Professional Documents
Culture Documents
SYNDICATE BANK
OF THE DEGREE
FROM
OSMANIA UNIVERSITY
SUBMITTED BY
MANAGEMENT STUDIES
1
ACKNOWLEDGEMENT
This project would not have been possible without efforts and guidance
of a KRISHNA MURTHY of SYNDICATE BANK HYDERABAD. I take
opportunity to time all those magnanimous persons who rendered their
support to this project.
2
DECLARATION
I hereby declare that this project titled CREDIT & RISK MANAGEMENT
2009.
I also declare that this is result of my own efforts and has not been
submitted to any other university for any other degree of diploma.
3
CONTENTS PAGE
NO.
DESIGN OF STUDY
1. OBJECTIVES
2. NEED & IMPORTANCE
3. METHODOLOGY
4. SCOPE
5. LIMITATIONS
ANNEXURES 80-85
BIBLIOGRAPHY 85-89
4
INTRODUCTION
INTRODUCTION
DESIGN OF STUDY
Kotak Mahindra Bank personal loans are the largest business in the
bank. The personal loan business is doubling every year. It is the most
profitable business of the bank. Personal loans contribute substantially
to the overall base line of the bank.
Credit department is the back bone of personal loan business. Main
function of the credit is to assess the credit worthiness of an applicant
and lending him appropriate amount based on such assessment and
subject to the terms, conditions and limitations of the policies.
6
The term credit management has got importance from the time when
there increased the pressure of competition and force of custom
persuades to sell on credit. Credit is granted to facilitate the sales. Credit
is appealing to those customers who cannot borrow from other sources
due to many reasons. The firm’s investment in accounts receivable
depends on how much it sells on credit and how long it takes to collect
receivables. Accounts receivables constitute one of most important asset
category for firm which makes the firm to manage its credit well.
The term credit management can be analyzed from various aspects like:
Terms of payment, Credit policy variables, Credit evaluation, Credit
granting decision.
Risk management is a process of managing the collection of managing
the collection of liabilities with an objective of increasing the cash flows
with minimum costs. It involves collecting in right time, right amount, in
right terms.
This process starts from identifying the amount of liabilities and to
make the collection successful. This does not end with mere collection.
Besides collection, the difficulties and weak areas should also be
ascertained, which leads to development of an effective system for credit
extension or sales and collection.
PERIOD OF STUDY:
The data obtained from the bank (syndicate bank) for the purpose of
credit period and risk time from the customers. The information of the
customers from different anglesto access the credit and risk
management for a period of THREE years. i.e. from 2007-2010.
Credit period refers to the length of the time are allowed to pay the
amount
For their purchase which is generally varied from 15 to 60 days, or 15 to
90 days.
8
RESEARCH METHODOLOGY:
To fulfill the objectives of the study both primary and secondary data are
used. The primary data was collected through interviewing all the
executives and officials of the KMBL Somajiguda Hyderabad.
The secondary data was collected from published records, website and
reports of the KMBL. Mainly the data relating to credit procedures
followed by the bank and risk management was obtained through
manager from bank database .The data for this purpose was obtained
from bank for a period of 3 years that is from. Based on the availability
of the data, the analysis was made from different angles to assess the
credit and risk management of KMBL, Somajiguda Hyderabad.
10
COMPANY PROFILE
THE PROFILE OF BANKING INDUSTRY
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In framing various policies all the banks require to maintain close
and continuous collaboration with RBI and Government.
Government banker
Bankers bank
Security authority
The issue of currency note is one of the basic functions of RBI; the
responsibility of the bank is not only to put currency into or withdraw it
from circulation but also to exchange notes and coins of one
denomination into those of other denomination as demanded by public.
The bank issues notes against the security of gold coins and gold bullion,
12
foreign security, rupee coins Government of India security, and bills of
exchange and promissory notes as are eligible for purchase by the bank.
At present bank issues notes in denominations of Rs. 10, 20, 50, 100,
500, and 1000.
GOVERNMENT BANKER:
BANKERS BANK:
RBI has to maintain the stability of the external value of the rupee.
As far as external sector is concerned, the task of RBI has (a) administer
foreign exchange control, (b) chose exchange rate system and fix the
rate of rupee, (c) manage exchange reserves, (d) to interact with
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monetary authorities such as IMF, World Bank and Asian Development
Banks. The RBI administers the exchange controls in terms of FOREIGN
EXCHANGE MANAGEMENT ACT (FEMA), 1973.
SECURING AUTHORITY:
The RBI has vast powers to supervise and control commercial and
co-operative banks with a view to developing adequate and sound
banking system in the country. It has following authorities (a) issue
license to new banks (b) issue license to setting up bank branches (c) to
prescribe minimum requirement for paid up capital and reserves,
transfer to reserve funds, maintain cash reserves and control liquid
assets (d) inspects working of banks in India as well as in abroad, checks
branch expansion, mobilization of deposits investment, credit portfolio
management, credit upraise system, profit planning etc (e) to conduct
investigations into complaints, irregularities and frauds in respect of
banks (f) to control methods of operations, appointments,
reappointments, terminations of Chairmen and Chief Executive Officers
of any private sector banks (g) to approve or force amalgamation.
14
INDIAN BANKS PROFILE:
CENTRAL
CO-OPERATIVE
BANKS (CCBs)
PRIMARY
AGRICULTURAL
CREDIT
SOCIETIES (PACSs)
15
1.1 INDIAN BANK PROFILE
The RBI has cautioned against potential risk in the short and
medium term on three key factors (1) Growth rates flattening out
in some key industries, (2) higher oil prices and (3) continuing
infrastructure constraints.
17
The Reserve Bank Of India has signaled its policy of “inclusion” i.e.,
account with nil or minimum balance requirement as well as
charges that would make such accounts accessible to vast sections
of the population.
18
NABARD was established on 12th July 1982 as a central or apex
institution for financing agricultural and rural sector.
The Government and the RBI subscribe NABARD paid-up capital
of rupees 100 crores equally.
NABARD is a co-coordinating agency, in respect of agricultural
and rural development activities or policies of the Central and
State Government, Planning Commission and other Institutions.
NABARD has set up Co-operative Development Fund (CDF) to
improve management systems and skills in co-operative banks.
NABARD supports rural credit system by way of refinancing for
short-term, production, marketing, medium-term and short-term
loans relating to State Co-operative Banks (SCBs) and Regional
Rural Banks (RRBs)
NABARD oversees the entire rural credit system and to that
extent, it has taken over a part of the job of the RBI.
NABARD provides term loans and investment credits, which are
technically feasible and financially viable on farm and non-farm
sectors through SCBs and RRBs.
NABARD undertakes inspection of co-operative Banks and RRBs
without prejudice to the powers of the RBI.
NABARD provides loans to State Government to enable them to
contribute them to the share capital of SCBs and RRBs.
NABARD has established Research and Development (R&D) fund
to provide insights into the problems of agriculture and rural
development through in-depth studies and applied research with
innovative experiments.
19
BANK PROFILE:
Branches, 2 Extension counters situated in the twin cities and having branches
The Bank actively guides the District Co-operative Bank (DCCBs) to withstand
the stiff competition encountered by them; greater emphasis was laid on the
financial discipline at all levels in the cooperative credit structure. The Bank has
community through the DCCBs and PACs by bridging the gap between the
assistance from NABARD and the credit requirements at the grass root level
Committee restructured the PACs bringing down their number from 4464 to
SYNDICATE levels.
20
entered into a memorandum of understanding with the Government of India
and NABARD.
21
BOARD OF MANAGEMENT /COMMITTEE OF
Principal Secretary to
Govt
(coop. marketing)Dept.
CC & RCS
3. R.Ramakrishnaiah, Member
I.A.S
CC & RCS
CC & RCS
Principal secretary to
Govt.
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6. J.R.Sarangal Member
C.G.M. NABARD
C.G.M.NABARD
8. M.Veerabhadraiah, Member
I.A.S
Managing Director
SYNDICATE
23
PERFORMANCE HIGHLIGHTS DURING2008-2009:
• State level best performance award for kharif 2007 lendings instituted by
government of A.P., was awarded to the bank.
24
• The bank has been providing financial assistance to DCCBs and PACS
for strengthening their infrastructural facilities. During the year 2007-06,
SYNDICATE released an amount of Rs.4.14 lakhs to three DCCBs out of
its development fund.
• Disbursements under short term crop loans increased from Rs. 2317.15
crores to Rs. 2981.73 crores during the year under report registering an
increase by 28.68%.
• Under retail banking, gold loans increased to Rs. 69.12 crores during the
year
2007-06 as compared to Rs. 48.36 crores in previous year.
25
• The financial assistance by the bank for working capital limits to
cooperative sugar factories increased to Rs. 287.00 crores.
26
VISION OF THE SYNDICATE
• To prepare development action plan at the apex level, DCCB level and at
PACS level and organize implementation.
• To improve the lending to the small and marginal farmers as also SC and
ST agriculturists.
• To ensure writing books of accounts and also ensure regular audit at all
levels.
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• To raise deposits upto Rs. 2040 crores.
28
Introduction of credit and risk Management
CREDIT MANAGEMENT
The term credit management has got importance from the time when
there increased the pressure of competition and force of custom
persuades to sell on credit. Credit is granted to facilitate the sales. Credit
is appealing to those customers who cannot borrow from other sources
due to many reasons. The firm’s investment in accounts receivable
depends on how much it sells on credit and how long it takes to collect
receivables. Accounts receivables constitute one of most important asset
category for firm which makes the firm to manage its credit well.
The term credit management can be analyzed from various aspects like:
1 Terms of payment.
2 Credit policy variables.
3 Credit evaluation.
4 Credit granting decision.
29
ii) Credit policy variables have the dimensions like credit standards,
credit period, cash discount and collection effort. A firm has wide range
of choice in respect of granting credit. At one end of spectrum, it may
decide not to grant credit to any customer, however strong his credit
rating may be. At the other end, it may decide to grant credit to all
customers irrespective of their credit rating. Between these two
extremes lie several possibilities, often the more practical ones.
Credit period refers to the length of the time customers are allowed to
pay for their purchases which is generally varied from 15 days to 60
days. Lengthening the credit period pushes sales up by inducing existing
customers to purchase more and attracting additional customers. This is
accompanied by a larger investment in debtors and a higher incidence of
bad debts loss.
30
31
iii) Credit evaluation is an important element of credit management
which helps in establishing credit limits. This includes two types of errors
like:
Type I error: A good customer is misclassified as a poor credit
risk.
Type II error: A bad customer is misclassified as a good credit
risk.
Both the errors are costly. Type I error leads to loss of profit on sales to
good customers who are denied credit. Type II error results in bad debt
losses on credit sales made to risky customers. Proper credit evaluation
can mitigate the occurrence of such type of errors.
32
4 Collateral security offered by customer in the form of pledged
assets is considered.
5 Fifth C is general ECONOMIC CONDITIONS that affect the
customer.
For sake of simplicity, only three C’s are considered i.e. character,
capacity and capital. The judgment of customer on these dimensions the
credit manager considers both quantitative and qualitative measures.
33
by adding the entire factor score based on which customers are
classified.
RISK MANAGEMENT
Once the credit is being granted to the customer the credit manager
has to find out the ways for timely collection of the credit given.
34
Traditionally two methods have been commonly suggested like Days
sales outstanding and ageing schedule. Though these methods are
popularly used they have serious limitations as they are based on an
aggregation of sales and receivables. To overcome the limitations of
traditional methods Collection matrix approach is used.
35
The days sales outstanding (DSO) at a given time t may be defined as
the ratio of accounts receivable outstanding at that time to average daily
sales figure during the preceding 30 days, 60 days, 90 days, or some
other relevant period.
36
ORGANISATIONAL CHART OF MARKETING DEPARTMENT:
LOCATION LOCAITON
MARKETING HEAD
MARKETING HEAD LOCAITON
MARKETING HEAD
RMs are responsible for managing relationships with DSA and DST. The
sales department is divided in to two units under the guidance of RM
that is
38
ORGANISATIONAL CHART OF CREDIT DEPARTMENT:
CREDIT MANAGER
CREDIT MANAGER
39
After sourcing the files (loan applicants) in to the bank the second and
crucial step is being played by credit department. Here the sourced files
are examined thoroughly whether the required documents are furnished
or not.
OPERATIONS DEPARTMENT:
The operation department will issue the cheque to the party. In this
department all the PDC’s (Post Dated Cheques) and any other original
important documents are placed in the head office in Mumbai where all
the documents are preserved in a private security locker “NUCLEUS”
which is fire proof and the bank pays for the storage of files.
40
PDC’s and disburse them to respective banks if it is cleared then it
mentions the cleared member’s data and uncleared cheque data through
soft copy that day evening to the operation department. The next day
morning the operation department will get the hard copy and they come
to know clearly the reasons for cheque bounce cases.
Then the telecaller will follow up the customers and intimate them about
the cheque bounces and reasons for that and intimates them about the
penal charges and depending on the reply of the customer they further
proceed. All the data is maintained in the system.
41
ORGANISATIONAL CHART OF RISK DEPARTMENT:
NATIONAL HEAD
TEAM LEADER
TEAM LEADER TEAM LEADER
EXECUTIVES
EXECUTIVES EXECUTIVES
TELECALLER
TELECALLER TELLE CALLER
42
risk department(RD) to focus on timely collection and risk of loan
agreements. There is primarily on collecting the money which was
funded by combined efforts of marketing and credit.
RD is responsible for controlling the losses by having a strong network
of collection agents and thus keeping the delinquency level under
control.
FILE TO BE LOGGED IN
43
IF SANCTIONED,DISBURSEMENT AGREEMENT TO BE
SIGNED AND PDC’S TO BE COLLECTED
DISBURSEMENT TO BE LOGGED IN
STOP
Credit Risk Management: Policy Framework
44
• in the case of guarantees or letters of credit, that funds will not be
forthcoming from the customer upon crystallization of the liability
under the contract;
The more diversified a banking group is, the more intricate systems it
would need, to protect itself from a wide variety of risks. These include
the routine operational risks applicable to any commercial concern, the
business risks to its commercial borrowers, the economic and political
risks associated with the countries in which it operates, and the
commercial and the reputational risks concomitant with a failure to
comply with the increasingly stringent legislation and regulations
surrounding financial services business in many territories.
Comprehensive risk identification and assessment are therefore very
essential to establishing the health of any counterparty.
It is essential that each bank develops its own credit risk strategy or
enunciates a plan that defines the objectives for the credit-granting
function. This strategy should spell out clearly the organisation’s credit
appetite and the acceptable level of risk - reward trade-off at both the
macro and the micro levels.
46
trade finance, securities processing, payment and settlement systems,
etc.
This team should also have an overview of the loan portfolio trends and
concentration risks across the bank and for individual lines of
businesses, should provide input to the Asset - Liability Management
Committee of the bank, and conduct industry and sectoral studies.
Inputs should be provided for the strategic and annual operating plans.
In addition, this team should review credit related processes and
operating procedures periodically.
Keeping in view the foregoing, each bank may, depending on the size of
the organization or loan book, constitute a high level Credit Policy
Committee also called Credit Risk Management Committee or Credit
Control Committee, etc. to deal with issues relating to credit policy and
procedures and to analyse, manage and control credit risk on a bank
wide basis. The Committee should be headed by the Chairman/CEO/ED,
and should comprise heads of Credit Department, Treasury, Credit Risk
Management Department (CRMD) and the Chief Economist. The
Committee should, inter alia, formulate clear policies on standards for
presentation of credit proposals, financial covenants, rating standards
and benchmarks, delegation of credit approving powers, prudential limits
on large credit exposures, asset concentrations, standards for loan
collateral, portfolio management, loan review mechanism, risk
47
concentrations, risk monitoring and evaluation, pricing of loans,
provisioning, regulatory/legal compliance, etc. Concurrently, each bank
may also set up Credit Risk Management Department (CRMD),
independent of the Credit Administration Department. The CRMD should
enforce and monitor compliance of the risk parameters and prudential
limits set by the CPC. The CRMD should also lay down risk assessment
systems, monitor quality of loan portfolio, identify problems and correct
deficiencies, develop MIS and undertake loan review/audit. Large banks
may consider separate set up for loan review/audit. The CRMD should
also be made accountable for protecting the quality of the entire loan
portfolio. The Department should undertake portfolio evaluations and
conduct comprehensive studies on the environment to test the
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RISK MANAGEMENT
MEANING OF RISK
IMPORTANCE OF RISK
No firm can be successful if its overdue are not collected, monitored and
managed carefully in time. Thus risk management is important in
49
sustaining the bank and its growth.
When all the doors are closed to collect the EMI from the customer then
it comes to risk department. In Syndicate bank the most importance is
given to risk department. The risk department in KMBL follows bucket
wise policies which starts from BUCKET 1.
The cheques of the customers which got bounced will come to the risk
department where they pressurizes the customer and gets the EMI
including penal and cheque bounce charges from customer.
The first six months of the customer is very important for the risk
department which is called “INFANT DELIQUENCY” where the risk
department estimates whether the customer is going to be defaulter in
future.
The risk department is very strong in KMBL where they follow the bucket
system. The bucket system depends on “Days past dues”. For every 30
days the bucket system shifts from one bucket to other depending on
pending EMI amount.
PROCESS FLOW
INSERT
If the bank is unable to collect atleast one EMI from the customer from
past continuous 3 months then they book the case as non performance
50
assets.
They claim the future calculated amount as loss so to avoid this type of
loss to the bank. They take lot of care to collect the EMI’s within the
three months with out fail to reduce the increase in the default ratio
through bucket wise.
51
LEGAL ASPECTS OF RISK
When the file comes to bucket 3 there after making all pressures if they
could not get the amount they further proceed legally to collect the
money.
The three main sections used to proceed legally are:
1 Section 138 (NEGOTIABLE INSTRUMENTS ACT)
2 Section 156
3 Section 9
Section 138
Where any cheque drawn by a person on account maintained by him
with the banker for payment of any amount of money to another person
from out of that account for the discharge, in a whole or in part, of any
debt or any liability, his return by bank unpaid, either because of the
amount of money outstanding to the credit of that account by an
agreement made with the bank. Such person shall be deemed to have
committed an offence and shall without prejudice to any other provisions
of this act can be punished with imprisonment for a term which may
extend to one year or with a fine which may extend to twice the amount
of cheque or with the both. Now the court has the power to order two-
year imprisonment for cheque bounces under section 138 N.I. a
STANDARD INSTRUCTIONS
This type of instruction are produced when the loanee working in the
same bank and taking loan amount.
SUMMONS
The chief ministerial officer of the court shall ordinarily sign summons
issued to witness.
1: These are the witness summons.
2: Accused summons to be signed by magistrates:
Magistrates shall themselves sign summons to accused persons. The
copy of the complaint may be sent with summons or warrant issued to
the accused under sub-Section (i) of section 204 of the code.
Place of hearing to be stated:
Every summons and every order of adjournment shall state the place in
which the course to which it relates will be heard.
Warrant bearing sign manual of the judge or the magistrate:
All warrants should receive the sign of them from whose court they are
issued.
SECTION 156
This case is claimed against the customer as cheating or forgery case
where the customer might have given some fake documents to get a
loan which might have mislead the bank.
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Whoever by deceiving any person fraudulently or dishonestly include the
persons. So deceive to deliver property to any person or to consent that
any person shall retain any property intentionally include person so
deceived to do or omit to do anything which he would not do or omit if
he were not so deceived, and which after omission cause or lively cause
damage or harm to that person in body, mind, reputation and property
is said to “cheat “
Example
Section 9
This case is claimed against the customer as a property attachment
where the bank attacks the property of the customer. This section is
very rarely used.
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ANALYSIS and FINDINGS:
55
NON PERFORMANCE ASSETS-IN LAKHS
1) TARGETS: This is the amount given to book as loss for the risk
department in every month of non performance of asset.
2) ACHIEVEMENTS: This is the amount booked as loss to risk
department achieved in every month.
56
PENAL CHARGES COLLECTED
57
PENAL AMOUNT
58
MONTH
May2008 0.74 0.53
June 2008 0.77 0.80
July 2008 0.80 0.74
August 2008 0.82 1.21
September 2008 0.87 1.22
October 2008 0.90 0.93
November 2008 0.91 0.75
December 2008 0.93 0.95
PENAL AMOUNT
59
DEFAULTERS (%) 7 57 20 37 34 155
DEFAULTERS PERCENTAGE
DEFAULTERS CLIENTS
(%)
3: SURROGATIVES. (SURR) 20
4:SALARIED (SAL) 37
TOTAL 155
60
DEFAULTERS PERCENTAGE
22% 5% SEP
36% RSENP
SURR
SAL
24%
13% SENP
61
DEFAULTERS AMOUNT PERCENTAGE
Defaulters Amount
3: SURROGATIVES. 1,10,438
4: SALARIED. 4,12,913
6% SEP
17%
RSENP
SURR
55% 5%
SAL
17% SENP
62
Analysis of Defaulters amount (%)
[0 YRS – 2 YRS] 14 2 3 5 24
(58) (8) (13) (21)
63
[3 YRS – 4YRS] 9 1 1 1 12
(75) (8) (8) (9)
2) 91/ 199*100=76
3) 9/12*100=75
It implies the bank has been focusing to control and reduce the number
of defaulters in other than 30 days bucket further it also implies the
repayment period is not a factor which influence on number of
defaulters.
64
Table: 2 The statement showing default on the lines of profession
TECHNICAL 26 5 3 6 40
(0.65)
BUSINESS 75 6 7 9 97
(0.77)
COLUMN TOTAL 101 11 10 15 137
65
ALTERNATE HYPOTHESIS: H1:
Where P1=26/40=0.65
P2=75/97=0.77
P=P1+P2/n1+n2
Where n1=40 , N2=97
Therefore P=0.74
66
TABLE: 3 The statement showing default on the lines of gender.
30 60 90 ABOVE ROW
SEX DAYS DAYS DAYS 90DAYS TOTAL
MALE 95 11 11 15 132
(0.72)
FEMALE 20 1 1 1 23
(0.87)
67
Where P1=95/132=0.72
P2=20/23=0.87
P=P1+P2/n1+n2
Therefore P=0.74
68
TABLE: 4 To find the relationship between AMOUNT OF LOAN and DAYS
DEFAULT RATE.
30 60 90 ABOVE ROW
AMOUNT of LOAN DAYS DAYS DAYS 90DAYS TOTAL
[RS 0 – RS 1,00,000] 54 4 6 6 70
(0.77)
[RS1,00,000 – RS 32 7 3 8 50
2,00,000] (0.64)
[RS 2,00,000 – RS 22 1 2 1 26
5,00,000]
[RS 5,00,000 – RS 2 0 0 1 3
7,00,000]
[RS7,00,000- RS 6 0 0 0 6
10,00,000]
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NULL HYPOTHESIS: H0:
Where P1=54/70=0.77
P2=32/50=0.64
P=P1+P2/n1+n2
Where n1=70
N2=50
Therefore P=0.72
= 1.566
70
The table value of test of proportion is 1.645 at 95% confidence level.
30 60 90 ABOVE ROW
LOCATION DAYS DAYS DAYS 90DAYS TOTAL
NEW 41 6 4 7 58
HYDERABAD
SECUNDERABAD 30 3 5 5 43
RANGA REDDY
DISTRICT 29 3 3 4 39
71
**figures in parenthesis denote row wise percentage.
Observed Expected
frequency frequency (oi-ei)2 (oi.-ei) 2/ei
(oi) (ei)
NEW
1.44
HYDERABAD 41 34 49
SECUNDERABAD 30 33 9 0.27
72
ALTERNATIVE HYPOTHESIS: H1:
Chi square value is less than critical value so null hypothesis is accepted.
Therefore location of the loanees not influence on the defaulters (in 30
days category).
73
CONCLUSION
CONCLUSION
• Periodically customer meet should be conducted and category wise
the best customer should be appreciated and if possible rewarded
by way of cash prize or in kind. This helps in creating good
publicity for the bank as well as to penetrate in to market.
• Post disbursement contact with the loanee should be maintained.
This process not only builds report but also gives important clues
about loanee’s ability to honour the payment responsibility. At the
same time this also leads to good customer care.
• There should be good coordination among sales department, credit
department and risk department where they should go through the
loanee’s profile and should sanction the amount through proper
stringent verification when the amount is huge.
• Future status of loanees business, if he is a business man, should
be assessed. Reserves, environment, competition, capabilities etc.
should be considered before sanctioning a loan based on past
performance. Future should be analyzed as to whether the
business would sustain in future, the products are going to match
the future needs or not should be analyzed. Future analysis is
more important for a new customer than to an old customer.
Whereas, in case of employee, the job security, skill base, proof of
past financial discipline, property owned etc. should be considered.
Simply not with numerical parameters but also with other
qualitative factors.
• Government employee is also an important segment, bulk
applicants can be attracted by influencing the undertaking office or
74
accounts officer of the concerned department for taking letters to
see that installments payments are directly deducted from their
salaries. This segment is definitely useful in boosting up the loan
selling if proper verification and strict scrutanisation is done with
corresponding undertaking officers. Good rapport with government
officers by risk department will help in recovering the targeted
amounted from government employee’s proper branch network
and good force in risk department will solve if there is any transfer
of employees.
• To safeguard the loan and improve the risk especially when there
is a probability of mobility of a loan for example: in case of a
personal loan property attachment or guaranteed of government
employee is to be taken.Hence such defaulters can be reduced.
75
SUGGESTION
SUGGESTION
Annexure
Annexure
Credit risk is not really manageable for very small companies (i.e., those
with only one or two customers). This makes these companies very
vulnerable to defaults, or even payment delays by their customers.
Lenders will trade off the cost/benefits of a loan according to its risks
and the interest charged. But interest rates are not the only method to
compensate for risk. Protective covenants are written into loan
agreements that allow the lender A recent innovation to protect lenders
and bond holders from the danger of default are credit derivatives, most
78
commonly in the form of credit defaulters swap. These financial
contracts allow companies to buy protection against defaults from a third
party, the protection seller. The protection seller receives a periodic fee
(the credit spread) as compensation for the risk it takes, and in return it
agrees to buy the debt should a credit event ("default") occur.
Employees of any firm also depend on the firm's ability to pay wages,
and are exposed to the credit risk of their employer
Risk management is used to minimize bad debts through active account
delinquency management in right time, right amount, in right terms.Any
delay in realizing the receivables would adversely effect the working
capital, which in turn effects the overall financial management of the
firm.
Lenders will trade off the cost/benefits of a loan according to its risks
and the interest charged. But interest rates are not the only method to
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compensate for risk. Protective covenants are written into loan
agreements that allow the lender some controls. These covenants may:
A recent innovation to protect lenders and bond holders from the danger
of default are credit derivatives, most commonly in the form of credit
defaulters swap. These financial contracts allow companies to buy
protection against defaults from a third party, the protection seller. The
protection seller receives a periodic fee (the credit spread) as
compensation for the risk it takes, and in return it agrees to buy the
debt should a credit event ("default") occur.
Faced by business
Companies carry credit risk when, for example, they do not demand up-
front cash payment for products or services.[1] By delivering the product
or service first and billing the customer later - if it's a business customer
the terms may be quoted as NET-30- the company is carrying a risk
between the delivery and payment.
Credit risk is not really manageable for very small companies (i.e., those
with only one or two customers). This makes these companies very
vulnerable to defaults, or even payment delays by their customers.
The use of a collection agency is not really a tool to manage credit risk;
rather, it is an extreme measure closer to a write down in that the
creditor expects a below-agreed return after the collection agency takes
its share (if it is able to get anything at all).
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Faced by individuals
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BIBLIOGRAPHY
BIBLIOGRAPHY
www.kotak.com
www.wikipedia.org
www.rmahq.org
www.rbi.org
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