent manner.
On an account turning NPA, banks should reverse the interest already charged and
not collected by debiting Profit and Loss account , and stop further application of
interest .However, banks may continue to record such accrued interest in
memorandum account in their books. For the purpose of computing Gross Advances,
interest recorded in the Memorandum account should not be taken in account.
The treatment of an asset as NPA should be based on the record of recovery .Banks
should not treat an advance as NPA merely due to existence of some deficiency
which are of temporary in nature such as non availability of adequate drawing
power , balance outstanding exceeding the limit ,non-submission of stock statements
and the non renewal of the limits on the due date ,etc. where there is a threat of loss
,or the recoverability of the advances is in doubt, the asset should be treated as NPA .
In respect of a borrower having more than one facility with bank ,all the facilities
granted by the bank will have to be treated as NPA and not the particular facility or
part thereof
which has become irregular . However , in respect of consortium
advances or financing under multiple banking arrangements ,each bank may classify
the borrowal accounts according to its own record of recovery and other aspects
having a bearing on the recoverability of the advances. Banks cant classify all the
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a/Cs of a group (i.e. common management by one or more directors /partners having
common in different firms) as NPA on ground of any one facility being NPA. The
classification of NPA is borrower wise and not group wise.
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 share of other member banks , the account
will be treated as not serviced in the books of other member banks , and therefore,be
treated as NPA. The banks participating in the consortium should ,therefore ,arrange
to get there 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
ASSET CLASSIFICATION
Banks should classify their assets into Performing Assets.Performing assets are
standard assets where asNon Performing assets are broadly further classified into Sub
standard Assets, Doubtful Assets and loss assets. Further Doubtful assets are also
classified into three category namely D1, D2, D3 assets.
Standard assets are one which does not disclose any problems and which does not
carry more than normal risk attached to the business. Such an asset should not be an
NPA because here all the installments as well as interest are regularly paid.
With effect from March 31,2005 an asset would be classified as sub-standard if it
remained NPA for a period less than or equal to 12months. In such cases, the current
net worth of the borrowers/guarantees or the current market value of the security
charged is not enough to ensure recovery of the dues to the banks in full. In other
words,such assets will have well defined credit weakness
that
jeopardise the
liquidation of the debt and are characterised by the distinct possibility that the banks
will sustain some loss, if deficiencies are not corrected. An asset where the terms of
the loan agreement regarding interest and principal have been re-negotiated or
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rescheduled after commencement of production, should be classified as sub-standard

and should remain in such category for at least 12months of satisfactory performance
under the re-negotiated or rescheduled terms. In other words, the classification of an
asset should not be upgraded merely as a result of rescheduling, unless there is
satisfactory compliance of this condition.
With effect from ms=arch 31,2005, an asset is required to be classified as doubtful, if
it has remained NPA for more than 12months.For Tier I banks, the 12months period of
classification of a substandard asset in doubtful category is effective from April
1,2009. As in the case of sub-standard assets, rescheduling does not entitle the bank to
upgrade the quality of an advance automatically. A loan classified as doubtful has all
the weaknesses inherent as that classified as sub-standard, with the added
characteristic that the weaknesses make collection or liquidation in full, on the basis
of currently known facts, conditionand a values, highly questionable and improbable.
An NPA need not go through the various stages of classification in case of serious
credit impairment and such assets should be straightway classified as a doubtful /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 50percent of the value assessed
by the bank or accepted by RBI at the time of last inspection, as the case may be
straightway classified under doubtful category and provisioning should be made as
applicable to doubtful assets.
A loss asset is one where loss has been identified by the bank or oriental or external
auditors or by the co-operation Department or by the Reserve Bank of India
inspection but the amount has not been written off, wholly or partly. In other words,
such an asset is considered un-collectible and of such little value that its continuance
as a bankable asset is not warranted although there may be some salvage or recovery
value. If the realizable value of the security, as assessed by the bank/approved
values/RBI is less than 10percent of the outstanding in the borrowal accounts, the
existence of security should be ignored and the assets should be straightway classified
as loss asset. It may be either written off after obtaining necessary permission from
the competent authority as per the co-operative Societies Act/Rules, or fully provided
for by the bank.
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Broadly speaking, classification of assets into above categories should be done taking
into account the degree of well defined credit weaknesses and extent of dependence
on collateral security for realization of dues. In respect of accounts where there are
potential threats to recovery on account of erosion in the value of security and
existence of other factors such as, frauds committed by borrowers, it will not be
prudent for the banks to classify them first as sub-standard and then as doubtful after
expiry of 12manths from the date the account has become NPA.Such accounts should
be straight away classified as doubtful asset or loss asset, as appropriate, irrespective
of the period for which it has remained as NPA.
When the amounts due to a bank (present value of principal and interest receivable as
per restructured loans terms) are fully covered by the value of security, duly charged
in its favor in respect of those dues, the banks dues are considered to be fully secured.
While assessing the realizable value of security, primary as well as collateral
securities would be reckoned, provided such securities are tangible securities and are
not in intangible form like guarantee etc., of the promoter / others. However, for this
purpose the bank guarantees, State Government Guarantees will be treated on par
with tangible security.
PROVISIONS FOR STANDARD ASSETS

For urban coop banks the general provisioning requirement for all types of Standard
advances shall be 0.40percent. However, direct advances to agricultural and SME
sectors which are standard assets, would attract a uniform provisioning requirement of
0.25per cent of the funded outstanding on a portfolio basis.
Further, with effect from Dec 8, 2009, all UCBs (Both Tier-I & Tier-II)are required to
make a provision of 1.00percent in respect of advances to commercial Real Estate
Sector classified as Standard assets.
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For commercial banks direct advances to agriculture and small and micro
enterprises(SMEs) sectors at 0.25 percent; advances to Commercial Real Estates
(CRE) sector at 1.00 percent; all other loans and advances not included in (a) (b) and
(c) above at 0.40 percent
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 Provisions against Standard assets under other
Liabilities and Provision others in Schedule 5 of the balance sheet.
PROVISION FOR SUB STANDARD ASSETS

For urban coop banks a general provision of 10 percent on total outstanding should be
made without making any allowance for ECGC guarantee cover and securities
available. The unsecured exposures which are identified as substandard would
attract additional provision of 10percent, i.e., a total of 25 percent on the outstanding
balance. However, in view of certain safeguards such as escrow accounts available in
respect of infrastructure lending, infrastructure loan accounts which are classified as
sub-standard will attract a provisioning of 20percent instead of the aforesaid
prescription of 25 percent.
PROVISION FOR DOUBTFULL ASSETS

For coop banks Provision should be for 100 percent of the extent to which the
advance is not covered by the realizable value of the security to which the bank has a
valid recourse should be made and the realizable value is estimated on a realistic
basis. For secured portions 20%, 30% and 100% for D1, D2,D3 category respectively.
(D1 = doubtful up to 1 year, D2 = doubtful 1 to 3 years, and D3 = doubtful more than
3 years).
Page 21
For commercial banks 100 percent of the extent to which the advance is not covered
by the realisable value of the security to which the bank has a valid recourse and the
realizable value is estimated on a realistic basis. For secured portions 25%,40% and
100% for D1,D2,D3 category respectively. (D1= doubtful up to 1 year, D2 = doubtful
1 to 3 years, and D3 = doubtfulmore than 3 years).
PROVISIONS FOR LOSS ASSETS

Loss assets should be written off. If loss assets are permitted to remain in the books
for any reason, 100 percent of the outstanding should be provided for.
EXTRA PROVISION
The regulatory norms for provisioning represent the minimum requirement. A bank
may voluntarily make specific provisions for advances at rates which are higher than
the rates prescribed under existing regulations, to provide for estimated actual loss in
collectible amount, provided such higher rates are approved by the Board of Directors
and consistently adopted from year to year. Such additional provisions are not to be
considered as floating provisions. The additional provisions for NPAs, like the
minimum regulatory provision on NPAs, may be netted off from gross NPAs to arrive
at the net NPAs.
The banks board of directors should lay down approved policy regarding the level to
which the floating provisions can be created. The bank should hold floating
provisions for advances and investment separately and the guidelines prescribed
will be applicable to floating provisions held for both advances & investments
portfolios. Floating provisions cannot be reversed by credit to the profit and loss
account. They can only be utilized for making specific provisions in extraordinary
circumstances. Until such utilization, these provisions can be netted off from gross
NPAs to arrive at disclosure of net NPAs. Alternatively, they can be treated as part of
Tier-II capital within the overall ceiling of 1.25% of total risk weighted assets.
RBI GUIDELINES ON PROVISIONING REQUIREMENT OF BANK

ADVANCES:
Page 22
As and when an asset is classified as an NPA, the bank has to further sub-classify it
into sub-standard, loss and doubtful assets. Based on this classification, bank makes the
necessary provision against these assets.
Reserve Bank of India (RBI) has issued guidelines on provisioning requirements of
bank advances where the recovery is doubtful. Banks are also required to comply with such
guidelines in making adequate provision to the satisfaction of its auditors before declaring
any dividends on its shares.
In case of loss assets, guidelines specifically require that full provision for the amount
outstanding should be made by the concerned bank. This is justified on the grounds that such
an asset is considered uncollectible and cannot be classified as bankable asset.
Also in case of doubtful assets, guidelines requires the bank concerned to provide
entirely the unsecured portion and in case of secured portion an additional provision of 20%50% of the secured portion should be made depending upon the period for which the advance
has been considered as doubtful.
For instance, for NPAs which are up to 1-year old, provision should be made of 20%
of secured portion, in case of 1-3 year old NPAs up to 30% of the secured portion and finally
in case of more than 3 year old NPAs up to 50% of secured portion should be made by the
concerned bank.
In case of a sub-standard asset, a general provision of 10% of total out standings
should be made.
Reserve Bank of India (RBI) has merely laid down the minimum provisioning
requirement that should be complied with by the concerned bank on a mandatory basis.
However, where there is a substantial uncertainty to recovery, higher provisioning should be
made by the bank concerned.
IMPACT OF NON PERFORMING ASSETS:

a
Non-Performing Assets are drag on profitability of banks because besides provisioning

banks are also required to meet the cost of funding these unproductive assets.
Page 23
Non-Performing Assets reduce earning capacity of assets. Return on assets also gets
affected.
As Non-performing Assets not earn any income, they adversely affect capital adequacy
ratio.
No recycling of funds.
Non-Performing assets also attract cost of capital for maintaining capital adequacy
ratio.
Non-Performing assets demoralize the operating staff and the stake holders.
It will badly affect the image of the bank concerned.
Affect the moral of the employees and decisions making for fresh loans suffer.
Enhances administrative, legal and recovery costs.
CONSEQUENCES OF NON-PERFORMING ASSETS

DIRECT:
A It affects profitability of the unit substantially.
B Affects banks credibility and render rising of fresh capital from the market
difficult.
C Recycling of funds gets blocked.
INDIRECT:
A Reduction in lending rate is made difficult.
B Affect risk taking ability which ultimately affects competitiveness of the branch
unit.
Page 24
C Lack of market competitiveness results in slump in credit expansion. The cost of

poor quality loans is shifted to bank customers through higher spread
CHAPTER II
RESEARCH DESIGN
Title of the study
Page 25
A Study on Analysis of NON PERFORMING ASSET at SBI Bank.
Statement of Problem:This particular topic has been selected to analyze the NPA level of SBI Bank and their impact
on the performance of the Bank.
In India commercial Bank plays a major role in satisfying the short demand of the customer.
An in depth analysis of the study revealed that due to of credit policy, classification of the
asset customer attitude circumstances, ever changing government, economic situation has
posed problem to the banking sector regarding NPAs.
Hence the attempt to study and analyze causes for the NPA in the Bank and the role of the
management in handling N.P.As and the impact on the bank performance is important.
Purpose of the study:The Problem of NPA is not a matter of concern for the banks and financial institution alone. It
is a matter of grave concern for the entire public as credit is the catalyst in the economic
Growth of the country and any bottleneck in the smooth flow of credit is bound to create
adverse repercussions in the economy.
The purpose of this project is to analyze how NPA affect the performance of a bank and the
extent to which SBI bank has been successful in controlling its NPA level.
Objectives of Study:
To study the role of NPA in Banking Sector.

To study the NPA expansion of SBI
To understand the extent to which SBI Bank has been successful in cutting down its
NPA
Page 26
To know the performance of the NPA in the SBI, in the last 3 years in recovering of
NPA
To give suggestions which would help them in controlling their level of NPA
Scope of the study:The study covers management of Non Performing Asset with respect to SBI Bank,
Bangalore, and the study covers information given by the banks staff and vice president of
special loans management groups department and obtained from the other records of the
bank.
The scope of the study is restricted to SBI branch Rajarajeshwari nagar only. The study
covers the performance on NPA for last 5 years i.e. 2008 to 2012.
Research Methodology:It is a study, which is primarily directed to know about the SBI branch RR Nagar and
in this study I have used Trend Analysis to compare the Non Performing Asset from 2007-08
to 2011-12.
Sources of data collection :

Primary data:
Data was collected from Bank manager and loan section people and managing staff.
Secondary data:
Data was collected from bank balance sheet, Profit and loss account and income statements.
The data was also collected from internet, Bank annual report and magazines and
Publications.
Limitations of the study:
Page 27
Despite all possible efforts to undertake to make the analysis more comprehensive and
scientific, a study of the present kind is bound to have certain limitations, Researcher humbly
submits at this stage the present day is an Empirical work, presented in a descriptive manner.
Since the objectives of the study may well be realized by this kind of analysis, no attempt has
been made to provide comprehensive conceptual analysis.
The Following are some of the limitations of the study:1. This study is limited to income recognition and asset classification statement provided
by, SBI Bank.
2. The study is conducted only on the basis of the data provided by the Bank.
3.
4.
5.
6.
7.
Conclusions are drawn on the basis of limited data available.

The study was conducted for 2009 10, 2010 11, 2011 12 only.
Only few models are used in analyzing the data.
Ambiguity details were detected and put aside.
Time constrain
The Study is confined only to SBI.
CHAPTER III
COMPANY PROFILE
YEAR OF ESTABLISHMENT OF BRANCH:
( 30.7.1992 )
STATE BANK OF INDIA BRANCHES:
Page 28
State bank of India branches span the country with a vast network to reach out to as many
customers as possible making full contribution to the status of Indias largest bank for SBI.
Each SBI branch is provided an identification code that is unique to each branch. The SBI
bank branches are categorized according to the banking services they provide.
These include SBI:

Core banking branch
Domestic Forex branch
Internet banking and
Personal banking (Real Time Gross Settlement) Branches.
State Bank of India being the largest bank provides specialized banking services in
accordance with the special requirement of a particular community or area. The SBI branch
type there by depends on the special banking services it aims to provide. These include:
Agricultural business and development branches
Commercial retail branches
Corporate accounts and mid corporate group branches
Main branches
Industrial finance branches
NRI banking branch
Overseas branches
Personal banking branch
Rehabilitation and recovery branch
Page 29
SSI and SIB branch

Services branches
VISION STATEMENT:
Premier India financial services group with global perspective, world class standing
of the efficiency and profession and core institution values

Retain its position in the country as a pioneer in developing countries.
Maximize shareholder value through high sustained earnings per share.
An institution with a culture of mutual care and commitment a satisfying and exciting.
Work environment and continuous learning opportunity.
MISSION STATEMENT:
To retain the banks position as the premise India financial services
Group with world class standards and significant global business commitment to
excellence in customer, shareholder and employee satisfaction and to play a leading
role in the expanding and diversifying financial services sector while continuing
emphasis on its development banking role.
Page 30
ASMHD
ATERCS
LTNRCU
EIKMONAY
SNOEAUG
DRTNE
MEAITR
ARCNGL
NCGEM
AOMRNT
GUAN
ENRA
RTAG
AGE
NE
TR
PI
A
S
T
T
E
N E
I RA
L
A
A
E
R
VALUES:
Excellence in customer service

Profit orientation.
Belonging and commitment to the bank.
Fairness in all dealing and relation.
Page 31
Risk taking and innovation.
New business undertaking by SBI:

Due to completion from the private banks and in order to serve the customers needs as well
for the development of the economy state Banks of India has been entered into the new
market.
Recently SBI has started two new services providing area they are:
1. SBI LIFE INSURANCE
2. SBI MUTUAL FUNDS
3. SBI MEDICAL INSURANCE.
GOAL AND OBJECTIVES:

State Banks of India (SBI) is government-owned and is the largest banks in India it has its
own goal and objectives:
It traces its ancestry bank to the banks to Calcutta, which was established in 1806; this
makes SBI the oldest commercial banks in the Indian subcontinent.
SBI aims at providing regular services to its customer.
It aims at managing the nations largest ATM network.
SBI aims at providing various domestic, international and NRI products and services,
through its vast network in India and overseas for the sake of customer satisfaction.
In recent years the banks has focused on three priorities:
1. Reducing its huge staff through Golden handshake schemes know as the voluntary
Retirement scheme, which saw many of its best and brightest defect to the private
sector.
2. Computerizing its operations.
Page 32
3. Trying to change the attitude of its largely rude staff through a program aptly named
parivartan or change.
SBI BRANCHES:
State Bank of India has 131 foreign offices in 32 countries across the globe.
SBI has about 21,000 ATMs; and SBI group (including associate banks) has about
45,000 ATMs.
SBI has 26,500 branches, including branches that belong to its associate banks.
SBI includes 99345 officers in our country.
SYMBOL AND SLOGAN:

The symbol of the State Bank of India is a circle and not key hole and a small man at
centre of the circle. A circle depicts perfection and the common man being the centre
of the banks business.
SLOGANS:
o With you all the way
o Pure banking nothing else
o The banker to every India.
Trustees
SBI Mutual Fund Trustee Company Private Limited (the Trustee), through its Board of
Directors discharge its obligations as Trustee of the SBI Mutual Fund. The Board of Directors
of SBI Mutual Fund Trustee Company Private Limited are as under:
o Shri T.L. Palani Kumar
o Shri C.M. Dixit
Page 33
Independent
o Ms. Sandra Martyres
Associate
Independent
o Ms. BharatiRao
Associate
Current Board of Directors

After the end of O. P. Bhatt's reign as SBI Chairman on 31st March, 2011, the post was taken
over by PratipChaudhuri, who is the former Deputy Managing Director of the International
Division of SBI. As on 4th August, 2011, there are twelve members in the SBI Board of
Directors, including SubirGokarn, who is also one of the four Deputy Governors of the
Reserve Bank of India. The complete lists of the Board members are:
1.
PratipChaudhuri (Chairman)
2.
Hemant G. Contractor (Managing Director)
3.
Diwakar Gupta (Managing Director)
4.
A Krishna Kumar (Managing Director)
5.
Dileep C Choksi (Director)
6.
S. Venkatachalam (Director)
7.
D. Sundaram (Director)
8.
ParthasarathyIyengar (Director)
9.
G. D. Nadaf (Officer Employee Director)
10.
RashpalMalhotra (Director)
11.
D. K. Mittal (Director)
12.
Subir V. Gokarn (Director)
Page 34
Associatebanks:
There are seven other associate banks that fall under SBI. They all use the and quot; State
Bank of India and quot; name followed by the regional headquarters name.
State Bank of Bikaner and Jaipur
State Bank of Hyderabad
State Bank of Indore
State banks of Mysore
State Bank of Patiala
State bank of Travancore
The Main branch of SBI at Mumbai
Page 35
Foreign offices:
State Banks of India is present in 32 countries, where it has 84 offices serving the
international needs of the banks foreign customers, and in some cases conducts retail
operations. The focus of these offices is India-related business.
SBI has branches in these countries:
Australia
Bahrain
Bangladesh
Belgium
Canada
Dubai
France
Germany
Hong Kong
Japan
Israel
Page 36
The Israeli branch of the State Bank of India located in Ramat Gan.
PRODUCTS:
Private Banking
Asset management
Pension
Mortgages
Credit Cards
State Bank of India- Financial and Strategic analysis review:
Summary:
State bank ofIndia (SBI) is a large financial services group operating in the banking industry.
The bank is engaged in providing trading services, international banking and traditional
banking and treasury operations. The Reserve bank of India holds more than half of SBIs
equity capital. SBI has a network of over 10,000 branches. In addition, the seven associate
banks of SBI have more than 4900 branches. SBI along with its subsidiaries is engaged in
providing a wide range of financial services including Life Insurance, Merchant banking,
Page 37
Mutual funds, credit card and factoring, security trading and primary dealership in the money
market.
Global Markets Direct, the leading business information provider, presents an in-depth
business, strategic and financial analysis of State Bank of India. The report provides a
comprehensive insight into the company, including business structure and operations,
executive biographies and key competitors. The hallmark of the report is the detailed strategic
analysis and Global Markets Directs views on the company
Scope:
-The companys strengths and weaknesses and areas of development or decline are analyzed.
Financial, strategic and operation factors are considered.
-The opportunities open to the company are considered and its growth potential assessed
competitive or technological threats are highlighted.
-The report contains critical company information-business structure and operations, the
company history, major products and services, key competitors, key employees and executive
biographies, different locations and important subsidiaries.
-It provides detailed financial ratios for the past five years as well as interim ratios for the last
four quarters.
-Financial ratios include profitability, margins and returns, liquidity and leverage, financial
position and efficiency ratios.
PRODUCTS AND SERVICES:

1. PERSONAL BANKING:
SBI Term deposits SBI loan for pensioners
SBI Recurring Deposits Loan Against Mortgage of Property
Page 38
SBI Housing loan, Loan Against Share and Debentures

SBI Car Loan Rent Plus Scheme
SBI Educational loan Medi -Plus Scheme
2. NRI services
3. Agriculture/ Rural Banking
4. International Banking
5. Corporate Banking
6. Domestic Treasury
7. Services
8. Interest Rates
9. Safe Deposit Lockers
10. Other services:
ATM Services
De-mat services
Internet Banking
Mobile banking
SME
RBIEFT
E-Pay
E- Rail
SBI Vishwayatra foreign Travel Card
Page 39
Broking Services
Gift Cheques
New products and services:

Apart from restructuring, SBI launched several innovation, value-added products and services
to project a customer friendly image. It launched a special service for corporate customers
called telebanking and remote login to support transactional requests.
SCHEMES:
Now new schemes introduced by State Bank of India are:
Equity Scheme
Debt Scheme
Balanced Scheme
Exchange Traded Scheme.
WORK FORCE STRENGTH:

SBI Branch strength:
Main Branch strength:
SBI through the central Reserve Bank of India-also operates the worlds largest network, with
more than 13,500 branch offices throughout India, staffed by nearly 2,20,000 employees.
Principal Competitors:
ICICI Bank
Page 40
Vijaya bank
Bank of Baroda
Canara Bank
Punjab National Bank
Bank of India
Union Bank of India
Central Bank of India
HDFC Bank
Oriental Bank of Commerce
SOCIAL RESPONSIBILITY:
SBI branch:
1. SBI provides loan to weaker sections.
2. It provides Home Loan, vehicle Loan, personal Loan, and Educational Loan.
State Bank of India: SBI has taken an initiative to encourage commercial workers to save
their earning. This project was implemented in sonagachi, one of Asias largest red light
areas, where residents were encouraged to open a saving bank (SBI) account. While this can
be called a social service, it also reflects a sharp business sense.
Awards
Page 41
At SBI Funds Management, we devote considerable resources to gain, maintain and sustain
our profitable insights into market movements. The trust reposed on us by millions of
investors is a genuine tribute to our expertise in Fund Management and dedication to our
singular focus. And this has resulted in various awards and accolades for us from the fund
industry, motivating us to do better. Some of the awards won by us are listed below.
2011
Readers Digest Awards 2011 For Trusted Brand in Fund Management Category
ICRA Mutual Fund Awards 2011 for Magnum Income Fund - Floating Rate Plan - Long Term
Plan
2010
ICRA Mutual Fund Awards 2010 For Magnum Global Fund
2009
ICRA Mutual Funds Awards 2009 For Magnum Tax Gain Scheme 1993
The Lipper India Fund Awards 2009 For Various Schemes
2008
Outlook Money NDTV Profit Awards 2008
The Lipper India Fund Awards 2008 For Magnum Balanced Fund Dividend
ICRA Mutual Fund Awards 2008 For Various Schemes
Page 42
2007
Outlook Money NDTV Profit Awards 2007
CNBC Awaaz Consumer Awards 2007
The Lipper India Fund Awards 2007 For Various Schemes
ICRA Mutual Funds Awards 2007 For Various Schemes
CNBC TV18 - CRISIL Mutual Fund of the Year Award 2007 For Various Schemes
CHAPTER 4
ANALYSIS AND INTERPRETATION
TABLE 4.1
TABLE SHOWING TOTAL ADVANCES
YEAR
AMOUNT (in crores)
% OF CHANGE
2007 08
61.8
2008 09
74.13
19.95
2009 10
76.8
24.27
2010 11
71.48
15.6
2011 12
67.31
8.91
ANALYSIS
The advances of the bank shows an upward trend through the period 2007 2008 to 2009
2010 but in the year 2010-2011 and 2011-2012 it has slightly decreased this can be seen from
Page 43
the data regarding the advances of the bank. During this period net advances of the bank has
decreased by 5.83% to 67.31crores by March 2012 compare to71.48crores at the end of
previous year. From this it could be seen that such decrease in net advances is decreasing at a
increasing rate over the period under the study.
GRAPH 4.1
GRAPH SHOWING TOTAL ADVANCES
Page 44
90
80
70
60
50
AMOUNT (in crores)
40
% OF CHANGE
30
20
10
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
INTERPRETATION
Non Performing Asset being a direct result of advances, it may have resulted from increase in
the Net Advances. While increase in Advances may be necessary for the survival and
progress of the bank itself, it should not mean increased justification for the higher incidence
of NPA. 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.
Page 45
TABLE 4.2
TABLE SHOWING GROSS NPA
% OF CHANGES
GROSS NPA
YEAR
AMOUNT (in crores)
2007 - 08
1.02
2008 - 09
1.68
2009 - 10
3.44
2010 - 11
2.29
2011 - 12
0.96
IN
64.70
237.25
125.5
-5.88
ANALYSIS
The aggregate Gross NPA of the bank is on an downward trend but taking on yearly basis,
much trend could be identified out of 3 years of data considered for analysis, Gross NPA
decreased at an decreasing rate registrating decrease of 1.02(crores) and 0.96(crores)
respectively. This can be seen from the above table.
Page 46
GRAPH 4.2
GRAPH SHOWING GROSS NPA
300
250
200
150
AMOUNT (in crores) 1.02
100
% OF CHANGE GROSS NPA

Base year
50
0
2008 - 09
2009 - 10
2010 - 11
2011 - 12
-50
INTERPRETATION
The movement of Gross NPA seems to have decreased at an decreasing rate which can be
observed in the rate of growth in some years so from data analysed above shows that bank as
followed the prudent lending policy and increased focus on recoveries.
Page 47
TABLE 4.3
TABLE SHOWING GROSS NPA AND PROVISION
YEAR
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
GROSS
NPA(in
crores)
1.02
1.68
3.44
2.29
0.96
PROVISION(i
n crores)
0.28
0.31
0.9
0.63
0.33
%
OF
CHANGES
IN
GROSS
NPA
%
OF
CHANGES
IN
PROVISION
64.7
237.25
125.5
-5.88
10.71
221.42
125
15.15
ANALYSIS
To understand the trend of Gross NPA and Provision, the charts are drawn taking the Gross
NPA and Provision of the bank. From such chart what can be seen is that the Gross NPA and
Provision were constantly decreasing.
Page 48
GRAPH 4.3
GRAPH SHOWING GROSS NPA AND PROVISION
300
250
200
GROSS NPA(in crores)

PROVISION(in crores)
150
% OF CHANGES IN GROSS
NPA
100
% OF CHANGES IN
PROVISION
50
0
2007 - 08 2008 - 09 2009 - 10 2010 - 11 2011 - 12
-50
INTERPRETATION
There is a decrease in the Gross NPA and Provision given by the bank. This shows that bank
has followed the prudent lending policy and increased focus on recoveries.
Page 49
TABLE 4.4
TABLE SHOWING NET NPA
YEAR
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
AMOUNT (in crores)

0.74
1.37
2.54
1.66
0.63
% OF CHANGE IN
NET NPA
85.13
243.24
124.32
-14.86
ANALYSIS
The aggregate net NPA of the bank is on an downward trend but taking on a yearly basis
much trend could be identified out of 5 years of the data considered for analysis , Net NPA
decreased at an decreasing rate registering an decrease of 0.74(crores) and 0.63(crores)
respectively. This can be seen from the chart above
Page 50
GRAPH 4.4
GRAPH SHOWING NET NPA
300
250
200
150
AMOUNT (in crores) 0.74

% OF CHANGE IN NET NPA -
100
50
0
2008 - 09
2009 - 10
2010 - 11
2011 - 12
-50
INTERPRETATION
Page 51
The movement of the NPA seems to have decreased at a decreasing rate which can be
observed in the rate of Growth in some years so from data analysed above shows that bank
has followed prudent lending policy and increased focus on recoveries.
TABLE 4.5
TABLE SHOWING TOTAL ADVANCES AND GROSS NPA
YEAR
2007 08
2008 09
2009 10
2010 11
2011 12
ADVANCES
(in crores)
61.8
74.13
76.8
71.48
67.31
GROSS
NPA(in
crores)
1.02
1.68
3.44
2.29
0.96
%
OF
%
OF CHANGES
CHANGES IN IN GROSS
ADVANCES
NPA
19.95
24.27
15.66
8.91
64.7
237.25
125.5
-5.88
ANALYSIS
To understand the trend of total advances and gross NPA the charts are drawn taking the total
advances of bank and the gross NPA. From such chart , what can be seen is that the total
advances was constantly increased from 2007-08 to 2009-10 and constantly decreasing for
last 2 years but the Gross NPA was constantly decreasing.
Page 52
GRAPH 4.5
GRAPH SHOWING TOTAL ADVANCES AND GROSS NPA
300
250
200
ADVANCES (in crores)

GROSS NPA(in crores)
150
% OF CHANGES IN
ADVANCES
100
NPA
50
0
2007 08 2008 09 2009 10 2010 11 2011 12
-50
INTERPRETATION
There is an sharp increase in total advances given by the bank in the year 2007-08 to 2009-10
and the advances decreased in the last 2 years but we can also be seen that Gross NPA
Page 53
decreased to a great extent. This shows that the bank has followed that prudent lending policy
increased focus on recoveries.
TABLE 4.6
TABLE SHOWING TOTAL ADVANCES AND NET NPA
YEAR
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
ADVANCES
(in crores)
61.8
74.13
76.8
71.48
67.31
%
OF
%
OF CHANGES
NET NPA(in CHANGES IN IN
NET
crores)
ADVANCES
NPA
0.74
19.95
85.13
1.37
24.27
243.24
2.54
15.60
124.32
1.66
8.91
-14.86
0.63
ANALYSIS
To understand the trend of total advances and Net NPA the charts are drawn taking the total
Advances of the bank and Net NPA. From such chart what can be seen is that the total
Advances was constantly increased from 2007-08 to 2009-10 and decreasing for last 2 years
but the Net NPA was decreasing.
Page 54
GRAPH 4.6
GRAPH SHOWING TOTAL ADVANCES AND NET NPA
300
250
200
150
NET NPA(in crores)
100
% OF CHANGES IN
ADVANCES
% OF CHANGES IN NET NPA
50
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
-50
Page 55
INTERPRETATION
There is a sharp increase in Total Advances given by the bank in the year 2007-08 to 2009-10
and decreased in last 2years but we can also be seen that Net NPA decreased to a extent. This
shows that the bank has followed the prudent lending policy and increased focus on
recoveries.
TABLE 4.7
TABLE SHOWING THE PERCENTAGE OF GROSS NPA TO
TOTAL ADVANCES IN SBI FOR LAST 5 YEARS
YEAR
GROSS NPA (in ADVANCES

crores)
(in crores)
% OF GROSS NPA
TOTAL ADVANCES
2007 - 08
1.02
61.8
1.65
2008 - 09
1.68
74.13
2.26
2009 - 10
3.44
76.8
4.47
2010 - 11
2.29
71.48
3.2
2011 - 12
0.96
67.31
1.42
TO
ANALYSIS
Page 56
To understand the real impact of Gross NPA, the Graph is drawn taking the gross NPA of the
bank as a percentage of the total Advances. From such Graph, what can be seen is that the
Gross NPA as the percentage of total Advances has been decreasing
GRAPH 4.7
GRAPH SHOWING THE PERCENTAGE OF GROSS NPA TO TOTAL
ADVANCES IN SBI FOR LAST 5 YEARS
90
80
70
60
GROSS NPA (in crores)
50

40
% OF GROSS NPA TO TOTAL

ADVANCES
30
20
10
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
Page 57
INTERPRETATION
Even though there was a increase in the Advances given by the bank. It can be seen that
Gross NPA decrease to extent. From this we can assume that bank must have taken up fruitful
efforts to recover money from the wilful defaulters on the other hand, borrowers have become
capable to pay back, possibly because their business has take off as expected. In this case
project evaluation department may have evaluated the prospectors of the project properly
alternatively the entrepreneur or the borrower may have enchased potential market
opportunities. These aspects may have decreased the Gross NPA of the bank. However some
stringent measures may have played a role in controlling the Gross NPA in said Period
TABLE 4.8
TABLE SHOWING THE PERCENTAGE OF NET NPA TO TOTAL ADVANCES
YEAR
NET
crores)
2007 - 08
NPA(in
% OF NET NPA
TOTAL ADVANCES
0.74
61.8
1.19
2008 - 09
1.37
74.13
1.84
2009 - 10
2.54
76.8
3.3
2010 - 11
1.66
71.48
2.32
2011 - 12
0.63
67.31
0.93
TO
Page 58
ANALYSIS
To understand the real impact of Net NPA, the Graph is drawn taking the Net NPA of the
bank as a percentage of the total Advances. From such Graph, what can be seen is that the
Net NPA as the percentage of total Advances has been decreasing
GRAPH 4.8
GRAPH SHOWING THE PERCENTAGE OF NET NPA TO TOTAL
ADVANCES
Page 59
90
80
70
60
50
NET NPA(in crores)
40
% OF NET NPA TO TOTAL

ADVANCES
30
20
10
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
INTERPRETATION
Even though there was a increase in the Advances given by the bank. It can be seen that Net
NPA decrease to extent. From this we can assume that bank must have taken up fruitful
efforts to recover money from the willful defaulters on the other hand, borrowers have
become capable to pay back, possibly because their business has take off as expected. In this
case project evaluation department may have evaluated the prospectors of the project
properly alternatively the entrepreneur or the borrower may have enchased potential market
opportunities. These aspects may have decreased the Net NPA of the bank. However some
stringent measures may have played a role in controlling the Net NPA in said Period.
TABLE 4.9
TABLE SHOWING GROSS AND NET NPA IN SBI
Page 60
YEAR
GROSS
NPA(IN
CRORES)
%
OF
%
OF CHANGES
NET
NPA(in CHANGES IN IN
NET
crores)
GROSS NPA
NPA
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
1.02
1.68
3.44
2.29
0.96
0.74
1.37
2.54
1.66
0.63
64.7
237.25
125.5
-5.88
85.13
243.24
124.32
-14.86
ANALYSIS
To understand the trend of Gross NPA and Net NPA the charts are drawn taking a Gross NPA
of the bank and Net NPA from such chart what can be seen is that Gross NPA and Net NPA
were constantly decreasing.
GRAPH 4.9
GRAPH SHOWING GROSS AND NET NPA IN SBI
Page 61
300
250
200
GROSS NPA(IN CRORES)
150
NET NPA(in crores)
100
NPA
% OF CHANGES IN NET NPA
50
0
-50
2007 - 08 2008 - 09 2009 - 10 2010 - 11 2011 - 12
INTERPRETATION
There is a decrease in the Gross NPA given by the bank but we can also see that Net NPA
decreased to a extent. This shows that bank has followed the precedent lending policy and
TABLE 4.10
TABLE SHOWING THE PERCENTAGE OF OF GROSS AND NET NPA
Page 62
YEAR
GROSS
CRORES)
NPA(IN
2007 - 08
1.02
0.74
2008 - 09
1.68
1.37
2009 - 10
3.44
2.54
2010 - 11
2.29
1.66
2011 - 12
0.96
0.63
NET NPA(in crores)
ANALYSIS
To understand the movement of Gross NPA and Net NPA, the charts are drawn taking the
Gross NPA of the bank and the Net NPA. From such chart, what can be seen is that the Gross
NPA and Net NPA was constantly decreasing.
GRAPH 4.10
Page 63
GRAPH SHOWING THE PERCENTAGE OF GROSS AND NET NPA

7
6
2.54
5
4
1.66
1.37
3
2
NET NPA(in crores)
3.44
GROSS NPA(IN CRORES)

2.29
0.74
1.68
0.63
1 1.02
0
2007 - 08
0.96
2008 - 09
2009 - 10
2010 - 11
2011 - 12
INTERPRETATION
There is a decrease in the Gross NPA given by the bank but we can also see that Net NPA
decreased to a extent. This shows the bank has followed precedent lending policy and
Page 64
TABLE 4.11
TABLE SHOWING GROSS NPA, NET NPA AND PROVISION IN SBI FOR
THE LAST 5 YEARS
YEAR
GROSS NPA
(in crores)
NET NPA
(in crores)
PROVISION
(in crores)
2007 - 08
1.02
0.74
0.28
2008 - 09
1.68
1.37
0.31
2009 - 10
3.44
2.54
0.9
2010 - 11
2.29
1.66
0.63
2011 - 12
0.96
0.63
0.33
ANALYSIS
To understand the trend of Gross NPA, Provision and Net NPA, the charts are drawn taking
the Gross NPA, Provision and the Net NPA of the bank .From such chart what can be seen is
that the Gross NPA, Provision and Net NPA were constantly decreasing.
GROSS NPA PROVISION =NET NPA
Page 65
GRAPH 4.11
GRAPH SHOWING GROSS NPA, NET NPA AND PROVISION IN SBI FOR
THE LAST 5 YEARS
4
3.5
3
2.5
GROSS NPA (in crores)
NET NPA(in crores)

PROVISION (in crores)
1.5
1
0.5
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
INTERPRETATION
There is a decrease in the Gross NPA, Provision and Net NPA given by the bank. This shows
that bank has followed the prudent lending policy and increased focus on recoveries.
Page 66
TABLE 4.12
TABLE SHOWING SUB-STANDARD , DOUBTFULL ASSETS AND
LOSS ASSETS
YEAR
SUB STANDARD
ASSET
DOUBTFUL ASSET
LOSS ASSET
2007 - 08
0.68
0.19
0.15
2008 - 09
1.43
0.12
0.13
2009 - 10
2.67
0.21
0.56
2010 - 11
1.56
0.38
0.35
2011 - 12
0.64
0.09
0.23
ANALYSIS
To understand the trend of Sub Standard Assets, Loss Assets and Doubtfull Assets the chart
are drawn taking the sub standard assets, loss assets and doubtful assets of the bank.From
such chart what can be seen is that the Sub-Standard assets had decreased in the first
year2007-08 and Loss Assets and Doubtful assets has been constantly decreasing.
SUB STANDARD ASSETS + DOUBTFUL ASSETS + LOSS ASSETS = GROSS NPA
Page 67
GRAPH 4.12
GRAPH SHOWING SUB-STANDARD , DOUBTFULL ASSETS AND
LOSS ASSETS
3
2.5
2
SUB STANDARD ASSET
1.5
DOUBTFUL ASSET
LOSS ASSET
1
0.5
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
INTERPRETATION
There is a increase in the substandard assets for the year 2009-10and 2010-11 and loss assets
and doubtful assets has been constantly decreasing for last 5 years. This is the reason Gross
NPA has been decreasing.
Page 68
TABLE 4.13
TABLE SHOWING PERCENTAGE OF SUB-STANDARD , DOUBTFULL ASSETS
AND LOSS ASSETS
YEAR
SUB-STANDARD
ASSET
DOUBTFUL ASSET
LOSS ASSET
110.29
36.84
13.33
292.64
10.52
273.33
129.41
100
133.33
5.88
52.63
53.33
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
ANALYSIS
To understand the classification of assets as percentage of substandard assets, doubtful assets
and loss assets for the respective year. The charts are drawn taking the substandard assets,
loss assets and doubtful assets of the bank as percentage to Gross NPA. From such chart what
can be seen is that the percentage of doubtful assets is more comparing to the others
SUBSTANDARD ASSET + DOUBTFUL ASSET + LOSS ASSETS = GROSS NPA
Page 69
GRAPH 4.13
GRAPH SHOWING PERCENTAGE OF SUB-STANDARD , DOUBTFULL
ASSETS AND LOSS ASSETS
350
300
250
200
SUB STANDARD ASSET

DOUBTFUL ASSET
150
LOSS ASSET
100
50
0
2007 - 08
2008 - 09
2009 - 10
2010 - 11
2011 - 12
Page 70
Classification of asset in the year 2008 - 09
2008 - 09
13.33
SUB STANDARD ASSET
DOUBTFUL ASSET
36.84
LOSS ASSET
110.29
Page 71
2009 - 10
SUB STANDARD ASSET

DOUBTFUL ASSET
273.33
292.64
LOSS ASSET
10.52
Page 72
2010 - 11
129.41
133.33
SUB STANDARD ASSET

DOUBTFUL ASSET
LOSS ASSET
100
Page 73
2011 - 12
5.88
SUB STANDARD ASSET
DOUBTFUL ASSET
LOSS ASSET
53.33
52.63
Page 74
CHAPTER V
SUMMARY OF FINDINGS AND CONCLUSION
FINDINGS:
Advances has been increased by 19.95% in 2008-09 compare to 2007-08 and

increased by 24.27% in 2009-10 and in the year 2010-11and 2001-2012 it is
Rs.71.48 and 67.31 respectively.
The Gross NPA of the bank is 64.70% in 2008-09 and it has been increased by
237.25% compare to 2008-09, in the year 2009-10 and it has slightly decreased
by 125.5% and 5.85% in 2010-11 and 2011-12 respectively.
The Provision has gone up by 221.42% in 2009-10 compare to 2008-09 which is

10.71%, but in the year 2010-11and 2011-12 provision has gone down by 125%
and 15.15% respectively.
The Net NPA has gone up by 85.13%, 243.24% in the year2008-09 and 2009-10
respectively and in the year 2010-11and 2011-12 the percentage of Net NPA has
Page 75
come down by 124.32% and 14.86%respectively. This shows that the bank has
followed the prudent lending policy and increased focus on recoveries.
The percentage of Gross NPA to Total Advances is tremendously increased by

1.65%, 2.26% and 4.46% in the year 2007-08, 2008-09 and 2009-10 respectively
but it has slightly decreased to 3.2% and 1.42% in 2010-11 and 2011-12
respectively.
The percentage of Net NPA to Total Advances is tremendously increased by

1.19%, 1.84% and 3.3% in the year 2007-08, 2008-09 and 2009-10 respectively
but it has greatly decreased to 2.32% and 0.93% in 2010-11 and 2011-12
respectively.
According to RBI and Banking rules, provision act of the profit must be made.
The RBI has classified the Non Performing Asset into Sub-Standard assets,
Doubtful assets, and Loss assets.
The Doubtful assets for the year 2007-08,2008-09,2009-10,2010-11,2011-12 are

0.19, 0.12, 0.21, 0.38, 0.09crores respectively.
The Non Performing Asset of State Bank of India reduced to Rs.0.63crores in the
year 2011-12, is a significant development in the area of recovery and up
gradation. Intensive recovery measures, write offs and higher provisions have
helped bank to reduce Non Performing Asset.
Page 76
CONCLUSION:
It is very important for any Bank and Financial Institution to maintain the asset quality for
strengthening its financial status. The Non Performing Asset figures of any financial
Institution and Banks gives the picture of the quality of asset of the Banks and Financial
Institution which depicts strength and weakness of their Balance sheet.
From the analysis and findings it can be concluded that
Loans and Advances contribute more to the profits of the Bank.
In the time of recovery of loans and interest borrowed by the customer if they fails to
pay such debts results in Non Performing Asset.
According to RBI huge provisions should be provided to Non Performing Asset
results in decrease of Non Performing Asset.
When customer borrows loans, proper Investigation is not taken in case of surety and
business loans.
No constant communication and transactions with the business person who has taken
loan.
The experience in State Bank of India indeed was knowledgeable as well as
Educative. I have gained a lot of information about Non Performing Asset and the role
of the bank in controlling the Non Performing Asset level. I was also able to know the
Banks methodology in tracking a problem loan and strategies in preventing an
advances or loan from becoming an Non Performing Asset.
To conclude and would like to mention the experience in this bank has been an
immense help to me in understanding the importance of various concepts and thus
gave me a much needed practical exposure to the actual happenings in and out of the
bank.
Page 77
CHAPTER VI
RECOMMANDATION AND SUGGESTIONS
SUGGESTIONS:
The lending bank should be given more powers to seize and dispose off the
security and to attach any other additional security/asset available with the
defaulting borrower and court intervention in such proceeding should be
eliminated.
Bankers handling the recovery operations should be educated on the management

and disposal process of the acquired assets and should also be provided with
management expertise while taking over the operations of the companies.
3/4th of the powers currently available to the bankers under the Act should be
explained to both the borrowers and the bankers for the effective implementation.
The branches should be given more power to take decisions about lending and
recovery. The Branch Manager, who knows better about his customers, should
be allowed to make the first appraisal report when the borrower approaches.
The bank needs an integral organization restructuring to face the internal

factors affecting the increase in NPA level, use of information technology for
better credit administration.
Publications of the names of the defaulters who have settled their dues through
compromise. This motivates other defaulters to make Reminder letters should be
Page 78
sent to the borrowers. If there is no response, second and a third reminders

should be sent. This sort of reminders will continue until the recovery is made.
All the borrowers may not respond to the reminder and therefore it becomes
essential to visit them personally. During the visit, the branch staff should enquire
about their difficulties in loan payment and request them to cooperate with the
branch even by making a small payment.
One time settlement in another macro level concern. As the judicial process is time
consuming and ineffective, banks have advised defaulting borrowers. This
provides scope for willful defaulters becoming eligible candidates for such a
settlement. Compromises. In some cases, gifts must also be given Reminder letters
should be sent to the borrowers.
If there is no response, second and a third
reminders should be sent. This sort of reminders will continue until the recovery is
made.
Page 79
ANNEXURES AND BIBLIOGRAPHY
Balance Sheet of State Bank of India
PARTICULARS
Mar '12
Mar '11
Mar '10
Mar '09
Mar '08
Capital and Liabilities:

Total Share Capital
Equity Share Capital
671
671
635
635
635
635
635
635
631
631
Share Application Money
Preference Share Capital

Init. Contribution Settler
Preference
Share
Application Money
Employee Stock Opiton

Reserves
Revaluation Reserves
Net Worth
Deposits
Borrowings
Total Debt
Minority Interest
Policy Holders Funds
Group Share in Joint
Venture
Other Liabilities
Provisions
105,559
106,230
1,414,689
157,991
1,572,681
3,726
-
82,836
83,471
1,255,562
142,471
1,398,033
2,977
-
82,501
83,136
1,116,465
122,075
1,238,539
2,631
-
71,756
72,390
1,011,988
64,592
1,076,580
2,228
-
60,605
61,236
776,417
66,023
842,440
2,028
-
&
146,994
163,295
125,838
153,627
121,565
Page 80
Total Liabilities
1,829,631
1,647,777
1,450,144
1,304,826
1,027,270
Cash & Balances with

RBI
79,199
119,350
82,196
74,161
74,817
Balance with Banks,

Money at Call
Advances
Investments
Gross Block
48,392
1,163,670
460,949
19,620
35,978
1,006,402
419,066
17,543
39,653
869,502
402,754
15,887
51,101
750,362
372,231
14,064
14,211
603,222
273,842
12,641
Depreciation
Net Block
12,593
7,027
11,402
6,141
10,359
5,528
9,127
4,937
8,225
4,416
Capital Work In Progress

Other Assets
Minority Interest
381
69,804
-
346
60,616
-
486
50,025
-
287
51,747
-
247
56,515
-
Group Share in Joint

Venture
Total Assets
1,829,422
1,647,898
1,450,144
1,304,826
1,027,270
776,754
240,812
1,583
687,541
234,065
1,315
556,675
197,108
1,309
734,944
175,678
1,140
855,654
115,339
970
Assets
Accumulated
Contingent Liabilities
Bills for collection
Book Value (Rs)
Page 81
Profit and loss a/c of State Bank of India
Mar '12
Mar '11
Mar '10
Mar '09
Mar '08
PARTICULARS
Income
Interest Earned
Other Income
Total Income
Expenditure
Interest expended
Employee Cost
147,197
31,205
178,402
113,636
34,343
147,979
100,081
30,748
130,829
91,667
22,055
113,722
71,496
19,580
91,076
89,320
22,084
68,086
19,980
66,638
16,331
62,626
12,997
47,944
10,458
19,757
1,372
16,046
1,381
10,676
1,322
7,311
924
5,987
1,038
Miscellaneous Expenses
29,884
31,288
23,842
18,684
16,436
Preoperative
ExpCapitalised
Operating Expenses
60,883
57,370
48,637
30,182
26,747
12,214
162,416
11,325
136,781
3,534
118,808
9,735
102,543
7,171
81,863
15,986
630
11,198
495
12,021
280
11,179
218
9,213
252
Selling and
Expenses
Depreciation
Admin
Provisions
Contingencies
Total Expenses
&
Net Profit for the Year

Minority Interest
Share Of
Associates
P/L
Of
-
Net P/L After Minority

Interest & Share Of
Associates
Extraordionary Items
Profit brought forward
Total
Preference Dividend
15,356
523
16,509
-
10,703
59
11,257
11,741
216
12,237
-
10,961
88
11,267
-
8,961
119
9,332
-
Page 82
Equity Dividend
Corporate Dividend Tax
Per
share
data
(annualised)
Earning Per Share (Rs)
Equity Dividend (%)
Book Value (Rs)
Appropriations
Transfer to Statutory
Reserves
Transfer
Reserves
to
2,349
1,905
1,905
1,841
1,358
388
354
322
310
232
238
1,583
176
1,315
189
1,309
176
1,140
146
970
12,236
7,962
9,665
8,676
7,403
Other
(0
-
Proposed
Dividend/Transfer
to
Govt
2,737
2,259
2,226
2,151
1,589
Balance c/f to Balance

Sheet
Total
893
15,866
523
10,744
59
11,950
216
11,043
88
9,080
Page 83
STATE BANK OF INDIA: RAJARAJESHWARI NAGAR BRANCH,

BANGLORE-560098
PERFORMANCE HIGHLIGHTS
2007-08
2008-09
2009-10
2010-11
2011-12
Deposits
80.57
101.55
121.83
140.86
197.93
Advance
61.8
74.13
76.8
71.48
67.31
Profit
3.02
2.98
3.45
4.95
3.9
Misc. Income
41.47
42.87
32.39
88.21
98.84
Over Head
33.91
32.99
33.63
31.59
34.51
NPA
0.96
1.26
3.44
2.27
0.94
35.61
46.36
52.28
62.91
CASA
Page 84
BIBLIOGRAPHY
Reference:
Banking Theory and Practice
Published by Himalaya Publication
Author P.N Reddy and H.R Appanaiah
Banking Theory law and Practice
Published by Himalaya Publication
Author Dr.P.KSrivastava
Annual Reports of State Bank of India
Website:
1. www.google.com
2. www.moneycontrol.com
3. www.sbi.co.in
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A Study on Non Performing Asset in SBI

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

GROWTH OF BANKING IN INDIA:

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

IMPORTANCE OF BANKING IN INDIA:

and saving among people.

cheques, DD, bankdrafts.

to regions where they can be more usefully employed.

powerful influence on the interest rates in the money market.

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

INDIAN BANKING SYSTEM

A Study on Non Performing Asset in SBI

ESSENTIAL CHARACTERISTICS OF BANK:

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

2. Investment bank /industrial banks:

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

6. Land Mortgage banks:

BANKER AND A CUSTOMER

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

A branch of economics concerned with resource allocation as well as resource management,

The study of money and other assets;

The management and control of those assets;

Profiling and managing project risks;

The science of managing money;

The management of money.

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

Maintaining balanced asset structure.

Judicious planning of funds.

Innovation and efficiently.

A Study on Non Performing Asset in SBI

A Study on Non Performing Asset in SBI

Benchmarking of Finance processes and practices to identify performance gaps and

Visioning of the overall Finance Function, considering organization, process, people

Developing Finance policies and control frameworks, factoring in all relevant

Designing best of breed Finance organizations, including mapping of roles and

Identifying opportunities for shared services and outsourcing/co-sourcing delivery

Designing detailed Finance transaction processing and reporting processes including

Delivering programs for large-scale, multi-work stream transformational initiatives.

Meaning of Financial Management

SESHADRIPURAM ACADEMY OF BUSINESS STUDIES

A Study on Non Performing Asset in SBI

Definition of Financial Management

OBJECTIVES OF FINANCIAL MANAGEMENT

A Study on Non Performing Asset in SBI

which cannot be ensured. Thus, profit maximization is considered as the main

Financial management is a distinct area of business management - i.e. financial

To select the prudent or rational use of capital resources.

To make proper allocation and utilization of funds.

To have a careful selection of the source of capital.

To ensuring the achievement of business objectives viz. wealth or profit

To make fair returns to the investors.

IMPORTANCE OF FINANCIAL MANAGEMENT:

It is necessary for the smooth running of an Enterprise.

areas such as purchase, stores, production, marketing, etc.

operational activities of the organization.